Leadership and Management

Leadership and Management Series

The newly revamped Leadership and Management Series provides a foundation of leadership principles and tools for Northwestern's frontline supervisors and managers with at least one direct report. It is offered twice annually: in Evanston during winter and spring and in Chicago during summer and fall.

Participants register to complete the full five-part series on either campus for $1,245. A continental breakfast and lunch are provided at each workshop. Listed below are the workshop titles and registration information. Workshops are sequential, and may not be taken individually.

Leadership & Management Part 1: The Art and Science of Leadership

This workshop helps participants turn leadership theory into behaviors that inspire others to commit to action. Based on the premise that leaders effect change, participant-leaders develop personalized strategies for engaging others in compelling goals. This first course in the Leadership and Management series facilitates cross-university learning and collaboration between the emerging and established leaders who participate. It provides a framework that participant-leaders can use to integrate concepts from the courses in the series into their unique expression of leadership.

Leadership & Management Part 2: Hiring and Managing for Performance Excellence

The first part of this workshop provides practical tools to navigate the University’s seven-step hiring process, help better predict performance, and hire great talent. In the second part of the day, participants learn how to set up both new and existing employees for success using the University’s Performance Excellence process and manage performance throughout the year. Avoiding performance problems in the first place are the key lessons in this session, with some discussion on what to do when performance gets off track.

Leadership & Management Part 3: Giving Feedback & HR Toolkit for Managers

Giving Feedback

The feedback process marks a crucial point in an employee's development, and a positive outcome largely depends on already-established lines of manager-report communication. The first part of this workshop helps managers to explore how to effectively engage with their reports in both communicating expectations and giving performance feedback.

HR Toolkit for Managers

The second part of this workshop addresses the procedural and compliance responsibilities that managers must fulfill in the course of their roles at Northwestern. Directors or senior staff from each division of the Office of Human Resources will speak and answer questions about policy and best practices across the wide range of tasks that managers must perform, as well as conversations they might have with their reports.

Leadership & Management Part 4: Crucial Accountability®

Crucial Accountability® is a two-day workshop in which participants learn this widely-used methodology for holding others around them accountable. The workshop is founded on the principle that accountability is not simply "someone else's job"; as part of the NU Community, each employee has both the skill and the authority to raise a concern, regardless of their role. Participants in the workshop will learn how to hold anyone accountable, master performance discussions, motivate others without using power, and other crucial steps in the permanent resolution of problems.

Leadership & Management Part 5: Managing Development Planning™

This program helps managers get results from others and support their ongoing development by increasing their competence, ease and commitment in conducting career and development conversations with their employees. Learn new distinctions about development — beyond simple strengths and weaknesses — to help guide development plans with just the right emphasis for any employee.

HRD985- Managing Development Planning™

Audience: Northwestern supervisors and managers with at least one direct report.

This program helps managers get results from others and support their ongoing development by increasing their competence, ease and commitment in conducting career and development conversations with their employees. Learn new distinctions about development — beyond simple strengths and weaknesses — to help guide development plans with just the right emphasis for any employee.