In collaboration with
April 2021-June 2022
Program Objectives and Outcomes
UVA Darden Leadership Methodology
Learning Journey Timeline
Certifications and Badges
0 Program Objectives
e Secondary Learning Objective
e Primary Learning Objective
Communicate with impact
Design and drive execution
Understand how to manage change for breakthrough results
Develop and demonstrate traits of a purposeful leader
Develop agility and a mindset to lead through change and crisis
Develop and demonstrate traits of an inclusive leader
Foster an innovation and transformation approach
Enhance strategic leadership tools
Understand how to harness and shape strategy
Develop a stretegic network of connections
Instill Growth Mindset
Chart the course
Enable foresight and deliver on trends
Understand how to implement a successful Change Management Process
Demonstrate the ability to decipher and take the right risks
Build teams and talent
Demonstrate a strong personal brand
Develop skills to engage in organizational change
Mantain personal resilience and creative inspiration
Develop skills to navigate and minimize complexety
Develop effective collaboration skills
Develop ability to influence
Leaders who can lead innovation and disruption
Enhanced capacity to seek sponsorship and provide sponsorship
Hyper-purposeful and engaged leaders
Program Learning Approach
1 2 3 4 5 6 7 Engage in two separate in-person sessions at University of Virginia Darden School of Business (UVA Darden) for leadership and career success. Access the UVA Darden library of case studies—the third largest in the world. Case Studies, Active Learning & Business Simulations Use the Korn Ferry 360 insights and feedback to drive leadership development to better understand and communicate unique strengths. Sponsorship Live lessons taught by renowned faculty and business leaders providing an interactive community experience. Digital Course Content A 15-month learning journey that provides immediate, day one results On-the-job application Cohorts work and compete as teams, sharing knowledge, experience and building Network IQ. Independent and team project work Access the Korn Ferry 360 assessment and the UVA Darden International Coach Federation (ICF) accredited coaching network. Coaching & assessment • • • • • •
In-person, faculty-led sessions
A job-specific capstone innovation project
The PwC Case Study competition, a fun and intense team tournament
Support through the 15-month journey with a group assigned executive coach.
Access the PwC ProEdge platform for adaptive curriculum, digital community, tools to empower innovation at scale and opportunities to earn credentials.
Capstone Innovation Project: Participants compete to deliver an innovation idea applying the LEAP principles and working within their own organization’s budgetary and development constraints. Ninja Cat Attendees learn how to harness the power of Cloud-based AI and build smart apps that help organizations be more efficient and enrich people’s lives. The workshop modules are taught by experts in the field of data science and artificial intelligence, and featured a mix of engaging
Fine-tune elevator pitch through the combination of assessment and coaching.
Develop “Network IQ” with participants, faculty and staff—a network of mutual support, giving back and information-sharing that participants can count on through ongoing events and collaboration. Explore real-world challenges facing the industry utilizing UVA Darden's signature case method and experiential learning. Teach leaders to analyze, synthesize and make decisions with incomplete information.
Executive IQ whitepapers and thought leadership to share with your team. Access to thought leaders at the forefront of management research and plugged into the business world. A diverse cohort for sharing best practices and networking activities, 360 feedback and engagement that includes co-workers and members.
A job-specific capstone innovation project
Personalized executive business coaching to hone leadership skills
Spearhead a high-profile innovation project at sponsoring firms
Minimum of one interactive, live faculty session for each online course
Technology upskilling by Microsoft’s AI Business School for Financial Services.
Practice and experience real-life scenarios of the leadership lessons through the UVA Darden Transformational Leadership Lab experiences. Participants will experience a state-of-the-art experiential simulation with physiological and behavioral measures. Coaches will also work each participant to then build an action plan for application back on the job. Exercises and peer coaching built around the Reflective Best Self Questionnaire which involves seeking feedback from colleagues, family and friends when participants are working at their best.
Earn badges for development skills from leading Fortune 500 companies.
Engage in group discussion and submit assignments via easily recorded videos for virtual active learning
Hands-on exercises with the latest tools for Data Automation, Data Visualization and Robotics Process Automation
talks, live demos, quizzes and hands-on assignments. on one another’s strengths.
UVA Darden’s extensive experience in leadership growth provides the framework for Executive IQ. The program will
Intelligent computing and advisory
Trust deficit and justification of investment practices
emphasize the following processes to develop truly purpose-driven leaders:
Tomorrow’s financial services industry will be piloted by data-driven products and advisory. Emerging leaders will have to deal with significant complexity while focusing on clarity over certainty. Participants will gain the knowledge to focus on precision and be excellent developers of technical and specialized talent.
Emerging interest with Environmental, Social and Governance (ESG) criteria and sustainability has led to a trust deficit. Tomorrow’s leaders will have to overcome this deficit and justify investment practices. participants will expand their ability to communicate authentically and prepare to take positions on key strategic issues for long-term sustainability.
1. Critical self-reflection: An opportunity for participants to receive input on how they are perceived as a leader. This includes assessments, feedback and coaching in a highly conducive environment for reflection. 2. Skills-based content: Participants are provided frameworks and allocated time to expand knowledge in key areas of opportunity. 3. Challenge: Participants will be challenged to engage, think, frame and debate key issues critically. 4. Accountability: Peer-to-peer participation, coaching and workplace management hold participants accountable for the entirety of the program. 5. Application and progress: Through coaching, self-reflective activities, feedback and real-world application, participants are able to track progress to know f they are truly becoming better leaders.
Developing tomorrow’s purpose-driven leaders today.
Executive IQ provides direct access to world-class content and master’s-level curriculum in collaboration with University of Virginia Darden School of Business. With an emphasis on four key issues, Executive IQ develops leaders capable of overcoming tomorrow’s challenges. The University of Virginia Darden School of Business Leadership Methodology
Inclusive client and employee experiences
Capital and operational efficiency
In an increasingly virtual world, industry leaders will need to deliver personalized, digital and inclusive client and employee experiences. Participants will acquire the skills to demonstrate cognitive and emotional agility to rally an organization and stakeholders around a purpose and vision; doing so with a focus on harnessing diversity for performance.
Future firms will have to be capital efficient, highly automated, frictionless and integrated. Executive IQ leaders will become excellent planners, goal setters and be expectant of performance. They will learn to discern best investments in technology for driving future performance.
Learning Journey Timeline
April 2021-June 2022
UVA Darden Digitally-enabled Learning
PwC Case Studies
Microsoft AI Business School
Pod Work (groups of 10 participants)
Vacation Month No Programming
Vacation Month No Programming
Leading within the Enterprise: Innovating and leading change sustainably
Darden In Residence 2 Jan 19-21
Darden In Residence 1 July 21-23
Orientation: Movie night and virtual discussion with Darden professors
Leading Self Critical Skills for Enterprise Leaders
Synchronous Learning Sessions Over 2 weeks May 2-13
Leading the Industry: Shifting organizational and individual behavior in a more
productive, competitive and engaging direction.
Leading Others: How to build high performing, engaged and inclusive teams
PwC: Case study competition
How to anchor to client needs, organize offerings around a clear narrative and adhere to a clear strategy
Microsoft: AI Business School
PwC Case Study: Deals in a post-COVID world
Reflective Best Self
KornFerry 360 Assessment
Design Personal Development Plan (PDP)
Executive Coach: Second Leadership Assessment Pulse
Executive Coach: First Leadership Assessment Pulse
Executive Coach: Final Leadership Assessment Pulse
COACHING & PERSONAL DEVELOPMENT
Darden: Transformational Leadership Lab Experience Part II
Darden: Transformational Leadership Lab Experience Part I
POD Work: Coaching conversation and close out
POD Work: Review of Personal Development Plan (PDP) progress
POD Work : Learning teams
Microsoft Ninja Cat Week (Optional)
UVA Darden: Leading Others and Sponsorship Project
UVA Darden: On the job Innovation Project
Leading Self: Critical skills for high performing senior leaders (4 sessions)
Prof. Lynn Isabella, Associate Professor of Business Administration Prof. Sean Martin, Associate Professor of Business Administration
1. Be empowered to review own critical skill set and identify areas of improvement and how to work on developmental areas
This course will focus on the critical skills that are required for leaders to thrive in the modern world of work. Skills include the ability to make sense of the competitive environment and set a vision, to articulate the purpose of the organization, to build self-disciplines and in committing to be a lifelong learner to stay relevant and continue to be a high performer.
2. Help participants understand the importance of receiving feedback and how to develop a Personal Development Plan (PDP)
Debrief personal assessments, give and receive feedback (Throughout program)
Lara Heberlein, M.Ed., PCC and coach
1. To be able to critically analyze assessment and peer feedback to construct a developmental plan to promote self development
This course will focus on the debrief of two leadership assessment tools. The Korn Ferry 360-pulse tool will focus on 11 competencies, for which participants will receive 360-degree both quantitative and qualitative feedback. Participants will debrief their feedback reports with peers and practice giving and receiving feedback. Participants will additionally read their Reflected Best Self summary letters to their pods. Insights will round out the Personal Development Plan (PDP) creation process.
2. Build a mindset of continuous improvement and the need for lifelong learning
Leading Others: How to build personal connection with others (4 sessions)
Prof. Sean Martin, Associate Professor of Business Administration Prof. Laura Morgan Roberts, Professor of Practice, Leadership and Organizational Behavior Prof. Richard B. Evans, Associate Professor of Business Administration, Donald McLean
This course looks at the underlying factors of building personal connectedness. All leaders have followers and inspiring and influencing others is a key leadership skill. Participants will discuss best practices and practice core skills including giving feedback, communicating and having difficult conversations.
1. Understand interpersonal engagement and the levers of influence and motivation
2. Identify the critical factors of building trust
3. Develop core skills in effective communication
Wilkinson Research Chair in Business Administration
Critical decision-making under uncertainty (4 sessions)
Prof. Yael Grushka-Cockayne, Professor of Business Administration, Altec Styslinger Foundation Bicentennial Chair in Business Administration, Senior Associate Dean for Professional Degree Programs Prof. Robert Carraway, Associate Professor of Business Administration
This course aims to understand problem solving and then how decision making changes when faced with uncertainties and risk. The sessions then addresses various biases and tools for executives to mitigate these and make better decisions all round. Tools discussed include probabilities and decision trees in a case study context. Key in this case are the uncertainties and how to make tradeoffs. Participants then engage in a case study from the world of NASCAR automobile racing where they balance intuition and ambiguous data analysis. The course also highlights the importance of being able to influence others through analysis as a critical leadership characteristic.
1. How Decision making requires a blend of analysis (System 2) and intuition (System 1) and the tools to make better decisions
2. How analysis is used to influence ones intuition and how it could change your mind
3. How executives can use data analysis to influence others and craft messages that are more engaging and encompassing
Prof. Casey Lichtendahl, Professor of Business Administration
Leading Others: How to build high performing, engaged and inclusive teams (2 sessions)
Prof. Sean Martin, Associate Professor of Business Administration Prof. Laura Morgan Roberts, Professor of Practice
1. Understand best practices and shared insights for identifying and building successful teams through strategic alignment, a shared sense of purpose and a culture of continuous learning
This course will provide participants with a framework to build high performing, engaged and inclusive teams based on the latest research on how to instill purpose, build a growth mindset culture, set core principles (such as psychological safety and feedback) and creating communication channels to allow continuous improvement. This course will include working in pods and coach feedback.
2. Obtain skills to build inclusive and diverse teams sustainably in an environment of mutual respect and open communication.
Asynchronous course option 1: Collaboration and Influence
Prof. Bobby Parmar, Shannon Smith Emerging Scholar in Business, Associate Professor of Business Administration
1. Build empathy by identifying what matters to each stakeholder group. Learn how to better engage with your key stakeholders
Successful leaders understand how critical the power of influence is to the ability to create value for their stakeholders. This digital program guides leaders through the process of understanding the perspective of their various stakeholder groups and engaging with them to achieve common goals. Learn to deliver a powerful vision, orchestrate complex change or gain support for a key innovation by developing your competence in stakeholder engagement, influence, strategic engagement and negotiation.
2. Appeal to and leverage different stakeholder perspectives to develop more effective solutions
3. Develop a negotiation style and approach that opens communication and builds trust between parties, making it possible to create mutual value in the final agreement.
Asynchronous course option 2: Giving Voice to Values
Mary C. Gentile, Creator/Director, Giving Voice to Values; Professor of Practice
1. Identify Values in Context - understand why voicing values matters today, get an overview of the GVV approach and explore the factors that encourage and discourage us from voicing our values
Giving Voice to Values (GVV) is conducted entirely online over the course of 5 weeks. There are five modules, called Field Manuals, which each contain principle/theory/practice content, videos, quizzes polls and debate topics situations for which you are asked to contribute. You'll also have the opportunity read comments from other members in your cohort and vote for your favorites. You earn badges and points by completing each filed manual and receiving votes on your comments. Rather than a focus on ethical analysis, the GVV curriculum focuses on ethical implementation and asks the questions: "What if I were going to act on my values? What would I say and do? How could I be most effective?
2. Explore Values Conflicts - get to the root of what values conflicts are and how to see them as a normal part of the modern workplace
3. Practice Speaking up - discuss common categories of reasons and rationalizations and how these justifications are used to silence voice
4. Prepare to Act on Values - reframe values conflicts in order to work toward achievable solutions
Asynchronous course option 3: Design Thinking tools
Prof. Jeanne Liedtka, United Technologies Corporation Professor of Business Administration
1. Develop the full range of skills to create and conduct a DT project and facilitate a DT team
Learn a proven, structured approach to invention, a truly systemic process for ideation, to spark workplace creativity. Creative solutions for the future begin with thoughtful insights into the present. This introduction to Design Thinking (DT) process asks you to identify a human-centered problem to solve and begin as designers do—with the here—and-now needs, desires and behaviors of those who need innovation the most.
2. Develop an action plan for research and gather feedback for your unique challenges
3. Identify important insights into the needs and wants of others using human-centered and customer-centric tools like journey mapping
Leading within the Enterprise: Innovating and leading change sustainably
Prof. Laura Morgan Roberts, Professor of Practice Prof. Ed Freeman, University Elis and Signe Olsson Professor of Business Administration Prof. Richard Evans, Associate Professor of Business Administration Prof. Robert Carraway, Associate Professor of Business Administration
1. Understand how to lead a P&L function and driving cross-functional performance. Framework for leading service and product innovation initiatives to drive business performance, engagement and efficiencies
This course will assist participants to drive organizational performance from a cross-functional perspective and leading a profit and loss entity. The focus will be on how to optimally guide functional and technical teams to drive a common goal, how to lead innovation initiatives and how to lead change—both at an intervention and transformational level. This course will consist of eight sessions from the second in-person module, synchronous content and coaching feedback.
Leading the enterprise
Prof. Raul Chao, Associate Professor of Business Administration Prof. Doug Thomas, Henry E. McWane Professor of Business Administration
This course will building on the knowledge and skills of leading self and leading teams to build capabilities of participants to lead at the executive level, be that on the executive-level of small and medium organizations or the executive team of a division, strategic business unit or business function. Here the focus is on core capabilities such as crafting business strategies, leading a multi-functional entity), making trade-offs and building an innovation engine to ensure business sustainability
Be able to craft and build a business strategy integrating market opportunity with building differentiated capabilities
Understand how to lead a diverse group of functional and technical leaders to make decisions from a financial profit and loss perspective
How to make investments and resource and organization to innovate the business model or service/ product portfolio of the organization
Leading difference (Equity, diversity and inclusion)
Prof. Laura Morgan Roberts, Professor of Practice Leadership and Organizational Behavior Prof. Martin Davidson, Johnson and Higgins Professor of Business Administration, Senior Associate Dean and Global Chief Diversity Officer Prof. Ed Freeman, University Professor; Elis and Signe Olsson Professor of Business Administration Prof. June West, Associate Professor of Business Administration
How to lead a team and organization that is truly inclusive inspiring team members to deliver superior performance
This course will make a business case for leaders that are skilled at promoting diversity, inclusion and equity. This course will provide a framework that builds a climate built on trust and psychological safety. The business case will include greater engagement and greater creativity based on the diversity of thoughts and perspectives.
A roadmap to build engagement to harness the creativity and energy of diverse members in the team
Stakeholder engagement and communicating change
This course draws on the seminal work of Darden faculty, Prof. Edward Freeman, the father of the Stakeholder school of strategy. This course will guide executives on how to formulate business strategies that include an organizations key stakeholders. These may include communities, customers, regulators, suppliers and partners. These will specifically discuss the financial services sector and its license to operate. Building on this view, the course will look at how one communicates with the external environment, especially during times of crisis to maintain brand and stakeholder trust
How to build inclusive strategies that recognize the criticality of various stakeholder groups
Have a guiding frameworks to address trade-offs and short/long term concerns
Understand how to lead corporate communications to communicate with the external environment and key stakeholders
Synchronous learning sessions: Close-out of core learning themes
This course with integrate all the core learning themes of the program. At the leading self level, the focus will be on lessons learned building strengths and areas for development. Following the final pulse of the Korn ferry assessment tool, Participants will refine their PDP to share with their line manager to continue on the job. For leading others, participants will refine key skills for building influence and inspiration with teams. At the leading the enterprise level, the focus will be on integrating skills on leading a successful business. This course will start with how data insights can be used to serve clients primarily in a B2C industry, although applications also relate to a B2B environment. The second session will be a workshop where participants get to apply new skills including the application of machine learning, data analytics and visualizations, network analysis and robo-advising. These will include examples from Uber, Carvana, Fannie Mae and The Washington Post.
Have a fully integrated understanding and skill set to be a high performing executive in a corporate setting. In addition, participants would have developed a mindset of lifelong learning and building a legacy as an engaging and inspiring leader and manager.
Leading innovation through the application of data
Prof. Lalin Anik Assistant Professor of Business Administration Prof. Raj Venkatesen Ronald Trzcinski Professor of Business Administration
To understand the deployment of data analytics to serve clients and augment current and new business models using new technology tools.
Case Competition: Workforce of the Future
Bhushan Sethi, Principal, Joint Global Leader, People & Organization Julia Lamm, Principal, Financial Services People & Organization
1. Demonstrate and develop traits of an inclusive leader
Leverage PwC’s BXT (Business, Experience, Technology) framework as you participate in a case competition focused on the Workforce of the Future, allowing you to develop and exhibit innovation, collaboration and creativity skills while displaying situational fluency and adaptability.
2. Develop effective collaboration skills
3. Understand how to implement a successful Change Management Process
Case Study: Deals in a Post-COVID World
1. Understand how to manage change for breakthrough results
The recession and recent fiscal and monetary interventions spurred by COVID-19 have upended the macro-context for asset managers, wealth managers and retirement players alike. Leverage real-world case studies to discuss the implications of these recent changes within deals, a sector where significant consolidation is already underway.
Arjun Saxena, Principal, Wealth Management, Financial Services John Marra, Partner, Financial Services Deals
2. Foster an innovation and transformation approach
Roundtable: Asset & Wealth Product Landscape
How can you ensure that the design of products, portfolio and distribution methods are optimized to meet the needs of an ever-changing world? Participate in a cross-disciplinary roundtable discussion on how to anchor to client needs, organize offerings around a clear narrative and adhere to a clear strategy
1. Develop a strategic network of connections
Roland Kastoun, Principal, Strategy Practice
2. Charting the Course
3. Enabling foreign and delivering on trends
Artificial Intelligence Business School for Financial Services
Successful Artificial Intelligence (AI) implementation depends on more than the technology. Learn how to drive lasting business impact with a holistic approach to AI. Decision-makers in financial services have considerations that are particular to their industry to help them realize the true transformational impact of AI in the enterprise. It is critical to understand the components of a strategy that will help the financial services sector create business value with AI.
1. Define an AI strategy to create business value in financial services 2. Understand the importance of building an AI-ready culture 3. Discover how to foster an AI-ready culture in Finance 4. Discover how to foster an AI-ready culture in Marketing 5. Discove how to foster an AI-ready culture in Sales 6. Discover how to foster an AI-ready culture in Customer Service
7. Identify guiding principles for responsible AI 8. Identify governing practices for responsible AI 9. Discuss practices for responsible AI at Microsoft 10. Receive an introduction to AI technology 11. Examine the Microsoft approach to AI
In-Person Residency Darden in Residence I Iocated at the University of Virginia Darden School of Business.
DATE & TIME
WEDNESDAY, JULY 21
THURSDAY, JULY 22
FRIDAY, JULY 23
8:00-9:15 Session 5: Debrief of Korn Ferry 360 assessment tool, team review and understanding the process moving forward to pulse certain behaviors
8:00-9:30 Session 11: Creating high-performing teams, Part I
Themes to be reviewed in this residency include Leading Self and Leading Others.
Through a series of seminars and staged learnings, participants will learn critical skills for enterprise leaders and how to build high performing, engaged and inclusive teams. Executive IQ leaders will execute their learnings in real-world scenarios, including internal and external dynamics, which will be evaluated through biometrics for accuracy.
9:15-10:45 Session 6: Reflected Best Self assessment tool debrief and feedback
8:00 AM-12:00 PM Arrival/Check-in at Darden Goodwin Grounds
10:00-12:00 Session 11: Creating high-performing teams, Part II
11:15-12:30 Session 7: Teamwork in pods with coaches
12:00-1:00 Session 13 Module close-out and action planning. Leader action commitments and commencement faculty team
12:00 PM-12:45 PM Lunch (Distanced)
12:45-1:00 Meet in Darden Auditorium
1:00-1:30 Program Welcome
1:30-2:45 Session 1: Leading Self-Critical skills for high performing senior leaders, Part I
1:30-2:45 Session 8: Critical decision making under uncertainty, Part I
1:30-2:45 Session 9: Critical decision making under uncertainty, Part II
2:45-3:45 Session 2: Leading Self-Critical skills for high performing senior leaders, Part II
4:00-4:45 Session 3: Leading Others-How to build engagement, inspiration and creativity
4:00-5:15 Session 10: Dealing with crisis and personal resilience
Depart Charlottesville or take guided tour of key sites around town and trip to Montichello.
4:45-5:30 Session 4: Leading Others-The context of teaming in asset and wealth management - Evans
6:00-7:30 Themed Dinner: Building your financial services network
In-Person Residency Darden in Residence II Iocated at the University of Virginia Darden School of Business.
DATE & TIME
WEDNESDAY, JANUARY 19
THURSDAY, JANUARY 20
FRIDAY, JANUARY 21
8:00-9:15 Session 4: Leading Difference in Your Organization Prof. Laura Morgan Roberts
8:00-10:00 Session 9: Leadership in Practice (Leader Lab 2)
Themes to be reviewed in this residency include Leading the Enterprise and Leading the Industry. Through a series of seminars and staged learnings, participants will learn innovating and leading change sustainably and effective ways to shift organizational and individual behavior. Executive IQ leaders will execute their learnings in real-world scenarios, including internal and external dynamics, which will be evaluated through biometrics for accuracy.
9:15-10:45 Session 5: Leading Difference in the Industry Prof. Laura Morgan Roberts
8:00 AM-12:00 PM Arrival at SVG
10:30-11:00 Session 10: Pod Debrief Exercise
11:00-12:00 Session 11: Module Close-out and Action Planning. Leader action commitments and commencement
11:15-12:30 Session 6: Leading Change: Stakeholder Management Prof. Ed Freeman
12:00 PM-12:45 PM Lunch (Distanced)
12:45-1:00 Meet in Darden Auditorium
1:00-1:30 Program Welcome
1:30-2:45 Session 1: Leading Organizations Prof. Ed Freeman
1:30-3:00 Session 7: Communicating change Prof. Bobby Parmar
2:45-3:45 Session 2: Leading the Industry Prof. Richard B. Evans
3:30-5:30 Session 8: Leadership in Practice (Leader Lab 1)
4:00-5:30 Session 3: Customer Centricty and Serving Customer Trends Using Data-driven Insights Prof. Lalin Anik
Depart Washington DC
6:00-7:30 Future of Work and Data: Workshop and dinner exploring key technologies impacting the industry: Data analysis and visualization, machine learning, network analysis and automated customer service/robo-advising
All Executive IQ coaches are certified through the International Coach Federation (ICF). This elite-level certification provides participants with world-class coaching, collaboration and networking opportunities to shape the future of the financial services industry. Partnered with the UVA Darden approach to leadership development, participants will learn to lead through 4 main program themes: leading self, leading others, leading the enterprise and leading the industry. The coaching element of Executive IQ is intended to provide a consistent environment of practice and accountability with the support of a professional executive coach and a diverse group of peers. Executive coaching to support the learning journey.
Korn Ferry 360 Assessment
Leading Self Critical Skills for Enterprise Leaders
Leading Others How to build high performing, engaged and inclusive teams
• 38-competency library, broken down into behaviors, skills and development activities
• UVA Darden ICF accredited coaches will debrief the assessment results and leverage insights for development planning • Participants select raters for initial assessment, then identify development areas to measure progress in subsequent assignments • Individual and group reports are generated for a deep dive into individual and cohort development
As a focused learning experience, consisting of an individual debrief focused on the Korn Ferry 360 results that will inform each participant's professional development plan. Participants will meet in their pod (a learning team of up to 10) every 6-8 weeks over the course of the program, to identify opportunities for practicing behaviors and discuss best practices and barriers to success.
Seeking sponsorship and “sponsorees” engages participants in a learning process that requires them to work with a sponsor on key development goals and similarly develop coaching skills with 2-3 “sponsorees”. A two-part process including additional recommendations by the coach and podmates for new behaviors, consistent with the learnings from the academic courses. This phase supports and integrates with the mentoring element of Executive IQ.
Leading the Enterprise Innovating and leading change sustainably
About International Coach Federation (ICF) Accreditation
Reflected Best Self Questionnaire
Leading the Industry Shifting organizational and individual behavior
• Developed at the Michigan Ross School of Business by Professor Laura Morgan Roberts, now UVA Darden faculty • Involves seeking feedback from colleagues, family and friends when participants are working at their best. Followed by a set of reflective exercises and peer coaching.
The International Coaching Federation (ICF) is the leading global organization dedicated to advancing the coaching profession by setting high standards, providing independent certification and building a worldwide network of trained coaching professionals. It is the only globally recognized, independent credentialing program for coach practitioners. ICF Credentials are awarded to professional coaches who have met stringent education and experience requirements and have demonstrated a thorough understanding of the coaching competencies that set the standard in the profession. Achieving credentials through ICF signifies a coach’s commitment to integrity, understanding and mastery of coaching skills, and dedication to clients.
Participants will receive support and guidance during their project work, including input on group dynamics and best practices for reporting and communicating their project report-outs. Executive IQ leaders will package a range of possible solutions, provide key recommendations, seek internal sponsors in the workplace and apply real-world challenges with the skills learned throughout the program and coaching oversight.
Executive IQ leaders will combine teachings learned thus far in the program and utilize them to better orchestrate organization and individual behavioral shifts in a more productive, competitive and engaging direction. Skills will be further developed during the Darden in Residence 2 Transformational Leadership Lab.
Following the conclusion of Darden in Residence 1, participants would have built a knowledge base and toolkit about how to develop their own leadership and management style and how to lead groups of people, be they intact teams, assembled project teams or communities of practice. To apply these learnings, this project phase will double down on how young talent is developed, specifically how more senior managers, in especially a service setting, can sponsor high potential future talent as part of their career progression. Program coaches will guide the overall process. The participant journey will follow the following steps:
Following the knowledge and insights gained during Darden in Residency 2 and the Microsoft and PWC skills courses, participants will have the chance to apply these new capabilities within their organizations. Participants will identify an area of opportunity, mainly involving technology, to improve performance or efficiency within their organization. Participants will be guided through a five (5) step process to take the “opportunity” from identification to being ready to be executed. The project will be reported out to a sponsoring executive that the participant has identified. The participant journey will follow the following steps:
Participants will identify 2-3 talented individuals at their sponsoring firm (either self-selection or this can be formalized by connecting with participant’s own talent team). These individuals will be known as “sponsorees”. Participants will engage sponsorees and make the offer of sponsorship for a period of 8 weeks. Participants will have a sponsor guide outlining the weekly conversations and actions they should follow over the 8 reviews each week. Participants will follow a coaching approach by asking key questions to guide learning and development to specifically aid each sponsoree. The process ends with a report out after 8 weeks where sponsoree reflects on 4 key dimensions and iif the sponsorship has benefited their professional and personal growth. The process is closed out by a pod coaching conversation drawing key group learnings, challenges and strategies for success.
Identify a core problem, issue or area of opportunity within their organization.
Agree to a topic with a sponsoring executive within their organization.
Use the appropriate innovation process (design thinking, agile, lean start-up) to understand opportunity.
Use appropriate tools to look at available options and build suggested courses of action.
Build a business case and financial or operational scenarios for solution development.
Package project in a 5 page report, 7-slide PPT presentation or 7-minute video.
Report out to sponsoring executive that will assess using a Darden-developed rubric of innovation project success.
Report back to learning pods where each pod selects top 2 projects using a designated rubric.
Top innovation projects will report to the whole cohort and top three selected will report to PwC, Microsoft and MMI executives with badges presented to the winners.
University of Virginia Darden School of Business Certificate in Leadership
Awarded upon the successful completion of Microsoft coursework in relation to the Executive IQ programming.
Awarded at the successful completion of the program, participants will receive an accredited certificate from the UVA Darden School of Business in Leadership, which can be displayed on their digital profiles and resume.
Azure Ninja Cat @ ‘Week of AI’ EARNED 2022
Certificate in Leadership
AI Business School Course Completed
Upon completion of the Executive IQ program, participants will earn widely-accepted credentials for their project work and ability to demonstrate course material. Digital badges are highly-sought after vouchers displaying expertise in program subject matters and learning outcomes and administered by Executive IQ, UVA Darden, Microsoft and PwC. Certifications and Badges
Microsoft AI Business School
Microsoft Azure Ninja Cat at ‘Week of AI’ earned 2022
Microsoft Executive IQ Innovation Leader
Awarded upon the successful completion of unique Executive IQ Projects. Project work recognizes the practical application and practice of specific learning objectives.
Awarded upon the successful completion of PwC coursework in relation to the Executive IQ programming. Subject to completion of the Executive IQ Innovation Project and winning the PwC case competition.
Gold Case Study Winner
UVA Transformational Leadership Lab
Executive IQ “Digital IQ” badge Leading Others & Sponsorship Project (Term 3)
Executive IQ “Innovation IQ” badge Innovation Capstone Project (Term 4)
UVA Transformational Leadership Lab badge completed as part of the Darden in Residence programs
PwC Digital Acumen
PwC Human-Centered Design
PwC Executive IQ Gold Case Study Winne
Money Management Institute Executive IQ
1177 Avenue of the Americas 7th Floor New York, NY 10036 Tel. 646.868.8500 Fax: 646.619.4074 Email: firstname.lastname@example.org mminst.org
Educating today’s leaders for tomorrow’s opportunities.Page 1 Page 2-3 Page 4-5 Page 6-7 Page 8-9 Page 10-11 Page 12-13 Page 14-15 Page 16-17 Page 18-19 Page 20-21 Page 22-23 Page 24-25 Page 26-27 Page 28-29 Page 30-31 Page 32
Powered by FlippingBook