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Key Executive Leadership Programs

Executing Complex Programs

A 10-day Leadership Program Using 21st Century Methods


Presented by American University Key Executive Leadership Programs, Management Concepts, and the Global Leadership Institute

This ten-day program is designed to develop the mindset, behaviors, and practices to effectively apply strategic thinking and project execution in the public service sector in South Africa.

Executing Complex Programs focuses on the frameworks and techniques for strategy formulation and execution with emphasis on aligning long-term strategy with a continually changing environment and the tactical planning, execution and problem-solving skills needed to ensure the right projects are executed well. Participants will develop a Personal Innovation Plan to ensure further development of their leadership potential.

Executing Complex Programs is taught by faculty from American University & Management Concepts. After successfully completing all program components, participants receive a Certificate of Completion from American University.

Learning Model

An experiential learning environment will be created to promote dynamic interchange of ideas, shared learning, teamwork, collaboration, and greater personal accountability for achieving results. The experiential approach includes self-assessment exercises, practical group exercises, use of applied examples, and discussions from multiple perspectives.



Program Objectives

Upon successful completion of this course, participants will be able to:

  • Understand their personal values, assumptions, beliefs, expectations, perceptual "prisms," and willingness to unlearn and relearn
  • Understand the challenges of being a leader in today's complex world including the unique challenges of leading in inter-organizational, cross-functional team environments
  • Understand their "action logic" along with strategies to apply positive performance behaviors to lead followers effectively at each phase of development
  • Apply the major components of emotional and social intelligence in a leadership capacity to enhance individual, team, and organizational performance
  • Solve real time organizational problems using Action Learning
  • Apply essential tenets of systems thinking and behaving from a customer-focused perspective

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Global Leadership Institute

Unit 509,

Harrison House,

12 Harrison Street,

Johannesburg 2001


Tel +27-11-083-7616

E Mail: info@gli360.org

 GlobalLeadershipInstitute

 

ManagementConcept

 

10 Day Program Curriculum

Module 1
Project Management Principles
- 3 Days
Course content focuses on project management principles that will help participants to obtain the knowledge, tools, techniques, and best practices to successfully manage a project from initiation to final closeout. By the end of this module, participants will be able to:

  • Apply the strategic planning process at the organizational level
  • Examine the execution of strategy through organizational structure and culture
  • Calculate an organization's competitive strength using analysis tools
  • Explain the influence of politics on project success
  • Examine the influence of organizational strategy on the business system approach to project management
  • Develop a business plan to communicate the entrepreneurial vision

Day 1

Lesson

Topics

Learning Objectives
Participants will be able to:

Learning Methods

Project Management Overview


 

 

 

Day 1

Definitions of a project and project management

The competing demands 

The nine knowledge areas

The project management process groups

Key project management principles

 

Define project

Define project management

Describe competing demands

Define the knowledge areas

Explain the project management process groups

List the key project management principles

Presentation

Class discussions

Group and individual exercises

Threaded case study

Defining the Project

 

 

 

 

Day 1

Key project stakeholders and their roles

Key components of a project charter

Team operating agreements

 

 

 

Determine the key stakeholder on a project

Describe the roles and responsibilities of key stakeholders

Explain the purpose of key components of a project charter

Create a team operating agreement

 

 

Presentation

Class discussions

Practical activities

Group and individual exercises

Threaded case study

Action planning for OTJ implementation

Planning the Project

 

 

 

Day 1

The importance of planning projects

The planning process

Key components of a project management plan

The iterative nature of planning

Explain the importance of planning projects

Explain the planning process

Describe the key components of a project management plan

Discuss the implications of the iterative nature of planning

Presentation

Class discussions 

Action planning for OTJ implementation

 

 

Developing Communications Management Plan

 

 

 

Day 1

Why plan project communications?

The components of a communications management plan

Communications needs of project stakeholders

 

Explain the importance of planning projects

Describe the components of a communications management plan

Identify communication needs of project stakeholders

 

 

Presentation

Class discussions

Group and individual exercises

Threaded case study

Action planning for OTJ implementation

 

Organizing the Scope

 

 

 

 

Day 2

Why elaborate project scope?

The work breakdown structure

Rolling wave planning

 

Discuss the importance of elaborating project scope

Organize project work in a work breakdown structure so that it can be decomposed

Discuss the need for rolling wave planning

 

Presentation

Class discussions

Practical activities

Group and individual exercises

Threaded case study 

Action planning for OTJ implementation


 

Day 2

Lesson

Topics

Learning Objectives
Participants will be able to:

Learning Methods

Authentic Leadership

(continued)

Leading in a Complex World

 

 

Day 2

Emotional and social intelligence

Leading by example

Unlearning, innovation, and creativity

Ways of leading: Introduction to action logics

 

 

Describe emotional and social intelligence competencies

Understand the importance of leading by example

Understand the role of "unlearning" as the key to creativity and insight and the ability to solve challenges that cannot be resolved through rational analysis

Understand the importance of identifying one's own "action logic"

Presentation

Class discussions from multiple perspectives

Group and individual exercises

Use of applied examples

Threaded case study (personal challenge)

Building Social Networks

 

 

 

 

Day 2

Creating and maintaining social networks

 

Understand how social networks of relationships among team members, the larger organization, and outside contacts are the vital means by which leaders create value and foster innovation

 

Presentation

Class discussions from multiple perspectives

Group and individual exercises

Use of applied examples

Threaded case study (personal challenge)


Module 2
Leadership & Communication Skills for Project Managers - 2 Days

Course content focuses on further developing the leader mindset and transformational learning habits (critical behaviors) to leverage commitment and the skills and capabilities of others to develop and execute strategic goals. Transformational learning habits include:

  • Collaborative inquiry, question and systems thinking
  • Reflective listening
  • Communicating effectively with internal and external customers
  • Performance monitoring through coaching, feedback, and accountability
  • Managing conflict for positive results using principled negotiation
  • Fostering organizational cultures of high commitment and performance including innovation and accountability to drive performance

 Day 4

Lesson

Topics

Learning Objectives
Participants will be able to:

Learning Methods

Leading Your Team: Behaviors to Engage Others

Today's Knowledge Workers

Engaging Others: Basic Concepts

 

Day 1

Overview

Characteristics of knowledge workers

Leading as a necessary component of management, helping to build and maintain teams, and establish and strengthen the team and organizational culture

Engaging today's knowledge workers

 

Describe the characteristics of today's knowledge workers and the leaders they need

Understand the importance of "freedom" –autonomy, mastery, and purpose—as a basis for creating and sustaining high-performance, high-commitment teams

Understand the distinction between engagement and empowerment

Understand that leading means helping to engage individuals' so that they will give their discretionary energy toward achieving strategic goals

 

Presentation

Class discussions from multiple perspectives

Group and individual exercises

Use of applied examples

Threaded case study (personal challenge)

Engaging Others: Basic Concepts

(continued)

 

 

 

 

Day 1

The role of:

  • Relationship, recognition, and trust
  • Inner states of mind (motivations, emotions, assumptions)
  • Intrinsic motivation
  • Why happiness matters
  • Assumptions
  • Mutual learning
  • The mindset of helping others do

 

Understand the importance of inner experience

Understand relationship as the basis for engaging others

Understand the role of intrinsic motivation

Understand the role of positive psychology/happiness

Understand the role of assumptions

Understand the process of mutual learning and how to apply the process to teams

Understand the mindset related to helping others do (vs. telling and evaluating)

 

 

 

Presentation

Class discussions from multiple perspectives

Group and individual exercises

Use of applied examples

Threaded case study (personal challenge)

Behaviors that Engage Others

 

 

 

 

Day 1

The practice of observing

Appreciative inquiry

The practice of inquiry

  • Asking penetrating questions

Appreciative inquiry (based on strengths) vs. fixing weaknesses

Understand the importance of questions asked not answers given

 

Presentation

Class discussions from multiple perspectives

Group and individual exercises

Use of applied examples

Threaded case study (personal challenge)



Day 5

Lesson

Topics

Learning Objectives
Participants will be able to:

Learning Methods

Behaviors that Engage Others

(continued)

 

 

 

 

 

 

Day 2

The practice of listening

  • Types of listening
  • Active listening
  • Empathic listening

Understand the importance of observing positive qualities and observation as "snapshot"

Practice empathic listening

 

 

Presentation

Class discussions from multiple perspectives

Group and individual exercises

Use of applied examples

Threaded case study (personal challenge)

Behaviors that Engage Others

(continued)

 

 

 

 

 

 

Day 2

The practice of speaking:

  • The speech acts
  • Holding forward-focused conversations
  • Providing effective feedback

The practice of negotiating

Summary

 

Understand how one talks can change the way one works

Utilize the six speech acts

Understand the basic components of and how to conduct a forward-focused conversation building on strengths

How to give effective feedback

Understand the principled negotiation process

See the connections between the first four days related to the capstone (Day 5)

 

Presentation

Class discussions from multiple perspectives

Group and individual exercises

Use of applied examples

Threaded case study (personal challenge)



Module 3
Managing Scope, Schedule, & Cost - 3 Days

Course content builds on the previous four days using an applied capstone approach to solve real-time organizational problems using Action Learning. Participants focus on executive problem solving in public private partnerships. Activities include:

  • Identifying and clarifying real-time organizational challenges
  • Building the team structures necessary to solve identified organizational problems
  • Applying what they have learned to their (pre-course) identified work challenge
  • Uncovering concrete action steps that can be applied immediately in the workplace
  • Using emotional and social intelligence and questioning in achieving desired results
  • Recognizing and evaluating personal leadership competencies and those of team members, and  
  • Exploring and applying Action Learning as a tool for: surfacing taken-for-granted values, attitudes, beliefs, and expectations; inquiring about and unpacking an ill-structured organizational problem; acting to resolve the problem; and learning, unlearning and relearning from their actions

Day 6

Lesson

Topics

Learning Objectives
Participants will be able to:

Learning Methods

Action Learning

 

 

 

 

 

 

 

 

 

 

 

 

 

Day 1

Achieving sustained innovation through a customer focus and Action Learning

The structural components of Action Learning

Exploring and applying Action Learning as a tool for:

  • Surfacing taken-for-granted values, attitudes, beliefs, and expectations; inquiring about and unpacking an ill-structured organizational problem;
  • Acting to resolve the problem; and learning, unlearning and relearning from their actions

 

The importance of achieving sustained innovation through a customer focus

Understand action learning as a strategy for executive problem solving and leading strategic conversations

Understand how to solve real time organizational problems using Action Learning

Understand how to apply the essential tenets of systems thinking and behaving from a customer-focused perspective

 

Presentation

Class discussions from multiple perspectives

Group and individual exercises

Use of applied examples

Threaded case study (personal challenge)

Action Learning

 

 

 

 

 

 

 

Day 1

Initiating an Action Learning project as a vehicle for bringing to light personal leadership capacity and as a learning leader and a teaching leader.

Questions for reflection once an Action Learning project: is initiated:

  • Are those on the team growing as human beings?
  • Are they meeting their developmental goals?
  • Are they more willing to ask questions about their own values, attitudes, beliefs, and expectations?
  • Are they increasing their "headroom"?
  • Are they more likely to become learning leaders in their own right?

 

Create concrete action steps for addressing their insights into the challenge that they have been working on in the workshop (pre-course assignment)

Apply the Action Learning questions for reflection within the Action Learning team structure

Understand the action steps needed to complete the draft of their PIP

Presentation

Class discussions from multiple perspectives

Group and individual exercises

Use of applied examples

Threaded case study (personal challenge)


 

Module 4
Mission Driven Project Management: From Strategy to Action - 2 Days

Course content builds on the previous four days using an applied capstone approach to solve real-time organizational problems using Action Learning. Participants focus on executive problem solving in public private partnerships. Activities include:

  • Identifying and clarifying real-time organizational challenges
  • Building the team structures necessary to solve identified organizational problems
  • Applying what they have learned to their (pre-course) identified work challenge
  • Uncovering concrete action steps that can be applied immediately in the workplace
  • Using emotional and social intelligence and questioning in achieving desired results
  • Recognizing and evaluating personal leadership competencies and those of team members, and  
  • Exploring and applying Action Learning as a tool for: surfacing taken-for-granted values, attitudes, beliefs, and expectations; inquiring about and unpacking an ill-structured organizational problem; acting to resolve the problem; and learning, unlearning and relearning from their actions

Day 9

Lesson

Topics

Learning Objectives
Participants will be able to:

Learning Methods

Action Learning

 

 

 

 

 

 

 

 

 

 

 

 

 

Day 1

Achieving sustained innovation through a customer focus and Action Learning

The structural components of Action Learning

Exploring and applying Action Learning as a tool for:

  • Surfacing taken-for-granted values, attitudes, beliefs, and expectations; inquiring about and unpacking an ill-structured organizational problem;
  • Acting to resolve the problem; and learning, unlearning and relearning from their actions

 

The importance of achieving sustained innovation through a customer focus

Understand action learning as a strategy for executive problem solving and leading strategic conversations

Understand how to solve real time organizational problems using Action Learning

Understand how to apply the essential tenets of systems thinking and behaving from a customer-focused perspective

 

Presentation

Class discussions from multiple perspectives

Group and individual exercises

Use of applied examples

Threaded case study (personal challenge)

Action Learning

 

 

 

 

 

 

 

Day 1

Initiating an Action Learning project as a vehicle for bringing to light personal leadership capacity and as a learning leader and a teaching leader.

Questions for reflection once an Action Learning project: is initiated:

  • Are those on the team growing as human beings?
  • Are they meeting their developmental goals?
  • Are they more willing to ask questions about their own values, attitudes, beliefs, and expectations?
  • Are they increasing their "headroom"?
  • Are they more likely to become learning leaders in their own right?

 

Create concrete action steps for addressing their insights into the challenge that they have been working on in the workshop (pre-course assignment)

Apply the Action Learning questions for reflection within the Action Learning team structure

Understand the action steps needed to complete the draft of their PIP

Presentation

Class discussions from multiple perspectives

Group and individual exercises

Use of applied examples

Threaded case study (personal challenge)


 


Core Program Faculty

 

Dr. Patrick S. Malone

Executive-in-Residence, Department of Public Administration and Policy, School of Public Affairs, American University

Professor Malone is Executive-in-Residence in the Department of Public Administration and Policy where he teaches courses in public sector leadership, executive problem solving, leadership ethics, organizational analysis, and public administration in the policy process. He also serves as a senior advisor and faculty member in American University’s Key Executive Leadership Masters in Public Administration program. He is a frequent guest lecturer on organizations and leadership in state and federal agencies, professional associations, and universities including Oklahoma State University and the Visiting Scholars program at Yale. He is also a regular speaker to international groups from the Republic of Vietnam, Panama, Belgum, and Mauritius. His research interests and scholarship include work in public service motivation, leadership, ethics, and organizational behavior. Dr. Malone spent twenty-two years in the Department of Defense where he served in a number of senior leadership and policy roles including as a professor at the Uniformed Services University of the Health Sciences; Academic Director; and Dean of Academics for Navy Medicine. His most recent publications include "The Untapped Power of Action Learning," "Leading in Ballast Water," "Can Leaders Keep Their Cool While Feeling the Heat?" "Running Into the Jaws of Conflict," and "Keeping Your Lens Clean Amidst Ethical Challenges."
 

Dr. Ruth T. Zaplin

Executive-in-Residence, Department of Public Administration and Policy, School of Public Affairs, American University

Professor Zaplin is Executive-in-Residence in the Department of Public Administration and Policy where she teaches courses in public sector leadership, strategic human resource management, conflict resolution and organizational diagnosis and change. She also serves as the Director of International Programs, Director of Executive Coaching, and faculty member in American University’s Key Executive Leadership Programs. Dr. Zaplin served as a senior advisor and project director with the National Academy of Public Administration in Washington, DC and founded the Academy’s Global Leadership Consortium. As a Senior Manager at BearingPoint, she led enterprise-wide transformation plans, large-scale government reform, workforce restructuring, and work redesign initiatives in both the public and private sectors. Selected achievements include: leadership development, succession planning, and diversity study for the Centers for Disease Control and Prevention; designing a Government Center for Innovation to strengthen the capability of the State of Qatar’s public sector leaders and serve as a leadership development model of excellence for the Middle East; and leading the organizational change effort to integrate the core US Internal Revenue Service’s financial management systems. Equally adept at bridging research, organizational theory and practice, her background includes executive leadership of a nationally known non-governmental organization and social science research in criminal justice. Dr. Zaplin has two internationally known textbooks in criminal justice and numerous book chapters related to leadership development including “Believing is Seeing: The Impact of Beliefs on Evidence-Based Management Practices,” “Organization Transformation: Strategic Succession Management and Leadership Development,” and “Developing Leaders in the New Age of Government.” She holds a DPA, MPA, MA, and BA. She received her Executive Coaching accreditation from Georgetown University and is certified by the International Coach Federation. She is one of only 30 researchers in the country certified to score the subject-object qualitative research methodology developed at Harvard University.