Leadership and Management

Leadership and Management Series

The 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 seven-part series on either campus for $1,054. A continental breakfast and lunch are provided at each workshop. Listed below are the workshop titles and registration information. Workshops may not be taken individually.

Leadership & Management Part 1: Leadership and the Role of Management

This workshop carefully considers the transformation to a manager’s role and the responsibilities of effective management. Participants assess their leadership strengths and development opportunities. The advantages of a flexible and situation-based management style are discussed. The foundation for the entire series will be set through a leadership model.

Leadership & Management Part 2: Recruiting and Hiring Great Staff

Organized around Northwestern's seven-step recruitment process, this workshop provides great tools and resources for expediting the hiring process and making good hiring decisions.

Key Points

  • Navigating Northwestern's recruitment and hiring process
  • Opening and posting a position
  • Advertising and networking
  • Screening candidate resumes
  • Preparing for and conducting interviews and phone screening
  • Hiring and onboarding new employees

Leadership & Management Part 3: Performance Excellence for Managers I & II

Participants are provided a slightly condensed version of the Performance Excellence for Managers I and Performance Excellence II workshops. In Part 1 of this highly interactive workshop, managers learn how to initiate the University's Performance Excellence Process and receive valuable guidelines and tools. Participants are asked to bring copies of the formal descriptions of their jobs and of those of the employees they directly supervise. In Part II, managers learn how to complete the Performance Excellence yearly cycle. Discussions and exercises focus on five key leadership responsibilities.

Leadership & Management Part 4: Managing Development Planning™

Managing Development Planning™ is a highly interactive, down-to-earth program, drawn directly from the experiences of managers like you.

The purpose of this program is to expand your ability to get results from others and to support their ongoing development by increasing your competence, ease and commitment in conducting career and development conversations with your employees.

The program introduces you to Tools for Development Conversations, including:

1. Career Drivers™: A Career Power Tool

Learn about 11 key career motivators, and how they influence an individual’s career and development decisions. Practice addressing different motivators in a way that increases your employees’ engagement in their development assignments.

2. The Motivation Scale

Finally! — a way to get instant feedback on chances for the success of any development effort. Combined with the Career Drivers™, this simple measure gives you a way to ratchet up an employee’s motivation when their engagement isn’t sufficient to ensure delivery on a goal. Learn new distinctions about development—beyond simple strengths and weaknesses—to help guide development plans with just the right emphasis for any employee.

3. Accomplishments Analysis

 “The Swiss Army Knife of Development,” this process has numerous benefits and applications to help you navigate career or on-the-job development discussions.

4. Creating a Development Project

Development projects and assignments are the arena in which people actually grow their skills. Easy-to-use, but important criteria are presented for designing and collaborating on successful, motivated development assignments that address your key priorities while growing your employees’ abilities. Get practice in creating them and coaching others through the process.

5. Coaching Careers

Leave this day with a new toolkit, having practiced how to apply the tools in career conversations.

The most frequent comment on our evaluations: “This is one of the most practical management trainings I’ve ever done!”

Leadership & Management Part 5: Managing Up/Interacting With Change

Managing Up: A Partnership Involving Expectations, Success, and Continuous Improvement for You and Your Boss

A harmonious, productive workplace relationship with your manager is one of the most important factors in your job satisfaction and success. If you work well and communicate effectively with your boss, you’re more likely to remain at your organization and sustain your success there. This highly interactive workshop can help you learn how and why.

Interacting with Change

In this half-day workshop for managers, attendees will learn: how to educate employees about change more effectively, what behaviors to model for your own staff in times of transition, and how to calm fears and encourage adoption of change.

Topics include:

  • How people react to change
  • Helping people let go of old patterns and identities
  • How to compensate for losses
  • Handling lower productivity, uncertainty, rumors and anxiety
  • Making the most of the creative possibilities of transition
  • Why communication must be constant through all the phases of change
  • Keeping the new beginning on track

Interacting with Change provides a lively, interactive demonstration and discussion of the issues involved in communicating and modeling change – with emphasis on the specific actions managers can take to help calm fears, create buy-in, and smooth the path through transition.

Specially trained professional actors, called Interactors℠ (professional actors with special training in interactive learning situations) present realistic workplace encounters - the kind of situations change agents face every day. Participants practice transition management skills by coaching the Interactors, experimenting with ways to improve the conversations shown. A Workplace Interactors facilitator leads discussion and clarifies the necessary behaviors. Everyone gets to see what works and what doesn’t, right on the spot.

It’s an engaging experience in which participants see their own workplace issues brought to life.

The facilitator and Interactors present and demonstrate the learning points. It’s all live, not on video.

Leadership & Management Part 6: Building Strong Teams

A leader has many jobs; among them is included the responsibility to help team members build strong working relationships with one another. Because a leader sets the tone for a cooperative and positive work environment, this session will answer the following questions: How do I get my team moving together in one direction? How can I foster trust and collaboration? How can my team make decisions in an effective and efficient way?  How can I help the team surface and resolve conflicts? How can I promote the values of diversity and inclusion?  This highly interactive session will help you to: navigate the phases of team development; resolve team conflicts; set your team up for success; model and embrace diversity; and practice inclusion.

Leadership & Management Part 7: Dealing with Performance Problems & Taking Leadership to the Next Level

The successful management of people who haven’t been getting the job done is often the biggest challenge for leaders. Personal problems, emotional difficulties, and poor attitudes can affect performance. The Dealing with Performance Problems half-day workshop helps managers to effectively diagnose the cause of a problem and take constructive action. Special attention is given to employee discipline and coaching in turn-around situations. University policy and resources are also considered.

In the Taking Leadership to the Next Level final session of the series, participants get an opportunity to come back together and discuss what insights they’ve had and skills they’ve acquired throughout the series. It’s a time to ask questions and get assistance about how to take those skills to the next level and transfer learning back on the job. It’s a celebration! This workshop is held in the afternoon following Dealing with Performance Problems.

HRD962- Crucial Conversations® for Managers

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

Crucial conversations take place every day in our work. You know the type -- conversations where there are high stakes, differences of opinion, and strong emotion. The difference between mediocre and top performance lies not in strategies, hardware, or even in processes, but in how people handle those difficult conversations. At the heart of all problems in a team or organization are conversations that are either not being handled, or not being handled well.

Key Points

  • Identify the conversations that are keeping you from your desired results
  • Speak persuasively not abrasively, no matter the topic
  • Make it safe for others to share their honest opinions
  • Deal with people who either clam up or blow up
  • Gain control of your own emotional responses
  • Disagree without being disagreeable
  • Influence without exerting force
  • Improve teamwork, productivity and effectiveness

This practical and powerful two-day workshop is based upon a top-ten best-selling business book, Crucial Conversations.