Building on your experience and analysis of your personal leadership style, the Ivey Leadership Program will help you develop your leadership potential. With enhanced insights and judgment, you will confidently make the shift from managing to leading.
Through case studies, team-building exercises, a 360-degree assessment and post-program coaching, you will journey from a deeper self-awareness of your own strengths and weaknesses as a leader through to the skills you need to drive performance, orchestrate change and develop a leadership culture within your organization.
Faculty Director, David Loree talks about how the Ivey Leadership Program will help you become a leader who drives performance.
Join us for one of our upcoming sessions.
Apr 23 - Apr 28, 2017
||London, ON||$9,250 CDN|
Call us: 1.800.948.8548 or 1.519.661.3272
Who Should Attend?
Mid- to senior-level leaders with at least 10 years’ experience in any area of an organization who want to become more effective leaders.
Learning is organized around the core themes of Leading Individuals and Teams for Exceptional Performance, Strategic Leadership, Managing your Personal Leadership Development, Leading Change, and Inter-personal Leadership.
Leading Individuals and Teams for Exceptional Performance
- Understand the key variables leading to continuing performance in a role: abilities, motivation, resources, direction and recognition of success
- Identify the levers that leaders can pull to influence these variables
- Be able to use this framework to address individual and team performance issues and find the points at which intervention is required
- Understand the key elements in the coach-employee relationship
- Learn how to give candid and constructive feedback in a variety of performance situations
- Develop your listening skills, appreciating both content and feeling in communications
- Identify what you need to do to have employees take ownership and accountability for issues and performance improvement goals
Choosing and Developing Leaders
- Identify key issues in attracting, selecting, deploying, developing and retaining talent
- Learn how to spot potential leadership talent at early stages of people’s careers
- Understand the key elements in performance management and the levers that leaders can pull to ensure maximum performance levels
- Focus on the key factors to consider when making promotions to senior management and executive positions
- Examine ways of developing the talent pool in your organization to ensure effective succession management
Building Exceptional Teams
- Understand the advantages and disadvantages of working in teams as opposed to individually
- Examine how teams make high-stake decisions in stressful situations
- Identify the characteristics of highly effective teams: Composition, Tasking, Process and Leadership
- Learn how to encourage constructive dissent and develop consensus
- Avoid the potential problems associated with highly cohesive teams
The Leadership Role
- Develop a winning business strategy and a profitable business model based on a clearly defined value proposition
- Align all elements of the organization around that model – specifically, organizational structure, systems, people and culture – so that value can be both created and claimed
- Maintain focus and discipline; avoid strategic drift
- Establish a culture and systems that identify mistakes early and fix them quickly
- Focus on what exceptional leaders actually DO
- Examine the key competencies of outstanding leaders
- Understand the elements of leadership character that distinguish good and poor leaders
Managing Your Personal Leadership Development
- Understand how to manage your own career as well as those for whom you are responsible
- Recognize some of the personal issues associated with being a “high potential,” as well as the factors that lead to derailment in a leadership career
- Learn how to be a leader-breeder rather than a leader-blocker Identify where, when and how to intervene as a mentor or coach
- Participate in a 360 degree evaluation of your strengths and weaknesses as a leader
- Develop your own personal coaching and mentoring plan
- Develop insight into the reasons people often resist change
- Identify the strategies and tactics you can use to overcome resistance to change and build support for your initiatives
- Understand the eight common mistakes in leading change, and how to avoid them
- Explore the intersection between intended, emergent and realized strategy in successful change efforts
- Assess your strengths and weaknesses as a change leader, and how to improve your leadership skills
- Identify tactics to shift / shape the values of people to align with your strategies (understanding it doesn’t happen overnight!)
- How to manage the tension between strategic planning and execution in a real time environment
Developing and Getting Commitment
- Practice your skills at getting commitment from employees in performance management situations
- Get feedback on your coaching skills and give yourself the opportunity to improve
- Empower people to generate and commit to alternative ways of achieving required goals
- Understand how to tap into people’s expectations and values in order to motivate behaviours and commitment to goal attainment
- How to assess and use your position of strength, and the importance of trust in building collaborative relationships
- Incorporating contingencies to resolve conflicts
- Building sustainable agreements and increasing interdependence
Leading Through Influence and Persuasion
- Understand that the key to successful leadership is the effective use of influence rather than reliance on authority, direction and command-and-control
- Develop best practices around presenting your arguments to others to secure buy-in
- Identify and focus on the behaviours that leaders use to persuade people and enlist their support
- Focus on the different bases of influence and how they can each be used to develop coalitions and allies
- Learn how and when to use different strategies and tactics to build support for your leadership
This is Not about Text Books and Lectures
If you are having a hard time imagining yourself in a classroom again, keep in mind that the Ivey Leadership Program is designed with busy leaders in mind. It is an engaging, interactive experience that draws on the vast perspectives that you and your classmates will bring to the program. Our real-world Case-Method of Learning is not about textbooks and lectures – it’s about learning by doing. Using case studies you’ll put yourself in the role of decision-maker and take on real challenges faced by real companies to gain practical hands-on experience. You’ll come away with new knowledge and ideas that are directly applicable to your business and that will have immediate impact.
Create Immediate Impact
Throughout the program, you will track your learning outcomes and pinpoint specific initiatives to implement. You leave knowing exactly how you will apply your new knowledge and skills, and a self-developed implementation plan to start your impact once back in the office.
|Finance: 25%||Not-for-profit: 7%|
|Public Sector: 15%||Technology: 6%|
|Manufacturing: 10%||Agriculture: 4%|
|Oil and Gas/Energy: 10%||Other: 15%|
|55 and older: 6%||40 - 44: 33%|
|50 - 54: 10%||35 - 39: 14%|
|45 - 49: 31%||30 - 34: 6%|
Select Participating Organizations
|Canadian Broadcasting Corporation||Canadian Imperial Bank of Commerce (CIBC)|
|Dollarama||General Dynamics Land Systems|
|Grand Tierra Energy||Hewlett-Packard|
|George Weston Ltd.||J.D. Irving|
|Suncor||TD Bank Group|
“First class experience – I now understand why Ivey has the reputation of being one of Canada’s top business schools. The faculty is top notch with high academic skills coupled with an amazing emotional and intellectual engagement with all their students. The methodology used to facilitate learning is highly engaging – providing the learner with knowledge, skills and tools to be an effective leader.”
Ken Dufault, Vice President & General Manager, Medigas Manitoba Ltd.
“If you are at all interested in gaining an edge – learning about how you can be an exceptional leader and how that can translate into business results, then this is a great use of your time and investment.”
Alison DeMuy, Senior Manager, Waterloo Wellington Local Health Integration Network
David Loree: Faculty Director
David Loree, a professor and authority on leadership and organizational behaviour, has published peer reviewed articles in leading academic journals.
His work has been cited in the media around the world, including the National Post, Profit magazine, and South China Morning Post. David has extensive teaching experience in both degree and executive programs in North America and Asia. He was the recipient of the prestigious Ivey Teaching Innovation Award for innovative course design and curriculum. His Ivey Leadership Program was named by Financial Times as one of the world's top ten programs in general management.
Clients: Effem/Mars, KPMG, NCR, McCain Foods, Maple Leaf Foods, Ontario Power Generation, Volvo, Dofasco, The Globe and Mail, General Dynamics Land Systems, HSBC, Bank of China Hong Kong, Manulife, ING-Canada, TD Bank Financial Group, Siemens, Canwest, Magellan Aerospace, Rogers Communications, City of London, J. D. Irving, Canadian Standards Association and City of Stratford.
Fernando Olivera is an Associate Professor of Organizational Behaviour at Ivey Business School. He joined the Ivey Faculty in 1998. He earned a Ph.D. and M.S. in Industrial Administration from the Graduate School of Industrial Administration at Carnegie Mellon University.
Professor Olivera teaches courses in Organizational Behaviour and Interpersonal Negotiations in Ivey's MBA, Executive MBA, and Ph.D. programs as well as in the Ivey Leadership Program for Executives. He has over 14 years of experience in executive education and has conducted Negotiations training for various organizations, including Hutchinson Port Holdings, Telus, J.D. Irving Limited, Ericsson, Teknion, the Toronto Board of Trade, Hoffman-Roche, and New World Development (China).
His primary research interests are in the areas of organizational memory, group and individual learning, and the impact of communication technology on group work. His work has been published in the Academy of Management Review, Management Information Systems Quarterly, Small Group Research, the Journal of Management Studies, the Research on Managing Groups and Teams book series, and other books and conference proceedings. He has presented his work at various academic conferences, including the Academy of Management Annual Meetings, the Society of Industrial and Organizational Psychology, and the Institute for Operations Research and the Management Sciences. He is a member of the editorial review board of the Journal of Organizational Behavior and Organization Science.
Lyn Purdy, Professor of Organizational Behaviour, teaches courses on Organizational Change, Career Management and Management of People for Exceptional Performance.
She teaches Ivey's degree programs (HBA, MBA and Executive MBA) and in Ivey's public and custom executive education programs. She has extensive experience facilitating skills development workshops and coaching feedback sessions. Lyn has written a number of publications in the area of the organizational and behavioural impacts of implementing new technologies and techniques in manufacturing and non-manufacturing firms. She has worked in a variety of industries as an employee and a researcher.
Clients: ATCO, City of London, Syngenta, Smart Systems for Health Agency, Volvo, Siemens, The Globe and Mail, Maple Leaf Foods, Sagicor, Orlick Industries, Newalta, Rogers Communications and Schulich School of Medicine and Dentistry.