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Group Discounts for the Strategic Leadership Summit

Are you registering at least three (3) for the same Registration Plan? Go to the "Compare Plans" page and select the "Group Rate" pricing row for the Plan of your choice and get a $60 savings off the "Individual Rate" for every person in the group.

No discount code needed. Just select a quantity of at least three (3) from the Group Rate row and press "Register Now". You will add details for each person in the group on the next screen. Individuals don't need to work at the same company.

For group sizes larger than ten (10), call (800) 901-1680 or email info@arvoices.com.

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Gaylord National Resort & Convention Center - October 14 - 16, 2015

Join In with an Extraordinary Cadre of Thought Leaders, Strategic Thinkers, Business Executives and Academics.

36 Breakout Sessions - 12 Competency Areas!

Thursday, October 15 and Friday, October 16. Comes with all registration plans. The sequence and time of breakout sessions are subject to change.
During the Summit, you'll make your breakout session choices. Click the titles to view the descriptions.

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Thursday, October 15, 2015

Friday, October 16, 2015

Concurrent Breakout Sessions - 1st Set

Ken Perreault, MBA
Affiliate Faculty
Regis University
Greater Denver Area

Perreault will lead this session by first focusing on how a Force Field Analysis makes clear the strategic imperative for virtual teams. Participants will receive recommendations for how to effectively conduct an evaluation of current enterprises to determine where virtual teams might be most impactful. A typology of virtual teams is presented.

With consideration to the different types of teams, issues of leadership, member personalities, trust, decision making and technology are discussed. The presenter will facilitate dialogue regarding improved performance for different types of teams, and he will make specific recommendations for the skills required for virtual team leadership.

Additionally, Perreault will briefly outline some of the legal and regulatory issues of virtual teams before closing with a “peek over the horizon” at emerging developments, including: virtual immersion, avatars and the use of digital doppelgangers.

Learning Outcomes - Participants will:

  • Understand the strategic dynamics that are driving the use of virtual teams.
  • Learn a flexible approach to the evaluation of opportunities for virtual teams within their own organization.
  • Discuss the key elements that need to be nurtured for the high performance of different types of virtual teams.
  • Gain awareness of leadership skills that need to be developed in high potential employees.

Mary-Claire Burick
President
Rosslyn Business Improvement District
Arlington, Virginia

Leading organizational change is a challenge, but it is vital to successful outcomes in most major business initiatives. The good news is that there is a powerful and highly effective tool that can help leaders increase employee understanding, commitment, and engagement in organizational changes –communication. Communications are directly tied to successful implementation of major business outcomes because they address employee concerns and build buy-in and commitment to new ways of working. But to be successful, leaders need to understand how to take a strategic, systematic and proactive approach to using communications to lead change.

This highly interactive session will present an overview of the underlying principles of change, and share best practices, common pitfalls and a straight-forward model to plan for and guide change communications. Through real-world examples, participants will have an opportunity to see how they can apply each step in the model to their own organizations, while benefiting from experiences of other leaders in the room.

Learning Objectives/Key Takeaways:

  • Learn the common pitfalls to communications and best practices for successful strategic communications
  • Better understand a few key underlying principles necessary for using communication as a tool to lead change initiatives
  • Learn a simple model for planning and leading change communications and employee engagement
  • Gain valuable insights from other leaders in the room on what strategies have worked for them

Peter D. Demarest
Published Author - "Answering The Central Question” – How Science Reveals The Keys to Success in Life, Love, and Leadership (HeartLEAD, 2011).
President, Axiogenics, LLC
Glen Mills, Pennsylvania

The science of neuro-axiology (brain science + value science) is revealing critical new insights into what makes people tick and how they can learn to tick better as individuals and as organizational cultures. In this presentation, Peter will offer practical and inspiring new insights that will alter how you think about thinking, how you approach your life and work, and how organizations can transform themselves from toxic to terrific though “valuegenic” leadership and cultural engagement.

Delivering one “ah-ha moment” after another, Peter will teach you 6 principles and a set of powerful practices that you can put to immediate use to help you and your team become "SMARTER" and to create and sustain a more valuegenic organization.

Learning Principles

1. Life, love, and leadership are about creating value

2. The Inner Operating System: How "value" drives virtually all human activity

3. Change vs. Transformation: Why one stinks the other sticks

4. The power of a valuegenic vs. self-centric mindset

5. Axiology: The Universal Principles of Value Generation and The Hierarchy of Value

6. Gaps: the cause of all stress, failure, AND opportunity Plus the practices listed below.

Key Takeaway: How to become a "SMARTER LEADER"

S. Set Your Intentions – to create greater value; M. Maximize Your Mindfulness – Self-awareness and the “I, Me, My” Game; A. Activate Your Strengths – Using The Central Question; R. Recognize and Reconcile Gaps – Putting people first; T. Take Effective Actions – To produce valuegenic results; E. Evaluate Results – Learn and celebrate; R. Raise the Bar and Repeat – Going to the next level

Nicole Price
Vice President of Training
Cy Wakeman, Inc.
Elkhorn, Nebraska

It's no surprise that these are challenging times in our business world today. Resources are limited, economic times are tough, and our workforce is still expected to produce higher level of successful results. Dissatisfaction is at an all-time high. At the same time, organizations are working diligently to increase the levels of diversity in their workplaces because they understand that it plays a vital role in achieving successful results. It creates an opportunity for businesses to draw from a talent pool composed of the very best, regardless of demographics.

While creating diverse teams will result in better outcomes, the journey can sometimes be more difficult for the employee who is the most different. When you are the "odd" one, the typical challenges in organizations are compounded with the stress of being different. As a solution to the problem we set out to be more inclusive.

While all this work is good work, most biases are subconscious and micro-inequities are hard to prove. In this session, Nicole introduces five key elements in building resilience through accountability. In addition to traditional diversity and inclusion efforts, she teaches participants tips and tools to change their mindsets, restore their power, and discover how to seize developmental opportunities in every challenge.
Learning Objectives

Attendees will

  • Learn to practice strategies that eliminate drama from the workplace
  • Enhance employee engagement with techniques to conserve negative energy and instead direct towards positive results
  • Understand typical responses to change and how to move through resistance towards more productive behaviors
  • Utilize development opportunities to overcome challenges, keep your skills current, and build a new aptitude for future roles to come

Ryan Patel, MBA
Vice President, Global Business and Real Estate Development
Pinkberry

More session details are forthcoming; but this session will focus on

  • Methods for demonstrating effective leadership – a move beyond titles for direct and indirect influence
  • Insights for how to empower your teams in a multi-cultural and cross function setting and in high-pressure situations
  • The importance of develop others around us to be empowered leaders who own their power to lead from wherever they are

Session and Speaker Details Forthcoming...

Concurrent Breakout Sessions - 1st Set

Supriya A. Desai, MBA
President, ASC Advisory Company (About Strategic Change)
Adjunct Professor, MBA Program of Montclair State University Business School
Global Strategic Change and Transformation Leader
Greater New York City Area

Starting with a discussion of strategic change program and failure rates and underlying causes, this session will provide participants with a high level and practical approach to designing successful and lasting change programs.

Ms. Desai will share key strategic change management do’s and don’ts along with real life examples. Participants will leave with a clear understanding of how to increase the chances that their change efforts will lead to lasting results.

Learning Objectives / Key Takeaways:

  • Understand success rates of major change programs and contributing factors to current performance
  • Understand how to avoid change pitfalls that reduce chances of successful and lasting change
  • Become familiar with a high-level approach to planning and implementing change
  • Have insight into what has worked and not worked for other organizations implementing change
  • Constructively discuss positive and negative practices with fellow leaders and program managers
  • Evaluate your current change program for potential course corrections
  • Approach planning and implementation of a new change program with more confidence

Sheri Chaney Jones
Published Author - “Impact and Excellence: Data-driven Strategies for Aligning Mission, Culture, and Performance” (Jossey-Bass, 2014)
President, Measurement Resources Company
Adjunct Faculty for Organizational Behavior and Business Ethics at Franklin University
Columbus, Ohio

In Good to Great, Jim Collins found that great leaders confront and use the brutal facts to make organizational decisions. Often leaders understand the importance of the creation of high-performance measurement cultures, but often lack the resources and expertise to do so successfully.

This workshop will help leaders overcome these barriers and move towards greater impact and excellence. Participants will learn specific, practical methods for measuring their mission and impact. Throughout the workshop case studies will be presented of how other organizations have implemented these strategies to increase revenues, efficiency, and overall impact.

Learning Objectives / Key Takeaways:

  • Discover how to use data and performance metrics to generate increased revenue
  • Learn proven strategies to develop high-performance measurement cultures and leadership skills essential for today's success
  • Learn why some organizations are able to achieve great success with limited resources and others struggle

Amir R. Eftekhari, MBA
Founder & Managing Director
ADALYLA Consultancy Group
Washington, D.C. Metro Area

This session provides expertise on strategy and an overview of the critical success factors for effective strategic planning and management. Mr. Eftekhari will focus on domestic and internal strategic planning while providing the components of and differentiating between each.

Participants in this session will gain an understanding through facilitated dialogue of the following areas:

  • Growth Strategy
  • Organizational Behavior
  • Situational Awareness
  • Multinational Strategic Planning
  • Developing Global Business Strategies and
  • Managing Change and Strategic Adjustments Well[/accordion]

Session and Speaker Details Forthcoming...

Session and Speaker Details Forthcoming...

Session and Speaker Details Forthcoming...

Concurrent Breakout Sessions - 2nd Set

Mona Pearl
Published Author - "Grow Globally: Opportunities for Your Middle-Market Company Around the World" (Wiley, 2011)
Founder and COO, BeyondAStrategy, Inc.
Founder & Board Advisor, Global Management Institute
Adjunct Professor, DePaul University
Adjunct Faculty, Loyola University Chicago
Interim Executive Partner, Fruition TechFund
Chicago, Illinois

Since many global business deals fail to meet expectations, savvy service providers are in a position to help improve those odds, overcoming cultural misconceptions and focusing on success factors. In M & A transactions, JV, alliances and other structures, it is not the hard numbers that will make the difference between success and failure, but what lies underneath the iceberg, hidden from the naked eye.

  • What are the trends and practices that affect global?
  • What are some of the crucial factors behind these cross-border transactions?
  • How to take advantage of the opportunities, size up the chances, calculate the risks involved, estimate your ability to deal with them and make plans with confidence?
  • How to increase your firm’s rate of success, use your assets and grow your business?

What’s under the surface in international business? A lot! The culture, social norms, values, customs, reasoning, thinking patterns, decision making, negotiations, and body language are just a few of the minefields businesses encounter as they attempt to navigate the region. Where others may see primarily opportunity, how are you going to identify the minefields, read between the lines and spot complexity while executing successful cross-border transactions?

Learning Objectives:

1. Be aware of the trends and practices that will be affecting global business
2. Learn how to take advantage of the opportunities, minimize the risk and grow with confidence
3. Understand techniques and strategies to help you increase your rate of success, use your assets and grow your business

Key Takeaways:

  • Examine the issues pertinent to strategic planning in a global context
  • Be smart about where you choose to do business Hire the right talent to enable your company to achieve its strategic goals
  • Respond to and overcome differences between internal corporate culture and the target culture
  • Refine your skills, adjust your mindset, reaffirm your focus, retest your strategy and modify your direction
  • Create a framework that enables you to see, identify, respond, think, plan and operate strategically
  • Establish where to go and why, and how to measure success

Lisa G. Jing, M.A.
Founder & CEO
Synergy at Work, Inc
San Francisco Bay Area

In most organizations, over 50% of the total healthcare costs are due to presenteeism, which is the loss of productivity due to a health related issue. Your employees may be showing up for work, but are they functioning at an optimal level committing their best energy to their work, or are they functioning at a diminished capacity because of high stress, lack of physical activity, poor nutrition, emotional distress, or inadequate sleep?

This session focuses on helping executives and leaders understand how to create an organizational culture where health is valued as a business priority and is a vital component of a contemporary total rewards strategy. A review of the research is provided whereby it is demonstrated that employee wellness programs are a very popular employee benefit that provides a real return on investment.

Ms. Jing provides concepts and techniques to help every person functioning at his or her best and maintain a completive advantage in this era of global competition. Participants will learn to appreciate that when team members are healthy and well, the results that organizations realize are reduced benefit costs, increased innovation, creative problem-solving, retention of top talent, high energy, and a winning culture where people are well, so they do well.

Sheri Chaney Jones
Published Author - “Impact and Excellence: Data-driven Strategies for Aligning Mission, Culture, and Performance” (Jossey-Bass, 2014)
President, Measurement Resources Company
Adjunct Faculty for Organizational Behavior and Business Ethics at Franklin University
Columbus, Ohio

In Good to Great, Jim Collins found that great leaders confront and use the brutal facts to make organizational decisions. Often leaders understand the importance of the creation of high-performance measurement cultures, but often lack the resources and expertise to do so successfully.

This workshop will help leaders overcome these barriers and move towards greater impact and excellence. Participants will learn specific, practical methods for measuring their mission and impact. Throughout the workshop case studies will be presented of how other organizations have implemented these strategies to increase revenues, efficiency, and overall impact.

Learning Objectives / Key Takeaways:

  • Discover how to use data and performance metrics to generate increased revenue
  • Learn proven strategies to develop high-performance measurement cultures and leadership skills essential for today's success
  • Learn why some organizations are able to achieve great success with limited resources and others struggle

Gail Severini
Managing Director and Senior Management Consultant
Symphini Change Management Inc.
Aurora, Ontario - Canada

Severini will lead a session that focuses on answering these two questions. (1) Why is an integrated approach to strategy execution important? (2) What six components need to be integrated?

If your success rate on transformational strategy could be better, this session is for you. Do you drive out all of the results and benefits that you intended? How do you know? What if you don't? If you are facing a strategy more transformational than your organization has ever successfully executed then you have even more reason to dig in and understand integration.

Designing a great strategy is hard and relies on strong strategy execution and follow through. Most organizations rely on one or two capabilities for execution, say change leadership and project management. Yet research continues to indicate that this is insufficient. What is missing? Culture, Board Engagement, Leadership Engagement, Agile Strategy, a Change Execution Engine and a focus on Realization. This is not rocket science, yet most organizations fall short. How can your organization outperform on these key components?

Learning Outcomes – Participants will:

  • Develop understanding of the six key components of strategy execution
  • Develop understanding of the intra-dependencies and dynamics of the six components
  • Develop a high level strategy execution road map

Session and Speaker Details Forthcoming...

Session and Speaker Details Forthcoming...

Concurrent Breakout Sessions - 2nd Set

Peter D. Demarest
Published Author - "Answering The Central Question” – How Science Reveals The Keys to Success in Life, Love, and Leadership (HeartLEAD, 2011).
President, Axiogenics, LLC
Glen Mills, Pennsylvania

The science of neuro-axiology (brain science + value science) is revealing critical new insights into what makes people tick and how they can learn to tick better as individuals and as organizational cultures. In this presentation, Peter will offer practical and inspiring new insights that will alter how you think about thinking, how you approach your life and work, and how organizations can transform themselves from toxic to terrific though “valuegenic” leadership and cultural engagement.

Delivering one “ah-ha moment” after another, Peter will teach you 6 principles and a set of powerful practices that you can put to immediate use to help you and your team become "SMARTER" and to create and sustain a more valuegenic organization.

Learning Principles

1. Life, love, and leadership are about creating value

2. The Inner Operating System: How "value" drives virtually all human activity

3. Change vs. Transformation: Why one stinks the other sticks

4. The power of a valuegenic vs. self-centric mindset

5. Axiology: The Universal Principles of Value Generation and The Hierarchy of Value

6. Gaps: the cause of all stress, failure, AND opportunity Plus the practices listed below.

Key Takeaway: How to become a "SMARTER LEADER"

S. Set Your Intentions – to create greater value; M. Maximize Your Mindfulness – Self-awareness and the “I, Me, My” Game; A. Activate Your Strengths – Using The Central Question; R. Recognize and Reconcile Gaps – Putting people first; T. Take Effective Actions – To produce valuegenic results; E. Evaluate Results – Learn and celebrate; R. Raise the Bar and Repeat – Going to the next level

Dr. Dawn-Marie Turner, CMC
President, Turner Change Management, Inc.
Founder, Living and Leading Change Program
Winnipeg, Manitoba, Canada

Session details forthcoming...

Ken Perreault, MBA
Affiliate Faculty
Regis University
Greater Denver Area

Perreault will lead this session by first focusing on how a Force Field Analysis makes clear the strategic imperative for virtual teams. Participants will receive recommendations for how to effectively conduct an evaluation of current enterprises to determine where virtual teams might be most impactful. A typology of virtual teams is presented.

With consideration to the different types of teams, issues of leadership, member personalities, trust, decision making and technology are discussed. The presenter will facilitate dialogue regarding improved performance for different types of teams, and he will make specific recommendations for the skills required for virtual team leadership.

Additionally, Perreault will briefly outline some of the legal and regulatory issues of virtual teams before closing with a “peek over the horizon” at emerging developments, including: virtual immersion, avatars and the use of digital doppelgangers.

Learning Outcomes - Participants will:

  • Understand the strategic dynamics that are driving the use of virtual teams.
  • Learn a flexible approach to the evaluation of opportunities for virtual teams within their own organization.
  • Discuss the key elements that need to be nurtured for the high performance of different types of virtual teams.
  • Gain awareness of leadership skills that need to be developed in high potential employees.

Michael Nestor
Vice President, Organizational Development & Change
Bayer Corporation
Greater Pittsburgh Area

Michael will lead this interactive session with participants experiencing the creative engaging power of these four techniques (Improvisation, Dialogue, Analogy and Story Telling).

Participants will learn some of the basics and background of IDAS and then apply these methods in an engaging and experiential workshop.

We will start with improvisation and moving through some dialogue techniques, the use of analogy and metaphor and end with the power of personal stories. Each builds on the other also building within the participant confidence and greater understanding and appreciation.

Learning Objectives and Takeaways

  • Exposure to these creative engagement techniques
  • Experience how those techniques can be applied by most anyone in a fun way and how they can be used to reinforce a specific desired culture or change initiative
  • How they can develop into a powerful engagement leader and apply these concepts to lead and influence teams

Session and Speaker Details Forthcoming...

Session and Speaker Details Forthcoming...

Concurrent Breakout Sessions - 3rd Set

Daniel B. Griffith, J.D.
Associate Faculty, Organizational Leadership, Purdue School of Engineering
Technology Director, Office for Intergroup Dialogue and Civil Community, Indiana University-Purdue University, Indianapolis
Consultant, Trainer, and Author
Indianapolis, Indiana

Organizational conflict left unresolved and permitted to escalate will adversely impact employee engagement, productivity, talent acquisition and retention, and a host of other organizational assets. Yet traditional conflict resolution practices that rely on “specialists” and formal adjudicatory processes, and that discount employees’ need for control over their conflict situations, are generally ineffective and lead to unsatisfying outcomes. Meaningful alternatives exist.

This session will present methods, approaches and opportunities for management consultants to support the organization in developing strategies for building capacity within the workforce to address conflicts in ways that provide more choice and control for parties in dispute.

Learning Outcomes/Key Takeaways:

  • Understand how an organization’s effectiveness in managing conflict is vital to fostering engaging work environments and recruiting and retaining quality employees
  • Understand the costs to the organization, teams and workplace relationships for failing to manage conflict effectively
  • Learn models for building capacity in managers and employees to constructively manage their own conflicts, serve as in-house conflict resolution facilitators, and generally address conflicts in ways that reduce reliance on “specialists” and formal adjudicatory processes
  • Review management consultation practices for mediating disputes, facilitating dialogue and communication processes, coaching employees with conflict situations, and teaching conflict resolution skills

Michael Nestor
Vice President, Organizational Development & Change
Bayer Corporation
Greater Pittsburgh Area

Michael will lead this interactive session with participants experiencing the creative engaging power of these four techniques (Improvisation, Dialogue, Analogy and Story Telling).

Participants will learn some of the basics and background of IDAS and then apply these methods in an engaging and experiential workshop.

We will start with improvisation and moving through some dialogue techniques, the use of analogy and metaphor and end with the power of personal stories. Each builds on the other also building within the participant confidence and greater understanding and appreciation.

Learning Objectives and Takeaways

  • Exposure to these creative engagement techniques
  • Experience how those techniques can be applied by most anyone in a fun way and how they can be used to reinforce a specific desired culture or change initiative
  • How they can develop into a powerful engagement leader and apply these concepts to lead and influence teams

Lindsay Pyc, Ph.D.
Client Capabilities & Performance
McKinsey & Company
Washington, DC

Data is only as good as it is useful to the organization for decision making. This session will describe the steps organizations can take to align the strengths of various insights tools (e.g., customer tracking, social media, employee engagement) to tell a holistic story of performance that focuses what actions to take when.

Included will be lessons learned in working across industries and geographies, along with tips for fostering organization effectiveness in a highly diversified environments.

Learning Objectives and Takeaways

  • Understanding how to identify potential sources of data in companies
  • Gain concepts for how to turn that data into organizational insights for performance

Barry Altland
Writer, Speaker, Thought Leader
Head, Heart and Hands Engagement Collective
Orlando, Florida Area

Do the people who work for you have to be there? Do they want to be there?

Volunteers choose to serve, and they serve with passion. Shouldn't the same be true for the paid professionals who work for your organization?

This interactive session will explore the similarities and the differences among engaging volunteers and paid professionals. Leaders will discover the best practices that engage, sustain and at times, redirect the passion of those who choose to work on their team.

Learning Objectives and Takeaways

  • Define the concept of "Otherliness" and its relevance to the leadership role
  • Explore how altruism and selfishness are at play in intrinsic motivation
  • Discover the individual drivers that initially engage team members, and how they can be used to align work with passion
  • Take a fresh look at leadership practices such as feedback, coaching and recognition to sustain the passion of those who serve

Gavin P. Smith, MBA, MGM
Founder & Consultant, Gavin Consulting
Founder & President, Civilian Exposure
Cape Carteret, North Carolina

Session Details Forthcoming...

Session and Speaker Details Forthcoming...

Concurrent Breakout Sessions - 3rd Set

Michael Gram, MBA
Strategy Consultant
The North Highland Company
Denver, Colorado

Session details forthcoming...

Mary-Claire Burick
President
Rosslyn Business Improvement District
Arlington, Virginia

Leading organizational change is a challenge, but it is vital to successful outcomes in most major business initiatives. The good news is that there is a powerful and highly effective tool that can help leaders increase employee understanding, commitment, and engagement in organizational changes –communication. Communications are directly tied to successful implementation of major business outcomes because they address employee concerns and build buy-in and commitment to new ways of working. But to be successful, leaders need to understand how to take a strategic, systematic and proactive approach to using communications to lead change.

This highly interactive session will present an overview of the underlying principles of change, and share best practices, common pitfalls and a straight-forward model to plan for and guide change communications. Through real-world examples, participants will have an opportunity to see how they can apply each step in the model to their own organizations, while benefiting from experiences of other leaders in the room.

Learning Objectives/Key Takeaways:

  • Learn the common pitfalls to communications and best practices for successful strategic communications
  • Better understand a few key underlying principles necessary for using communication as a tool to lead change initiatives
  • Learn a simple model for planning and leading change communications and employee engagement
  • Gain valuable insights from other leaders in the room on what strategies have worked for them[/accordion]

Session and Speaker Details Forthcoming...

Session and Speaker Details Forthcoming...

Session and Speaker Details Forthcoming...

Session and Speaker Details Forthcoming...

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