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Parachuting Into the Gap in the Air Sandwich: Leaders as Teachers

I didn’t know what an “air sandwich” was when I first heard the term. A new weight-loss plan? Or perhaps like an “air guitar,” except you pantomime eating lunch?

It’s actually what Nilofer Merchant—who coined the term in her book The New How—calls that disconnect between what management (at the top) thinks employees should be doing, and what employees (at the bottom) are actually doing. That’s where the air gets in. That’s where top executives find their corporate strategy—their best-laid organizational plans—just blowing in the wind.

Who is bold enough to parachute into the gap? A unique individual known as the leader-teacher.

Leaders have served as teachers, coaches, and mentors to the young since time immemorial. That’s what we need to be seeing now in the corporate environment. In fact, it’s the key to success in a VUCA world (VUCA being our constant companions Volatility, Uncertainty, Complexity, and Ambiguity.)

I recently came across some great examples of leaders as teachers, at major corporations including Merck, Boeing, BD, HP, and Banner Health. (You can read more about these in the Leaders as Teachers Action Guide, which came out earlier this year from ASTD Press.)

Merck: Merck blends external expertise—from academic faculty or other experts—with internal perspectives from Merck leaders merck sharing real-world experiences. Sharon Moshayof, former Talent Development Leader for Global Markets, commented, “One reinforces external best practice and models, and the other says, ‘And here’s how this plays out at Merck.’”

Leaders are also encouraged to use storytelling, to model what they’re teaching, and to share examples of learning from failure. “Humility shown by leaders was incredibly powerful,” says Moshayof. “We were able to send some really, really great messages.”

Boeing: Brian Parker, a senior member of the Leadership Development team, says that each of Boeing’s VPs teaches a minimum of two leadership classes a year—and some of them up to ten classes a year—as part of their annual performance assessment. Each VP picks the topic and time based on their interests and schedule.

John Messman, Boeing’s Director of Leadership Development, says that the company’s leaders “share their own compelling stories in a listen-and-learn interactive forum.” Participants are encouraged to question and challenge, which creates an open environment in which everyone becomes both learner and teacher.

BD (formerly Becton, Dickinson and Company): Deb Wijnberg, Worldwide Leadership Development and Learning Leader, says her team turned to technology and a blended approach that fit their budget.

BD mounts 90-minute leader-led webinars on topics identified by the company’s midcareer, high-potential talent from around the world. For example, the topic might be the impact of the Affordable Care Act on BD’s markets. Leader-teachers known as mentoring advisors support each session to situate the content in BD’s real-world goals.

HP: “One of our leadership competencies is ‘people developer,’” explains Mark Bocianski, Senior Vice President of Global Talent and Organization Development. “There is an expectation that you are going to develop your people.”hp

One current HP program targets a group of 25 high-potential women, each sponsored by a senior leader, with CEO Meg Whitman serving as Executive Sponsor. Over the 18-month relationship, sponsors become deeply familiar with their protégé’s capabilities and can meaningfully advocate for them to other senior leaders.

Banner Health: Banner Health noticed that new and mid-level leaders needed some help with their executive presence, communication skills, and ability to lead effective meetings. Jerry Lewis and Michael Abrams—Program Director and Senior Director of Talent Optimization respectively—developed a Leaders as Teachers Certification (LATC) process. Plus, an in-person Leadership Symposium was transitioned to a virtual format in order to enable access across the organization.

So, even though we’re not sitting around a fire learning survival skills from our elders any more, these companies are finding innovative ways to help their leaders impart essential learning down through the organization. They’re trying to close that windblown gap between the top of the organization and the bottom. Because a company can’t survive on air sandwiches.


IPhone Siri and Angela Duckworth = Rethinking Leadership And Talent Development?

Yesterday, a guy in his early 30s was relating a story to my hair stylist as his 5-year-old sat in the chair for his summer buzz cut. 

“It saved my life,” he said passionately.  “I really do think it saved my life.”

He was waving his IPhone 4S around and talking about Siri.  Since I hadn’t gotten a full demonstration of Siri capabilities, I wondered how this nameless, faceless, person-less female voice had saved his life.

“How?,” I asked.

He described how he had suddenly felt the whole side of his body go numb, and then had slumped to the floor.  He couldn’t see and couldn’t move.

“But I could feel the phone in my pocket.  I pushed the button and asked Siri to call my girlfriend because no one was home to help me.  I was really scared because my brother had had a stroke at 15, and still isn’t better 4 years later.”

The man’s girlfriend arrived quickly, rushed him to the hospital where they performed a battery of tests without finding anything but low blood sugar, exhaustion and a lack of food.  He felt fortunate to learn he hadn’t suffered a stroke, and acknowledged that he’s wedded to Siri for life.

Later yesterday, I started thinking about how I once knew how to operate a slide rule, the first math calculator invented in the 17th Century.  Before I had totally mastered it, my Dad, a gadget nut, bought one of the first-ever Texas Instrument pocket calculators.  My Dad was a visionary because it wasn’t long until pocket calculators were mainstreamed into classrooms.

Pocket calculators scared parents who began to ruminate on the downfall of student math skills. “If they use these calculators, they won’t know how to add simple numbers or even how to make change for a dollar,” many worried.

Today, I can’t remember step one for operating a slide rule.  But I’m fairly certain it doesn’t matter.
I don’t know how to load a musket either.

This morning, I heard a talk by Angela Lee Duckworth. She began by reviewing her many accomplishments before age 35.  A successful career with McKinsey.  Study at Oxford. COO of a non-profit firm.  An impressive track record of leadership in a number of industries.  But when she decided to get her doctorate, she wanted to look into what it really takes to unlock the power of talent.  Others had studied the many characteristics of talent but not specifically how to unleash it.

Ms. Duckworth interviewed many people at the tops of their fields.  She studied people we think of as geniuses like Darwin and Mozart.  She discovered the notion of what she has labeled as “grit.”  She concluded that those with most notable accomplishments – who had changed the world in some way – didn’t have extraordinary intelligence as we’ve come to suspect.  They didn’t have access to extraordinary education. They didn’t have some incredible disposition toward self-discipline.

Instead, they had an unbelievable ability to stay on task. As she puts it, they were not “flakes” who flitted from one professional pursuit to another, as she reminds herself of what she had done until age 35.  They focused on one thing with inspired passion, dogged determination, and perseverance in the face of setbacks.

Ms. Duckworth has now been studying and testing for Grit for a number of years, and her body of work helps determine things such as which candidates at West Point are likely to drop out when they go through a really tough orientation program called Beast Barracks.

Ms. Duckworth will share her work to illustrate how Grit stacks up against, and is a better predictor of talent than, IQ, self-discipline and other traits that we expect to predict greatness, at the CorpU Leadership Congress May 15 through 17 at the University of Pennsylvania.

For me, her work implies an enormous shift in the way we select and develop future leaders, fit people to their passions at work, and evolve K-12 and higher education.  If you consider the potential of focusing minds on what they love and focusing from an early age on today’s wicked problems, we might rethink most of what we currently do in terms of learning, talent development, selecting leaders, and how we organize around the most important topics.  It’s possible that our practices and even the topics we make important are today’s slide rules.

Taking that a step further: if tools like Siri can get us farther, faster than knowing how to conjugate verbs, and can allow each of us to focus with Grit on the ideas most important to future success, what could be possible. It’s really worth thinking about.

Don’t miss the presentation by Angela Lee Duckworth.  It will change your mind.


Go here to register now for: CorpU Global Leadership Congress

Learn PwC’s Secret (May 16) To Find New, High Potential Business Ideas And Top Talent To Carry Them Out

Finding great ideas and emerging talent deep within the layers of a huge, global organization can seem like searching for a needle in an ever-expanding haystack.

Look at the difficult problems associated with finding great talent.  Talent processes often rely on observations and reportage from increasingly busy managers who must first recognize, and second, shine the light on up-and-coming professionals and future leaders.  It takes years to develop a capable senior leader.  To accommodate business growth and attrition, those in charge of Leadership Development say they are urgently seeking new ways to find high performers earlier in their careers.  They need alternative sources to find people in case managers miss opportunities to bring people forward.

If finding talent is hard, finding new ideas is harder.  It’s nearly impossible to know where great ideas may be percolating in organization, or stranded in people’s minds with no one to pull them out. Even if you get them out, they often have no place to go and no formal practices to give them hope of long-term survival.

Mitra Best at PwC created a solution to both challenges in one new, bold initiative.

Mitra’s brainchild is a contest, not too unlike the famous singing competition that’s garnered the most viewers in television history for several years running.  Mitra realized – and most companies now acknowledge – that the enduring success of an organization depends on building avenues to connect fresh approaches, new models, and fascinating ideas that build the foundation of future growth.

Mitra also realized that everyone loves to watch a fierce contest among a talented crop of tough competitors.  There’s something so compelling about watching and rooting for people pitted in a fight that tests skill, personality, knowledge and poise for a chance to change the course of their lives.

Mitra combined these thoughts to create a competition that would not only generate new ideas to expand the PwC business model, but also bring their owners, fresh, eager teams of PwC talent, to everyone’s attention.  The competition required teams to choreograph elaborate presentations and explanations to describe the business potential for each of their ideas.

The winning team would not only capture a $100,000 prize but also be invited to carry their ideas to the next steps of design, creation and implementation.  See more highlights on Mitra’s story here in Money’s Online Magazine.

Mitra will describe how she implemented PwC’s Power Pitch Program, and what she did to establish the Office of Innovation at PwC, in a presentation on Wednesday, May 16 at the CorpU Global Leadership Congress at the University Of Pennsylvania, Philadelphia PA.

You will learn about the quality of the 800 ideas submitted to the Power Pitch Program, the processes used to sift through ideas over a 9-month period to arrive at the final five teams of presenters, and how winning ideas are now being carried forward by senior leader “sponsors.”

Learn more about the event here at: CORPU GLOBAL LEADERSHIP CONGRESS

If your job depends on finding and developing talent, or teaching leaders to drive innovation, you’ll find many great ideas from PwC – a company known for driving profitable growth through innovation.


Are You A Seeker Or A Solver? (You Can Find Out May 15 At The University of Pennsylvania)

Sounds like two characters in a Harry Potter novel, right?  But Seekers and Solvers are actually two critical roles in open innovation tournaments.   Challenges are presented by organizations, or well, anyone who has a tough problem.  On one open innovation site problems include things like:

  • Products that Enable The Elderly to Fulfill Their Potential (awards vary)
  • Non-permanent Room Heating Solutions – ($20,000)
  • Measuring Weight of Live Animals – ($50,000)

The third problem on the list above – measuring the weight of live animals – first sounds like a problem that could be solved by anyone who is at least as smart as a fifth grader.  But as you dig deeper, you learn that the solution calls for a “portable device capable of a no-contact (‘from a distance’) weight measurement for live pigs in a farm setting.”  You can’t touch the pigs but you have to measure their weight.

Note the cash rewards listed to the right of each challenge.  The rewards for solutions are often substantial because the benefits are tens and hundreds of times more valuable in many cases.  Take Procter & Gamble, for example.

P&G raised the attention of the value of open innovation when they launched their Connect & Develop initiative to tap the knowledge of thousands of scientists around the world, rather than try to create every solution internally with the sizeable but limited team in their Research & Development function.  With a goal to deliver a 7% increase in revenue annually, P&G knew success depended on widening the field of “solvers” they could turn to for pieces of the solution to what became the Swiffer duster with its “dust lock adhesive” and Pringles Potato Chips imprinted with jokes written in edible ink.  P&G turned their challenges over to the world, and the world returned answers that contributed to billion dollar product lines.

Innovation tournaments, when done well, identify new paths companies might go down to launch new products and services, or take sizeable bites out of wicked problems, or identify thinking that helps them reshape the problem they thought they had.

 On May 15, at the University of Pennsylvania’s Wharton School, Christian Terwiesch, Professor of Operations and Information Management and author of Innovation Tournaments, will teach Chief Learning Officers and VPs of Talent Management how to tap into the power of Innovation Tournaments by having them participate in one.  Prof. Terwiesch’s programs and tools, which are in high demand all over the world, prepare companies to lead effective innovation tournaments to tap into an unending source of potential for growth and business survival. Senior learning and talent leaders will take home Prof. Terwiesch’s book and success kits they can use to renew and improve the services they deliver internally, and to teach leaders how to execute innovation initiatives.

Learn more about the event at:

And join us to find out if you are more inclined to be a SEEKER or a SOLVER.

10 Design Ideas For the Future Of Leadership Development And CapGemini Metaphor

CorpU featured a fantastic presentation by Ling Sian Tan who leads the Capgemini Design Centre of Excellence, on how Capgemini is using social learning as a new platform for leadership development. A metaphor Ling used to describe organizations’ current adoption rate for developing social learning programs was a swimming pool, where companies are either:

  • still sitting at the bar discussing the possibilities of social learning, (25%)
  • about to dive in, (6%)
  • wading in the shallow end of the pool, (47%)
  • comfortable swimming well in the deep end of the pool, (24%) or
  • already up in the lifeguard stand, the masters and purveyors of best practice (0%).

(Percentages next to bullet reflect statuses of audience participants)

Prior to Ling’s presentation, we shared:

CORPU ACADEMY’S 10 IDEAS FOR DESIGNING FUTURE LEADERSHIP DEVELOPMENT PROGRAMS using the new paradigm of social learning.  As leaders are facing unprecedented times of change and complexity, we’re beginning to see the opportunities for new technology to meet the demands of our time.

Number 1 – Build Organization Capability.

In your designs, consider how to build organization capability.  We want to build differentiated strength in areas like innovation, solution selling, logistics management, retailing and distribution for example. We have to understand how to design experiences that consider not just personal skills, but that contemplate cross-functional relationships and external network dependencies, systems and processes and culture. Using our past design ideas, research suggests we’ll get a small percentage of the leaders applying a few new skills.  With that approach, we can neither achieve critical mass or escape velocity to make a difference. Our designs
must contemplate the broader needs to build core organization capabilities
that truly are differentiating.

Number 2 – Reach More Leaders.

Technology allows us to reach more leaders, to broaden our discussions on strategy and execution to much deeper levels in the organization.  Technologies not only expand reach but reduce costs.  If it’s too costly to bring 5,000 managers together to hear expert lectures, bring the expert to managers through video or virtual classrooms.  Strengthen knowledge at lower levels to build trust, and strengthen capacity for distributed decision making.  As marketplace complexity increases, we need to support decision-making at the lower, at the local level where contexts are unique.  This will be essential to successful growth, and ultimately to the success of
innovation strategies.

Number 3 – Ensure follow-through.

Again, research suggests that a very small percentage of corporate training is ever effectively applied on the job.  Many barriers prevent true behavior change, thereby delivering minimal business impact.  Learning programs need to integrate follow-through.  We have to stick with people until we see they are achieving value. There are many factors to consider in designing the informal learning follow-on to formal learning.


Turtle on wheelsNumber 4 – Add Accelerators.

These are the activities that can accelerate learning and the creation of new knowledge.  Our programs need to encourage debate, and must help teams synthesize and expand new ideas to grow their collective knowledge.  We have to create immersive environments, and try to consider how seemingly unrelated subject areas might enable mashups to spawn originality.


Number 5 – Encourage and Support Experimentation. 

In a world of rapid change, many answers aren’t available to distribute to people through learning programs.  Even experts may suggest several or many possible ways forward. This is a time when leaders have to forge new paths.  The safest way is through safe experiments.  Our designs for leadership development must create environments that support experimentation. We have to help leaders identify experiments worth trying, teach them how to design and conduct safe experiments, and analyze and feedback stories of successes and failures, and help the group codify results so they can move together – a bit smarter.

Number 6 – Help To Tear Down Old Mental Models.

In many aspects of business, the old reliable models and ideas that have worked in the past are like anchors around the feet of leaders who are already treading water.  And sometimes leaders can’t see their old models are actually extra weight that’s pulling them down faster than they realize.  How can we help leaders break out of old models?  Can we discover and hold up examples – sometimes far beyond those we know and are comfortable with, to shed a drop, then a ray, then a flood of light onto new possibilities.


Number 7 – Design Around Leaders’ Immediate Challenges.

Too often development is focused on things we think leaders might need to know.  Perhaps they even misdiagnose what skills and knowledge they need for success.  If focus learning on the challenges they’re facing right now, it highlights their immediate knowledge gaps.  Once we design around their immediate challenges, we begin to make the first steps toward embedding learning into work – at some point, in some areas for some leaders, the two will be indistinguishable.

Number 8 – Invite Leader Teachers. 

Designers should definitely consider how to invite and integrate leader teachers (senior executives, functional leaders and others) to share visions and their teachable points of view on the business, the industry, the global marketplace.  Leader teachers should push the debate and add the pressure that’s required to spur new thinking.  We want to invite their wisdom into leadership discussions.

Number 9 – Provide A New Lens Through Which To See Problems. 

How can we help leaders reframe their problems and challenges? Sometimes they get stuck seeing the same seemingly impossible barriers in front of them.  Can we help them envision the future and work backwards?  Can follow THEORY U principles to help them work from the future?  When they continue to look at problems through a single or the same lens, they often can’t move forward.  Our designs can push them to reframe their problems to overcome their inertia and begin moving again – they don’t even have to move forward – they just have to move.

And finally, Number 10 – Help Them Lock Arms To Move Together Into an Unknowable Future. 

Our designs can create ways for the leadership team to lock arms as they move forward, sharing what works and what doesn’t as they go.  A core principle of social learning is to extend processes and tools for sharing an ongoing dialogue and continuous learning long after the formal learning has ended.


CorpU has designed a new CorpU Academy, new design methodologies and new social learning platform based on insights, discussions and research with its membership community who has been participating for the last 3 years in CorpU’s Leadership Development and Social Learning Institutes.  We’d love to get your feedback as to whether we’re on the right path, or if you’ve found something that’s working well, or just to chat about what we don’t know about what we don’t know.  Please comment below and we’ll begin a dialogue.

iPad app: The Civil War Today – Perfect Blend of Possibility

With the thousands of apps available on the iPad, how do you decide which one to purchase when there is always the chance that the one you selected turns out to be a turkey, rather then a gem.

Until now, you were stuck with guessing or visting iPad app review sites geared towards everyone, and not corporate universities and educational institutions.

Starting today, that has changed.

Every week, CorpU will present a round-up of the top iPad apps covering various areas.

From boosting productivity, to writing and taking notes, to presentations with ease to experiencing the real power of mobile learning.

Plus each week, our new feature, “iPad apps you may never have heard of”, will present an in-depth and detailed review.

Our debut begins with an app you may never have heard of, but in reality is an impressive solution that shows the possibilities.

The Civil War Today

Price: $7.99
Made by: History Channel and Bottle Rocket

The Civil War Today is an incredible app that shows the power of self-contained mobile learning (that is to say, without having you go to a web site).

The feature set offers incredible capabilities that frankly shows the real power of what is possible in a self-contained app.


  • Lasts exactly four years, the length of the Civil War
  • End users can view only up to the current date and not move forward
  • You are able to view photos of the day, see data tied to the Civil War, read feature articles on informational topics tied to the players and way of life during that time
  • Read the diaries of 15 people, including President Lincoln, for that day
  • What is great about this feature, is that you see the image of the person, their role, their actual handwritten note – in their own handwriting via a scan, and finally the text of the note.

  • Images that can expand with the touch of a finger, occasional video embeds, battle maps and a daily quiz tied to achievement badges
  • Daily scanned image of a local newspaper, click and see the front page, zoom and read the articles of that day
  • But that is not all, especially when it comes to the social media.

    Do you want to send out a Tweet? No, problem, but there is a twist, because as you know back then the Internet did not exist; so if you wanted to send a message you had to use a telegraph.

  • To type a tweet, you see morse code and an image of a telegraph, along with its touch pad
  • Each letter is represented in its morse code language, so “A” is “._”, “E” is “.” and so on
  • Tap the appropriate number of times for each letter and when finished click “send”. You have now just sent out a tweet

    You can also send the daily diary postings from individuals including President Lincoln, to Twitter, Facebook or via e-mail.

    Educational Institution – educators and students, individuals who love history


    For an educational institution, eliminate the textbook or e-book format and move into something that is highly interactive and engaging.

    Corporate universities can develop apps for any product or topic area, including leadership development and enhance it with additional social learning tools, even a collaboration component.

    Bottom Line

    The power of a self-contained app which does not require the learner to constantly synch or have access to the internet, is in of itself, powerful. Add real scanned articles and diary postings, toss in images and embedded objects and you have a real engaging learning solution.

  • Global Leadership Congress – Award Winners

    May 9th, 2011 is going to be a date to remember.

    It is on this day, at the Global Leadership Congress, 25 companies achieved an elite status for their corporate universities.

    For each company their hard work, perseverance and objectives and success at their corporate universities were recognized.

    Furthering corporate goals through learning and development efforts

    Exemplary Practice

  • Jiffy Lube
  • Westinghouse Electric
  • Best Practice

  • Accenture
  • Town Sports
  • Excellence

  • CSC
  • Quintiles
  • Alliances
    Making the best use of external providers

    Exemplary Practice

  • Infosys
  • Owens & Minor
  • Best Practice

  • Alstom
  • CSC
  • Excellence

  • Seagate
  • Branding
    Developing and implementing communications and branding strategies

    Exemplary Practice

  • McDonald’s Hamburger University
  • Int’l Capital & Mgmt. Co.
  • Best Practice

  • MillerCoors
  • Excellence

  • Raytheon Company
  • Launching
    Successfully beginning a new corporate university initiative

    Exemplary Practice

  • Discover
  • Landi Renzo S.p.A.
  • McCain Foods
  • Best Practice

  • Accenture
  • McCarthy Building
  • Radio Flyer
  • Excellence

  • Alstom
  • Int’l Capital & Mgmt. Co.
  • Leadership
    Implementing high-impact program targeted to managers, high potentials and senior executive leadership

    Exemplary Practice

  • Aon Hewitt
  • Teradata
  • Best Practice

  • Accenture
  • McCain Foods
  • Excellence

  • AT&T
  • Raytheon Company
  • Learning Technology
    Creating an effective learning environment through the use of technology

    Exemplary Practice

  • CA Technologies
  • Cisco
  • Best Practice

  • The Boeing Company
  • CSC
  • Turkcell
  • Excellence

  • Tata Consulting
  • Best Overall Corporate University

  • Accenture
  • Congratulations to all award winners and every entrant who entered this year’s Corporate University Xchange Awards for Excellence and Innovation.

    Corporate University Xchange is the leading provider of corporate education research, benchmarking and advisory services for the enterprise learning market.

    Social Learning & Early Adopters

    How do we define early adopters?

    Are they companies and individuals who set out and say, “we are going to follow but add value”, or “we see what is possible and move forward”?

    I say no.

    Early adopters understand the power and benefits that come with the technology or solution. In the case of social learning, they realized the capabilities, foresaw the challenges, identified the features to bring about a new experience for their learners.

    In turn, their learners responded. They gained insight, added value, engaged and inspired others, and brought a real sense of collaborative and community learning.

    Social Learning is about adding social media types to e-learning.  It is taking that next step, to see what is possible, to try out new ideas for higher engagement boosting comprehension, retention and more importantly, synthesis.  Adult learners want to see real gains and a real world experience in their learning.

    Social Learning enables that and more.

    Can you add APIs (Application Program Interfaces) and Mashups to go beyond what is possible and explore new learning opportunities, regardless of the location?  Yes.  Can you enable your learners to create, edit and share in real time documents; offer new ideas and develop a sense of belonging through various new forms of social media?  Yes, to all the above.

    That is the amazing strength of social learning, but it doesn’t stop there.

    Virtual Worlds can be integrated with various social media offerings, and the next evolution of social learning incorporates augmented reality, mobile learning with tablets and the use of livecasting.

    Will this make you an early adopter? Absolutely.  Will it offer an engagement and experience for your learners and equally as important, boost their productivity? Yes.

    At this year’s Global Leadership Congress, Hitachi Data Systems, Mercer, Plastipak and General Mills will discuss the details on how they implemented and acheived success with social learning.

    As an attendee, you too will experience social learning, first hand. Brainstorming, collaboration and engagement is included, all components of social learning.

    A learning tool designed to help you identify the appropriate social learning types to meet your company’s business needs and eliminate the challenges is included.

    So, who are the early adopters?

    You are.

    The Global Leadership Congress, Social Learning Roundtable will be May 11th, from 2-5 p.m.

    If you haven’t yet registered for the Global Leadership Congress, seats are still available, although they are going fast. To learn more about the Global Leadership Congress, May 9-11th in Philadelphia, visit the event page.


    Learning Leaders from McDonald’s, Cisco, AT&T and Other Top Performers To Present Award-Winning Programs at the 2011 Global Leadership Congress

    Finalists from the CorpU 12th Annual Awards will present their award-winning programs at a peer-to-peer event at the upcoming 2011 Global Leadership Congress in Philadelphia.

    An exclusive group of senior learning leaders will be gathering for the three day congress, and Tuesday morning’s session is devoted to a poster session in which participants will interact directly with the award winners as they give informal presentations and facilitate small-group Q&A sessions. Read more »

    The 2011 CorpU/UPenn GSE Global Leadership Congress: It’s A Conversation, Not a Conference

    How many conference invitations do you receive each year?  How do you decide which events are must-attends? What should conference organizers be doing to give maximum value for your time and budget?

    We thought a lot about these questions at CorpU when we and our partners at UPenn’s Graduate School of Education designed the upcoming 2011 Global Leadership Congress, the annual signature event being held this May 9th-11th in Philadelphia on the UPenn campus. Read more »


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