Fall 2019 Session of Leadership inSITE Open for Registration

Build Leadership Capabilities Crucial for Your Successful, High Potential Leaders

The next session of Leadership inSITE™ takes place October 22 to 24, 2019 in Tempe, AZ. 

WHEN: April 30 to May 2, 2019
WHERE: Tempe Mission Palms, Tempe, AZ
ACT NOW: Registration is first-come first-served until sold out, so reserve your spot now. Previous sessions of Leadership inSITE have proven popular, and we expect this program to be well attended as well. To ensure that your leaders have space confirmed, we suggest reserving your spots ASAP.

This unique program builds leadership capability in four “insights” that are crucial for successful, high potential leaders: Strategy, Innovation, Transformation, and Execution (S-I-T-E).

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Audience

Leadership inSITE is ideal for leaders who currently have senior, general management, or functional leadership roles but are not yet Vice Presidents. In most organizations, these leaders typically hold the title of Director or Senior Director, but may also be called Vice President in certain industries, may have 15 to 20 or more years of work experience, and/or may report to a Vice President or Senior Vice President of a major business unit or corporate level organization..

Participant Feedback

Leadership inSITE programs continue to receive extremely positive participant feedback:

  • “The program was highly valuable. Presenters were high caliber and content and tools were useful.”
  • “I thought the use of group reflection was a great and effective way to reinforce the topics.”
  • “I took away some very actionable learning that I can take back to my team and implement right away.”
  • “A great investment in individuals who are in need to start thinking more broadly. Great tools and insights were offered. Also, wonderful to hear perspectives from other industries.”
  • “Incredible amount of sharing done at perfect pace for assimilation. Organization is excellent to the minute details. Well Done!”
  • “I felt that the learnings around memory and presenting with stories/analogies to be a very beneficial takeaway.”
  • “The faculty reminded me of why I love what I do.”
  • “One of the most valuable management trainings I’ve been to in years. It was applicable and relevant to my stage of the journey.””

About the Program

Leadership inSITE is the product of a highly collaborative process involving input from a cross-company, multi-industry group of leadership development practitioners from numerous companies in partnership with Business inSITE Group, a human capital coaching and consulting firm founded by Ian Ziskin and Lacey Leone McLaughlin.

Leadership inSITE has been co-designed with multi-company input to ensure the entire experience is practical, real-world, user-friendly, and distinctly cost-effective.

Leadership inSITE™ features world-renowned external panelists such as Jay Conger, Soren Kaplan, Cheryl Perkins, and Al Vicere. The program offers practical real-time discussion of real-life business issues with participating company executives, and is designed as an ongoing learning process, not just an “event,” with pre- and post-program development and networking opportunities.

jay conger Soren Kaplan
Jay Conger Soren Kaplan
Cheryl Perkins Al Vicere
Cheryl Perkins Al Vicere

» Learn More | » Contact Program Manager | » Register Online

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The Art of the Pre-Meeting

One of the least understood and most influential tools for building strong relationships with board members is the art of the pre‐meeting. To illustrate, let’s consider an example:

The CHRO and the head of executive compensation are responsible for preparing the compensation committee chair and the other committee members for what will be discussed and potentially decided in each committee meeting. If you believe in the “no surprises” theory of management, as I do, your job is to ensure your compensation committee is well‐prepared for every meeting and that there are no surprises during the meeting.

To that end, it’s important that you meet or speak with the compensation committee chair before the meeting takes place. The agenda for this pre‐meeting usually includes a review of the committee meeting agenda, materials that need to be prepared, and a discussion of which agenda items are intended for information and discussion and which items require committee decisions and approvals.

Once the meeting materials are prepared, another pre‐meeting or discussion should take place to review the materials, answer the committee chair’s questions, and identify issues that may be particularly difficult or controversial.

Some HR leaders I know go through this process, not only with the compensation committee chair, but with each committee member prior to every committee meeting. This process takes an incredible amount of time, but not as much time as picking up the pieces following an extremely difficult and contentious compensation committee meeting where participating board members feel surprised, ignored, confused, or misinformed—or they simply don’t agree with management’s recommendations.

Pre‐meetings are essential to ensure mutual understanding of facts and assumptions, as well as clarity about where management, the board, committees, and board consultants agree and disagree. Most importantly, these pre‐meetings minimize the risk of surprises in the boardroom.

For example, it is highly undesirable and unproductive to have the CEO, CHRO, or head of executive compensation fighting with the independent compensation consultant in front of the board or compensation committee. Likewise, it is equally distasteful to have the chair and members of the compensation committee surprised by a position taken by their own consultant or by management. The “no surprises” rule should be standard operating procedure when working with the independent compensation consultant.

As HR leader for your organization, how are you employing the “Art of the Pre-Meeting” to your board meeting preparations?

Learn More

If you found this information valuable, check out my book, THREE: The Human Resources Emerging Executive, which you can preview at www.exexgroup.com/publications/three-book.

Be sure also to check out the FREE eBook Black Holes and White Spaces: Reimagining the Future of Work and HR with the CHREATE Project, published through the Society for Human Resource Management (SHRM) and available for download on Amazon. It contains 26 essays from more than 70 chief HR officers and CHREATE Project volunteers and describes tools and frameworks for leaders inside and outside the HR profession.

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Six Questions to Help You Lead Change

Most change initiatives start with a grandiose vision of what the organization is going to be like following the change effort: “We will be the best, biggest, most profitable, most admired, most customer‐centric, greatest place to work on the planet, for all eternity. . . .”

There is absolutely nothing wrong with having such an aspirational view. In fact, it’s essential. But it’s the wrong place to begin. Often, in our zeal to identify the new, better, grander view of who we will be, we forget to spend time understanding who we are now, where we have come from, and what the positive attributes of the organization are that made us successful in the first place.

Even the most screwed up organizations were not always screwed up, and there is usually something worth preserving and nurturing. In fact, that “something” is often what the organization somehow lost along the way and is trying to get back to doing or being. So make sure you figure out what is worth preserving before you allow everyone to skip right past it.

I learned how to think about change with a series of six simple questions I could use to capture on one page what I most needed to know:

1. From what to what?

Failure to think about where you are coming from before you lock in on where you are going to is the most common mistake I see leaders (including HR) make when initiating change. What are you now; what will you be following the change effort?

2. For what reasons?

Why are you initiating a change process—to improve operating margins, grow revenue, become more globally competitive, be more customer‐centric, reduce bureaucracy, be more collaborative, drive innovation, become a better place to work . . . what?

3. What is the risk of unintended consequences?

Do you know how changing one aspect of the organization will affect other organizational dynamics? Like the human body, organizations can recover from well‐conceived and performed surgery, but they can suffer and even die if the surgery is poorly planned and executed.

4. What role do key leaders play?

Who are the “influencers” in your organization that drive what other people think? Find them, involve them, listen to them, and let them know what you want them to do.

5. What are the likely resistance points, and how do we overcome them?

Resistance points can be people, organizations, sacred cows, or other issues that you can or should assume will be difficult to persuade or overcome. As with your “Influencers,” find the resistance points, involve them, listen to them, and let them know what you need them to do—but never let them believe lack of cooperation will deter you from driving change.

6. How do we know whether we are going too far, or too fast?

This is often the toughest question to answer, because it usually takes longer than we would like to gather enough evidence to act on or respond to. Some early warning signs are that people don’t understand what is being asked of them, they have difficulty executing on expected changes, and more energy is being devoted to undermining planned changes than to understanding those changes. Moving too slowly can also negatively affect your change strategy. My advice is to err on the side of speed because most change efforts tend to move too slowly. I’ve found that if people hate the idea of change, they will complain whether it moves slowly or quickly. So put your energy into doing it right by addressing the above questions first, and then adjust the speed and intensity as you go.

Learn More

If you found this information valuable, check out my book, THREE: The Human Resources Emerging Executive, which you can preview at www.exexgroup.com/publications/three-book.

Be sure also to check out the FREE eBook Black Holes and White Spaces: Reimagining the Future of Work and HR with the CHREATE Project, published through the Society for Human Resource Management (SHRM) and available for download on Amazon. It contains 26 essays from more than 70 chief HR officers and CHREATE Project volunteers and describes tools and frameworks for leaders inside and outside the HR profession.

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