MARCH 2020HR TECH OUTLOOK94. Developing Strategic Relationships5. Establishing Strategic Direction6. Managing and Leading Change7. Executive Presence8. Developing an Organizational PerspectiveDeveloping these competencies would require changes in both skillset and mindset.Addressing Skillset:To focus on the skillset, workshops, case studies, assessments, and simulations were designed for an 9-month program that includes a cohort of cross-institutional participants. This is a similar approach to executive-level leadership development programs offered in the University ­ and offered in many organizations. Workshops are held two days per month, with a focus on:· Leading Self· Leading Others· Leading the BusinessThere is a focus on communication, political savvy, and ownership across all the workshops. To increase self-awareness, 360-degree feedback assessment and personality assessments are utilized. Internal executive coaches meet with participants and provide individual development planning sessions that are focused on the results of the assessments and professional and career goals.Addressing Mindset (developing perspectives):A significant emphasis of the new "Emerging Leaders" program is the focus on developing a different mindset ­ broadening the perspectives of the program participants (often referred to as "vertical development"). There are several aspects of the program that were designed to focus on mindset. These includeMentoring ­ Participants in the program are paired with alumni from the University's executive leadership program. Mentor-mentee matching is focused on broadening and stretching the participant's perspective of the University and strategic leadership. Thus, the matching ensures that mentors and mentees work in different school or division and have different problem-solving styles/perspectives (as demonstrated through personality assessments). Mentoring allows the participants to build relationships with and learn from leaders in a different area of the organization, and the mentors provided guidance and support for development. Mentors benefit from these relationships as well ­ stretching their own perspectives and increasing their engagement with the University.Peer Coaching ­ The larger cohort is divided into small groups of five for peer coaching. Like matching with the mentors, peer groups are designed to include participants from different areas of the organizations, and with diverse personality styles and demographics. The peer groups allow them to build relationships, provide support for each other's development, and hold each other accountable. Leadership Exposure ­ "Leadership Lunches" are incorporated into the program. Senior leaders from across campus (e.g., Vice Presidents, Deans, Senior Vice Presidents, etc.) join the groups for informal luncheons. The senior leaders share their perspectives on topics in the workshop, provide information about their areas of the organization, share their leadership journey, and answer questions from the participants. In addition to broadening perspectives, these lunches provide exposure of the program participants to the leaders and vice versa. Since implementing the Emerging Leaders Program at Emory, we have seen significant results in preparing the high-potential mid-level leaders for their next roles. Program alumni have reported results related to skill development and broadened perspectives
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