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Leadership Excellence Mobile-Learning ProgramTransitioning from Management Effectiveness to Leadership Excellence

Curriculum Overview DocumentRevised on October 1, 2017

Compete Quadrant1 Collaborate Quadrant1 Control Quadrant1 Create Quadrant1

Program Level

Quest Description

CVF1

Quadrant Learning Challenges Video Time

Faculty Member or Subject Matter Expert2

1. Learning to Lead Aim for Excellence! Introduction to the Competing

Values Framework

1The CVF graphic is on

page 11

Strive for Excellence Who Inspires You to Excellence? (LeaderCast Video)3 Frame Up Excellence If at First You Don’t Excel Discover the Patterns of Excellence Reveal the Conflicts at the Core of Excellence Leadership Excellence: A Health Care Example (LC) Rate Your Leadership Confidence Active Learning and Taking Responsibility Find Your Voice and Speak Out (LC)

4:31 1:52 3:05 0:44 2:46 4:55 3:46 —

2:15 2:10

Steve Olson, KSU Rorke Denver, Navy SEALs Commander Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Patrick Lencioni, Leadership Expert/Author3 Flash Poll Steve Olson, KSU Kat Cole, Senior Executive

1. Learning to Lead Learn the 8 Leader Roles

Overview of the Competing

Values Framework

Drive to Compete and Out-Produce Bold Leaders Have a Specific Mission (LC) Involve to Grow Your Leadership Wake (LC) The Challenges that Never Stops 1 Make the Future Run and Grow (LC) Identify Your Dominant Hand (Leader Role) Build Your Own Path to Leadership Excellence

1:36 1:47 1:40 2:31 1:22 3:30 2:52 2:34 1:54

Steve Olson, KSU Andy Stanley, Leadership Expert/Author Steve Olson, KSU Henry Cloud, Leadership Expert/Author Steve Olson, KSU Steve Olson, KSU Ray Attiyah, Senior Executive Steve Olson, KSU Steve Olson, KSU

1. Learning to Lead Take Responsibility For Your

Development

Professional Development as it Relates to the Competing

Values Framework

The 90% Solution What Happened Last Year How’s Your 90% How Hot Is Your Job Adopt a Bias for Action (LC) A Rare Opportunity You Don’t Want To Miss! The Power of Purpose (CC)

3:14 —

2:45 2:57 2:36 5:15 3:45

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Kat Cole, Senior Executive Steve Olson, KSU Bob Quinn, Leadership Expert/Author

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Program Level

Quest Description

CVF Quadrant Learning Challenges Video

TimeFaculty Member or

Subject Matter Expert2. Leader as Director Create a Vision Compete Leader as Director

What Makes Your Organization Different? (LC) Do You Know Your Organization’s Vision Statement Add Your Voice to the Conversation Paint the Big Picture Summon Your Courage, Say What You See (LC) Piece the Puzzle of Excellence Together Clarify What Is Necessity Speed Down the Learning Curve Appeal to Ideals, Give Everyone a Part

4:27 2:09 — —

1:42 1:32 2:50 3:53 3:09 2:26

Steve Olson, KSU Andy Stanley, Leadership Expert/Author Steve Olson, KSU Flash Poll Steve Olson, KSU Kat Cole, Senior Executive Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU

2. Leader as Director Set SMART Goals Compete Mark the Route, Measure the Journey Tie It Forward (LC) Begin Smartly Give Brains What They Crave Light the Fire that Fuels Excellence Clarify Priorities and Trade-Offs Keep the Memory Engine Clear You Are The C.R.O. (LC) Putting the Pieces Together

2:39 2:46 2:53 3:34 6:05 2:46 1:10 3:18 4:15

Steve Olson, KSU Kim Butler, Senior Executive Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Craig Groeschel, Leadership Expert/Author Steve Olson, KSU

2. Leader as Director Organize for Excellence

Compete Set the Foundation for Excellence Tap the Wellsprings of Excellence Within Target Your Process for Excellence Visualize Your Process for Excellence Make Pain the Friend of Excellence, Part 1 Make Pain the Friend of Excellence, Part 2 (LC) Meet MR. BIV, Best Friend of Excellence Make Customer Delight the Aim of Your Excellence (LC) The Life Guard, The Tooth Fairy, and The Little Girl Ratchet Excellence Up, Part 1 Ratchet Excellence Up, Part 2 (LC) Plan: The Hardest, Simplest Driver of Excellence Negotiate the Company Maze Replenish to Sustain Excellence

2:51 4:58 5:33 3:46 3:12 3:25 0:46 3:06 0:41 5:22 2:36 1:08 6:34 1:17

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Diana Oreck, Senior Executive Steve Olson, KSU Diana Oreck, Senior Executive Steve Olson, KSU Steve Olson, KSU Darian Moorman, Senior Executive Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU

3. Leader as Director Delegate Effectively Compete Entrust Others for Excellence Share the Load with Others, Part 1 Share the Load with Others, Part 2 (LC) Challenge Others with Deadlines, Part 1 Challenge Others with Deadlines, Part 2 (LC) Fuel Productivity with Trust Resist Micro-Managing Delegate Authority Expect Excellence to Get Excellence Serve Others: Become a Chief “H.R.” Officer (CC) Reward with Excellence Delegate with Excellence

4:16 3:29 1:12 1:53 1:22 4:52 5:18 3:52 3:16 2:31 3:41 2:42

Virginia Means, Chief People Officer Virginia Means, Chief People Officer Ken Tracy, Senior Executive Virginia Means, Chief People Officer Brittany Thomas, Senior Executive Andy Stanley, Leadership Expert/Author Virginia Means, Chief People Officer Virginia Means, Chief People Officer Virginia Means, Chief People Officer Tom Peters, Leadership Expert/Author Virginia Means, Chief People Officer Virginia Means, Chief People Officer

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Program Level

Quest Description



Subject Matter Expert3. Leader as Producer Drive Productivity Compete Leader as Producer

Smooth the Path to Excellence Know What Excellence Looks Like Know the Value of Excellence Paint a Picture for the Excellent (LC) Clarify the Commitment to Excellence (LC) Make a Difference, Mark the Progress (LC) Become Excellent in Hiring Excellence Find the Excellent Learn the Pattern of the Excellence

3:22 4:06 6:58 2:07 4:23 2:37 2:25 2:58 3:22 4:32

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Henry Cloud, Leadership Expert/Author Randy Walton, Leadership Expert/Author Tim Irwin, Leadership Expert/Author Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU

3. Leader as Producer Design Work for Productivity

Compete Design Jobs for Excellence Get Your Positivity Ratio Right (LC) Life is Not a Bed of Roses Master the 10 Dimensions of Feedback Prepare Your Brain for Productivity, Part 1 Prepare Your Brain for Productivity, Part 2 (LC) Shift to the Productive Zone, Part 1 Shift to the Productive Zone, Part 2 (LC) Conquer Email, Part 1 Conquer Email, Part 1 (LC) Out of Mind and Into Your System

2:57 2:06 2:35 4:12 1:26 4:20 0:56 4:06 0:50 3:10 3:08

Steve Olson, KSU Jeffrey Baker, Clinical Psychologist Jeffrey Baker, Clinical Psychologist Steve Olson, KSU Steve Olson, KSU David Allen, Productivity Expert/Author Steve Olson, KSU David Allen, Productivity Expert/Author Steve Olson, KSU Randy Walton, Leadership Expert/Author Steve Olson, KSU

3. Leader as Producer Foster a Positive Work Environment

Compete Build the Levers of Productivity, Part 1 Build the Levers of Productivity, Part 2 (LC) Collaborative or Authoritative? (LC) Defeat the Enemy of Decisiveness (LC) Failure is Not Your Worse Case Scenario (LC) Make the Tough Decisions, Part 1 Make the Tough Decisions, Part 2 Give a Gift More Valuable than Certainty (LC) Prune for a Culture of Excellence (LC) Chief Engagement Officer You (LC) Get the Good Problem: Growth (LC)

2:37 2:49 2:58 3:23 3:59 2:17 1:12 2:41 6:12 3:24 2:54

Steve Olson, KSU Brian Wells, Senior Executive Paul Schur, Senior Executive Rorke Denver, Navy SEAL Commander Aja Brown, America’s Youngest Mayor Paul Schur, Senior Executive Steve Olson, KSU Randy Walton, Leadership Expert/Author Henry Cloud, Leadership Expert/Author Hank Fortener, Senior Executive Lynn Lilly, Senior Executive

3. Leader as Producer Manage Stress and Build Resilience

Compete Cultivate Good Stress for Excellence Recognize the Danger Zones, Part 1 and Part 2 Avoid the Danger Zones, Part 1 and Part 2 Care for People in 10 Dimensions Give People What They’re Worth, Part 1 and Part 2 Stop the Stress that Comes From Above Build Excellence on Ethics Don’t Spread the Inbox Virus Uplift Yourself and Others Fill Your Bucket for Resilience Know Your Stress Type Dial Up the Resilience Code Win With Positivity

5:48 5:12/2:48 4:59/1:58

4:22 2:34/2:26

2:04 3:02 3:13 2:13 1:25 0:54 2:10 0:49

Steve Olson, KSU Steve Olson and Rorke Denver (LC) Steve Olson and Jeff Hargett (LC) Steve Olson, KSU Steve Olson and Julie Bauke (LC) Steve Olson, KSU Steve Olson, KSU Tim Sanders, Senior Executive (LC) Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU

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Program Level

Quest Description



Subject Matter Expert4. Leader as Mentor Understanding Self

and OthersCollaborate The Leader as Mentor

Collaborate with Excellence Is Your Identity Strong Enough to Lead? Forge Your Leader Identity, Part 1 and Part 2 Embody Ideas and Close Gaps, Part 1 and Part 2 Inspire, Stimulate and Care Keep the Train of Excellence on the Rails Seek the Greatest Gift Clarify the Communication Challenge Listen with Excellence, Part 1 and Part 2 Harness the Power of Empathy, Part 1 and Part 2 The “E” of Empathy (CC) The “M” and “P” of Empathy (CC) The “A” and “T” of Empathy (CC) The “H” and “Y” of Empathy (CC)

3:31 7:12 3:57

3:42/1:44 3:26/4:34

2:05 3:23 4:27 2:09

2:14/2:27 1:54/5:29

1:13 1:26 1:23 1:59

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson and Diana Oreck (LC) Steve Olson and Craig Groeschel (LC) Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson and Collin Siedor (LC) Steve Olson and Dr. Helen Riess Dr. Helen Riess, Harvard Medical School Dr. Helen Riess, Harvard Medical School Dr. Helen Riess, Harvard Medical School Dr. Helen Riess, Harvard Medical School

4. Leader as Mentor Communicate Effectively

Collaborate Position Yourself to Unlock Value Five Easy Pieces Communicate Impact Six? Nine? Share A Story Listen for Needs, Speak Yours Clearly Plans and Solutions Don’t Muck It Up Your One True Aim, Part 1 and Part 2 Email with Excellence Speak with Excellence

5:25 4:41 3:55 —

2:29 1:51 4:23

0:31/2:27 2:28/1:21 1:54/1:20

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson and Collin Siedor (LC) Tripp and Tyler (LC) Tripp and Tyler (LC)

4. Leader as Mentor Develop Others Collaborate Raising Everyone’s Performance Steward Your Finite Resource Clarify Your Coaching Intent What Do You Think? Show You Value Them Build on Strengths Coach the Practical Brain Believe the Best to Get the Best, Part 1 Believe the Best to Get the Best, Part 2 Clarify Shared Goals and Intent

3:48 3:03 6:19 —

1:48 4:27 4:20 2:26 3:27 4:26

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Flash Poll Brett Trapp, Senior Executive Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Tim Irwin, Communications Expert Steve Olson, KSU

4. Leader as Mentor Coach for Performance

Collaborate Prepare for the Four Conversations Get Curious About What Happened Be Honest About Feelings Allow Others to Be Self-Defining Require Self-Regulation Search for Solutions Only Buy Solutions Prime the Brain Reframe for Positivity Wrap It Up For Later

1:49 1:41 4:13 1:42 1:51 3:16 5:22 5:29 3:30 3:11

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU

Page � of 164

Program Level

Quest Description



Subject Matter Expert5. Leader as Facilitator Coach for

DevelopmentCollaborate Cure the #1 Cause

Delegate to Develop Serve by Challenging Bold Vision Stretches and Serves (LC) Set Everyone Up for Success What’s Your Opinion? Maximizing Training’s 10% Contribution Challenge Your Employees to Grow (LC) Be Fully Present Fully Engage to Access Your Full Tool Box (LC)

2:26 2:13 0:59 1:59 1:44 —

1:01 2:36 3:03 2:27

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Cheryl Bachelder, Senior Executive Steve Olson, KSU Flash Poll Steve Olson, KSU Ken Tracy, Senior Executive Steve Olson, KSU Jeffrey Baker, Clinical Psychologist

5. Leader as Facilitator Build Teams Collaborate Leader as Facilitator Facilitate Team Excellence Journey into the We Zone Create Common Goals Find Purpose in Stories Organize Teams for Excellence Facilitate Interdependent Action Four Dimensions of Teamwork Make Accountability Mutual Build Trust Through Vulnerability

5:32 3:03 3:16 5:49 2:57 5:17 2:38 3:08 5:13 5:10

Steve Olson, KSU Steve Olson, KSU Ken Tracy, Senior Executive Steve Olson, KSU Don Yeager, Leadership Expert/Author Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Patrick Lencioni, Leadership Expert/Author

5. Leader as Facilitator Lead Teams Collaborate Plan Task Work and Teamwork Pre Brief for Excellence Facilitate Task Work and Team Work Debrief Task Work and Team Work Leading Your Team By Example (LC) Facilitate Trust and Trustworthiness Huddle Every Day for Excellence (LC) Mature Your Team for Excellence Manage Beyond the Team What do You Think? Do You Have Time to Read?

3:39 2:52 4:16 5:09 1:18 4:47 2:51 5:17 3:40 — —

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Patrick Lencioni, Leadership Expert/Author Steve Olson, KSU Ray Attiyah, Senior Executive Steve Olson, KSU Steve Olson, KSU Flash Poll Book Recommendation

5. Leader as Facilitator Resolve Conflicts Collaborate Manage Conflict with Excellence Free Yourself from the Prison of Blame The Invisible Third Story Conflict, Lean Into It, Part 1 and Part 2 What’s Your Conflict Comfort Level? Start From Where They Are (LC) Breath Tactically to Engage Positively (LC) Build the Third Story Together Get Curious and Control Your Internal Dialogue Keep the Quest for Solutions Collaborative Reframe for Positivity and Solution Focus Mediate the Building of the Third Stories (LC)

2:51 3:14 3:36

1:42/3:36 —

3:57 4:25 1:55 2:41 4:08 2:37 2:51

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson and Hank Fortener (LC) Flash Poll Hank Fortener, Senior Executive Colin Siedor, Senior Executive Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Jerome Wilson, Senior Executive

Page � of 165

Program Level

Quest Description



Subject Matter Expert6. Leader as Monitor Manage Time Control Need More Time? Part 1

Need More Time? Part 2 (LC) Clarify Your Relation to Time, Part 1 Clarify Your Relation to Time, Part 2 (LC) Test Your Calendar Master the Currents of Time Draw Forth Your Personal Vision and Values Work the Gap Meet with Excellence, Part 1 Meet with Excellence, Part 2 (LC)

2:17 3:17 0:57 2:52 2:01 2:19 4:13 2:29 0:46 2:43

Steve Olson, KSU David Allen, Best-Selling Author Steve Olson, KSU Randy Walton, Leadership Expert Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Tim Sanders, Senior Executive

6. Leader as Monitor Manage Information Control Leader as Monitor Channel the River of Information Do, Delegate, Defer, or Project Plan for Excellence What’s Your Opinion? Plan High for Clarity Plan Low for Action Get It All Out of Your Mind

4:07 3:17 1:32 2:11 —

2:29 2:38 1:58

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Poll Question Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU

6. Leader as Monitor Monitor Core Processes

Control Monitor for Customer Value Visualize and Stabilize Your Core Processes Analyze Your Core Processes Improve Your Core Processes Measure Your Processes Measure the Five that Matter Most Process Measures and Progress Measures What do You Think? Monitor and Measure for Quality Pound for Pound

3:15 1:28 1:59 2:37 2:24 2:12 2:45 —

4:05 0:45

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Poll Question Steve Olson, KSU Steve Olson, KSU

6. Leader as Monitor Make Decisions Participatory

Control Overcome the Anxiety of Decision Making Enlist Others to Correct Your Brain’s Biases See Clearer and Farther Through Others Curb Your Brain’s Future Decision-Making Bias Know How Many to Involve and How What Do You Think? Decide Slower to Implement Faster Want to Save time? Run Better Huddles! Engage Everyone for Full Participation

3:17 5:34 2:14 1:37 2:51 —

2:45 4:21 1:25

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Flash Poll Steve Olson, KSU Don Yeager, Leadership Expert/Author Sean Monahan, Senior Executive

Program Level

Page � of 166

7. Leader as Coordinator

Scope Your Projects, Control Your Scope

Control Learn the Secret to Amazing Achievements To Excel, Plan to Excel Identify Key Stakeholders Respect the Iron Triangle Document the Requirements State the Scope Break Down the Work into Packages Control Your Scope Project Managers Need to Stay Calm (LC)

4:11 3:29 5:57 2:04 4:15 2:04 3:19 2:58 3:06

Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Rorke Denver, Navy SEAL Commander


Build Schedules and Budgets

Control Harness the Power of Project Management Define and Order Your Tasks Estimate Your Resources Estimate Your Time Keep Your Eye on the Critical Path Plan, Do, Check and Act Show the Right View to the Right People Don’t Send Heated Emails. Ever! (LC)

2:38 3:49 1:44 3:07 2:59 1:32 4:33 2:01

Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Joe Boyd, Senior Executive


Track Progress and Communicate Results

Control Put A Price Tag on Everything Clarify Who Can Spend and on What Track and Report Negotiate the Right Communication Plans Communicate the Keys to Scope, Schedule and Budget The Secrets of Alpha Project Managers What Do You Think? Going Beyond the Minimum (LC) Fulfill Your Responsibility for 90% Success

3:56 2:39 3:04 1:40 3:37 — —

2:04 3:48

Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Andy Crowe, Project Management Expert Short Reading Assignment Flash Poll Kat Cole, Senior Executive Andy Crowe, Project Management Expert


Manage Across Functions

Control Master Your Matrix Team Lessons From 9/11 (LC) Forge New Value Leaders Can’t Lead Alone (LC) Charter Teams for Cross Functional Excellence Hold Their Feet To Their Own Fire Collaborate with Speed and Focus Forge New Processes Create Positive Deviance Authorize the Team to Break Through The “Team of Teams”

2:39 3:59 3:42 2:20 2:13 1:56 3:07 3:15 3:04 3:26 5:24

Steve Olson, KSU Hugh Shelton, Retired General Steve Olson, KSU Brad Wise, Senior Executive Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Stanley McChrystal, Retired General

Quest Description



Subject Matter ExpertProgram

Level

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Program Level

Quest Description



Subject Matter Expert8. Leader as Innovator Create Change

ReadinessCreate Leader as Innovator: Rise to Meet the Challenge

Lead the Challenge of Change, Part 1 Lead the Challenge of Change, Part 2 (LC) Model Positivity Network Positivity Cultivate the Big Three of Positivity, Part 1 Cultivate the Big Three of Positivity, Part 2 (LC) Form a Core Change Team Break Through Denial and Self-Doubt, Part 1 Break Through Denial and Self-Doubt, Part 2 (LC) Motivate Commitment to Change Prepare People to Change, Part 1 Prepare People to Change, Part 2 (LC)

4:53 4:11 1:25 2:45 1:32 4:37 1:59 4:28 3:10 2:22 2:56 2:41 2:44

Everett Darby, Innovation Executive Everett Darby, Innovation Executive Kat Cole, Senior Executive Everett Darby, Innovation Executive Everett Darby, Innovation Executive Everett Darby, Innovation Executive Chris Carneal, Senior Executive Everett Darby, Innovation Executive Everett Darby, Innovation Executive Steve Akinboro, Senior Executive Everett Darby, Innovation Executive Everett Darby, Innovation Executive Michelle Page-Rivera, Senior Executive

8. Leader as Innovator Lead Positive Change Create Paint an Energizing Vision of the Future What’s Your Opinion? Build Momentum that Can Not Be Reversed Create the Structures that Make Work Feel Like Play Discover New Measures of Excellence Make Every Leader a Teacher of the Change, Part 1 Make Every Leader a Teacher of the Change, Part 2 (LC) Raise Every Person to New Levels of Excellence

4:19 —

1:50 4:36 2:53 3:51 2:57 4:58

Everett Darby, Innovation Executive Poll Question Everett Darby, Innovation Executive Everett Darby, Innovation Executive Everett Darby, Innovation Executive Everett Darby, Innovation Executive Andy Stanley, Leadership Expert/Author Everett Darby, Innovation Executive

8. Leader as Innovator Think Creatively Create Embrace the Full Range of Creativity Drive Competitive Creativity Create to Compete for Purchase Preference Empower Your Creative Frontline Invest in the Surviving Fittest, Part 1 and Part 2 Maximize Incrementally Creatively Control for Value Collaborate Creatively Incubate Communities of Knowing More Create for Breakthroughs Diversify Your Gene Pool Follow Three Paths to Creativity The Four Factors of Creativity, Part 1 and Part 2 Don’t Be Insane. Think Creatively!

3:29 4:19 5:36 2:39

4:58/1:38 1:41 4:15 3:59 6:10 3:46 5:14 3:53

3:54/3:29 2:01

Everett Darby, Innovation Executive Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson and Chris Barez-Brown (LC) Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson and Chris Barez-Brown (LC) Everett Darby, Innovation Executive

8. Leader as Innovator Cultivate Innovation Create Harness People’s Passion for Creating Customer Value The DNA of Innovation Meet the “Dean of Innovation” Learn the Innovation Mantra Name Your Weakest Link Build an Innovation Portfolio Receive the Innovation Koan Have a Coke and an Innovation The Science of Innovation Embrace the Paradox

4:04 2:28 4:47 0:31 —

0:27 1:19 4:60 2:33 2:59

Everett Darby, Innovation Executive Everett Darby, Innovation Executive Jeff DeGraff, Innovation Expert/Author Jeff DeGraff, Innovation Expert/Author Flash Poll Jeff DeGraff, Innovation Expert/Author Jeff DeGraff, Innovation Expert/Author Everett Darby, Innovation Executive Everett Darby, Innovation Executive Everett Darby, Innovation Executive

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Program Level

Quest Description



Subject Matter Expert9. Leader as Broker Exercise Power and

InfluenceCreate Leader as Broker

Become a Person Worth Authorizing Leadership and Networking Give All You’ve Got! Earn Your Legitimacy Leadership and Listening Get Up To Something Big Tap the 5 Sources of Personal Power Leadership and Cultural Diversity Always Pull the One Universal Leverage Point

4:02 3:57 2:01 3:18 2:59 1:15 3:24 3:37 2:46 1:44

Steve Olson, KSU Steve Olson, KSU Nkrumah Pierre, Senior Executive Steve Olson, KSU Steve Olson, KSU Libby Goldschmid, Senior Executive Steve Olson, KSU Steve Olson, KSU Ricardo Gonzalez, Cultural Expert Steve Olson, KSU

9. Leader as Broker Build and Nurture Relationships

Create Introduction to Building Relationships, Part 1 and Part 2 Follow the Rule of Reciprocity Offer the Riches of Inspiration, Part 1 and Part 2 Make Yourself Relevant Become a Net Giver Leverage Your Position to Help Others Socially Attune Yourself to Others, Part 1 and Part 2 Build In Your Comfort Zone Stand Like A Confident Friend Get Curious and Search for Similarities Turn Acquaintances into Allies Create a Culture of Invitation

4:12/1:50 3:24

2:53/1:45 3:14 1:58 2:22

3:20/3:47 3:58 3:31 3:59 2:58 2:26

Steve Olson and Jennifer Franklin (LC) Steve Olson, KSU Steve Olson and Tim Irwin (LC) Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson and Jeffrey Baker (LC) Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Nkrumah Pierre, Senior Executive

9. Leader as Broker Negotiate Commitments

Create Negotiate to Create Value, Part 1 and Part 2 Create Value by Discovering, Part 1 and Part 2 Make It Safe with Empathy, Part 1 and Part 2 Get Into their Heads and Hearts, Part 1 and Part 2 Don’t Take a Fake Yes To Get to Yes Go for No, Part 1 and Part 2 Explore Resistance Mirror Your Way to “That’s Right,” Part 1 and Part 2 Send Them Home a Winner Pull the Three Levers of Negotiation Set An Anchor and Log-Roll Issues Seal the Deal, Part 1 and Part 2 Sometimes No Really Means No, Create Value Anyway

2:58/2:12 3:19/0:53 3:23/1:19 2:53/1:36

2:45 2:38/2:13

3:47 4:09/1:33

2:59 2:41 2:57

3:47/1:29 2:12

Steve Olson and Randy Walton (LC) Steve Olson and Molly Fletcher (LC) Steve Olson and Molly Fletcher (LC) Steve Olson and Michael Daly (LC) Steve Olson, KSU Steve Olson and Joe Boyd (LC) Steve Olson, KSU Steve Olson and Gary Schneeberger (LC) Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson and Molly Fletcher (LC) Steve Olson, KSU

9. Leader as Broker Present Inspiring Ideas

Create Inspire Others to Action Vision comes with a Microphone (LC) Tip 1: Less Slides, More You (LC) What’s Your Story? Tip 2: Don’t Give a Speech, Answer a Problem (LC) What’s Your Problem Tip 3: Edit to Amplify (LC) What’s Your Primary Message? Tip 4: Create Memorable Phrasing (LC) What’s Your Memorable Phrase? Tip 5: Prepare for Presentation Game Day (LC)

1:22 3:08 4:53 —

3:42 —

4:45 —

6:14 —

6:39

Steve Olson, KSU Jeff Henderson, Communications Expert Jeff Henderson, Communications Expert To-Do Assignment Jeff Henderson, Communications Expert To-Do Assignment Jeff Henderson, Communications Expert To-Do Assignment Jeff Henderson, Communications Expert To-Do Assignment Jeff Henderson, Communications Expert

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1 The Competing Values Framework (CVF) resulted from organizational effectiveness research conducted by professors at the University of Michigan Business School. The CVF, see graphic on page 11, was named one of the top 20 business models of all time by Financial Times.2 The members of the core program teaching team and core design team are listed on pages 12 and 13 of this document.3 The videos indicated as (LC) were produced by Leadercast, a highly-acclaimed leadership development organization and program partner. Photos and brief bios of the leadership experts featured in the videos can be found on page 14.5 The program is delivered using the Jubi mobile-learning platform’s proprietary “Learn—Do—Inspire” architecture, see page 15.6 Upon program completion, participants earn an Executive Certificate in Leadership Excellence and four Digital Badges, see page 16.

Program Level

Quest Description



Subject Matter Expert10. Making It Happen Build Your

Development PlanAll CVF

QuadrantsMake it a SMART Development Plan Follow the Three Principles of Getting Feedback Be Your Best Self Practice Deliberately Improve How You Lead To Compete

3:18 3:44 2:15 3:05 2:47

Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU Steve Olson, KSU

10. Making It Happen Rate the Program All CVF Quadrants

The participants rate the program on a 5-star scale

10. Making It Happen Your Digital Badge Credential

All CVF Quadrants

Instructions provided to help program participant access and display their new Digital Badge credential on their LinkedIn profile page and other social media sites

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�Leadership Excellence Mobile-Learning Program

Transitioning from Management Effectiveness to Leadership Excellence

The Competing Values Framework Approach1

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The Program Teaching Team2

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The Program Design Team2

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Leadership Excellence Mobile-Learning ProgramTransitioning from Management Effectiveness to Leadership Excellence e

Leadership Experts, Accomplished Authors and Senior Executivesmaking Guest Appearances via Leadercast3

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The Jubi Platform: Jubi is a modern-learning transfer platform that drives large-scale behavior change and performance outcomes using its proprietary "Learn, Do, Inspire" architecture. Jubi delivers a highly-engaging employee experience, drives verifiable

impact, and provides rich analytics for continuous optimization and talent management decision making.5

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The Credential—Complete the mobile-learning portion of the program and earn aDigital Badge in Leadership Excellence that you can display on your

LinkedIn Profile Page and other social media sites.

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leadership excellence mobile-learning program · leadership excellence mobile-learning program...

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