Presented by SMU Cox School of Business
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Information
Date: September 27 - October 1, 2010
Format: Five days, 8 a.m. – 5 p.m.
Cost: $6,750, includes five nights of lodging;
materials; breakfasts, lunches, breaks; one group dinner. A $1000
discount is applicable when registering for both the Strategic Financial
Skills and Strategic Leadership Skills courses that are scheduled
for a two-week period. Group discounts are also available for multiple
attendees from the same organization. Payment plans available.
"In today’s volatile and challenging business environment,
oil and gas companies need leaders at every level if they are to
survive and thrive. The ability to see what lies ahead, understand
the issues facing organizations, and the courage to initiate actions
to face the challenges of the day are the hallmarks of the type
of leadership needed today."
Miguel A. Quiñones, Ph.D.
Academic Director
Description
Research has shown that effective leaders have developed a pattern
of success based on critical competencies that have been honed throughout
their careers. In this program you’ll be exposed to a highly
creative faculty who will give you the tools to think and work differently
as you move through the leadership roles and challenges of the oil
and gas industry for the next decade.
Topics
- Understanding leadership and its critical role in oil
and gas.
Developing an understanding of the challenges facing the oil and
gas industry and identifying how an organization needs to change
to meet these challenges are the foundations of true leadership.
It is only after charting a course that a leader can credibly
exercise his or her skills to move their organization forward.
In this module you will learn how to diagnose your organization
to determine where and how you will need to exercise leadership
in your organization. You will also be introduced to the five
practices of exemplary leadership and be able to link these
practices to your organizations values and mission to enable
you to effectively enact the changes identified in the organizational
diagnosis. In addition you will be introduced to and understand
the 10 key commitments that enable leaders to see what needs
to be done, understand the underling issues, and initiate actions
to produce a winning organization.
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Assessment review and feedback.
In this session you will also have the opportunity
to solicit feedback on your leadership skills from individuals
in your organization. You will use this feedback to develop
an action plan to take these skills to the next level.
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Understanding globalization’s impact on energy
markets and firms.
This session tracks the emergence of globalization
as a major force impacting markets and firms around the world.
It addresses how firms must understand globalization and be
able to develop strategies to take advantage of the forces unleashed
by globalization. In particular, we will look from a leadership
perspective on the impact of globalization on energy markets
and energy firms.
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How Leaders Think Strategically
Identify the key elements of industry analysis and
their effects on profitability. Learn the basics of competitive
advantage, dynamic capabilities, and new business development.
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The speed of trust—the one thing that changes
everything.
Discover the hidden economic impact of trust - learn
the behaviors that build trust quickly and generate speed of
execution while cutting the cost of redundancy, rework and conflict.
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Leading Beyond Authority- Leveraging Influence to
Get Results.
Learn to expand your influence well beyond your formal
boundaries of authority and get results across the organization.
Use a simple process for clarifying what you need and then hold
colleagues (and even your boss) accountable while maintaining
and building your relationships.
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Negotiating to the Top—a gain-gain strategy.
Every aspect of your personal and professional life
involves negotiation. As a leader, your effectiveness on the
job depends on your effectiveness as a negotiator. The Gain-Gain
approach to negotiation will help you evaluate, develop, and
refine your negotiation skills and teach you to avoid common
negotiator biases.
- Corporate strategy and value creation—a leadership
case study in the oil and gas industry.
CASE: Gulf Oil-Takeover
This case describes T. Boone Pickens’ takeover attempt of
Gulf Oil in 1983. It discusses the economic implications of upstream
E&P investments by the industry, and forces participants to
think about technical versus financial measures of success in
the oil industry.
You will explore the financial implications of an oil exploration
program: what variables affect the value created by upstream investments?
You will also have the opportunity to discuss the objective of
value creation and the measurement of economic profit as well
as to illustrate how simple valuation tools such as NPV can shed
light on the desirability of corporate strategies. Conclude this
session with a discussion about the Leadership characteristics
and behaviors that impacted this case.
- Finding, retaining and leading the best—putting
it all together.
In this module you will discuss the key human capital challenges
facing the oil and gas industry and explore the relationship between
strategy and human capital requirements. You will be introduced
to tools for evaluating the alignment of human capital with strategic
initiatives while discussing the role of managers and leaders
in attracting, engaging and retaining top talent in the oil and
gas industry.
Benefits
- Learn how to recognize and leverage your strengths and identify
your developmental needs.
- Learn to leverage relationships to help drive organizational
results – enhance the speed of execution while minimizing
costs.
- Gain an understanding of how to impact the performance of other
employees and resolve performance problems – even with those
you don’t lead.
- Develop a common thread that ties a leader to a cohort that
maximizes the leader’s impact on the organization.
- Develop a personal action plan for immediate leadership impact.
- Exposure to a world-class faculty that will make you think
differently about LEADERSHIP!
Please visit our Calendar
of Events for all upcoming courses.
Register On-Line
Who Should Attend
- Senior managers, directors, general managers and vice presidents
who are positioned to take on significant leadership roles
- Other individuals who have been identified as having the potential
to be leaders in their organizations
Jerry E. Magar is director
of performance improvement at SMU and an adjunct faculty member
for the Cox School of Business, where he teaches organizational
development and change. As lead faculty for several SMU Executive
Education leadership-development programs, he works with numerous
oil and gas clients, including Merit Energy, Pioneer Natural Resources
and Spectra Energy. Magar has more than 20 years of experience in
individual and organizational consulting. In addition to his role
at SMU, he’s a founding partner of People Systems Consulting
Group, where he works with clients of all sizes, including Dell
Computer, JP Morgan Chase, Lucent Technologies, Shell Oil and Southwest
Airlines. His areas of experience include leadership development,
strategic planning, interpersonal communications, change management,
marketing, public relations and business development. Magar holds
certification and master certification for more than 25 programs
and assessment instruments and has certified hundreds of trainers
and educators across North America. He holds a bachelor of arts
degree in speech communication from Texas A&M University.
Dr. Robin L. Pinkley, Ph.D.,
professor of management and organizations, is the creator of the
gain-gain approach to profitable negotiation and founder of the
M2M Center for Profitable Negotiation. Her research—which
has garnered numerous fellowships, grants and awards—focuses
on the sources and consequences of negotiator power, the use of
strategic anchors for enhancing opponent perceptions of negotiated
value, the implication of “fair” as an outcome heuristic
and the strategic application of “value context theory."
Before coming to SMU, Pinkley served as visiting professor of organizational
behavior at the J. L. Kellogg Graduate School of Management at Northwestern
University. She is a frequent speaker in management development
programs and a negotiation consultant for government organizations
in six countries and dozens of blue-chip corporations, including
Accenture, Allstate Insurance, General Electric, JP Morgan Chase,
Kodak, Lockheed Martin Vought, Macy’s, Mobil, NASA, SBC Communications,
Sony Ericsson, State Farm Insurance and Yahoo! Pinkley has been
featured as an expert on negotiation in a range of media, including
ABC, CBS, CNN, NBC, NPR, “Wall Street Journal,” “New
York Times,” “Chicago Tribune,” Washington Post,”
“US News and World Report,” “Money,” and
“Fortune.” With Greg Northcroft, Pinkley is the author
of “Get Paid What You're Worth: The Expert Negotiators Guide
to Salary and Compensation.” She is also the author of numerous
scholarly articles on negotiation and managerial conflict resolution,
which have appeared in leading psychology and conflict management
journals. Pinkley holds a doctor of philosophy degree in social
psychology from the University of North Carolina in Chapel Hill.
Tassu Shervani, Ph.D., is
an associate professor of marketing. He is also a consultant in
the areas of strategy and organization, shareholder value, business
models, innovation and business development. Shervani has taught
in various executive education programs at Duke, Emory and the University
of Texas. Shervani teaches in a variety of executive education programs
including the Seminar for Senior Managers in the Energy Industry.
While teaching at the University of Texas Business School, he was
twice selected as an outstanding faculty member by “BusinessWeek.”
Shervani holds a master’s degree in business administration
from Xavier Institute in Jamshedpur, India, and a doctor of philosophy
degree from the University of Southern California.
Michael R. Vetsuypens, Ph.D.,
professor of finance, teaches corporate finance and international
finance in the undergraduate program, MBA program and executive
MBA program. Vetsuypens’ research interests include leveraged
buyouts, investment banking, the venture capital market, initial
public offerings and CEO compensation. His studies has been published
in the leading finance journals and presented at numerous professional
finance conferences. A native of Brussels, Belgium, Vetsuypens speaks
several languages. He has taught managers in the U.S., Europe, Japan,
the Middle East and Latin America. His corporate executive education
clients include ConocoPhillips, Anadarko, Valero Energy, Texas Instruments,
PdVSA, Saudi Aramco and others. During his tenure at Cox, Vetsuypens
has received numerous awards for excellence in teaching, research
and community service. He holds a master’s degree and a doctor
of philosophy degree in business administration from the University
of Rochester and was selected as a Fulbright Fellow.
Gordon Walker, Ph.D., is professor
and chairman of the Strategy and Entrepreneurship Department. He
has taught at the Sloan School, the Massachusetts Institute of Technology,
the Wharton School, the University of Pennsylvania and Yale University.
He is the author of numerous articles, as well as the book, “Modern
Competitive Strategy.” He serves on the editorial board of
“Administrative Science Quarterly” and the editorial
review board of “Strategic Organization.” Walker has
received several grants from the National Science Foundation and
has consulted and performed contract research for a number of organizations,
including Chaparral Steel, Sprint, Xerox, General Motors, Johnson
and Johnson, Carlson Restaurants, Texas Instruments, The Associates
and EDS, as well as numerous smaller firms. Walker holds a bachelor
of arts degree from Yale University and a master’s degree
in business administration and doctor of philosophy degree from
the Wharton School at the University of Pennsylvania.
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