F I L LForum Institute for Leadership in the Law

20.5 hours,including 6.75 of Ethics CLE

E X E C U T I V E E D U C AT I O N

Spring 2016

*

Wednesday, February 17 Thursday, February 18

8:30 a.m. Continental Breakfast 7:30 a.m. Continental Breakfast

9 a.m. Creativity, Innovation and Risk 8 a.m. Introduction to Financial Statement Analysis

1 p.m. Lunch Noon Lunch

2 p.m. Introduction to Financial Reporting 1 p.m IT Operations and Security

6 p.m. Adjourn 3 p.m. Making Ideas Stick

5 p.m. Adjourn

Creativity, Innovation and RiskJay Carson, Ph.D., Assistant Professor

In order for organizations to succeed, they must strike a balance between managing complexity with structures and procedures while also manag-ing creativity and innovation, which involves some level of risk taking. This opening session will use an experiential exercise to demonstrate these tensions and to allow participants to discover key factors that can contribute to organizational creativity and innovation. We will emphasize an evidence-based model for managing innovation in organizations, and will help participants develop ideas for growing both individual creativity skills and organizational practices that support risk taking and innovation.

Introduction to Financial Reporting Greg Sommers, Ph.D. C.P.A.Professor of Practice in Accounting

Move past being glazed over when financial information is discussed. The initial financial module reviews income, balance sheet and cash flow statements and their interrelation. Illustra-tions will include the concept of “fair value” that underlies financial reporting, the links between the statements and footnotes, and and the uses and limitations of a company’s financial data. Representation of underlying economic activ-ity in accounting and issues that should be on a general counsel’s radar screen are highlighted.

2016 FORUM INSTITUTE FOR LEADERSHIP IN THE LAW

Introduction to Financial Statement Analysis Hemang Desai, Ph.D. Robert B. Cullum Professor of Accounting

This module provides detailed examination of the information conveyed by financial statements. It enhances your understanding of the difference between earnings and cash flows and implica-tions of the difference. Financial analysis, particularly the range of financial ratios and the insights each affords, is introduced.

IT Operations & Security Ulrike Schultze, Ph.D., Associate Professor

This module discusses a short Harvard case on a Denial of Service Attack (“The iPremier Company (A): Denial of Service Attack”) to identify the deficiencies in the company’s IT opera-tions related to handling cyber attacks. Based on the case, as well as a best practice framework for IT operations known as ITIL, the session will identify processes and procedures that need to be in place to protect organizations against such securi-ty breaches. The general counsel’s role in working with the CIO on information risk mitigation will also be discussed.

Making Ideas StickJay Carson, Ph.D., Assistant Professor

This module will help participants learn how to better commu-nicate ideas in a way that is memorable and influential. Using six key principles, we will work on ways to improve your communi-cation using language that is simple and concrete, as well as how to use elements of emotion, surprise, and story to make sure that your audience cares, remembers, and can act on your ideas. This session will utilize video clips, interaction, and an application exercise to reinforce the ideas and how they can be used.

The Role of Accounting in ValuationGreg Sommers, Ph.D. C.P.A.Professor of Practice in Accounting

All business decisions have value implications (even for not-for-profits!) and evaluating them requires a structure that connects decisions to value. This session builds on the analysis performed in prior accounting sessions as we consider how profitability and efficiency ratios feed into future performance and their effects on valuation. Particular emphasis will be given to accounting-based valuation models. The appeal of these models is that the valuation is based on accounting data; this data is not only available ex post but is also commonly prepared ex ante as forecasts. These processes and skills are useful for making decisions to invest in businesses and just as ap-plicable in evaluating segments or divisions.

Manage for Success or Set-Up to FailDon Vandewalle, Ph.D.Altshuler Distinguished Professor of Management and Organizations

Why do seemingly strong hires go sour? Why does feed-back backfire? Does micro-management deserve such a bad rap? Evidence-based management models, case studies, and role-playing are utilized to develop signifi-cant insights into the psychological processes underlying manager-employee relationships. These insights pro-vide powerful guidance to initiate and grow productive relationships. The session also integrates these topics to better understand the characteristics of admired, high-performance organizations.

Financial Analysis & Planning Financial Reporting & Corporate Ethics Hemang Desai, Ph.D. Robert B. Cullum Professor of Accounting

Using our prior session on ratio analysis as back-ground, we will evaluate a given case situation by linking the various operational areas (collections and receivables turnover, inventory management, top-line growth, and payment terms) into an assessment of performance, prospects, and cash needs. Participants propose and evaluate merits of alternative financing solutions/suggestions. In the second part of the class, we will build on our earlier discussion of the impact of flexibility in financial reporting on quality of earnings and earnings management. We will discuss a case that deals with corporate ethics and managerial responsi-bility as it relates to financial reporting.

Project Management andCommunicationsEleonore Pieper, PhD, PMP, CPF

In this session participants explore the principles of project management, including managing the triple constraint, the definition of project work, and the project lifecycle from Exploration to Closing. They learn essential tools and techniques to man-age through each phase of the project lifecycle with a strong emphasis on purposeful communication as a crucial interpersonal skill for a project manager in order to interact with project stakeholders, manage expectations and collaborate with his or her team.

2016 FORUM INSTITUTE FOR LEADERSHIP IN THE LAW

Wednesday, March 16 Thursday, March 17

8:30 a.m. Continental Breakfast 7:30 a.m. Continental Breakfast

9 a.m.Financial Analysis & Planning Financial Reporting & Corporate Ethics

8 a.m. The Role of Accounting in Valuation

1 p.m. Lunch Noon Lunch

2 p.m. Project Management and Communications 1 p.m Manage for Success or Set-Up to Fail

6 p.m. Adjourn 5 p.m. Adjourn

Wednesday, April 13 Thursday, April 14

8:30 a.m. Continental Breakfast 7:30 a.m. Continental Breakfast

9 a.m. Managing through Influence 8 a.m.Strategic Management: Competing on the Leading Edge

1 p.m. Lunch Noon Lunch

2 p.m. Managing for Performance 1 p.m Merger and Acquisition Strategy

6 p.m. Adjourn 3 p.m. Adjourn

Strategic Management: Competing on the Leading EdgeDavid Lei, Ph.D., Associate Professor Strategyand Entrepreneurship

Participants will identify new types of competition in the rapidly changing economy such as the impact of disruptive technology on an organizational business model; understand the growing importance of technology, social media and marketing, strategic alliances, and network-based competi-tion on business strategy; and integrate financial and organi-zational perspectives into a system-wide strategic perspec-tive. We also consider succession planning topics as they relate to strategy.

Merger and Acquisition StrategyDavid Lei, Ph.D., Associate Professor Strategyand Entrepreneurship

In the concluding session, participants delve into the payoffs and pitfalls of corporate diversification, capture an overview of various acquisition-based strategies, broadly identify the critical factors behind M&A success, and examine the roles of synergy and NPV calculations in generating economic value.

Managing through InfluenceJerry Magar, Executive Education Instructor

Leadership equals influence beyond formal author-ity. Participants will learn how to leverage influence to create more productive and enjoyable relation-ships with employees, peers and superiors, and strategies to communicate ideas in cogent ways. This session will provide as an example of a lawyer who was not viewed as a business partner.

Managing for PerformanceJerry Magar, Executive Education Instructor

This session explores various strategies to evaluate and develop employees, introducing skills in coaching, counseling, and methods for motivating non-perform-ers. The session will cover both managing the problem performer and developing the high performer.

2016 FORUM INSTITUTE FOR LEADERSHIP IN THE LAW

LOCATION At the respective sponsor locations in Dallas, Texas.

TBD TBD TBD

REGISTER Visit www.tgcf.org/FILL or call Jimmie Skinner at 214-999-4117, jskinner@tgcf.org FEE $2,495 | After January 14, 2016: $2,695

Registration fee includes:- 46 hours of study over six sessions and three months- All study and classroom materials- Certificate of Completion - Continental breakfast, lunch, and AM & PM refreshments- Directory of all attendees- CLE Credits: 20.5 hours, including 6.75 of Ethics CLE

REFUND/CREDIT POLICY: The General Counsel Forum has a strict no refund policy. If the registrant is not able to attend an event, a qualified attendee may be sent as a substitute. If an event has been unexpectedly cancelled or postponed by the Forum, a credit toward a future event may be issued. No refunds or credits will be given for no-shows.

Academic Director of the Forum Institute for Leadership in the Law (FILL)Barbara Kincaid J.D., LL.M | Senior Lecturer in Business Law | Cox School of Business

FACULTY The best professors from the Cox School of Business—they’re leaders in their fields and experts at providing practical tools in an exciting and engaging way.

E X E C U T I V E E D U C AT I O N