- Advanced Management Program: The Global Experience
- Advanced Management Program: Intensive
- 21st Century Management
- Constructive Collaboration
- Leading Family Enterprises
- Creating and Leading a Culture of Innovation
- Reinventing Leadership: A Breakthrough Approach
- Negotiation Strategies for Managers
- The Strategy of Leadership: Unleashing the Power of Influence
- Energizing People for Performance
- The Soul of Leadership
- Women's Senior Leadership Program
- Leading High-Impact Teams
Leadership skills are honed over a career, and they’re developed over a lifetime. As Kellogg Dean Sally Blount '92 wrote, the business community — and through it, the world — needs leaders who “deeply understand markets, [the markets'] connection to the public sector and the philosophical, cultural and social implications of business’ growing global influence.” In addition, leaders must realize that “markets, while highly efficient, are not fair, kind or wise.”
The most effective leaders are made, trained and tested, not born. Leaders understand that the health of their company extends well beyond the boardroom to employees, partners and, most importantly, the customer.
The leaders who oversee thriving organizations today and those who will do so in the future must have a thorough command of areas ranging from collaboration and negotiation to finance, strategy and data analytics. At minimum, they must have enough of a grasp of these topics to effectively manage the experts who report to them.
Kellogg’s expert faculty offers insight, research and training to help executives perform at their best and sharpen their leadership skills, from managing a small team to governing multinational corporations.
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Leadership insights and guidance from Kellogg faculty
The Perfect Storm
Take care when striving to be perfect. There is a big difference between embracing high standards and harboring a crippling desire for perfection.
The nature of leadership constantly changes. Clear the path forward for you and your team by making bushwhacking part of your toolbox.
Professor Sunil Chopra explains that there are two kinds of general supply-chain risk — recurrent and disruptive — and lays out how to manage them.
Leading in Uncertainty
Just when you think you know what "normal" is, a new disruptor comes along. The good news is you can always develop your team to roll with the changes.
A leadership philosophy creates a personal North Star for yourself—you always have something to guide you when you are unsure of where to go.
When seeking growth, bigger isn't always better. Sometimes going deep into a more attainable market is the right move.
Employers searching for employee commitment and performance are going to have to go beyond the basics and start getting personal.
Regardless of whether you intend to, your actions tell a story about your leadership. Are you telling yours the way you want to?
Culture is critical to an organization's success. As a board member, you need to be apprised of how things are running when you're not in the building.
Team by Team
When organizations send teams to executive-development programs, attendees are more likely to implement learnings than they would have if they'd flown solo.
Professor Mohan Sawhney breaks down what it takes to make successful product managers who are able to overcome challenges.
Give your people blank checks—figuratively—and get out of their way so they can make big growth happen.
Less is More
Companies don't become bogged down in complexity on purpose. Be aware of the risks so you can avoid overcomplicating your organization.
It's okay to have emotions, but they shouldn't affect your judgment. Take control so thinking wins out over feeling when making a decision.
You may have the skills to be successful in your position, but if you're in the wrong context you could face career derailment.
Three Key Things for New Leaders to Do
You may be nervous to step into a new leadership role, but your team is nervous, too. Create a good first impression to win their support.
Advocate for Change
Change advocates need sponsors in order to be successful. What do those who succeed have in common? They're influencers.
Pop the questions
With the multitude of marketing technologies available, the best way to determine which ones are right for you are to ask the right questions.
Connect the dots
To drive real growth with your marketing strategy, use the power of connections to link concepts and capabilities.
Coexistence is key
Finding ways to coexist with ISS and Glass Lewis will allow your board to grow within their frameworks instead of resisting them.
Grow your skill set with Kellogg School of Management