Program Overview
Because managers come to LEAD to learn how to improve themselves and enhance their careers, the subject matter for the week in LEAD are the managers in the class. Everyone learns a lot during the week about:

But, even with all these and more topic areas covered during the week, the real subject matter in LEAD is each participant as an individual and how the learnings apply to him or her on-the-job, now and in the future.

LEAD is an active and interactive learning process almost totally oriented towards application. Up to seventy percent of the class time is spent learning through carefully constructed simulations, team acitivities, reviewing personal survey assessments, small group discussions with peer coaches and scheudled counseling time with the faculty.

In the LEAD Program we do not use articifial case studies. The participants themselves, their work units and their companies serve as live case studies.

LEAD — Program Structure
The LEAD Program for High Potential Managers, as shown in the figure below, is built on the understanding that total Leadership Effectiveness is derived from integrating change in the participant’s Work Culture, Personal Style and his or her Leadership and Management Competencies.

LEAD is not a series of unconnected learning modules. It is not a theory course on leadership. It is a planned change process. The entire week at LEAD is one continuous and seamless process. Each day serves as the content building block for succeeding day. The final result is that on Friday, when the program comes to an end, each participant leaves with integrated change plans for what he or she will do differently in each of the three spheres. What follows is a brief overview of what is covered as the week progresses.

Monday
Personal Style: The first day of the class is devoted to helping participants understand the strengths and weaknesses of their personal style -- how they see the world and act in it. Using a survey guided assessment process, participants in the class learn and do the following:

•	Understand their typical style characteristics
•	Define the type of work environmenty they and others like them desire.
•	The type of person they need to compliment their personal style.
•	What they need to start, stop and continue doing in relationship to their dominant, secondary and least dominant style
•	How they need to behave differently with their bosses, colleagues and subordinates to bring the best out of these people.
•	Understand How the composition of member styles in their work group impacts team performance.

Tuesday & Wednesday
While continuing to work on personal style issues throughout the week, the focus of the learning process starting on Tuesday and continuing for the rest of the week shifts to work unit transformation and leadership/managerial effectivenss.

Current Work Unit Culture: Participants use a Work Unit Current Reality and Culture Assessment process to define the current culture for their work units. They determine and map the degree to which their work unit is currently a blend of the clan, adhocracy, hierarchy and enterprise culture types and the corresponding eight competing values orientations:

360° Transformation Leadership / Transaction Management Feedback: Starting with a thorough understanding of the their current work unit culture provides participants with the context in which to evaluate the degree of match or mismatch of their 360° leadership and managment compentency feedback they receive on Tuesday and Wednesday.

At LEAD we believe that to be truly effective in a management role participants must be good transformational leaders and good transaction action managers. They must be able to both lead people and manage systems. Therefore, participants recieve feedback from their bosses, peers and subordinates on how well they are functioning in each of the following eight transformational leadership and/or transaction management competencies:

Current Culture & 360° Transformational Leadership / Transaction Management Analysis: As participants progress through each of the culture learning modules and get their 360° survey feedback, they produce the following:

•	A thorough understandng of their work unit’s current reality in regard to strengths, weaknesses, opportunities and threats.
•	An analysis of the balance between the postive and negative attributes of each of the four work unit culture themes — clan, adhocracy, enterprise and hierarchy.
•	What they are doing well in each of the eight leadership and management competencies and need to continue doing.
•	What they are doing excessively in each of the eight leadership and management competencies and need to stop doing.
•	What they are not doing enough of and need to start doing in each of the eight leadership and management competencies.
•	An understanding of how their personal style relates to their current work unit culture and their effectiveness as a leader and manager.
•	All during this learning process participants are working with peers in the class to getting a better understanding of the changes they need to make on-the-job and are having private consulting/counseling sessions with the faculty.

Thursday & Friday Transitions
The fourth and fifth day of the program are transition days. The first transition is to move from examining what is currently going on in themselves and in their work units to the desired changes they need to make. The second transition is for participants to see how they work in teams as leaders and members.

Thursday
The goal on Thursday is produce change plans that integrate the three spheres of excellence so as to produce total personal and leadership effectiveness.

Vision & Desired Work Unit Culture Change: Thursday morning begins with the partricipants creating a vision of what their work unit will be like when it is more productive and a better place in which to work. Then, using a Desired Culture Survey Assessment process, participants define and map the desired culture for their work unit inorder to fulfill their vision of the future.

Comprehensive Change Plans: Participants compare the gaps between the current and desired cultures and produce the following analyses and change plans to guide their personal, leadership/management and work unit transformation back on-the-job.

Culture Change Benefit Analysis: Participants do a benefit analysis for either increasing, decreasing or staying the same in each of the eight culture orientations.

Seven S Analysis: Action plans are created on the changes they need to make in the following systemic areas to produce the desired culture change in their work unit:

Culture Change: Participants determine what they have in place in each of the eight culture orientations, or what they might need to to change in each of the orientations, that will help them produce the desired culture shift and make the work unit more productive and a better place in which to work.

Transformation Leader & Transaction Manager Development: Participants produce change plans to align what they need to do differently in each of the eight leadership and management competencies to both support the desired culture shift and make themselves more effective at the same time.

Personal Style: Participants create change plans to finaize how they have to modify their behavior to have a more positive impact on others. They also examine how their personal style will facilitate how they need to lead and manage differently and produce the desired culture change in their work units. They also gain insight as to how their personal style might constrain desired changes and what they need to do to differently compensate for this.

Team Leadership & Membership: Through out the week participants in class are involved in many group simulations and discussions to facilitate learning about themselves as leaders and managers of a work unit. The second tranistion on Thursday is an intense learning module on how each participant functions as a team leader and as a team member. The class is involved in a series of “low ropes” team simulations to understand how to build a high performance team climate in their work units.

"I enjoyed the team building exercises and the class had the right mix of lecture and participation."

- Karen Dappen
Purchasing Manager
AVAYA


"LEAD is highly personalized. I like this. The staff made ample time for one-on-ones and the peer consulting trios were highly effective."

- Dave Wood
Radiation Protection Chemistry & Environment Manager
AEP Cook

In addition to personal coaching and counseling, participants engage in small and large group leadership simulations: