Leadership, Management & Supervision and Cohort Programs

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Leadership, Management & Supervision

  1. Change Management: Moving to the Next Level Learning Pathway (PDF, Get Adobe Acrobat PDF Reader - Link opens in new window)
  2. Effective Committees Learning Pathway (PDF, Get Adobe Acrobat PDF Reader - Link opens in new window)
  3. Fundamentals of Supervision Cohort (PDF, Get Adobe Acrobat PDF Reader - Link opens in new window)
  4. Global Leader Cohort (PDF, Get Adobe Acrobat PDF Reader - Link opens in new window)
  5. Leadership Development Institute  (PDF, Get Adobe Acrobat PDF Reader - Link opens in new window)
  6. Management Learning Pathway (PDF, Get Adobe Acrobat PDF Reader - Link opens in new window)
  7. MC Management Cohort  (PDF, Get Adobe Acrobat PDF Reader - Link opens in new window)

Cohort Programs

  1. Global leadership Cohort (PDF, Get Adobe Acrobat PDF Reader - Link opens in new window)
  2. Fundamentals of Supervision Cohort (PDF, Get Adobe Acrobat PDF Reader - Link opens in new window)
  3. Leadership Development Institute (PDF, Get Adobe Acrobat PDF Reader - Link opens in new window)
  4. MC Management (PDF, Get Adobe Acrobat PDF Reader - Link opens in new window)

MC cohorts are designed to meet the professional development needs of MC employees and the College and aim to inspire employees towards confidently taking on greater professional and career challenges. The cohorts offer the traditional experience of bringing a group of people to work together in a program, with the same learning and development curriculum, over an extended time. The classes are delivered through structured Zoom and in-person classroom settings. MC cohorts have an overall orientation to developing leadership and management skills, and the ability to manage change and make sense of the complexities and demands placed on professionals in the modern work world.

GLOBAL LEADERSHIP COHORT

FY24 – SPRING 6-Feb

8:45 AM – 12 Noon

Cross Cultural Communications and Decision-Making

Instructor: Herb Stevenson

Cross-cultural dynamics are often overlooked and misunderstood in the workplace. There are few organizations not comprised of multiple nationalities and, therefore, multiple cultures. However, most organizations (and, therefore, supervisors) do not delve into these diverse factors to discover the rewards of acknowledging and incorporating these dynamics into their supervisory skills. Moreover, we rarely understand how to engage the cultural differences that can be constructive instead of just accepting them as painful conflicts.

In this workshop, the focus is on how to develop constructive conversations through dialogic engagement. First, you examine conflict from a personal perspective by defining it as two opposing ideas attempting to occupy the same space at the same time, often, however, without engaging each other. Second, you draw on concepts from crucial and difficult conversations to understand how to focus on the quality of engagement instead of our imaginary stories of what could go wrong. Third, you expand the conversation by understanding your personal intercultural conflict style, wherein the awareness of differences begins to shed new light on how to engage instead of how to make stories about each other that create disengagement. Combined, this process supports more effective feedback processes and performance evaluations.

Learning Objectives

By the end of this session, participants will be able to:

  • Understand most conflicts are polarized views that can be managed.
  • Examine conflict as two opposing and competing logical views that fail to engage and understand the other
  • Manage important conversations with greater confidence and effectiveness
  • Explain where cultural differences in communications exist and improve engagement by combining effective feedback processes that are in line with performance objectives.

Registration: Fa­­ll FY25

 

13-Feb

8:45 AM – 12 Noon

Servant Leadership – Case Studies

Instructor: Richard Forrest

Building on the Trompenaars Hampden-Turner model of framing ‘culture’ and examining the way in which the 7 dimensions affect behavior and business, we explore the Seven Meta Dilemmas of Leadership and practice reconciliation through case studies.

Through case studies, we will examine multiple ways that leadership is involved in bridging the differences between cultures. While the dimensions give us insight into how cultures are different, this class focuses on the method to resolve issues by integrating how the different viewpoints strengthen and enhance yourself, your performance, your team, and, ultimately, the group/organization.

Learning Objectives

­­­By the end of this session, participants will be able to:

  • Identify tensions involved in your dilemma and describe opposing positions from foreground and background perspective
  • Demonstrate integrative thinking
  • Gain the ability to help others elicit dilemmas through various techniques
  • Complete a Six Step DRP
  • Identify a real dilemma pertaining to your role at work

Registration: Fall FY25

5-Mar

8:45 AM – 4:15 PM

Organizational Culture and Change

Instructor: Richard Forrest

Change should not be brought forward for the sake of just making a change. Organizational Change is better understood from the perspective of recognizing where we are and identifying what we want to do differently or improve. The role of ‘corporate/organizational culture’ in the change process is integral to making change happen. How people react at times of change is strongly tied to organizational culture, which is an often overlooked (or weakly understood) dynamic that is firmly situated in the following:

  • Power and control dynamics
  • Tasks and relationships
  • Vision and Mission behind the change the story
  • Acceptance and Rejection forces
  • Leadership

In this class, we will look at how values (and associated behaviors), norms, and expectations differ across an organization and what that means when managing at a time of change.

Using the results of our Corporate Culture Profile diagnostic, we will examine the four archetypes of organizational culture to understand how differences in hierarchy, tasks, and relationships impact our behaviors and expectations.

Learning Objectives

By the end of this session, participants will be able to:

  • Distinguish your ideal organizational culture in the context of your existing work culture
  • Examine the importance of Values and Leadership in creating organizational culture
  • Apply the four Quadrant Model to understand differences in organizational culture and systems
  • Recognize sources of organizational cultural tension in the context of differing values and behavior expectations

Registration: Fall FY25

9-Apr

8:45 AM – 4:30 PM

Leadership and Coaching

Instructor: Herb Stevenson

High-performing organizations have traditionally used coaching to support key individuals and teams at times of major change. Increasingly, the practice of ‘coaching at work’ has become an effective leadership practice to help others develop and improve how we lead in business. In this class, we will learn essential coaching skills, practice having coaching conversations, and engage in activities to build our leadership coaching skills.

Learning Objectives

By the end of this session, participants will be able to:

  • Follow a process of ‘coaching at work’ that supports thinking through goals, obstacles, and options that can lead to desired change.
  • Differentiate between managing for performance and coaching for performance, and when to use the different approaches.
  • Be introduced and practice essential coaching skills of ‘embodying a coach mindset’, listening and communicating effectively, and evoking awareness in coaching conversations.
  • Experience a number of coaching sessions as ‘coach’ and ‘coachee’.

Registration: Fall FY25

30-Apr

8:45 AM – 12 Noon

Leading Meetings and Hybrid Teams

Instructor: Herb Stevenson

In a virtual world, the rules of engagement have changed. It is common to have meetings with offsite attendees in multiple locations and multiple countries. In the past, these meetings occurred as teleconferences, which prevented participants the ability to develop face value. In addition, meetings were often reporting of data instead of engaging all participants. The rise of cost-effective video conferencing has altered this process such that virtual meetings can be as effective as in-person meetings. Moreover, enhancing meeting effectiveness occurs when participants understand the purpose/intent of the meeting and know how to focus their attention on each agenda item.

In this workshop, you apply learning from the Intercultural Conflict Style Assessments. In this way, you deepen the understanding of cross-cultural dynamics that need to be included in your awareness of virtual meetings. You participate in a conversation of how to engage individually and cross-culturally while in a virtual setting. You determine how to focus the meetings by indicating your intent (i.e., meeting-leader-intent) for the agenda items: Decision! Consultation! Operating Execution Update! Informative!

The final focus is on how to maintain face value by reaching out to touch virtually. Acknowledging that the lack of face-to-face communication has affected the quality of relationships, you explore how to maintain face time value virtually.

Learning Objectives

By the end of this session, participants will be able to:

  • Describe the essential elements needed for a successful virtual meeting
  • Differentiate meetings in terms of their purpose and intent, allowing you to plan for certain outcomes in terms of participation and follow-up.
  • Point out cross-cultural insights that aid us in having a meaningful and engaging on-line meeting
  • Discover ways to use a more high-touch approach with high-tech communications aimed at improving the face-to-face virtual experience.

Registration: Fall FY25

14 or 15-May

8:45 AM – 4:15 PM

Synthesizing Workshops

Instructor: Richard Forrest

Participants attend a three-hour synthesizing workshop from which they present well-defined drafts of their final projects with their peers for purposes of feedback and refinement. Preparation and explanation of this workshop will be discussed in previous classes and communications.

Learning Objectives

By the end of this session, participants will be able to:

  • Analyze their final project and thesis with feedback from peers
  • Judge the state of readiness for the final presentation
  • Be better prepared for the presentation of the final project.

(Participants sign up and attend three hours of time in one of the dates)

Registration: Fall FY25

 

LP CHANGE MANAGEMENT

SPRING FY24, 3 and 4 -Jun

8:45 AM – 4:30 PM

Certified Leadership Coach Practitioner

Instructor: Richard Forrest

Follow an intensive certified leadership coach program. Earn ICF-approved educational hours and develop your leadership skills to incorporate powerful coaching principles, methods, and competencies at work.

Discover how coaching can be both a powerful new tool to use at work and a potentially life-changing approach to managing problems and positively impacting others in your private life.

Learning Objectives

By the end of this session, participants will be able to:

  • Develop a Coaching Mindset by understanding the Coaching Role, using the GUIDE coaching model, and practicing Intentional Listening and Questioning.
  • Apply a Coach Approach in the workplace by practicing Coaching Through Change, giving Developmental Feedback, and adapting to different Coaching and Workplace styles.
  • Learn about three specialization areas of coaching and create a Coaching Action Plan for continuous development.

*Class space is limited. All students must commit to attending both days of classes and the three workshops.

Register in Workday

 

LP CUSTOMER SERVICE

SPRING FY24, 12-Feb

8:45 AM – 12 Noon

Becoming Conflict Competent

Instructor: Nathalie Thompson

In this session, learn about sources of conflict and conflict resolution strategies. You will be guided to explore your current and desired ability to respond to conflict and engage in activities to develop your conflict-responding skills and abilities.

Learning Objectives

By the end of this session, participants will be able to:

  • Learn about various types of conflict and the range of conflict resolution strategies
  • Understand how to follow a process that takes you from understanding yourself to making positive changes
  • Gain insights, strategies, and techniques on how to respond to conflict

21-Feb

8:45 AM – 12 Noon

Raptor Central Experience

Instructor: Leslie Casey

Learn how the three Raptor Central offices support prospective and current students, families, and College visitors. Get a visual walkthrough of each campus location and meet the staff. Foster ways to enhance collaboration across units at MC; discuss how your unit coordinates with Raptor Central at your campus or satellite location; and learn how and when to make referrals.

Learning Objectives

By the end of this session, participants will be able to:

  • Understand the role of Raptor Central
  • Know what services Raptor Central provides
  • Differentiate between services provided at Raptor Central and those provided at Records and Registration
  • Know when to refer students to Raptor Central and how to access Raptor Central services

Register in Workday

 

5 and 6-Jun

8:45 AM – 12 Noon

Building Your Basic Amharic Language Skills

Instructor: TBA

Gain confidence in using basic Amharic for listening and speaking at MC. This class introduces you to words and expressions that can help guide you to address frequently asked questions, make referrals, and recognize the need for translated materials.

Learning Objectives

At the end of the two days, you will be able to:

  • Recognize common greetings and words used for basic communications
  • Provide polite responses
  • Give some basic commands and instructions

Register in Workday

 

LP Management Learning

SPRING FY24, 30-Jan

8:45 AM – 12 Noon

Planning and Facilitating Meetings

Instructor: Cynthia D Mauris

Determine when meetings are necessary and how to plan appropriately for them to be successful and effective. Participate in an afternoon meeting to practice meeting management techniques.

Learning Objectives

By the end of this session, participants will be able to:

  • Determine when a meeting is necessary compared to other options
  • Plan for successful meeting outcomes
  • Create an agenda that holds others accountable and includes them in the meeting process
  • Utilize several meeting management techniques

Register in Workday

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Fall 2024 ELITE Professional Development Catalog Copyright © 2024 by gloria.barron@montgomerycollege.edu is licensed under a Creative Commons Attribution 4.0 International License, except where otherwise noted.

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