Executive Education

Strategic Business Leadership: Engagement, Performance, and Execution

Learn to manage cross-functional, cross-organizational relationships; build social capital; bridge gaps; form teams to get the job done; and create and manage organizational strategic partnerships.

Today's challenging and complex business environment requires agility in execution and a deep understanding of human dynamics. In this program you will practice leadership agility, enhance your ability to read organizations, and hone your skills in strategy execution.

Throughout the week, you will apply the course material to an individual business challenge and create a strategic action plan to create and deliver value.

By attending this program, you will:

  • Identify initiatives that create value.
  • Manage across organizational boundaries.
  • Structure your business to deliver more value.
  • Develop a strategic action plan for delivering value.

LOCATION
Gleacher Center
450 N. Cityfront Plaza Dr.
Chicago, Illinois 60611

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Harry L. Davis

Roger L. and Rachel M. Goetz Distinguished Service Professor of Creative Management

Harry Davis teaches MBA and Executive Education courses at the University of Chicago Booth School of Business, where he has been on the faculty since 1963. His teaching and research interests lie in the areas of strategy, leadership, creativity, and innovation.

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John Burrows

Adjunct Assistant Professor of Behavioral Science and Organizations and Strategy

John Burrows has been at the University of Chicago Booth School of Business since 2009. He currently teaches two Booth MBA classes: Strategic Leadership (39002) and Strategies & Processes of Negotiation (38103).

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Heather M. Caruso

Adjunct Associate Professor of Behavioral Science

Heather Caruso is Adjunct Professor of Behavioral Science at The University of Chicago Booth School of Business. She focuses her teaching and research on several aspects of human behavior in organizations. These interests center on the dynamics and social psychology of diverse (e.g., cross-functional, multicultural) teams; the management of identity, power, and influence in organizations; and strategies for optimal judgment, decision making, and behavior.

Incredible opportunity to learn new management and leadership techniques and behaviors that are absolutely critical to successfully leading complex teams.

- James Hartigan, Director, BAE Systems


Program was well designed, plus pacing and material were very relevant. One of the best external leadership programs I attended. I also enjoyed very much the teaching styles of the different professors.

- Donna-Marie Darlington-Dawes, Program Manager, The World Bank Group


The Strategic Business Leadership program has provided a long-lasting tool to carry over into our everyday private and professional lives. I have appreciated the opportunity to work closely with diverse group of business professionals.

- Dustin King, Vice President – Air/Ocean, Farrow U.S.


Well done. This program will be an immediate benefit to me and my company. The education will be multiplied again and again as I can take the ideas generated this week to my team back home.

- Steve Newman, Vice President, Delta Star


Great takeaway value. Utilize in day-to-day. Relative information for today’s business professional.

- Scott Wallace, General Manager, Cintas Corporation


Absolutely amazing. Best investment of my time I’ve made in well over a decade.

- Marci Francisco, VP Sales, CU Direct


I found the material to be cutting edge and extremely helpful. Am looking forward to using various skills in our company to develop an agile team. Nice balance of research and tools.

- Ann Gelardi, COO, Southern Chemical Corporation


Overall a fantastic experience. The depth and breadth of the information was incredible yet very practical to our daily lives.

- Kevin Lockett, Partner at Fulcrum Global Capital


This is my second time in Booth School of Business and I have no disappointment at all. My first course on negotiation came in timely and so is this course on business strategy. I work in a very dynamic organization and the knowledge gained from the course will be invaluable.

- Inuwa Iyodo, GM/Head, Finance, National Pension Commission Nigeria

The program is designed to assist leaders in identifying opportunities and mobilizing resources to create value. It is especially recommended for senior leaders who bring people together from diverse functional groups or lines of business to effectively execute strategic initiatives. Titles include: department head, general manager, VP, SVP, project manager, change manager, and C-suite.

Executives will think creatively and strategically about their leadership roles and learn how to build social capital, broaden their influence to increase productivity, and accomplish performance-driven goals. Throughout the week, participants will work on an individual business challenge and create an action plan for creating and delivering value.

Program Outline

The Social Capital of Successful Leaders

  • What is social capital?
  • How does social capital give executives a competitive advantage?
  • How do leaders build social capital?

Leadership Based on Groups

  • How and when does leadership invoke a team?
  • How do internal group dynamics influence performance?

Leadership Agility

  • How am I currently playing my leadership role?
  • How do others respond and what can I do to influence their response?
  • How do I adapt and grow in a new role and broader responsibilities?

Building Bridges with Strategic Partners

  • How do you know when you need a strategic partner?
  • What kind of exchange is involved between a leader and a strategic partner?
  • How do strategic partners help retain high-potential employees?

Creative Leadership

  • In what aspects of the job does creative thinking have the greatest payoff?
  • How much is creativity a result of the job and how much of the individual?
  • What are the barriers to creative thinking at the organizational level and the personal level?

Managing the Team

  • How is a team a strategic organization?
  • When are extra-team ties more critical than intra-team relations for overall success?
  • What's the best way to design high-performance teams?
  • When a team is not high-performing, what are the four things that can, and do, go wrong? How can they be prevented?

Diagnosis and Strategic Action

  • What are the proposed benefits and who are potential supporters/blockers?
  • What resources are needed? Who has those resources and how do you get their buy-in?
  • What are the indicators that stakeholders will be monitoring?
  • What are the critical moments and potential roadblocks that can impede the execution?

Upcoming Courses

Date Fee  
November 12 -16, 2018 $10,500 Register Now »

Fee does not include accommodations.
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