« certificate programs
 

High Performance Leadership

Certificate ID: HPLC1
Learn the high-performance leadership skills that will turn you into a leader who can assure organizational agility, create a culture of execution, develop a team of engaged employees, and coach others to success.

Description

With the right leadership skills, businesses can cross the chasm from mere survival to market domination, and individuals can rise from obscurity to become stars in their organizations. However, managers are having a more difficult time crossing the leadership chasm from strong functional manager to talented organizational leader. Typically, your organization has promoted its best and brightest to leadership positions. These highly skilled functional managers have a deep understanding of their business lines and are considered experts in their areas of specialty. Yet, there is a concern about success rate of managers making a leadership transition. Why?

The rules have changed. Most companies now operate in an environment of uncertainty. The macro economic, social, and technological landscapes make it exceedingly difficult to plan, and work to the plan. Therefore, continual change, innovation, and risk-taking are called for. The idea of a change event is now an antiquated and quaint notion of a time when managers could introduce change, they must now manage amidst change. And, the world and your organization are flattening. In the flat and networked organization, ideas and initiatives emerge from everywhere and success lies as much in building support amongst a global group of peers as it does with obtaining buy-in from the C-Suite.

Leadership is not an attitude: it is a rigorous discipline that has to be learned and applied from the ground up. The discipline of leadership has become more difficult to master in an age of perpetual change, shrinking resources, and complex geopolitics.

To thrive, leaders must develop four proactive skills. They must be able to:

• Mobilize coalitions with diverse agendas, needs, and wants;
• Sustain momentum in order to execute strategy even as the environment shifts;
• Develop and lead people through coaching relationships; and<
• Negotiate across and beyond organizational boundaries in a flat, networked environment.

The High Performance Leadership certificate program is your path from yesterday’s passive model of leadership to the proactive leadership skills you need to thrive in today’s uncertain and ultra-competitive environment. The High Performance Leadership certificate program, developed by Samuel Bacharach, McKelvey-Grant Professor at Cornell University, is a thorough and interactive guide to becoming a high-performing proactive leader in any functional context within an organization—from the C-suite to operations, HR, IT, manufacturing, and beyond.

Professor Bacharach has distilled three decades of academic research and practical business experience into a series of courses that explore, delineate, and teach the specific skills that leaders must achieve to attain high performance. With the completion of the ten-course sequence in the High Performance Leadership series, your organization will have the type of high-performance leaders who can assure:

• Organizational Agility; more nimble and innovative, with greater responsiveness to changes in the market.
• A Culture of Execution; fewer initiatives stuck in functional silos; decreased redundancy.
• Engaged Employees; improved results with fewer or scarcer resources.
• Leaders who Develop the Talent of Others; a shared language and vocabulary for how to lead.

Each course is built around a course project, which is designed to accelerate the transfer of the newly-learned skills into the leader’s organizational context.

Professor Bacharach has integrated a set of tactical rules and guidelines into each course to encourage disciplined practice and easy portability from context to context, situation to situation.

The entire program consists of ten courses, which may be completed as a series or individually, as needed. These courses will challenge participants to think, do, and reflect so that new competencies are rapidly developed.

Who Should Take This Certificate?

This certificate is designed for managers and leaders who are already functional experts but need to become high-performance leaders - leaders who can advance an agenda, sustain momentum, negotiate for resources, coach others to achieve their potential, and, above all, execute.

Enrollment

$6250 - Buy now and pay only $5313.00 (Save $937!)

To register, click 'Add to Cart' at right, or contact an Enrollment Counselor at info@ecornell.com or 1-866-eCornell (+1-607-330-3200 from outside the United States).

Certificate programs are eligible for eCornell Payment Plans. Discounts are available for military personnel, veterans, and Cornell University Alumni. eCornell programs are not eligible for financial aid or federal Pell Grants. Contact an enrollment counselor for more information.

Courses in this Certificate

• Developing an Agenda for Change

  • The many economic, competitive, and global factors that influence how organizations conduct business are constantly changing and evolving. The ability of organizations to understand these influences on their organizations and to respond to and adapt to these changes is critical for long-term growth and survival.

    This course, the first in a four-course series, "Getting Things Done in Organizations: Creating Change and Building Support", discusses change as a political process driven by individuals and leaders within the organization who emerge as change agents. To be effective, individuals must recognize the areas within the organization over which they can exercise control and the areas over which they cannot.

    Course Description
• Mapping the Political Terrain of Allies and Resistors

  • Implementing an agenda for action is a political process driven by individuals within the organization who emerge as change agents. Essential to their success is the understanding that all new initiatives attract both allies and resistors.

    This course, the second in a four-course series, "Getting Things Done in Organizations: Creating Change and Building Support", teaches leaders how to frame their agenda in a way that helps them identify and assess potential allies and resistors to their initiatives. With this understanding participants will be able to anticipate and prepare for arguments resistors may use in their attempts to derail the initiative.

    Course Description
• Negotiating Support and Buy-In for Your Agenda

  • In these highly uncertain and turbulent times, going it alone is no longer a route to success; as a result, effective leaders build coalitions of support for their agenda and change initiatives. Leaders develop such coalitions by establishing their own credibility and the credibility of their agenda.

    This course, the third in the series, "Getting Things Done in Organizations: Creating Change and Building Support," is designed to:

    • Help learners develop a "roadmap" for negotiating support for their action agenda
    • Convey an understanding of the principles of bargaining power and influence in the process of negotiating a strategic initiative
    • Help learners apply this conceptual model to their action agenda in their organization
    • Help learners analyze the political agendas of others in the organization, identify sources of support for their agenda, and develop a strategy for building support for their initiative
    Course Description
• Mobilizing the Coalition for Action

  • In most organizations, it is no longer sufficient to identify what needs to get done, and how it should get done. A leader must have the skills to implement his or her initiative and to overcome the dynamics of opposition and resistance that exist in every organization.

    This course, the fourth in the series, "Getting Things Done in Organizations: Creating Change and Building Support," is designed to help learners:

    • Apply the leadership style appropriate to the situation
    • Put a change coalition into place
    • React to changing conditions in the organization to ensure successful implementation
    • Anticipate and prepare for the future
    Course Description
• Establishing Momentum: Managing Structure, Resources, and Performance

  • Effective leaders not only develop good ideas and create action, but also implement the ideas and sustain action. You can be charismatic. You can be charming. But your skill as a manager will be evaluated in terms of your ability to get things done.

    Once you have gotten an initiative off the ground, you need to ensure that your coalition has the ability to produce results and drive momentum. A proactive leader must have the managerial competence to build the coalition’s capacity to keep the initiative moving forward and growing, and the performance-management skills to keep it operating effectively.

    This course is designed to help learners:

    • Develop a “roadmap” for establishing momentum for their coalition’s agenda
    • Apply facilitative and directive leadership styles appropriately in teams and organizations
    • Maintain organizational capacity in order to allocate resources and prioritize effectivelyMonitor performance in order to evaluate progress and make corrections
    • Apply these skills to a change agenda in their organization
    Course Description
• Sustaining Momentum: Motivating Through Vision, Culture, and Political Agility

  • Leaders need to provide the vision exercise the political agility, and establish the organizational culture necessary to keep their initiatives vital and moving forward. Proactive leaders must have the skills to keep the “soul” of their coalition alive and relevant to the needs of the organization.

    This course is designed to help learners:

    • Manage organizational culture to sustain momentum.
    • Become politically agile in ensuring continued support for their agenda.
    • Manage their coalition—and their agenda—for the long-term.
    Course Description
• Preparing for Negotiations

  • Negotiation is a basic leadership skill that all successful managers need. However, many of us suffer from common misconceptions about negotiators and negotiations. Before you can become an effective and proactive negotiator, you need to confront these myths, put them to rest, and learn the skills that are critical to anticipating, analyzing, and preparing for negotiations.

    This course, the first in a series of two, focuses on how to prepare to negotiate and develops the skills to become a proactive negotiator. Proactive negotiation skills enable managers and other organizational leaders to adjust to changing business situations while keeping key personnel motivated and committed. Skilled negotiators know when to negotiate and how to frame the negotiation to improve their bargaining position. This course will teach you how to evaluate the best way to resolve differences and how to strategically prepare for negotiation before you get to the table.You will develop the skills you need to craft a negotiation strategy that takes into account the nature of your relationship with the other party, whether or not they are the right negotiating partner, the options and issues under consideration (and how to categorize and prioritize them), and the bargaining power of each party. Specifically, you will learn to evaluate the peeople anticipate their negotiation styles, and appreciate the cultural context of the negotiation.

    This course will provide you with a practical and effective framework and toolset to prepare for all types of negotiations, ranging from power negotiations to problem-solving negotiations and mixes of the two. It is based upon the academic and applied research of the Cornell ILR School’s Professor Samuel Bacharach and makes extensive use of real-world examples and situations, advice and insight from negotiation experts, and opportunities to apply and practice the skills in authentic situations.

    Course Description
• Tactics and Skills for Negotiating

  • Successful negotiation demands the flawless execution of a well-crafted strategy. This course develops the skills necessary to ensure that you can think both strategically and tactically at the negotiation table and master the techniques and maneuvers that will determine your success or failure.

    This course provides a practical framework for managing negotiations that can be used in almost any type of negotiation. This course clearly guides you through the process of negotiating to ensure that you are able to execute your strategy and achieve your objectives. How a negotiation starts can significantly affect how it ends; this course ensures that you are able to set the initial tone for your negotiations, decide whether you should make the first move, determine how to present your proposals, and establish your negotiation style. It also provides tools to ensure that your ego does not impair your ability to gain your desired outcome.

    Once the negotiation has commenced, this course fully explores strategies and tactics for engaging the other party to ensure that you understand their position, can elicit additional information from them, and present your own arguments most effectively. This course focuses on developing an increased capacity to listen, ask proactive questions that will move the agenda forward, and make the appropriate arguments to achieve your objectives. Bluffing is explored in detail to provide you with mastery of the concept so you can determine if and when it is an appropriate tactic to use in a variety of situations. The strategic use of emotional expression is also explored as a potentially advantageous tactic. Finally, effective closing techniques are discussed in detail to help ensure that you end up with a negotiated agreement that meets all your objectives.

    This course is based upon the academic and applied research of the Cornell ILR School’s Professor Samuel Bacharach and makes extensive use of real-world examples and situations, advice and insight from negotiation experts, and opportunities to apply and practice the skills in authentic situations.

    Course Description
• The Coaching Mindset

  • Being a proactive coach is a fundamental component being a good leader in the workplace. Coaching implies that leaders not only supervise, but develop the capacities and skills of all employees. A coaching mindset implies that leaders approach employees not simply as subordinates, but protégés, resources to be developed and expanded. Coaching is critical to good workplace leadership. In developing this course, Samuel Bacharach, McKelvey-Grant Professor at Cornell University, and Yael Bacharach, MA, LSCW, appreciate that not all styles of coaching are suitable for the workplace, and distill three decades of academic and business research into coaching best practices most appropriate for organizational leaders. The course emphasizes the importance of supplementing the traditional supervisory mindset with the coaching mindset.

    The course draws upon a variety of examples to illustrate coaching in an organizational context, and details the four functions of coaching in an easy-to-understand and practical context. The course takes a step-by-step approach through the five rules of the coaching dialogue and illuminates effective techniques for listening, asking questions, and providing feedback. The course provides a wealth of tools and processes, including instruction on how to recognize and use the language of coaching and balance the different functions of coaching.

    Through coaching, leaders are able to support and encourage their team members to learn skills and acquire knowledge that helps improve job performance. Coaching works laterally too, in that a leader can apply coaching techniques when working with colleagues. The organization as a whole benefits from a solid coaching culture. Without the right coaching principles in place, employees may not reach their full proactive capacity, rendering the organization less able to execute its goals. This course goes beyond the basics and offers detailed instruction on maximizing the proactive capacity of employees by showing leaders how to integrate the coaching mindset into their leadership style.

    Course Description
• The Coaching Process

  • Leaders who have learned to develop a coaching mindset, studied coaching functions, and practiced the coaching dialogue in The Coaching Mindset, can continue their studies here by examining the coaching process. This course, developed by Samuel Bacharach, McKelvey-Grant Professor at Cornell University, and Yael Bacharach, MA, LSCW, teaches the essential steps of coaching. As in The Coaching Mindset, the authors realize that in the workplace not all coaching approaches are appropriate, and have developed a model process which is uniquely applicable for organizational settings.

    The course walks through the process of goal setting in each of the four arenas of coaching; helps you to understand the framing, prioritization, and execution of goals for your subordinates; and addresses roadblocks that appear throughout the coaching process. After taking this course, leaders will understand everything from how to help their proteges with specific work and personal issues to how to leverage coaching to become a high-performance leader within the organization. Leaders will come away with a deep understanding of how to work with their proteges on overcoming blocks and obstacles, providing their proteges appropriate feedback, and helping their proteges with goal setting and skill development. The coaching process specified in this course will enhance not only the leadership capacity of the coach, but also the proactive capacity of the protege. Coaching is no longer a luxury. It is a tool that leaders must have when trying to get top performance from everyone in the organization. Successful organizations are those that make coaching part and parcel of their organizational culture.

    This second course in the coaching series and tenth course in Professor Bacharach’s management series will give leaders additional tools for working effectively within their organizational culture and building the proactive capacity of individuals and the organization alike.

    Course Description

Accreditation

Participants who successfully complete all ten courses in this certificate series will receive a Certificate in High Performance Leadership from Cornell University.

Cornell's School of Industrial and Labor Relations (ILR) will give .6 Continuing Education Units (CEUs) to each student who successfully completes each course. Students can apply to the ILR School for the CEU units after they have successfully completed the courses.

HRCI Recertification

The courses in this certificate series have each been approved for six (6) Strategic Management recertification credit hours toward SPHR and GPHR recertification and six (6) recertification credit hours toward PHR, SPHR, and GPHR recertification through the Human Resource Certification Institute. Please contact the Human Resource Certificate Institute (HRCI) for further information about certification or recertification.

Technical Requirements

With all eCornell courses, access is easy. Participants only need a computer and an Internet connection. To view specific technology requirements, visit our Technology Requirements page.

 
Back to Top