PREDICTABLY IRRATIONAL

An Executive’s Guide to Better Decision-Making

January 19, 2010

1:00 pm - 5:00 pm

Why do our headaches persist after taking a one-cent aspirin but disappear when we take
a fifty-cent aspirin? Why does recalling the Ten Commandments reduce our tendency to
lie, even when we couldn't possibly be caught? Why do we splurge on a lavish meal but cut
coupons to save twenty-five cents on a can of soup? Why do we go back for second
helpings at the unlimited buffet, even when our stomachs are already full? And how did we
ever start spending $4.15 on a cup of coffee when, just a few years ago, we used to pay
less than a dollar? When it comes to making decisions in our lives, we think we're in
control. We think we're making smart, rational choices. But are we?

In a series of illuminating, often surprising experiments, Duke/MIT behavioral economist

Dan Ariely refutes the common assumption that we behave in fundamentally rational ways.
Blending everyday experience with groundbreaking research, Ariely explains how expectations, emotions, social
norms, and other invisible, seemingly illogical forces skew our reasoning abilities.

Ariely discovers that not only do we make astonishingly simple mistakes every day, but we make the same types of
mistakes. We consistently overpay, underestimate, and procrastinate. We fail to understand the profound effects
of our emotions on what we want, and we overvalue what we already own. Yet these misguided behaviors are
neither random nor senseless. They're systematic and predictable making us predictably irrational. From drinking
coffee to losing weight, from buying a car to choosing a romantic partner, Ariely explains how to breakthrough
these systematic patterns of thought to make better decisions. Predictably Irrational will change the way we interact
with the world--one small decision at a time.

Dan Ariely is the James B. Duke Professor of Behavioral Economics at Duke

University, where he holds appointments at the Fuqua School of Business, the Center for
Cognitive Neuroscience, and the department of Economics. In addition, Dan is a visiting
professor in MIT’s Program in Media Arts and Sciences. He earned a bachelor’s degree in
psychology from Tel Aviv University, his master’s and doctorate degrees in cognitive
psychology from the University of North Carolina, and a doctorate in Business
Administration from Duke University. His work has been featured in leading scholarly
journals and a variety of popular media outlets, including the New York Times, the Wall Street
Journal, the Washington Post, and the Boston Globe, and he has appeared on CNN
and National Public Radio.

This program will help executives:

Understand how irrationality plays a role in everyday life
Learn to doubt our intuitions and seek out counterintuitive ideas
Appreciate the importance of experiments and new approaches – what Ariely calls free lunches

Center for Leadership & Executive Development

http://leadership.udayton.edu
937.229.3115
 WHY LOYALTY MATTERS
Maximizing Customer & Employee Loyalty
February 11, 2010
8:30 am - 4:30 pm

Does Loyalty Matter?

When it comes to business success, relationship success, and even our

overall happiness, loyalty is the difference maker. The current economic
downturn has impacted our ability to retain our best employees and keep our
most valuable customers. A better understanding of loyalty and the tools to
unlock its power to increase employee productivity, employee satisfaction,
customer satisfaction, and to reduce employee turnover and customer
defections to improve profitability, is a powerful message. Managers also need
specific insight and tools to seize the opportunities to build relationships with
customers and colleagues at work.

Renowned loyalty experts Timothy Keiningham and Lerzan Aksoy combine their own groundbreaking
research with the leading thinking in philosophy, sociology, psychology, economics and management to
provide a better understanding of what loyalty is, what it isn’t and how to unlock its power in your
personal and professional life.

Tim Keiningham is global chief strategy officer at Ipsos Loyalty, one of

the world's largest market research firms. A prolific writer, Tim has authored and
edited eight books. His most recent book, Why Loyalty Matters, provides compelling
insight into how our loyalties, large and small, lay the foundation for our happiness,
and determine the kind of world we live in.

Lerzan Aksoy is an internationally recognized expert on the science of

loyalty management. Lerzan's research on the importance of loyalty has received over
a dozen prestigious scientific awards. Lerzan was recognized as the top young
scientist of 2007 in Turkey by the Junior Chamber International.

This program will help executives:

Gauge and strengthen employees’ loyalty—and why it’s important
Boost company’s profits by finding and developing loyal customers
Make the connection between employee, customer, stakeholder, and your own loyalty

Center for Leadership & Executive Development

http://leadership.udayton.edu
937.229.3115
 YOUR NEXT MOVE
Navigating High Stakes Changes
March 10, 2010
9:00 am - 3:00 pm

One thing we know about today’s dynamic environment, is that

change is the only constant. The most important skill you and your
organization can develop is the ability to adapt rapidly to change. Whether
growing, downsizing or implementing a new strategy, your transitions deserve
professional guidance today.

Dr. Michael Watkins is the world’s leading expert on navigating business

transitions. Be it the ―first 90 days,‖ or the next business challenge, you need to
take the time to assess yourself and the situation you are facing to maximize
your results. You’ve got big ideas and ambitions, and have done well … so far.
But are you really ready for what’s next? This session will prepare you for the 8
classic transitions, and discuss the challenges of organizational change and the
impact of company-wide change initiatives.

The most successful leaders adapt their leadership style as conditions change in their organizations. You
may be facing the ―hidden transitions‖ that are part of normal growth and downsizing or coping with a
merger, reorganization, or new leadership. Filled with actionable takeaways, Michael will explain the
critical relevance of leadership style, and how you can master the art of adaptive and inspirational
leadership for ongoing success.

Michael Watkins is the world’s leading expert on accelerating transitions.

Michael is the author of the international bestseller The First 90 Days: Critical Success Strategies
for New Leaders at All Levels and the recently released Your Next Move: The Leader’s Guide to
Navigating Major Career Transitions. Michael is Chairman of Genesis Advisers
(www.genesisadvisers.com), a leadership development company located in Newton,
Massachusetts. Previously he was a professor at IMD in Switzerland, INSEAD in France,
the Harvard Business School, and the Kennedy School of Government at Harvard, and a
consultant to the Fortune 500.

This program will help executives:

Recognize the opportunities and challenges in your next 90 days
Define the organizational transitions that are going on around you
Map out an acceleration plan toward greater success, faster

Center for Leadership & Executive Development

http://leadership.udayton.edu
937.229.3115
 FIERCE LEADERSHIP
A Bold Alternative to the Worst “Best” Practices
of Business Today
April 22, 2010
9:00 am - 3:00 pm

There’s a bold, compelling line between leadership and FIERCE

LEADERSHIP. It’s OK to cross the line. In fact, IT’S ESSENTIAL.

―Hire smart people.‖ ―Implement customer-centricity.‖ ―Communicate optimism.‖

These (and other mantras) may look like best practices for sharpening your
company's competitive edge. But they’re not. For years these mantras have been
blindly adopted by business leaders everywhere. In fact, says Susan Scott, the best-
selling author of Fierce Conversations, these widely-accepted practices are not only
ineffective, they are actually escalating your company’s costs, driving valuable
employees away, alienating profitable customers and eroding performance. Yet
they are so deeply ingrained in our organizational culture that no one has
questioned them.

How do you stop the destruction that supposed "best" practices are inflicting on your company? Become a fierce
leader-spotting the signs that your company has fallen prey to seemingly sensible but actually dangerous practices,
and destroying each practice by applying the right antidote. Only then can you unleash the force truly essential for
exponential growth: human connectivity. In her refreshingly candid, no-nonsense style, leadership development
expert Susan Scott explains how to root out six worst "best" practices lurking in your firm and replace them with
far more potent practices. You'll discover how to:
Combat 360-degree anonymous feedback with daily, face-to-face feedback.
Replace hiring for smarts with hiring for smart-plus-heart.
Root out holding people accountable to modeling accountability and holding people able.
Drop all those employee engagement programs and shift to actually engaging people.
Eradicate customer centricity with customer connectivity.
Replace legislated optimism with radical transparency.

Susan Scott is a best-selling author and leadership development architect who

has enabled top executives worldwide to engage in vibrant dialogue with one another, with
their employees, and with their customers for two decades. For 13 years, Susan ran think
tanks for CEOs and designed and delivered training to peers working with CEOs in 18
countries. In 2002, her book Fierce Conversations: Achieving Success at Work and in Life, One
Conversation at a Time was soon listed on The Wall Street Journal best seller list, and was
one of USA TODAY'S top 40 business books.

This program will help executives:

Learn bold, pragmatic alternatives to the worst "best" practices
Increase your awareness of "best" practices that stand directly between you and the results you want
Gain the capacity to connect with colleagues and customers at a deep level and create the culture you want

Center for Leadership & Executive Development

http://leadership.udayton.edu
937.229.3115
 OPEN LEADERSHIP
Leading in the Era of Social Technologies
May 13, 2010
9:00 am - 3:00 pm

Talk with your customers. Listen to your employees. These are long-time, well
tested truisms of business. But many executives grow nervous at the thought of
engaging with customers on Facebook, or allowing employees to openly blog or
use Twitter.

Why, in the midst of the largest seismic technological and sociological

shift of our generation, are organizations so hesitant to engage? Rather
than jump at the opportunity to interact, engage and dialog with customers and
employees, most run in the opposite direction. The problem: they are
uncomfortable letting go of what they think control is.

The key to leadership in this new era of social technologies is the ability to practice "open leadership", a
rigorous approach to strategy and management that can be studied, emulated, developed, and
importantly, measured. This is not about vague buzzwords of being "transparent" or "authentic." Indeed,
being open requires much more work, planning, effort than the status quo of hanging on to the illusion
of control.

This session will lay out a process by which leaders can develop a strategic, objective-driven approach to
leveraging the open world. We'll also look at the skills, behaviors, and mindsets that open leaders must
have if they are to survive and thrive.

Charlene Li is an independent thought leader and analyst on emerging technologies,

with a specific focus on social technologies, interactive media, and marketing. She discusses
these topics on her blog, The Altimeter. Most recently, Charlene was a Vice President and
Principal Analyst at Forrester Research. She joined Forrester in 1999, after spending five years in
online and newspaper publishing with the San Jose Mercury News and Community Newspaper
Company. She was also a consultant with Monitor Group in Boston and Amsterdam. She is a
graduate of Harvard Business School and received a magna cum laude degree from Harvard
College.

This program will help executives:

Understand how social technologies are impacting today’s environment
Identify the traits of an open leader
Develop a new approach for thriving in the new world of social technologies

Center for Leadership & Executive Development

http://leadership.udayton.edu
937.229.3115
 CULTURE EATS STRATEGY FOR LUNCH
Key Ways to Build a Winning Organizational Culture
June 9, 2010
8:30 am - 4:30 pm

Looming between the strategy and the outcomes desired is the organization: roughly
defined by people, management, and structure. Of these three components, structure
is the easiest to change – and that alone explains corporation’s fondness for re-
organization and process improvement. Re-structuring certainly does create change,
but often the end results are not entirely predictable. Rather than closing the gap,
structure and process change often create a larger one in terms of business results.
The real gain relative to the ―strategy gap‖ can only be overcome by changing the way
people work, individually and collectively. People and managers are the building blocks
of culture.

Dissonance between what is and what could be is the fuel for change. Every
leadership team faces this challenge – the gap between their current state and the strategy-inspired vision of the
future. Does your organization have a strategy gap? Would your employees agree? Does it bridge the gap between
your strategic plan and your culture? Does your engagement stop at measurement? Or do you strive for more?
Engagement is not a survey. It’s a gut feeling about your work. A great place to work is not what you say it is – it’s
what they say it is.
Your strategy is market driven, logical and future focused. Your organizational culture is people driven, emotional
and historical. It’s amazing it works at all! This program will help you understand the importance of building a
strong organizational culture, some key ways in which you can align your culture with your strategy, and a new
approach to building a collaborative culture that bridges the strategy gap.

Curt Coffman is a New York Times Bestselling Author; Curt currently serves
as a Senior Partner of The Coffman Organization. Curt spent over 22 years at The Gallup
Organization and was the Global Practice Leader for employee and customer engagement
consulting. He is the co-author of one of the best-selling business books of all time, “First Break
All the Rules” with Marcus Buckingham. Curt also serves as Executive Fellow at The Daniels
School of Business at the University of Denver.

This program will help executives:

Unlock the formula to insure full execution and impact of strategy
See how direction can be set and alignment to every associate can be made
Reduce lag in reaching market potential and thus creating competitive advantage -- quickly

Center for Leadership & Executive Development

http://leadership.udayton.edu
937.229.3115
 CRUCIAL CONVERSATIONS
FOR EXECUTIVES
Interpersonal Communications for Flawless Execution
September 23, 2010
8:30 am - 12:00 pm

After more than thirty years of research in two dozen industries involving more than 25,000
individuals, Joseph Grenny has observed leaders struggle with poor performance, stalled
change initiatives, low productivity, strained relationships, and general lack of results. Joseph's
observations confirm that leaders who avoid talking honestly with the right people about the
right issues can expect poor results. On the other hand, top-rated leaders routinely employ
skills that turn diverse thought into synergy and synergy into results by mastering Crucial
Conversations.

In the groundbreaking study, Silence Fails: The Five Crucial Conversations for Flawless Execution, researchers found that
project failures are almost always preceded by conversation failures. Specifically, they found that success and failure
can be predicted with 85 percent accuracy based on how well participants — from the executive suites to cross-
functional teams — perform in five crucial conversations. More importantly, these five conversations are not just a
predictor of, but an inoculation against shockingly high rates of failure to execute on ambitious and otherwise
right-headed plans. When leaders are skilled at holding these five conversations, the odds of success increase 50-
80 percent.

Grenny will guide you through the steps to mastering crucial conversations and harnessing the power of turning
every employee interaction into an experience that achieves synergy, alignment, and agreement. You will walk
away from this session with a new set of high-leverage tools to effectively achieve breakthrough results.

Joseph Grenny has taught and advised more than 100,000 leaders on every major continent from the
boardrooms of Fortune 500 companies to the slums of Nairobi, Kenya. He has advised CEOs and senior executives
on more than a dozen major change initiatives — receiving credit from Lockheed Martin Aeronautics' President as
a key factor in helping the organization win the $200 billion Joint Strike Fighter program.

Joseph is co-author and contributor to eight books, including three New York Times bestsellers, Influencer: The
Power to Change Anything; Crucial Conversations: Tools for Talking when Stakes are High; and Crucial Confrontations: Tools
for Resolving Broken Promises, Violated Expectations, and Bad Behavior. Joseph has been cited in dozens of newspapers
including the New York Times, Los Angeles Times, Washington Post and the Wall Street Journal. He has also appeared
on more than 100 radio and television programs including CNN, Bloomberg, CNBC, and the Today Show.
Formerly, Joseph was president of California Computer Corporation and an executive for the Covey Leadership
Center.

This program will help executives:

Develop the skills needed to step up to controversial and heated issues
Professionally discuss issues in a way that makes it safe for everyone to speak
Create an environment where people share their best ideas, make wise decisions, and then act on those
decisions with conviction

Center for Leadership & Executive Development

http://leadership.udayton.edu
937.229.3115
 INFLUENCER
Develop the Power to Change Anything
September 23, 2010
1:00 pm - 4:30 pm

What do a high-powered Fortune 500 executive, a tribal leader in sub-Saharan

Africa, and the founder of a San Francisco-based conglomerate run exclusively by
ex-cons have in common? They’ve all helped themselves and others change
behavior. In other words, they’re all influencers.

We all need to be influencers. Hardly a day passes that we don’t try to influence
ourselves or others to do something new and different. Whether you’re looking
to improve your relationships with your direct reports or motivate your
employees to demonstrate more concern for profitability, you are continually
working on ways to exert influence.

And yet, in spite of the fact that we are routinely trying to help ourselves and others alter their
behavior, few of us can articulate a model of what it takes to do so. It’s time this changed.

Joseph Grenny has taught and advised more than 100,000 leaders on
every major continent from the boardrooms of Fortune 500 companies to the
slums of Nairobi, Kenya. He has advised CEOs and senior executives on more
than a dozen major change initiatives — receiving credit from Lockheed Martin
Aeronautics' President as a key factor in helping the organization win the $200
billion Joint Strike Fighter program.

Joseph is co-author and contributor to eight books, including three New York
Times bestsellers, Influencer: The Power to Change Anything; Crucial Conversations:
Tools for Talking when Stakes are High; and Crucial Confrontations: Tools for Resolving
Broken Promises, Violated Expectations, and Bad Behavior. Joseph has been cited in dozens of newspapers
including the New York Times, Los Angeles Times, Washington Post and the Wall Street Journal. He has also
appeared on more than 100 radio and television programs including CNN, Bloomberg, CNBC, and the
Today Show. Formerly, Joseph was president of California Computer Corporation and an executive for
the Covey Leadership Center.

This program will help executives:

Motivate yourself and others to do things you don’t feel like doing
Rapidly master new skills to achieve greater results
Harness the power of peer pressure to accelerate change

Center for Leadership & Executive Development

http://leadership.udayton.edu
937.229.3115
 LEADING CHANGE
DURING ECONOMIC CRISIS
Guiding Strategy to Reality

October 13, 2010

8:30 am - 4:30 pm

In the best of times, 70% of significant change initiatives fail to deliver on their
promises—despite excellent planning and honorable intentions. Today, the stakes
are much higher, and even fewer initiatives will succeed. In this executive exchange,
we will explore how to successfully lead the strategic change your company needs
to survive. We’ll discuss the top three risks to successful execution, and the
fundamentals of executing major change. How well your organization survives the
current economic downturn will depend on your ability to plan for and mitigate
execution risks.

All change is difficult. The more ―major‖ the change, the greater the difficulty. The greater the difficulty, the more
critical it is to allocate sufficient senior executive time and attention. But, c’mon—in these chaotic times, we can’t
devote significant amounts of executive resource to every major change, so how do we decide which ones require
Herculean effort? We follow our instincts—our gut tells us. Unfortunately, our gut is often wrong.

You Should Attend this Program if:

You are executing a functional, divisional, or enterprise-wide change that is a ―must do‖ to survive in this
economic climate
You are considering or are in the process of executing a change that is a significant shift from what you have
done in the past
You must deliver on your strategic change initiative, and know that there is little to no margin for error

Daryl Conner is Chairman of Conner Partners , an Atlanta-based consulting

®

firm that specializes in strategy execution. He is an internationally recognized leader in

organizational change and serves as an advisor and mentor to senior executives around
the globe. He has authored two books—Managing at the Speed of Change (Random
House, 1993) and Leading at the Edge of Chaos (John Wiley & Sons, 1998)—and more
than 250 publications, including journal and magazine articles, monographs, book
chapters, and videos.

This program will help executives:

Move from gut analysis to a proven system for assessing the success risks for your initiative
Determine which major change initiatives require their extensive attention to ensure success
Understand how to lead change when a successful outcome is a business imperative

Center for Leadership & Executive Development

http://leadership.udayton.edu
937.229.3115
 INNOVATION ENGINEERING
Jump Start Your Business Brain
and Boost Your Bottom Line
October 29, 2010
8:30 am - 4:30 pm

Innovation Engineering teaches business leaders a systematic approach to leading

profitable growth through innovation. Learn how to create, communicate and
commercialize meaningfully unique ideas and products. It is about commercializing
ideas for new business models and more profitable customers and markets.

Innovation Engineering is about achieving an ORDER OF MAGNITUDE improvement.

Results do vary by company. At Procter & Gamble, Innovation Engineering methods
delivered ideas to market 4X more of the time with 10% of the staffing and cost.

Doug Hall is founder and CEO of Eureka! Ranch International, an

Innovation Research & Development firm that uses scientific methods to help
business leaders find, filter and fast track innovations that are meaningfully
unique versus those of the competition.

Doug began his entrepreneurial career at the age of 12 producing and

marketing a line of magic and juggling kits. After earning a degree in Chemical
Engineering at the University of Maine, he spent 10 years working in Procter
& Gamble’s Brand Management Department where he rose to the rank of
Master Marketing Inventor and shipped a record 9 new business initiatives in
12 months. In 1990, he retired from corporate life and founded what is today
known as ―America’s #1 Idea Company‖ (Inc Magazine), the Eureka! Ranch. Most recently Doug has added a new
title to his resume, Adjunct Faculty. Doug spent fall of 2009 teaching the innovation Engineering curriculum he
helped to develop at the University of Maine creating a once in a lifetime opportunity for him and his students.

Doug is a best-selling author of four books on courage, creativity and innovation including Jump Start Your Business
Brain named one of the 100 best business books of all time by business book expert, Jack Covert. Broadcast media
appearances include: co-host Brain Brew Radio on Public Radio International, Truth Teller Judge on the first
season of ABC’s American Inventor plus feature stories on NBC, CNB, CNN, CBS, NPR and CBC. Doug serves
on a number of boards and holds an honorary Doctorate of Engineering from the University of
Maine and an honorary Doctorate of Laws from the University of Prince Edward Island, Canada.

This program will help executives:

Lead the creation of ideas for more profitable products & services
Communicate ideas to customers, investors & partners more efficiently and effectively
Learn to commercialization of more profitable innovations to market faster, cheaper & more successfully

Center for Leadership & Executive Development

http://leadership.udayton.edu
937.229.3115
 FROM INDIVIDUAL SUCCESS TO
ORGANIZATIONAL SIGNIFICANCE
Beyond Personal Leadership Excellence
November 18, 2010
8:30 am - 4:30 pm

Nearly all leadership development centers on helping individuals improve their abilities.
From the front line to middle management the growth components are predictable:
developing individual credibility, increasing interpersonal skills, strengthening the ability
to strategize and promote goals, learning to coach others, gaining industry experience,
and expanding negotiation skills.

Somewhere between being a first line and fourth-line manager, a massive leadership
shift takes place that requires developing a different skill set. The middle management
crunch comes from the increasing expectations to not just be able to lead direct
reports against common goals, but to influence the growth and survivorship of the
entire enterprise. This shift from individual to organizational leadership is tough and yet
most leadership development and reward systems remain overly devoted to individual
leadership models.

When it comes to organizational leadership some argue culture is king. Others stake their fortunes on navigating
through changing times. Strategic decision-making and understanding predictable irrationality is a perennial favorite.
And maintaining customer loyalty and expanding brand penetration is an inarguable dictum. The reality is that each
of these arenas is part of how organizational significance (meaningful viability) is maintained. Understanding the shift
from individual to organizational leadership is more than simply acquiring the skill to lead more and more
individuals. It is rooted in the mentality that any leader is an actor in an organization’s stream of history and that
organizational significance is not the product of any one person.

Ron Crossland is former Vice-Chair of Tom Peters Company and former

Chairman of Bluepoint Leadership Development. He is co-author of The Leader’s
Voice and The Leadership Experience. He has worked with talent from the boiler room
to the boardroom in eighteen countries. Over the past ten years he has worked with
high potential managers seeking to make the cross over from individual leadership to
organizational leadership at Autodesk, Microsoft, Intel, New York Life, AT&T, and
Deloitte.

This program will help executives:

Learn how the four components or organizational significance work as a system
Consider how to develop senior leaders who are focused on the organization
Learn a system for resolving organizational ethical decisions

Center for Leadership & Executive Development

http://leadership.udayton.edu
937.229.3115