A fundamental task of leadership is to get people to do things through influencing them or increasing their motivation.
This session will explain how to influence and motivate people through their desire to be ethical, live their values
and positively affect others. It also will offer psychological tools to influence and motivate that are far more
lasting than traditional 20th century incentives, which traditionally rely on reward and punishment. This session also
will examine why traditional market-based incentives for motivating people (e.g., money) can have adverse effects on
ethical behavior and how to mitigate these effects.
Ethical Foundations and Reasoning
Adam Waytz, Ph.D
Why be ethical? There are at least three answers to this question that this session explores: Being ethical makes you
happy; being ethical makes people like you; and being ethical means your organization profits. This session provides
evidence for each of these factors and explains fundamental dilemmas that leaders must confront to guide their
organizations to be ethical. In addition, this session explores how people think about right and wrong, why people have
such a hard time predicting their own ethical decisions, and why people have such a hard time guessing the ethical
beliefs of others. Finally, this session offers tools for gaining a better understanding of how to overcome biases in
thinking about ethics and morality.
Ethical Audit assignment
Adam Waytz, Ph.D
Conduct an ethical audit of your organization in which you will be required to describe basic details of the
organization, identify likely points of ethical risk in the organization based on course content, describe how the
organization currently handles these ethical risks, and describe design solutions that could minimize these risks. In
addition, you will be able to identify five metrics by which you could measure ethical progress, and explain how you
would do so. Your goal will be to design as "good" an organization as you can out of one you are familiar with.
Brook Vuckovic, Ph.D
Deconstructing "Gravitas": Those rising to the upper ranks of an organization often give or receive the feedback that
they need to develop "executive presence" or "gravitas." Unfortunately, though this feedback is suggestive, it is
almost entirely unhelpful for people looking to make real change. They wonder: "Where am I going astray? What do
'executive presence' and 'gravitas' mean anyway? And, how can I work on that?" In this session, we will deconstruct
what is most commonly referred to as the lack of executive presence and/or gravitas. Participants will then actively
work to diagnose the common issues they see in the workplace (in themselves or those they lead). By the end of this
session, participants will have a set of tools that allow them to probe this feedback when/if given to them and
strategies to give more helpful feedback (and great resources) to those they lead.
Conscious Communication using the Enneagram
Today's leaders must embrace, lead and manage communication at unprecedented levels. Effective workplace communication
is vital to an organization's ability to be productive and operate optimally. When a leader becomes a better, more
integrated communicator, his or her whole organization benefits. In this workshop, participants will learn the basic
tenets of the Enneagram and begin to understand the nine core personality types in an engaging, high-energy and
interactive way. We will discover how to use the Enneagram as a map of the human character that shows us our implicit
and explicit patterns of thinking and feeling along with our core styles of relating and communicating. We will explore
how to use this information for individual growth and transformation. This increased self-awareness then will be
applied to increase communication effectiveness, positively affecting company culture and employee engagement and
The Enneagram of Personality or simply known as the Enneagram is a powerful tool for personal and collective
transformation. Stemming from the Greek words ennea (nine) and grammos ("something written down"), the nine-pointed
Enneagram symbol represents nine distinct strategies for relating to the self, others and the world. Each Enneagram
type has a different pattern of thinking, feeling and behaving that arises from a deeper inner motivation or worldview.
The Enneagram system is based in ancient roots yet it's wisdom is being used as a modern tool for real world leaders to
change, grow and thrive.
Be given an Enneagram assessment prior to the workshop.
Form a basic understanding of the nine core Enneagram types and their corresponding styles of communication
Discover ways to Increase self-awareness for organizational impact
Learn communication tools for each number to create collaborative and highly functional personal and working
Uncover creative ways to reduce unproductive conflict
Receive a one hour follow-up coaching session to continue to learn, discover and reflect on how to apply the
principles in their individual organizations.
Loran Nordgren, Ph.D
Difficult conversations — whether you're telling a client a project is delayed or presiding over an
unenthusiastic performance review — are an inevitable part of management. How should you prepare for this kind of
discussion? And how can you manage the exchange so that it goes as smoothly as possible? In this session, you'll learn
Recognize the most common sources of miscommunication
Start a conversation without defensiveness
Move from emotion to productive problem solving.
The Power of Values and Purpose
Michael L. Fassler
Achieving great results with succession is built on a foundation of values and purpose. The process involves aligning
individual interests with group (family, ownership and management) interest about the future, along with making
significant changes to how decisions are made, communication happens and rewards are allocated. Values help to define
the norms of what is acceptable as differing interests come into alignment. Purpose serves to energize the group
through a common vision for the future. In this session, participants will come to better understand the power of
values and purpose to achieve and sustain alignment and drive business results during this stressful period of change
Successful Succession and the Life Cycle of Family Business
Otis W. Baskin
The phrase "shirtsleeves to shirtsleeves in three generations" echoes loudly in the ears of family business owners
around the world. The fear that there is something inherently deficient in the family business ownership model that
marks it for failure haunts too many successors and business founders. While informed caution is important to future
success, planning empowered by an understanding of the changes success brings to a business and the family that owns it
is the answer to irrational fear. Understanding the challenges and opportunities family ownership faces as generations
progress is just as important as understanding the industry, competition and customers of a business. This session will
explore the strengths of "patient capital" and the processes for planning successful generational transitions.
Management Succession in Family-owned and Closely Held Companies
Otis W. Baskin
Management succession is a critically important part of good strategic planning for any organization. For family-owned
and closely held businesses, succession in key management roles takes on more significance in the development and
evolution of the enterprise. Successors in firms previously managed by sole proprietors often misunderstand their
fiduciary role. The successor to someone who had complete authority to make all decisions regarding a business he or
she owned must understand the significant changes required in this next evolution of the management system.
Next-generation managers who have some (but not all) of the ownership of a business do not have the moral or legal
power of the sole proprietor. Even when the next generation manager is a majority owner or controls all voting shares,
he or she must adjust to a management system that acknowledges the rights of other owners and builds alignment for
Ownership Succession and Continuity Planning
Michael L. Fassler
Ownership succession is the process by which ownership of the enterprise transitions from one set of owners to another.
Participants will learn about setting the stage for managing the risk of ownership continuity well in advance of
ownership transactions taking place. We will cover the fundamentals of ownership agreements and the governance process
to best serve the continuity of the ownership group. Participants will better understand how to set the stage for
continued prosperity of the enterprise through balancing growth, risk, profitability and liquidity.