1 Table of contents 141

Masterclass Catalog

A complete list of Masterclasses offered through the OSU Center for the Future of Work.

MASTERCLASS		1
CATALOG		1
Center for the Future of Work		1
SPEARS SCHOOL OF BUSINESS | OKLAHOMA STATE UNIVERSITY		1
CFW TEAM MEMBERS		2
ii		2
Marc Tower, Ed.D.		2
Assistant Dean, Outreach & Economic Development		2
Lindsey Ray		2
Assistant Director		2
Maci Inselman		2
Program Manager		2
Rebecca Ramsey		2
Assistant Program Manager		2
Bri Day		2
Program Coordinator		2
Crystal Sanders		2
Program Coordinator		2
CFW TEAM MEMBERS		3
iii		3
Kelli Jo Todd		3
Program Coorindator		3
Kaylie Wehr		3
Communications Coordinator		3
Destiny Arrowood		3
Program Specialist		3
Chris Franklin		3
Program Specialist		3
Sherry Hesler		3
Administrative Associate		3
TABLE OF CONTENTS		4
ACCOUNTING AND FINANCE ........................................................................................................................09		4
ACCOUNTING AND FINANCE FOR ENERGY ....................................................................................................19		4
ASSESSMENTS AND SIMULATIONS ....................................................................................................................29		4
iv		4
BUSINESS ANALYTICS/ PROJECT MANAGEMENT/INFORMATION SECURITY ..............................................40		5
COACHING AND CONFLICT RESOLUTION ........................................................................................................51		5
COMMUNICATION ...........................................................................................................................................62		5
vi		6
CUSTOMER SERVICE ........................................................................................................................................76		6
DIVERSITY AND INCLUSION .............................................................................................................................82		6
INNOVATION .....................................................................................................................................................85		6
LEADERSHIP .....................................................................................................................................................89		6
vii		7
MANAGEMENT ...............................................................................................................................................106		7
MARKETING ....................................................................................................................................................125		7
viii		8
STRATEGY .....................................................................................................................................................129		8
TEAMS ............................................................................................................................................................137		8
ACCOUNTING AND FINANCE		9
Capital Expenditures (CAPX) and Operational Expenditures (OPEX)		10
David Carter, Ph.D. — Oklahoma Bankers Association Chair of Commercial Bank Management and Professor of Finance in the Spears School of Business at Oklahoma State University		10
This seminar is designed to help you learn about the financial aspects of roles at your organization or company. You’ll also gain a deeper understanding of finance in general.		10
This seminar is offered by the Department of Finance and the Center for the Future of Work in the Spears School of		10
Business at Oklahoma State University.		10
SEMINAR OUTLINE		10
I. CAPX vs. OPEX		10
A. Definitions of CAPEX and OPEX		10
B. Accounting for CAPX and OPEX		10
C. Depreciation (straight line vs. MACRS)		10
II. Evaluating investment in CAPX		10
A. Metrics		10
i. Net present value (NPV)		10
ii. Internal rate of return (IRR)		10
iii. Payback period		10
B. Cashflow estimation		10
III. Incorporating risk analysis in CAPX decisions		10
A. Sensitivity, scenario, and Monte Carlo Simulation Analysis		10
B. Real options		10
» KORN FERRY COMPETENCIES		10
Drives results | Financial acumen		10
Ethics Under Pressure		11
Rachel Cox, CPA — Instructor of Professional Practice Department of Accounting in the Spears School of Business at Oklahoma State University		11
Ethics is a cornerstone of effective management. Successful leaders often pride themselves on their ability to make decisions with high levels of integrity. However, forensic experts indicate that no one is immune from corrupt behavior under various levels of pressure. This highly interactive seminar will discuss what corporations and individuals can do to encourage compliance despite these influences.		11
After completing this seminar, participants should:		11
• Understand various ethics program orientation types • Complete a stakeholder impact analysis • Identify at least three ways corporations can effectively encourage ethical compliance in their organization		11
This seminar is 50 minutes. Participants can earn 1.0 hour of behavioral ethics CPE credit upon completion.		11
SEMINAR OUTLINE		11
I. Ethics in the classroom		11
II. Ethics in the corporate world		11
III. Ethics program orientation types IV. Universal hypernorms		11
V. Stakeholder impact analysis		11
VI. VII. VIII. IX.		11
Corporate values Corporate culture Corporate controls Practical applications		11
» KORN FERRY COMPETENCIES		11
Balances stakeholders | Courage | Drives vision and purpose | Directs work | Ensures accountability | Instills trust		11
Finance for Managers I		12
David Carter, Ph.D. — Oklahoma Bankers Association Chair of Commercial Bank Management and Professor of Finance in the Spears School of Business at Oklahoma State University		12
Finance for Managers I provides an overview of the skills and methods used in effective financial analysis and in the planning, budgeting, and control process. The material covered in this seminar will provide a good summary of the basic tools of financial analysis. Emphasis is placed on capital budgeting and how it is directly related to the goal of maxi- mizing shareholder wealth. This seminar gives specific examples of how a company’s operations begin from individual decisions and are transformed into a larger integrated organization. You will gain a stronger appreciation of your role in contributing to the overall value of a company. Basic knowledge and understanding of financial analysis are beneficial.		12
This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.		12
SEMINAR OUTLINE		12
C. Cost of capital		12
III. Computer evaluation of case study		12
IV.		12
Risk analysis		12
A. Scenario analysis		12
B. Sensitivity analysis		12
C. Simulation analysis		12
V. Capital budgeting decisions and shareholder wealth		12
I.		12
Capital budgeting		12
A. Capital budgeting decision rules, limitations, and other risks		12
B. Time value of money		12
C. Cash flow statements and analysis		12
D. Illustrated case study		12
II. Issues with capital budgeting		12
A. Mutually exclusive projects		12
B. Capital rationing		12
i. Ranking projects		12
ii. Project ranking exercise		12
i. Market factors which determine cost of capital		12
» KORN FERRY COMPETENCIES		12
Balances stakeholders | Business insight | Financial acume | Plans and aligns		12
Finance for Managers II		13
David Carter, Ph.D. — Oklahoma Bankers Association Chair of Commercial Bank Management and Professor of Finance in the Spears School of Business at Oklahoma State University		13
Finance for Managers II provides an overview of the skills and methods used in effective financial analysis and in the planning, budgeting, and control process. The material covered will provide a summary of the basic tools of financial analysis. The seminar addresses three central functions of financial management: capital budgeting, working capital management and financial planning. You will work through case studies and examples illustrating the central principles of financial management, thereby gaining a better understanding of your role in contributing to the overall value of the company. The two-day seminar is designed for a broad range of employee levels, including sales personnel and line managers. Company input is crucial in selecting topics, coverage, and meaningful examples.		13
This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 1.2 continuing education units (CEUs) in this two-day seminar upon completion of the seminar.		13
SEMINAR OUTLINE		13
II.		13
IV.		13
» KORN FERRY COMPETENCIES		13
Balances stakeholders | Business insight | Financial acumen | Plans and aligns		13
Finance for the Nonfinancial Manager		14
David Carter, Ph.D. — Oklahoma Bankers Association Chair of Commercial Bank Management and Professor of Finance in the Spears School of Business at Oklahoma State University		14
Productivity in the business world is ultimately measured in numbers—dollars and cents. Individuals with administrative responsibility and those moving into such positions need a solid understanding of their companies’ finance functions to develop an effective working relationship with finance professionals. This seminar will give you a better understanding of the basic language of business—finance.		14
Finance for the Nonfinancial Manager, which assumes no previous knowledge of accounting or finance, emphasizes open discussion of realistic case problems. It is designed and arranged so you can be directly involved in the analysis of the cases.		14
This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.4 to 0.6 continuing education units (CEUs) upon completion of this seminar.		14
SEMINAR OUTLINE		14
I.		14
II.		14
Introduction A. Overview of business activities from the		14
financial perspective		14
B. Role of finance within the firm		14
C. Responsibilities of a financial manager		14
The financial condition of a business		14
A. Explanation of basic financial statements		14
i. Balance sheet		14
ii. Income statement		14
B. Financial statement analysis		14
i. Basic types of financial ratios		14
ii. Computation and interpretation of financial		14
ratios		14
iii. Types of ratio analysis		14
iv. The DuPont system of financial analysis		14
v. Limitations of ratio analysis		14
III. Cash flows, profits, and expenses of a business		14
IV.		14
A. Cash flow cycle B. Cash budget C. Pro forma income statement D. Po forma balance sheet		14
Special topics:		14
A. Overview of specific company’s financial		14
trends		14
B. Capital budgeting case study: Project X		14
i. Projecting cash flows		14
ii. Capital structure		14
iii. Cost of capita iv. Project valuation		14
» KORN FERRY COMPETENCIES		14
Business insight | Financial acumen | Nimble learning | Self-development		14
Financial Analysis and Modeling Using Excel		15
David Carter, Ph.D. — Oklahoma Bankers Association Chair of Commercial Bank Management and Professor of Finance in the Spears School of Business at Oklahoma State University		15
Excel is a powerful and flexible tool that can be used to build complex models to analyze the effects of a firm’s finan- cial decisions. A properly built Excel model can ask a variety of “what if” questions: What if expenses are greater than expected? How does this affect our bottom line?” Excel has a large number of analytical tools that can be used to inves- tigate a variety of financial and business opportunities.		15
Business and technical professionals are often called upon to analyze the effects of financially based decisions, often without a formal financial background in Excel model building or the use of Excel as a financial decision-making tool. This in-depth and practical three-day seminar will focus on financial model building and analysis using Excel. At the end, participants will be able to build models to generate pro forma (projected) financial statements and evaluate proposed capital investment projects. Delegates will also be able to use Excel to perform optimization and write simple user-de- fined functions.		15
This training will benefit your organization by giving participants greater knowledge of Excel as a financial decision-making tool. The trainer will conduct dynamic and resourceful training that you do not want to miss.		15
This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. It qualifies for continuing education credit for licensed professional engineers and also professional development hours for other disciplines.		15
SEMINAR OUTLINE		15
I. Review of financial statements		15
II. Analyzing financial performance		15
III. External financing needed (EFN)		15
IV. Financial statement modeling		15
V. Discounted cash flow analysis		15
VI. What-if analysis using Excel		15
VII. Capital budgeting metrics		15
VIII. Cash flow estimation for capital budgeting		15
IX.		15
model building		15
Capital budgeting under risk		15
A. Part 1 Sensitivity and Scenario Analysis		15
B. Part 2: Monte Carlo Simulation Analysis		15
X. Excel add-ins		15
XI. User defined functions		15
» KORN FERRY COMPETENCIES		15
Business insight | Financial acumen | Nimble learning | Self-development		15
Making Sense of Financial Statements: Tools for Insight and Communication		16
Angela Spencer, Ph.D. — Department Head and Associate Professor, School of Accounting in the Spears School of Business at Oklahoma State University		16
This session provides a practical introduction to the three core financial statements — Income Statement, Balance Sheet, and Cash Flow Statement — and how to use them to assess organizational performance and make informed decisions.		16
Participants will learn how to:		16
Understand the structure and purpose of each financial statement		16
Analyze key financial data and metrics		16
Communicate financial insights clearly to non-financial stakeholders		16
Use practical tools (e.g., visuals, glossaries, and examples) to support cross-functional understanding		16
The session also equips financial professionals with strategies to train and collaborate more effectively with non-financial colleagues, promoting stronger decision-making across the organization.		16
Offered by the School of Accounting and the Center for the Future of Work at Oklahoma State University’s Spears School of Business. Participants will earn 0.3 CEUs upon completion.		16
» KORN FERRY COMPETENCIES		16
Investing for Success		17
Amit Bansal, MBA — Director of Center for Financial Health and Wellness in the Spears School of Business at Oklahoma State University		17
Transform your workforce’s financial well-being with the expert-led seminar, ideal for employees of all age groups, and particularly crucial for young professionals beginning their financial journey. The seminar will cover essential topics like strategic financial planning, early investment, maximizing employer retirement plan contribution, and the benefits of diversifying investments. PwC’s study highlights that financially literate employees are less stressed, more focused, and show 28% less absenteeism. According to the SHRM study, 83% of HR professionals observed that personal financial challenges significantly impact employee performance. Incorporating financial literacy boosts productivity and retention, with employees gaining greater focus and understanding of their total rewards like 401(k) plans and health benefits. Insights from the Consumer Financial Protection Bureau show that employees who receive financial education are more likely to contribute to retirement plans and have emergency savings, enhancing their financial security. By participating, employees will not only gain invaluable tools for personal financial success but also contribute to a healthier, more focused, and engaged workplace. Investing in this seminar is a step towards fostering a financially literate, secure, and thriving workforce, pivotal for both individual and organizational growth.		17
SEMINAR OUTLINE		17
I. Fundamentals of Financial Wellness		17
A. Introduction to financial wellness and personal finance.		17
B. Basics of saving and investing, including compound interest and time value of money.		17
C. Overview of asset classes and basic portfolio management principles.		17
II. Retirement Planning and Investment Strategies		17
A. In-depth exploration of retirement planning, including 401(k) plans, IRAs, and employer match benefits.		17
B. Smart investment strategies, understanding mutual funds, ETFs, and the S&P 500.		17
C. Warren Buffett’s investment philosophy and risk management.		17
III. Budgeting, Credit, and Debt Management		17
A. Personal budgeting techniques and managing living expenses.		17
B. Understanding and improving credit scores.		17
C. Strategies for avoiding and managing debt.		17
» KORN FERRY COMPETENCIES		17
Business insight | Financial acumen | Decision Quality | Manages Complexity		17
Overview of Government Accounting		18
Rachel Domnick — Instructor of Professional Practice for the School of Accounting in the Spears School of Business at Oklahoma State University		18
In this seminar, you will learn about accounting and financial reporting for state and local governments. The primary focus will be on developing an understanding of what comprises the financial reporting entity as well as the financial objectives of governmental entities. You will gain an understanding of fund accounting and the various categories and types funds as well as the makeup of basic financial statements and the related financial reporting requirements.		18
Following completion of the seminar, participants will have a basic knowledge of the objectives of the accounting and financial reporting for governmental entities, fund accounting and the various categories and types funds, the basis of accounting and measurement focus applied in governmental accounting, financial statements for governmental entities, and budgetary accounting.		18
This seminar is sponsored by the School of Accounting and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 to 0.6 continuing education units (CEUs) upon completion of this seminar.		18
SEMINAR OUTLINE		18
I. Objectives of accounting and financial reporting for governmental entities		18
II. Overview of funds and basis of accounting		18
III. Basic financial statements		18
IV.		18
Budgetary accounting		18
» KORN FERRY COMPETENCIES		18
Drives results | Financial acumen		18
ACCOUNTING AND FINANCE FOR ENERGY		19
Advanced and Expert Strategies in Oil and Gas Finance		20
Betty J. Simkins, Ph.D. — The Williams Companies Professor of Business and Department Head of Finance in the Spears School of Business at Oklahoma State University		20
Finance and accounting are two of the core management functions in all organizations. The maximization of financial resources is a key factor for success. However, in the challenging oil and gas industry, the rapid changes in geopolitics and economic conditions have brought forth many more risk factors in the competitive landscape. These factors have caused the industry to be one of the world’s most challenging and complex business environments.		20
Risk identification and financial management need to be grounded in timely, accurate forecasts and performance data. Leaders in the oil and gas industry must be equipped with wide-ranging knowledge in finance and accounting to achieve strategic planning and decision-making. This three-day seminar will give you the expertise to assist in achieving long- term success to enhance your company’s competitive performance.		20
The seminar is taught in a highly interactive manner with an emphasis on participant questions and inquiry. Dr. Simkins offers considerable flexibility in exploring some topics further than planned while de-emphasizing other topics if the group prefers. Practical applications and mini-cases are used along with participant exercises. You will receive Energy Finance and Economics: Analysis and Valuation, Risk Management, and the Future of Energy edited and co-authored Dr. Simkins.		20
This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 3.0 continuing education units (CEUs) upon completion of this seminar.		20
SEMINAR OUTLINE Day 1		20
I.		20
Budgeting and forecasting strategies in the oil and gas industry		20
A. Laying the foundation: Global energy outlook, supply and demand balance brought about by a rapidly		20
changing world		20
B. How oil and gas companies differ from other industries and key issues in oil and gas accounting and		20
finance		20
C. Unconventional oil and gas		20
D. Part 1: Analysis of international oil companies financial statements		20
Day 2		20
II. Optimizing budget models and capital investment analysis		20
A. Part 2: Analysis of international oil companies financial statements		20
B. Competitive benchmarking		20
C. Capital budgeting and risk analysis in the oil and gas industry		20
D. Case study applications and open discussion of crucial issues		20
Continued on next page…		20
Advanced and Expert Strategies in Oil And Gas Finance / …Continued		21
» KORN FERRY COMPETENCIES		21
Building Business Acumen and Strategic Financial Skills in the Oil and Gas Industry		22
Betty J. Simkins, Ph.D. — The Williams Companies Professor of Business and Department Head of Finance in the Spears School of Business at Oklahoma State University		22
Energy professionals are expected to make financially based decisions and focus on value creation in the oil and gas industry. However, this can be challenging without understanding the essential tools to make strategic decisions. This four-hour seminar is uniquely tailored for oil and gas professionals to focus on understanding key financial measures. The objectives are to master financial essentials in this complex industry presented in the company’s financial statements.		22
Learning objectives:		22
• Gain a comprehensive introduction to the industry’s competitive landscape • Understand the importance of the financial statements to all employees of the company • Develop business acumen by analyzing the financial statements and understand how they demonstrate operational		22
excellence and can highlight areas for improvement		22
• Understand the importance of your own role in the company’s financial success		22
This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.4 continuing education units (CEUs) upon completion of this seminar.		22
SEMINAR OUTLINE		22
I. Introduction and overview		22
II. Analyzing oil and gas company annual reports and competitive benchmarking		22
A. Comprehensive measures: ROA, ROE, Debt/Equity, EBITDA, Cash flow, etc.		22
B. Upstream measures: Key energy ratios to measure upstream performance		22
C. Midstream measures: Performance statistics for midstream, frac spread, etc.		22
D. Downstream: Refining performance measures including the crack spread, refining margins, etc.		22
[Optional]		22
III.		22
Case study applications		22
» KORN FERRY COMPETENCIES		22
Business insight | Drives vision and purpose | Financial acumen | Optimizes work processes | Organizational savvy | Self-development		22
Energy Finance and Economic Analysis		23
Betty J. Simkins, Ph.D. — The Williams Companies Professor of Business and Department Head of Finance in the Spears School of Business at Oklahoma State University		23
In this two-day seminar, you will learn about the energy industry and be better prepared to understand and handle decision-making using leading tools and techniques. The primary focus of the seminar is on the oil and gas industry. You will gain a working vocabulary of industry-related concepts and terminology. The seminar content will be based on lectures and case studies. The seminar will prepare you for interaction with financial professionals in the energy industry.		23
We will analyze several case studies about actual companies operating in the energy industry. Case studies are unusual in that for some situations, there may be no fixed right or wrong answers. An answer that can be justified based on sound assumptions and factual information can be viewed as correct. A supposedly right answer that is not justified or backed up might as well be wrong.		23
This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 1.2 continuing education units (CEUs) upon completion of the seminar.		23
SEMINAR OUTLINE		23
I.		23
Introduction to the oil and gas industry		23
II. Outlook for energy: A view to 2030		23
III. Key economic issues		23
IV. Accounting standards for oil and gas		23
V. Analyzing petroleum company financial		23
statements		23
A. Basic financial statements		23
B. Computing energy reserve replacement		23
ratios		23
C. Computing energy cost ratios		23
D. Understanding SEC and FASB disclosures		23
and how they impact analysis		23
VI. Competitive comparisons and benchmarking		23
VII.		23
Capital budgeting and risk analysis in the oil and gas industry		23
VIII. Relative valuation of an IPO and an acquisition		23
» KORN FERRY COMPETENCIES		23
Decision quality | Drives vision and purpose | Ensures accountability | Financial acumen | Instills trust | Manages complexity | Optimizes work processes | Organizational savvy		23
Energy Value Chain		24
Betty J. Simkins, Ph.D. — The Williams Companies Professor of Business and Department Head of Finance in the Spears School of Business at Oklahoma State University		24
The purpose of this one-day seminar is to provide business professionals with a comprehensive introduction to the oil and gas industry with a focus on how value is added to the energy value chain. The energy value chain involves the process of linking specific functions from input to output (i.e., from upstream, midstream, through downstream) to enhance the economic value of the business throughout the value chain. As a result, attendees will gain an understanding of how each segment of the energy firm’s activities adds value along the energy value chain. This will also help them better understand their role in the value chain and how it relates to others in their company and the industry.		24
This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.8 to 2.0 continuing education units (CEUs) upon completion of this seminar.		24
SEMINAR OUTLINE		24
I.		24
Introduction to the oil and gas industry		24
A. Overview of the energy value chain		24
B. Terminology		24
C. What are hydrocarbons?		24
D. Recent trends and strategies		24
II. Upstream: Exploration and production		24
A. Upstream performance measures		24
B. Exploration process		24
C. Drilling and completion process		24
D. Activity indicators		24
E. Where value is made		24
III. Midstream		24
A. Natural gas gathering, processing, and		24
transportation		24
B. Natural gas liquids (NGLs)		24
C. NGL producers and marketers		24
D. Where value is made		24
IV. Downstream: R&M		24
A. How refineries work: refinery		24
configurations and the refining process		24
B. Crude oil fractions and finished petroleum		24
products		24
C. Basic refinery economics: Refining margins		24
and the refining crack spread		24
D. Marketing distribution channels		24
E. Marketing margins		24
F. Where value is made in R&M		24
V. Further downstream: The chemical industry		24
A. Building blocks: Primary petrochemicals		24
B. Intermediates and derivatives		24
C. End-products		24
D. Where value is made		24
VI. Seminar wrap-up and looking to the future		24
» KORN FERRY COMPETENCIES		24
Ensures accountability | Decision quality | Financial acumen | Organizational savvy | Plans and aligns | Demonstrates self-awareness | Drives vision and purpose | Optimizes work processes		24
ESG: What the Data Says		25
Stephanie Phipps, Ph.D. — Assistant Professor of Professional Practice in the Spears School of Business at Oklahoma State University.		25
Welcome to the ESG (Environmental, Social, and Governance) Program, where sustainability meets financial success through practical approaches. We understand that a robust ESG strategy goes beyond goodwill; it’s a key driver of finan- cial performance. This program is developed to guide organizations through implementing actionable ESG initiatives that yield tangible results. From environmental stewardship and social responsibility to effective governance, we provide hands-on tools to integrate ESG seemingly into your business operations. This approach aligns with ethical considerations but is also strategically geared towards enhancing your bottom line. Discover how incorporating ESG principles can lead to cost savings, risk mitigation, employee engagement and productivity and increase investor confidence.		25
SEMINAR OUTLINE		25
Educational session designed to highlight how an organization can build a competitive advantage through		25
Phase 1: Integrating ESG into a Successful Business Strategy		25
imbedding a unique ESG program with the organization’s business strategy and culture to create optimal		25
performance.		25
Phase 2: Assessment and Recommendations		25
Facilitation of executive leadership sessions to build a plan around the alignment of ESG initiatives with the organi-		25
zation’s strategy and culture.		25
Phase 3: Implement a Plan of Improvement in areas of focus for the company.		25
Work hand-in-hand with the businesses leadership team to develop action items based on building a custom ESG		25
program for the organization.		25
» KORN FERRY COMPETENCIES		25
Decision quality | Financial acumen | Organizational savvy | Plans and aligns | Demonstrates self-awareness | Drives vision and purpose | Optimizes work processes		25
Finance and Capital Investment Analysis for Project Managers and Technical Professionals		26
Betty J. Simkins, Ph.D. — The Williams Companies Professor of Business and Department Head of Finance in the Spears School of Business at Oklahoma State University		26
Technical professionals make financially based decisions on best practices in capital investment analysis—often with- out a formal financial background or training. This in-depth and practical three-day seminar will demystify finance and cover best practices in financial analysis.		26
By the end of the seminar, you will be able to execute best practices in the following areas:		26
• Communicate easily in financial terms		26
• Comprehend and interpret financial information • Understand the importance of cash flow		26
• Match your capital budgets to realistic targets		26
• Accurately analyze capital investments		26
This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 1.8 continuing education units (CEUs) upon completion of this seminar.		26
SEMINAR OUTLINE Day 1:		26
I.		26
Understanding financial accounting A. Accounting process and the driving forces behind financial information B. Analyzing and interpreting financial information C. Case studies on analyzing and interpreting financial information D. Planning and budgetary control		26
Day 2:		26
II. Understanding financial management and capital investment analysis		26
A. Fundamentals of finance and essential tools for effective business decisions B. Project appraisal and capital investment analysis		26
i. Part 1: Estimating the cost of capital		26
ii. Part 2: Leading capital investment analysis techniques		26
iii. Part 3: Excel exercises on investment analysis		26
Day 3:		26
III. Best practices: Intensive hands-on exercises and case studies in finance and capital investment analysis		26
A. Best practices in making optimal capital budgeting decisions		26
B. Role playing and case study on capital resource allocation within corporations		26
C. Application of best practices in capital investment analysis: Case study of energy savings project		26
investment decision		26
D. Best practices in risk analysis of capital investments		26
» KORN FERRY COMPETENCIES		26
Ensures accountability | Business insight | Communicates effectively | Decision quality | Financial acumen | Demonstrates self-awareness | Self-development		26
How to Read Your Company’s Annual Report: 10 Things to Know for the Oil and Gas Industry		27
Betty J. Simkins, Ph.D. — The Williams Companies Professor of Business and Department Head of Finance in the Spears School of Business at Oklahoma State University		27
Why do many employees file away their annual reports or toss them in the trash without really looking at them? It may be employees don’t know how to get information from them. The text on the glossy pages is usually readable but is not conducive to gaining needed information. While the numbers in the back can seem incomprehensible and overwhelming but are often the most important part.		27
During this seminar, you will learn to read and understand oil and gas companies’ annual and 10-K reports. You will study actual annual reports of oil and gas companies.		27
This seminar is sponsored by the Department of Finance and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.		27
SEMINAR OUTLINE		27
I. Start at the back and look at the CPA’s letter		27
II. Letter from the chairman		27
III. Management discussion and analysis		27
IV. Stock price history and performance		27
V. Dig into the financial statement number		27
VI. Look at the remuneration report		27
VII.		27
VIII.		27
List of directors and officers		27
Scan the footnotes		27
IX. Compute energy ratios for oil and gas companies to see where the value is and know how to interpret the		27
numbers		27
X. Comparing using competitive benchmarking		27
» KORN FERRY COMPETENCIES		27
Ensures accountability | Business insight | Financial acumen | Organizational savvy | Plans and aligns | Self-development | Drives vision and purpose | Optimizes work processes		27
IThings to Know for the Oil and Gas Industry		28
Stephanie Phipps, Ph.D. — Assistant Professor of Professional Practice in the Spears School of Business at Oklahoma State University.		28
Welcome to our introductory Oil and Gas Program, designed for individuals seeking a fundamental understanding of the industry with a strong emphasis on practical applications. In this program, we prioritize hands-on approaches to demystify the complexities of the oil and gas sector. Whether you’re new to the field or looking to reinforce your foundational knowledge, our program covers key aspects such as exploration, extraction, refining, and distribution in a straightforward manner. Through real-world examples and case studies, participants gain practical insights that can be immediately implemented in their roles. Join us on this journey to acquire essential skills, navigate industry challenges, and lay the groundwork for a successful career in the dynamic world of oil and gas.		28
Educational session designed to explain, at a high level, the functional areas of an oil and gas company. This program is designed to help an individual understand how the industry makes money and the flow of business.		28
» KORN FERRY COMPETENCIES		28
Ensures accountability | Business insight | Organizational savvy | Plans and aligns | Self-development | Drives vision and purpose		28
ASSESSMENTS AND SIMULATIONS		29
Being a Self-Aware Leader: Emotional & Social Inventory Competency (ESCI)		30
Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		30
Emotional Intelligence (the ability to effectively identify and engage emotion) and Self-Awareness (the ability to accu- rately perceive ourselves and our impact on others) have become two of the hottest topics in executive development. Emotional intelligence (EI) and self-awareness (SA) are indicators of highly effective leaders. This presentation is devoted to enhancing participants’ self-awareness through Emotional and Social Competency Inventory (ESCI). Participants are guided through reflective and competency-building discussion and exercises.		30
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University.		30
» KORN FERRY COMPETENCIES		30
Interpersonal savvy | Values differences | Demonstrates self-awareness | Self-development | Communicates effectively | Manages complexity | Organizational savvy | Situational adaptability		30
Birkman Method: Assessing Your Leadership Style and Strengths		31
Abbey Davis, Ph.D. — Lecturer, Spears School of Business		31
High-performing teams view conflict as an essential element for innovation and change. The key is for the team to expe- rience functional conflict, not dysfunctional. By using The Birkman Method®, teams can develop a common language to work together towards a common goal. In this seminar, participants will learn how to embrace the strengths and needs of each other and work towards a higher level of group emotional intelligence.		31
By the end of the seminar, participants will have a better understanding and respect for each other’s differences, and the importance of team strengths. Upon completion, participants can earn 0.3 to 0.4 continuing education units (CEUs), depending on the length.		31
This three to four-hour seminar can be customized based on your team’s needs and size.		31
SEMINAR OUTLINE		31
I. Team ice breaker		31
II. The Birkman Method: An overview		31
III. How would you get the cats out?		31
IV. Team activity: The importance of style diversity		31
in teams		31
V. Birkman map activity and discussion		31
A. Step 1: Discussion around interests		31
B. Step 2: A look at usual styles, which is how		31
we show up each day		31
C. Step 3: What are our underlying needs and		31
how do they differ from usual styles		31
D. Step 4: Understanding stress behaviors		31
and triggers		31
VI.		31
Self-reflection and discussion around strengths,		31
handling conflict, communication and influence		31
VII. Putting The Birkman Method into practice		31
VIII.		31
Participants will complete an action plan to support self-management.		31
For this seminar, we create a giant matrix on the floor for your team to plot themselves on based on their assessment results. This activity is fun and energizing because it gets participants moving, and they can see how they compare to their colleagues.		31
» KORN FERRY COMPETENCIES		31
Communicates effectively | Manages complexity | Organizational savvy | Situational adaptability		31
Building Your Business Acumen: Strategic Business Management via Business Simulation		32
Goutam Chakraborty, Ph.D. — Director of MS in Business Analytics and Data Science, holds the SAS® Professorship in Marketing Analytics, and Professor of Marketing at Oklahoma State University		32
The seminar is based on a powerful business simulation that allows you to learn how to manage a company in a realistic yet entertaining way. Rather than starting in the middle of a story with a mature firm, the simulation mimics a new venture situation. Teams evaluate market opportunity based on marketing research reports, choose a business strategy, evaluate tactical options, and make a series of business decisions as they take their fledgling business venture from inception through 1.5 years (6 quarters of decision periods) of operations. In a team, you play the simulation against one another with the assistance of a coach (instructor). At the end of each quarter, the results are quickly fed back to the teams and the next round of decision-making begins.		32
The simulation is designed to broaden your understanding of target market selection and positioning of brands in that market, value creation in product design, cash flow planning, profitability analysis, and strategic planning and management.		32
This simulation is sponsored by the School of Marketing and International Business and the Center for the Future of Work in the Spears School of Business. You earn 1.8 continuing education units (CEUs) upon completion of this seminar.		32
SEMINAR OUTLINE		32
I.		32
Strategy and tactics		32
A. Evaluate your firm’s performance in prior quarter by function and for the organization as a whole		32
B. Review and revise your strategy in light of		32
your assessment and the new funding that		32
may be available		32
II. Investments and finance		32
A. Decide how to best use the new investment		32
funds (invest in R&D, sales outlets, and/or		32
additional plant capacity)		32
B. Borrow money from bank to help aid		32
expansion plans (optional)		32
C. Evaluate and adjust your firm’s employee		32
compensation packages		32
D. Check pro forma cash flow		32
» KORN FERRY COMPETENCIES		32
Business insight | Communicates effectively | Manages complexity | Financial acumen | Organizational savvy | Resourcefulness | Drives results | Strategic mindset		32
Coaching with Insight: Leveraging Hogan Assessments to Enhance Leadership Effectiveness		33
Pearl Sumathi, Ph.D. — Assistant Professor of Practice for the Department of Management in the Spears School of Business at Oklahoma State University		33
Participants will learn to use the GROW model to structure impactful coaching conversations, set clear goals, and align individual and organizational objectives. Integrating the Hogan’s assessment provides deep insight into personality traits, values, and motivational drivers, enabling leaders to tailor their coaching style, navigate team dynamics, and lead with empathy and clarity through change.		33
This session blends structure with self-awareness to help leaders develop more strategic, personalized, and effective coaching approaches.		33
LEARNING OBJECTIVES/OUTCOMES		33
TARGET AUDIENCE		33
SESSION OUTLINE		33
This session can also be delivered as a half-day workshop. The outline below reflects a 90-minute format.		33
» KORN FERRY COMPETENCIES		33
Develops Talent | Collaborates | Builds Effective Teams | Communicates Effectively | Being Resilient |Manages Ambiguity | Strategic Mindset		33
Developing Your Emotional Intelligence (EI)		34
Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		34
Nearly 300 different company-sponsored studies have demonstrated that the secret to excellent performance at work is emotional intelligence (EI). In this seminar, participants will learn a validated framework for emotional intelligence and will assess their own level of EI using the Emotional Competence Inventory, a 360-degree evaluation. Through a series of exercises, participants will build a personal vision and make a plan to increase their El in order to achieve that vision and move toward excellent performance.		34
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 to 0.6 continuing education units (CEUs) upon completion of this seminar.		34
SEMINAR OUTLINE		34
Part 1:		34
I. What leads to success?		34
VI. Making of a CEO		34
A. Domains of excellence		34
B. Intelligence (IQ)		34
C. Expertise		34
D. Emotional intelligence (EI)		34
II. What predicts success?		34
The best emotional intelligence is what it takes		34
What is emotional intelligence? A. Understanding yourself B. Managing yourself C. Understanding others D. Managing them		34
i. Exercise: Me at my best, me at my worst		34
III. What is a competency?		34
A. Business case for emotional intelligence		34
B. Increased sales, reduced turnover at L’Oreal		34
C. Increased life insurance sales		34
IV. Executive performance at a multinational beverage firm		34
A. Emotionally Intelligent Managers		34
B. How Can We Apply EI?		34
Part 2:		34
VII. Assessing your emotional intelligence		34
VIII. A review of the emotional competency model		34
IX.		34
A. 4 clusters		34
B. 18 competencies		34
Interpreting ECI feedback		34
A. Assessing your data’s validity		34
B. Personal summary (clusters of competencies)		34
C. Competency detail		34
D. Target levels and tipping points		34
X. Model for self-directed change		34
A. Exercise: Building a personal vision		34
V. Emotional competency framework		34
A. Self-awareness B. Self management		34
i. Exercise: The Human Brain: An Amygdala Hijacking		34
C. Social awareness		34
D. Social skills		34
» KORN FERRY COMPETENCIES		34
Develops talent | Values differences | Demonstrates self-awareness | Self-development		34
Discover Your Working Genius		35
Marc Tower, Ed.D. — Assistant Dean, Innovation Education and Growth, Spears School of Business and Associate Professor of Professional Practice, School of Entrepreneurship		35
“If you want to be successful and fulfilled in your work, you must tap into your gifts.		35
That can’t happen if you don’t know what those gifts are.” — Patrick Lencioni, author on leadership		35
So, what are your gifts? With this course, you will come away with a greater understanding of your areas of “Working Genius” — the tasks that bring you joy and energy—as well as insight into the areas that tend to cause frustration.		35
Upon completing the Working Genius seminar, you will:		35
Know and understand your working strengths and limitations—and how to apply that knowledge		35
Understand your team/organization— where there are gaps and how to address that to improve performance		35
How to improve working relationships and understanding of others to maximize organizational performance		35
Learn a different way to view your strengths and limitations and those of others		35
Maximize team performance by applying strengths strategically and removing challenges		35
Learn to be happier and more satisfied with your performance and your team’s performance		35
This is for everyone, but is especially useful for teams, from functional small teams to executive teams and everything in-between. During this four-hour seminar, each participant will receive an individual Working Genius assessment and a Team map with analysis.		35
OUTLINE		35
I. Welcome & Introductions		35
II. Types of Working Genius Overview		35
III. Guilt & Judgment		35
IV. Three Stages of Work		35
V. Responsive vs. Disruptive		35
VI. Altitude of Geniuses		35
VII. Review Individual Reports and Confirm Results		35
VIII. Team Map		35
Team Map Analysis		35
Analyzing a Past Project Exercise		35
IX. Genius of Meetings		35
X. Top 3 Takeaways & Closing		35
» KORN FERRY COMPETENCIES		35
Builds effective teams | Demonstrates self-awareness | Self-development | Values differences		35
vLeader Simulation		36
Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University		36
vLeader is an individual on-line simulation combined with a workbook and discussions that gives participants to the opportunity to experiment with different leadership and communication styles in a non-threatening and risk-free envi- ronment. The simulation includes using a workbook to introduce new ideas and techniques that the participant can use in their interactions with the characters in the simulation. The scenarios build on each other by adding more simulated characters and more complex meetings in each seminar which provides plenty of challenge to the participant.		36
The simulation allows them to become more self-aware and aware of other individuals and plan a strategy for their communication. Further, the simulation allows participants to reflect on how particular styles lead to different individual and group outcomes, and expand their ability to communicate and lead in multiple ways. The simulation scenarios are mixed with group discussions to share ideas about what works, what doesn’t work, and what can be transferred to the real-world work environment. Participants should have the product installed before arriving at seminar.		36
Format options:		36
• Two-day seminar. Choose from back-to-back sessions or meeting days a week or two apart. • Six two-hour sessions spread over several weeks leading to most in-depth, long-term learning.		36
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. This seminar is available for various continuing education units (CEUs) dependent on format selected.		36
SEMINAR OUTLINE		36
I.		36
Introduction		36
A. Motivate students as to the difficulty and value of trying new styles in the simulation.		36
B. Introduce the support and opposition		36
framework used in the simulation and the outcomes scores provided by the program.		36
II. Scenario #1: Working with a subordinate		36
A. 1 hour to work on Scenario #1		36
B. 30-minute discussion of Scenario #1		36
i. Discuss outcomes, styles attempted,		36
what was learned, how to improve		36
performance, etc.		36
III. Scenario #2: Work with a pair of subordinates		36
A. Confirm willingness to try new styles and		36
frameworks		36
B. 1 hour to work on Scenario #2		36
C. 30-minute discussion of Scenario #2		36
i. Working with divergent motivations,		36
techniques and styles used, and		36
outcomes gained.		36
Continued on next page…		36
vLeader Simulation / …Continued		37
VI.		37
» KORN FERRY COMPETENCIES		37
DiSCover Your Leadership Strengths		38
Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University		38
DiSC® is a widely used self-assessment and behavioral framework that categorizes responses into four styles: Dominance, Influence, Steadiness, and Conscientiousness. Through this lens, you’ll gain S.O.S. insights—awareness of Self, Others, and Situations—enabling you to tailor your leadership approach for more productive individual and team interactions.		38
Unlike personality tests, DiSC® focuses on observable behavior, making it a powerful complement to tools like the Myers-Briggs Type Indicator. You’ll leave with practical strategies to enhance your leadership impact by understanding and responding effectively to diverse behavioral styles.		38
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon completion.		38
» KORN FERRY COMPETENCIES		38
The Leadership Blueprint: Harnessing Hogan for Team		39
and Individual Impact		39
Stephanie Phipps, Ph.D. — Assistant Professor of Professional Practice in the Spears Schoolof Business at Oklahoma State University.		39
This session is designed to bridge insight with impact. Participants will explore their own Hogan profiles to identify signature strengths, potential blind spots, and values that shape leadership style. More importantly, they will reflect on how these patterns influence their ability to navigate ambiguity, make complex decisions, and mobilize others toward strategic priorities.		39
Additional Materials: Hogan assessment for each participant.		39
Shared Language for Leadership		39
Team-Level Insights		39
Direct Link to Business Outcomes		39
Actionable Commitments		39
» KORN FERRY COMPETENCIES		39
BUSINESS ANALYTICS/ PROJECT MANAGEMENT/ INFORMATION SECURITY		40
Business Analytics and Data: The Evidence of Evidence- Based Management		41
Goutam Chakraborty, Ph.D. — Director of MS in Business Analytics and Data Science, holds the SAS® Professorship in Marketing Analytics, and Professor of Marketing at Oklahoma State University		41
or		41
Dursun Delen, Ph.D. — William S. Spears Chair in Business Administration and Professor of Management Science and Information Systems in the Spears School of Business at Oklahoma State University		41
The combination of advances in technology and the explosion of data generated and collected have brought business analytics and the concept of big data to the forefront of the popular business press. This seminar will explore how various analytic tools can help transform businesses and organizations through their strategic application.		41
Participants will see how analytics can apply in all portions of an organization and will learn how to best apply the many analytic tools available, and how to prepare an organization for their on-going, effective use.		41
This seminar is sponsored by the School of Marketing and International Business and the Center for the Future of Work in the Spears School of Business at Oklahoma State University.		41
» KORN FERRY COMPETENCIES		41
Manages complexity | Cultivates innovation | Self-development | Strategic mindset | Drives vision and purpose		41
Business Process Improvement and Project Management		42
Marc Tower, Ed.D. — Assistant Dean, Innovation Education and Growth, Spears School of Business and Associate Professor of Professional Practice, School of Entrepreneurship		42
This seminar will provide participants with the basic tools to improve their businesses in meaningful ways. The result is lower costs, fewer errors, more efficient use of resources, better customer service, and more engaged employees from applying these concepts to their business processes. Every business must constantly improve its processes to be suc- cessful. This seminar covers the basics of Business Process Improvement, including terminology, identifying and selecting projects, planning, management and execution, analysis, and measurement. This seminar includes practical exercises and examples that can apply to any type of business, large or small.		42
Participants will be able to develop and successfully execute Business Process Improvement projects. You will learn basic project management and process mapping, including techniques and tools. You will also learn how to measure the results of work and how to monitor and adjust new processes.		42
This seminar is presented by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants will receive 0.7 continuing education units (CEUs) for this seminar.		42
SEMINAR OUTLINE		42
I. Process improvement		42
A. Why process improvement is important		42
B. Defining a process		42
II. Where to start?		42
III.		42
A. How to select a project		42
B. Goals, scope and management		42
Basic concepts		42
A. Time		42
B. Value		42
C. Inertia		42
D. People		42
IV. Diagramming a process		42
A. Options		42
B. Tools		42
V. Measuring		42
A. What to measure		42
B. How to measure VI. Analysis and application		42
VII. Applying changes		42
VIII. Measure and adjust		42
IX.		42
Closing discussion		42
» KORN FERRY COMPETENCIES		42
Ensures accountability | Manages ambiguity | Collaborates | Decision quality | Drives engagement | Plans and aligns | Drives results | Builds effective teams | Optimizes work processes		42
Data Science and Machine Learning Made Easy: Turning Business Managers into Citizen Data Scientists		43
Dursun Delen, Ph.D. — William S. Spears Chair in Business Administration, Patterson Family Endowed Chair in Business Analytics, Director of Research for the Center for Health Systems Innovation, and Regents Professor of Management Science and Information Systems in the Spears School of Business at Oklahoma State University		43
Data science, AI, and machine learning are transforming the way businesses make decisions — enabling smarter, faster, and more informed strategies. This hands-on workshop introduces managers to the power of intuitive, visual, and open-source data science tools. Participants will gain practical skills in building and testing machine learning models, empowering them to become “citizen data scientists” who can confidently apply AI in real-world business contexts.		43
At the end of this seminar, participants will:		43
Have a clear understanding and appreciation of the capabilities and limitations of business analytics and data science		43
Know the relationships between business analytics/data science concepts and AI/Machine learning tools and techniques.		43
Learn and appreciate the capabilities and ease of use of free, open-source analytics platforms like KNIME and Python.		43
Know how to easily and rapidly access data and develop predictive models using these visual analytics tools and platforms.		43
Become a smarter consumer of business analytics and data science tools and techniques		43
SEMINAR OUTLINE		43
The length of the seminar/workshop can be adjusted based on the needs and wants of the client. All seminars include the first four modules, while extended seminars include modules five and six.		43
I. A clear overview of business analytics, data science, AI, and machine learning		43
A. What they are and how they relate to each other.		43
B. What they can do for business.		43
C. Why are they so popular.		43
II. Standard methodologies (step-by-step roadmaps/precipices) for conducting business analytics and data		43
science projects.		43
A. Best practices from the real-world application cases		43
III. Popular tools and platforms used for business analytics.		43
A. Commercial versus free/open source		43
B. Critical comparison for smarter and client-need-specific adoptions		43
IV. Demonstrations and hands-on experiences with popular software tools		43
A. Free, and open-source visual tools like KNIME and Python		43
V. Company/client specific project initiatives (instructor-led, student/participant-executed projects)		43
» KORN FERRY COMPETENCIES		43
Manages complexity | Cultivates innovation | Decision quality | Strategic mindset | Drives vision and purpose		43
Demystifying Business Analytics and Data Science		44
Dursun Delen, Ph.D. — William S. Spears Chair in Business Administration, Patterson Family Endowed Chair in Business Analytics, Director of Research for the Center for Health Systems Innovation, and Regents Professor of Management Science and Information Systems in the Spears School of Business at Oklahoma State University		44
Business intelligence, business analytics, data science, and applied machine learning are popular buzzwords used to highlight the importance of data-driven, evidence-based, optimal managerial decision-making. The ultimate goal for these recent trends is to enable managers with the insight they need to make smarter, faster business decisions. As we all know, the traditional notion of learning from mistakes no longer applies; the reality nowadays is the one-strike-and- you’re-out rule.		44
Surviving the current business environment requires absolute precision in the way the managers recognize problems and opportunities and calculate and implement the most optimal decisions in a timely manner. Organizations that use business analytics not only can survive but often thrive in this type of complex business environment. Business analytics (once considered as an advanced/optional ability) is now a commodity—a must-have organizational capability. With business analytics, firms can use data to understand what happened, foresee what will happen, and implement what should happen. It is the current gold standard for business management.		44
The objective of this seminar is to demystify these popular managerial concepts, build a foundational knowledge of their capabilities, and provide real-world examples and application cases for ease of understanding and internalization.		44
At the end of this seminar, participants will:		44
• Have a clear understanding and appreciation of the capabilities of business analytics/data science, • Differentiate between descriptive, predictive, and prescriptive analytics, • Know the popular methods and tools used for data visualization and prediction modeling, • Develop intuitive business analytics models in popular tools like Excel, SAS, and KNIME, • Become a smarter consumer of business analytics and data science.		44
This seminar is sponsored by the Management Science and Information Systems and the Center for the Future of Work in the Spears School of Business at Oklahoma State University.		44
Evidence-Based Management: Better Decision-Making		45
Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University		45
We like to think that we are objective decision makers who rely on facts to make rational decisions. Research, however, indicates that actually, our decisions are much more subjective and irrational than what we imagine. Most of us tend to follow best practices, previous experiences, personal beliefs, etc., to make our decisions – things that may be completely irrelevant to the decision we face. Evidence-based management entails people thinking more scientifically.		45
To become better decision makers, we need to think critically, identify the best available information, and hold our sub-		45
jective biases in check. In this seminar, we will examine the perils of decision-making and work on techniques that will		45
allow us to make more objective and rational decisions.		45
After completing the seminar, participants should be able to:		45
• Formulate focused questions		45
• Search effectively for evidence in online research databases		45
• Understand the basics of research methodology and study design		45
• Critically appraise evidence for its validity and applicability		45
• Integrate the evidence with managerial expertise and judgment		45
• Monitor the outcome		45
Format options:		45
Face-to-face seminar with minimal lecture, self-assessment, and discussion, cases, web activities, etc. This seminar will		45
be available in a one to six-hour seminar with the possibility of future collaboration with business analytics or another		45
professor for a two-day seminar.		45
Benefits:		45
Attendees will be better equipped to make non-programmed managerial decisions by asking better questions, finding		45
better sources for information, balancing that information with intuition, etc. This will in turn benefit their companies’		45
bottom-line performance by reducing strategic and tactical errors. Therefore, firms will save money from potentially		45
failed projects and decisions, while creating more profits from better decisions and strategic plays.		45
Who should attend:		45
The seminar will target upper-level executives to mid-level managers faced with non-programmed decisions. These deci-		45
sion makers could be in the areas of sales, manufacturing, service firms, governmental leaders, oil and gas development,		45
and public officials, etc. This topic is available on-site.		45
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School		45
of Business at Oklahoma State University. This seminar may vary in the number of hours from one to six hours depending		45
on the content provided and the number of continuing education units (CEUs) provided accordingly.		45
Continued on next page…		45
SEMINAR OUTLINE		46
III.		46
with a post-seminar assignment that will have them investigate a particular issue in their work and try to		46
bring evidence based management to the forefront of		46
the decision-making process. The instructor will stay		46
in touch with the participants and have a follow-up		46
session to discuss the outcomes they develop and		46
suggest to their company.		46
» KORN FERRY COMPETENCIES		46
Information Assurance for Front-Line Employees		47
James Burkman, Ph.D. — Clinical Associate Professor in the Management Science and Information Systems Department in the Spears School of Business at Oklahoma State University		47
The best defenses that every company has against malicious computer attacks are vigilant and knowledgeable employees. This seminar will teach employees to understand how hackers work (which is much different than in television show). Specific, actionable counters are provided alongside discussions of various threats. The seminar also helps employees understand the differences and similarities between good computing behavior at work and home, including relevant legal and ethical issues.		47
Participants in this seminar will gain easy to use, common sense tools and practices to keep themselves and University. Participants earn 0.4 continuing education units (CEUs) and this seminar covers four hours of presentations with demon- stration and interactive participation.		47
Benefits: Being part of a culture of security within the company gives employees an extra opportunity to provide valuable, visible contributions. It also helps employees avoid embarrassing and potentially damaging pitfalls like the loss of customer data or the compromise of someone else’s personal information.		47
Who should attend: Front-line employees and managers should enroll in this seminar before taking the Information Assurance for Managers seminar.		47
SEMINAR OUTLINE		47
I.		47
II.		47
III.		47
Understanding hackers		47
A. Hacker types and motives		47
B. Anatomy of an attack (demo, examples)		47
Threats and counters I		47
A. Social media		47
B. Social engineering		47
C. Passwords (exercise/demo) email password		47
Threats and counters II A. Viruses and adware		47
B. Phishing C. Physical (theft, thumb sucking, WiFi) D. Smart cards E. Updates		47
IV. Work and home		47
A. Differences in privacy		47
B. Legal and ethical issues (interactive)		47
C. Awareness and knowledge sharing		47
» KORN FERRY COMPETENCIES		47
Communicates effectively | Manages complexity | Situational adaptability | Tech savvy		47
Information Assurance for Managers		48
James Burkman, Ph.D. — Clinical Associate Professor in the Management Science and Information Systems Department in the Spears School of Business at Oklahoma State University		48
Designed for managers across all functional areas, this interactive, four-hour seminar bridges the gap between technical awareness and practical response. Attendees will learn how to reduce common security risks by engaging and educating employees, ultimately strengthening their organization’s defense posture.		48
Presented by: The Department of Management Information Systems and the Center for the Future of Work, Spears School of Business, Oklahoma State University		48
CEUs:		48
0.4 Continuing Education Units (CEUs) awarded		48
Who Should Attend:		48
Managers and employees seeking a deeper, practical understanding of computer and data security—no technical background required.		48
SEMINAR OUTLINE		48
II.		48
» KORN FERRY COMPETENCIES		48
Project Management		49
Stephanie Royce, Ph.D. — Assistant Professor of Practice in Management and Director of the Executive Ph.D. Program in the Spears School of Business at Oklahoma State University		49
The objective of this seminar is to introduce basic project management concepts and tools. It can be customized to any audience depending on experience and training, from experienced project professionals looking to hone their skills to those with no previous project management training.		49
The length of the seminar can also be tailored to meet participants’ needs depending on the level of detail and depth required. Upon completion of this seminar, participants will have an appreciation of project management best practices, the roles/responsibilities of a project manager, and helpful scheduling/reporting tools and techniques. The concepts, processes, and tools learned during the seminar can be adapted to any environment. Participants will leave the seminar better equipped to lead small to medium-sized projects regardless of their discipline or industry.		49
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University.		49
SEMINAR OUTLINE		49
I.		49
II.		49
Basic concepts		49
A. What is a project? B. What is project management? C. Why is project management important? D. What is the role of the project manager? E. What is the project environment? Project initiation		49
A. Identify project stakeholders B. Identify project tam C. Determine deliverables and exclusions D. Identify project constraints E. Establish acceptance criteria		49
F. Develop a project scope statement		49
III.		49
Project planning		49
A. Organize project team B. Develop a project schedule C. Develop a project budget D. Create a communication plan E. Create a change management plan		49
F. Create a risk management plan		49
IV.		49
V.		49
VI.		49
Project execution		49
A. Lead project team B. Maintain accountability C. Direct project work and manage processes Project monitoring and control		49
A. Monitoring schedule and deliverables B. Monitoring project budget C. Communication and reporting D. Scope change E. Anticipating risk Project close		49
A. Verify deliverables and stakeholder		49
approval		49
B. Document lessons learned		49
C. Finalize and archive project documents		49
» KORN FERRY COMPETENCIES		49
Collaborates | Communicates effectively | Directs work | Drives results | Ensures accountability | Manages ambiguity | Manages complexity | Plans and aligns		49
Understanding Business Analytics to Improve Company Performance		50
Goutam Chakraborty, Ph.D. — Director of MS in Business Analytics and Data Science, holds the SAS® Professorship in Marketing Analytics, and Professor of Marketing at Oklahoma State University		50
WHAT YOU’LL LEARN:		50
Data visualization		50
Pattern discovery		50
Predictive modeling		50
WHO SHOULD ATTEND:		50
Business professionals from any discipline who want to enhance their decision-making through data.		50
CEUS: 0.8 CONTINUING EDUCATION UNITS (CEUS) AWARDED		50
SEMINAR OUTLINE		50
I.		50
» KORN FERRY COMPETENCIES		50
COACHING AND CONFLICT RESOLVING		51
Accountability at Work: How to Eliminate Mediocrity and Increase Productivity		52
Kyle Eastham — Lecturer of School of Entrepreneurship in the Spears School of Business at Oklahoma State University		52
Mediocrity or just getting by or good enough doesn’t cut it in the business world. Your organization cannot settle for good enough. Find out the difficult, but critical steps you must take to get the job done. Begin by learning seven steps to stamp out mediocrity and promote excellence to be more profitable, more productive, and have better employee retention.		52
This seminar is sponsored by the School of Entrepreneurship and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon completion of this seminar.		52
SEMINAR OUTLINE		52
I.		52
Fire someone		52
II.		52
A. Responsibilities to your constituents, other employees and taxpayers B. Statistics of the effect of firing in your company C. Keeping your employees out of the bottom rankings year after year Hire character, train skill		52
III.		52
A. Traits and qualities of employees B. How long to teach new employee skills C. Teaching value and qualities Insist on and reward excellence A. How do you define excellence at your workplace? B. What are the expectations of employees? C. How are top performers rewarded? D. How do high-performance organizations obtain excellent performance?		52
IV. Develop emerging leaders		52
A. Finding the best set of skills from your employees		52
B. How to make sure you have emerging leaders to cover experienced management		52
V.		52
Instill pride and ownership in the job		52
VI.		52
A. Instilling pride in your organization B. Finding ways to promote pride in your organization Find a mentor/Be a mentor A. Mentor relationships can be formal or informal B. Why mentors invest time and energy to help you succeed C. Finding that right mentor that you could benefit from D. Finding that right mentee that could benefit from you		52
VII. Be straight forward with employees on performance appraisals		52
A. Why are supervisors reluctant to be candid with their employees on appraisals B. Find out the messages you are giving to your employees and the workforce C. Defining expectations D. Motivating supervisors to be honest on performance appraisal		52
» KORN FERRY COMPETENCIES		52
Ensures accountability | Attracts top talent | Courage | Develops talent | Builds effective teams		52
Crucial Communications		53
Bryan Edwards, Ph.D. — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		53
Everyone has experienced painful interactions and communications with colleagues. Unfortunately, these interactions are not uncommon. Therefore, many of us simply accept them as part of work and move on settling for “peace and pay.” However, if you could turn around such an interaction in a mutually respectful and beneficial manner, wouldn’t you? That is the revolutionary method that is critical to successfully navigating a crucial conversation. Built upon years of managerial research, this instruction on crucial conversations can help you discover where you are stuck, create safe patterns of interactions among colleagues (and other important persons in your life), and move forward to get the most out of your work life (and home life).		53
This seminar will advise business owners, executives, and managers how to communicate more effectively when emo- tions are involved, the stakes are high, and opinions vary. By better communicating, you will become a more effective leader and thereby positively impact the bottom line of your business. You also will gain knowledge regarding your style under stress. Typically, most individuals move towards verbal silence or towards verbal aggression when faced with a crucial interaction at work. By identifying your style under stress, you can better tackle methods to increasing your skill in successfully navigating crucial interactions. The takeaway will be an eight-step process that you can implement to sharpen your skills.		53
This seminar is presented by the Department of Management and the Center for the Future of Work in the Spears School of Business. Participants earn 0.7 continuing education units (CEUs) upon completion of this seminar.		53
SEMINAR OUTLINE		53
I. Advanced organizer		53
II. Identifying your style under stress (assessment)		53
III. Dialogue is the key		53
IV.		53
Identifying crucial interactions		53
V. Creating mutual respect and purpose		53
VI. Mastering emotions and stories		53
VII.		53
VIII.		53
Speaking persuasively, not abrasively		53
Listening to others		53
IX. Moving towards action		53
X.		53
Creating participant action plans		53
» KORN FERRY COMPETENCIES		53
Action oriented | Communicates effectively | Manages complexity | Courage | Interpersonal savvy | Persuades		53
Coaching for Impact: Enhancing Leadership with GROW and SBI Models		54
Pearl Sumathi, Ph.D. — Assistant Professor of Practice for the Department of Management in the Spears School of Business at Oklahoma State University		54
This interactive workshop is designed for senior leaders to enhance their coaching skills in just 1.5 hours by utilizing the GROW coaching model followed by the Situation- Behavior- Impact Model (SBI). Participants will learn to engage in impactful coaching conversations and provide constructive feedback to foster a high-performance culture.		54
LEARNING OBJECTIVES/OUTCOMES		54
By the end of this workshop, participants will:		54
Understand the GROW coaching model and its practical applications.		54
2. Learn the principles of the SBI for effective feedback.		54
3. Develop skills for meaningful coaching conversations.		54
TARGET AUDIENCE		54
Senior leaders and executives seeking to improve their coaching abilities and cultivate a culture of feedback.		54
SESSION OUTLINE		54
This session can also be delivered as a half-day workshop. The outline below reflects a 90-minute format.		54
Session 1: Introduction to the GROW Model (30 minutes)		54
Application Activity: Participants pair up and practice a coaching conversation using the GROW model, focusing on a real-life challenge.		54
Debrief: Quick debrief on experiences and insights from the role-playing.		54
Session 2: Understanding the Situation- Behavior- Impact (SBI) (30 minutes)		54
Application Activity: In pairs, participants identify a recent situation and articulate the behavior and impact using the SBI framework.		54
Debrief: A few pairs share their examples for group reflection.		54
Session 3: Integrating GROW and SBI Models (30 minutes)		54
Combining Approaches - Discussion on how to effectively integrate SBI feedback within the GROW framework for coaching conversations.		54
Application Activity: In small groups, participants create a coaching scenario that incorporates both GROW and SBI, then role-play these scenarios.		54
Closing: Reflection and Q&A (10 minutes)		54
» KORN FERRY COMPETENCIES		54
Develops Talent | Collaborates | Builds Effective Teams | Communicates Effectively | Being Resilient |Manages Ambiguity | Strategic Mindset		54
Enhancing Employee Motivation Through Coaching		55
Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		55
This highly interactive, engaging, and entertaining seminar is designed to help employees make the transition from management to leadership. Participants identify and learn behaviors and skills critical for effective leading.		55
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.4 continuing education units (CEUs) upon completion of this seminar.		55
SEMINAR OUTLINE		55
I.		55
II.		55
III.		55
Basics		55
A. Coaching vs. management B. Need for coaching C. Individual and organization benefits of coaching D. Coaching prerequisites and behaviors Enhancing employee performance		55
A. Dimensions of employee performance B. Determinants of employee performance C. Personal influence and employee performance D. Emphasizing behaviors, not just attitudes Coaching and employee enhancement A. Importance of role-modeling B. Effective goal-setting C. Cultivating fairness and justice D. Understanding and meeting emotional and social needs E. Providing performance feedback to reinforce behavior		55
IV. Wrap-up		55
» KORN FERRY COMPETENCIES		55
Communicates effectively | Manages conflict | Interpersonal savvy | Persuades		55
Executive Coaching for Emerging Leaders		56
Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		56
This six-month program follows a cohort-based model that fosters lasting growth through facilitator-led coaching, group sessions, and weekly participant-led check-ins. The focus is on developing real, sustainable behavioral change in the areas of leadership, decision-making, innovation, and driving impact—empowering participants to unlock their full leadership potential.		56
SEMINAR OUTLINE		56
I.		56
» KORN FERRY COMPETENCIES		56
Individualized Executive Coaching		57
This six-month, client-driven coaching engagement is focused on professional performance and career development, with 6–8 structured sessions tailored to the client’s goals. Clients can expect a confidential, collaborative process that uses research-validated assessments, targeted discussions, and actionable strategies to identify challenges and accelerate growth. Success in the engagement depends on the client’s commitment to the process, while the coach provides guidance strictly within the scope of executive coaching.		57
COACHING SERVICES		57
The coach will use questions, discussion, requests, interviews and research validated assessments to assist the client in identifying potential challenges/opportunities and targeting development objectives		57
The coach is an Executive Coach, and to that end will provide executive coaching services only. The coach does not provide personal counseling, psychological therapy or other related services provided by trained and certified counselors.		57
Manager as Conflict Resolver		58
Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		58
This highly engaging and informative seminar uses story-telling to explore the role of power in conflict management. Participants learn about sources of power available to them and ways in which they can cultivate personal and organi- zational power to effectively manage conflict.		58
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon completion of this seminar.		58
SEMINAR OUTLINE		58
I. Learn how power impacts conflict management		58
V. Effectively use power to mitigate and manage conflict		58
III. Learn to cultivate and enhance power for organizational good IV. Understand different power sources that best fit different situations		58
II. Identify one’s personal and organizational power sources		58
» KORN FERRY COMPETENCIES		58
Manages conflict | Drives engagement | Interpersonal savvy | Builds networks | Persuades | Instills trust		58
Managing Confrontations		59
Bryan Edwards, Ph.D. — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		59
Through a practical, research-based framework, participants will learn how to confidently address difficult situations, hold others accountable, and drive improved individual, team, and organizational results. The session focuses on making confrontation less intimidating and more effective by linking actions to natural consequences in a clear, constructive way.		59
WHAT YOU’LL LEARN:		59
Hold anyone accountable—regardless of position or personality		59
Lead productive performance discussions while preserving relationships		59
Motivate without using authority		59
Support others in resolving performance barriers—without taking over		59
Ideal for business owners, executives, and managers, this seminar builds leadership confidence, enhances workplace relationships, and improves results across the board.		59
SEMINAR OUTLINE		59
I. II. III. IV.		59
IX.		59
XI.		59
» KORN FERRY COMPETENCIES		59
Performance Management		60
Bryan Edwards, Ph.D. — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		60
The effective leader knows how to motivate followers with quantitative and qualitative rewards. When thinking of rewards we often only think of monetary compensation; however, recognition can be an effective motivational tool. In this semi- nar, we will discuss rewards and approaches of motivation, which include goal setting, reinforcement theory, and equity. We will examine the situations in which each of these approaches is most effective. Participants also will learn how to reward people efficiently and to help employees motivate themselves.		60
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon completion of this seminar.		60
SEMINAR OUTLINE		60
I. Dimensions of employee performance		60
A. Behaviors vs. attitudes B. In-role and extra-role behaviors C. Determinants of employee performance D. Understand the causes of employee		60
performance (good or bad)		60
II. Motivation		60
A. The art of appreciation B. Goal setting		60
i. Goal specificity		60
ii. Goal difficulty		60
iii. Participation		60
iv. Feedback		60
C. Reinforcement theory		60
i. Learn from past behaviors		60
ii. Types of reinforcers		60
a. Positive reinforcement		60
b. Negative reinforcement		60
c. Punishment		60
d. Extinction		60
iii. Reinforcement schedules		60
a. Continuous b. Fixed-interval c. Variable interval d. Fixed ratio e. Rules of reinforcement		60
D. Motivation reminders		60
i. Equity, equality, and fairness		60
ii. Tangible and intangible rewards		60
iii. Expectations		60
III. Wrap-up		60
» KORN FERRY COMPETENCIES		60
Ensures accountability | Communicates effectively | Develops talent | Drives engagement | Drives vision and purpose | Optimizes work processes		60
Using Your Talents to Lift Performance		61
Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		61
How do you feel after a long day at work? Invigorated? Drained? Are your employees working to their potential, or do they feel they are just working to kill time? Unfortunately, our culture is obsessed with weaknesses, and we tend to emphasize the negatives when it comes to our and other’s performance. As such, we do not spend enough energy focusing on what we do well.		61
Based on the work of Marcus Buckingham, we will discuss how to work from our strengths, rather than our weaknesses. We will also discuss how we can use positive influence to lift the performance of others.		61
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon completion of this seminar.		61
SEMINAR OUTLINE		61
I.		61
II.		61
III.		61
Strengthening individual performance		61
A. 3 myths of strengths and weaknesses B. Signs of strengths C. 3 components of strengths D. Managing around weaknesses Lifting the performance of others A. Psychological states and positive influence B. 4 questions that should guide our actions		61
i. What result do I want to create?		61
ii. What would my story be if I were living the values I expect of others?		61
iii. How do others feel about this situation?		61
iv. What are the 3+ strategies that I could use to accomplish my purpose for this situation?		61
Conclusions		61
» KORN FERRY COMPETENCIES		61
Develops talent | Drives engagement | Drives vision and purpose		61
COMMUNICATION		62
Becoming a Better Communicator		63
Jennifer Coonce — Assistant Professor of Professional Practice in the Department of Management at the Spears School of Business at Oklahoma State University		63
Why is it easier to communicate with some people than others? This practical, skill-building session explores that question and introduces a proven system for improving communication by focusing on behavior — not just personality.		63
Participants will learn the concept of versatility—the ability to make small, intentional behavioral adjustments to better connect with others. By applying this approach, you can reduce interpersonal tension, build stronger working relationships, and increase the support and respect you receive at work.		63
Through hands-on tools and techniques, you’ll gain the skills to communicate more clearly, confidently, and effectively in any setting.		63
OUTCOMES		63
• Better overall performance		63
• Manage conflict more effectively		63
• Promotion potential		63
• Lead a team more effectively		63
• Impact engagement of direct reports		63
• Earn trust faster and be more helpful to peers		63
• Build stronger relationships		63
• Work well within a team		63
• Increased ability to coach others		63
Offered by the Department of Management and the Center for the Future of Work at Oklahoma State University’s Spears School of Business. Participants earn 0.3 CEUs upon completion.		63
» KORN FERRY COMPETENCIES		63
Compelling Public Speaking for Leaders: Presentation Skills Development		64
Maribeth Kuzmeski, Ph.D. — Clinical Assistant Professor for the School of Marketing and International Business in the Spears School of Business at Oklahoma State University		64
and		64
Jerry Rackley — Executive-in-Residence for the Department of Marketing in the Spears School of Business at Oklahoma State University		64
Participants will develop the confidence and skills to deliver persuasive presentations in any setting—whether leading a team meeting, pitching an idea, or speaking at a conference.		64
WHAT YOU’LL LEARN:		64
Structure presentations for clarity, impact, and engagement		64
Use tone, body language, and movement to enhance delivery		64
Read and respond to audience cues in real time		64
Build confidence and improve leadership presence		64
Gain quicker buy-in through clear, persuasive communication		64
CEUs: Participants earn 0.3 to 0.6 Continuing Education Units (CEUs) upon completion.		64
SEMINAR OUTLINE		64
I.		64
II. III.		64
VI.		64
» KORN FERRY COMPETENCIES		64
Editing and Proofreading		65
Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications at Oklahoma State University-Tulsa		65
It’s true! Some of those grammar and punctuation rules you learned in school have changed. You may be won- dering: Where do I put my punctuation marks? Am I using this word correctly? Are there two spaces after a period in a sentence or only one?		65
These questions and more will be answered in this seminar. Kim presents a fresh look at new rules and revis- its some of the old ones that you may have forgotten. She focuses on presenting you with simple methods of understanding and remembering rules for complicated topics, such as when to use who and whom. Kim will also discuss the importance of correctness and professionalism in your business writing and will guide you through proofreading strategies for improved business communication.		65
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.		65
SEMINAR OUTLINE		65
I.		65
Punctuation		65
II.		65
A. Need for commas B. Proper use of apostrophes C. Placement of punctuation Sentence rules A. Myths and changes B. Ending sentences with prepositions C. Beginning sentences with and, but,		65
however, and because		65
III.		65
D. Spacing after sentences		65
Pronouns		65
A. Me, myself and I B. Who and whom C. Each and every D. That		65
IV. Numbers		65
A. Ordinal vs. cardinal numbers B. Writing dates C. Writing time		65
V. Word choice		65
VI.		65
A. Confusing pairs (such as affect/effect) B. Repetition C. Wordiness D. Professionalism Proofreading		65
A. Misspelled words B. Typographical errors C. Strategies to eliminate errors		65
» KORN FERRY COMPETENCIES		65
Business insight | Communicates effectively | Develops talent | Interpersonal savvy | Nimble learning | Demonstrates self-awareness | Self-development		65
Executive Presence: Overcoming Fear and Building Confidence		66
Andrew L. Urich, Ph.D. – Associate Professor of Management, Chair and Director of Student Development, Eastin Center for Career Readiness in the Spears School of Business at Oklahoma State University		66
This seminar helps professionals build and communicate executive presence through strong language, confident body language, and the ability to lead in unpredictable situations. Participants will learn how to project credibility, influence others, and inspire trust—core traits of effective executive leaders.		66
Presented by the Department of Management and the Center for the Future of Work, Spears School of Business, Oklahoma State University		66
CEUs: 0.3 Continuing Education Units (CEUs) awarded		66
SEMINAR OUTLINE		66
» KORN FERRY COMPETENCIES		66
Fine-Tuning Your Business Writing		67
Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications at Oklahoma State University-Tulsa		67
This seminar will teach you such skills as organization, consistency, and punctuation to achieve clarity and accuracy in your writing. It will help you reacquaint yourself with some of the essential rules of writing and provide you with some new pointers that will improve the overall readability of your business documents. Remember that accuracy and atten- tion to detail in your writing could reflect on you and/or the company for which you work and may also determine what people will read and what they will not.		67
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.		67
SEMINAR OUTLINE		67
I.		67
II.		67
III.		67
IV.		67
Constructing clear sentences		67
A. Limiting sentence content B. Eliminating unnecessary words C. Emphasizing by type of sentence Composing powerful paragraphs		67
A. Including what is needed B. Moving the message forward C. Connecting ideas Emphasizing points effectively A. Identifying what is most important B. Positioning and spacing C. Using mechanical devices Communicating correctly		67
A. Commas B. Semicolons C. Colons D. Apostrophes		67
» KORN FERRY COMPETENCIES		67
Business insight | Communicates effectively | Develops talent | Interpersonal savvy | Nimble learning | Demonstrates self-awareness | Self-development		67
Improving Presentation Skills: Making a Powerful Impact		68
Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications at Oklahoma State University-Tulsa		68
Good presentation skills play an important role in any successful career and are necessary at every career stage from entry-level positions to upper management. In this seminar, you will first learn about the primary features of presenting, including preparation, organization, audience rapport, and delivery and reducing fear of speaking in front of others.		68
We will also look at the proper use and design of visual aids and focus on the basics of creating multimedia presentations using PowerPoint slides. The use of such visual technology will assist you in creating presentations that your listeners will notice but will understand and remember.		68
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.		68
SEMINAR OUTLINE		68
I.		68
Getting ready to speak		68
A. Importance of effective presentations B. Know your presentation purpose C. Analyze your audience makeup (who they		68
are and what they need to learn)		68
D. Gain situational awareness		68
E. Make a good first impression		68
F. Establish credibility		68
G. Overcome nervousness		68
H. Build confidence		68
I. Know your introduction		68
II. Organizing content and perfecting delivery		68
A. Connect with your audience B. Refine vocal delivery C. Using non-verbal cues effectively D. Strategically organize content E. Maintain your audience’s attention		68
F. Know your conclusion		68
III. Dealing with difficult situations		68
IV.		68
A. Dealing with difficult audience personalities B. Managing conflict C. Responding to questions Incorporating visual aids		68
A. Selecting appropriate and effective visuals B. Organizing and formatting content in		68
PowerPoint		68
C. Creating an attractive appearance in		68
PowerPoint		68
» KORN FERRY COMPETENCIES		68
Business insight | Communicates effectively | Demonstrates self-awareness | Develops talent | Interpersonal savvy | Nimble learning | Self-development		68
Leveraging Social Styles and Versatility to Improve Negotiations and Decision Making		69
Jennifer Coonce — Assistant Professor of Professional Practice in the Department of Management at the Spears School of Business at Oklahoma State University		69
This advanced communication session builds on behavioral insights to improve collaboration, adaptability, and influence in the workplace. Participants will learn how to identify different social styles, interpret behavioral cues, and adjust their own style to communicate more effectively.		69
The session explores how various styles approach decision-making and how to tailor your communication to build trust and support. A key focus is on versatility—the skill of flexing your behavior to connect with a wider range of people through emotional intelligence and situational awareness.		69
Ideal for professionals seeking to strengthen workplace relationships and lead with greater impact.		69
OUTCOMES		69
• Earn trust faster and be more helpful to peers		69
• Build stronger relationships		69
• Work well within a team		69
• Increased ability to coach others		69
• Better overall performance		69
• Manage conflict more effectively		69
• Promotion potential		69
• Lead a team more effectively		69
• Impact engagement of direct reports		69
Through practical insights and behavior-based models, this course equips individuals to become more persuasive, adaptive, and empathetic communicators in diverse settings.		69
Offered by the Department of Management and the Center for the Future of Work at Oklahoma State University’s Spears School of Business. Participants earn 0.3 CEUs upon completion.		69
» KORN FERRY COMPETENCIES		69
Mental Wellness: Creating Mental Wellness Literacy		70
Marjorie A. Erdmann, Ph.D. — Director, Center for Health Systems Innovation, Lecturer at Spears School of Business and College of Osteopathic Medicine		70
Work is a powerful contributor to our mental wellness. More and more employers are embracing their role in the mental wellness of their employees to achieve a high performing workforce, especially in the face of our current national mental health crisis. What is often not addressed is instilling a basic literacy of mental health and brain functioning and teaching methods to communicate about mental health. In this workshop we aim to gain a collective language and framework for mental health, important realizations about how our brains work, and provide tips to discuss and manage mental health in the workplace.		70
» KORN FERRY COMPETENCIES		70
Communicates effectively | Demonstrates self-awareness | Interpersonal savvy | Instills Trust | Self-development		70
Networking and Building Profitable Relationships		71
Andrew L. Urich, Ph.D. — Associate Professor of Management, Chair and Director of Student Development, Eastin Center for Career Readiness in the Spears School of Business at Oklahoma State University		71
This engaging seminar helps you build the confidence, presence, and people skills needed to thrive in any business setting. Through vivid examples and thought-provoking insights, you’ll learn how to form meaningful connections, navigate difficult personalities, and create opportunities for success.		71
WHAT YOU’LL LEARN:		71
Build confidence and overcome fear		71
Understand the science of success and likeability		71
Network effectively and create emotional connections		71
Handle irrational people and challenging situations		71
Recognize and act on opportunities		71
Presented by the Department of Management and the Center for the Future of Work, Spears School of Business, Oklahoma State University		71
CEUs: 0.3 to 0.6 Continuing Education Units (CEUs) awarded		71
SEMINAR OUTLINE		71
I.		71
» KORN FERRY COMPETENCIES		71
Professional Business Email Writing and Etiquette		72
Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications at Oklahoma State University-Tulsa		72
The modern workplace is driven by new technologies, a rapidly changing economy, and the need to communicate with different audiences from all over the globe. Writing, specifically email, is the medium that conducts much of this business and connects the modern world. With email being the dominant form of business communication, business professionals must learn and practice proper email etiquette.		72
This seminar will discuss the advantages of using email in the work environment and how to write these messages to maximize effectiveness and efficiency. You will also learn how to avoid common pitfalls of email use that can quickly turn your writing efforts into wasted time. Using the proper techniques and following a few basic guidelines, you will discover how to use email to simplify your work communication and communicate your message.		72
SEMINAR OUTLINE		72
I.		72
Introduction		72
II.		72
A. Importance of professionalism in emails B. Advantages and disadvantages of email C. When email should be used Professional email characteristics		72
A. Formal vs. informal tone B. Word selection C. Appearance D. Correctness		72
III. Organization and content		72
A. Subject line B. Salutation and closing C. Opening, body, conclusion D. Graphic highlighting E. Replying and attachments		72
IV. Dangers of email		72
A. Loss of privacy B. Ethical issues		72
» KORN FERRY COMPETENCIES		72
Business insight | Communicates effectively | Develops talent | Interpersonal savvy | Nimble learning | Demonstrates self-awareness | Self-development		72
Speaking Beyond Words: Mastering Body Language & Tone for Real Communication Impact		73
Maribeth Kuzmeski, PhD — Clinical Assistant Professor for the School of Marketing and International Business in the Spears School of Business at Oklahoma State University		73
Most communication programs focus on what to say. But research shows that words account for only a small fraction of how our messages are actually received. In this powerful session, we shift the focus from scripts and sentences to the real drivers of influence: body language, tone, posture, presence, and emotional delivery		73
Designed for leaders, managers, high-potential talent, sales professionals, HR/L&D teams, and client-facing roles, this session reveals how others form judgments about confidence, credibility, and trust before the first sentence is even processed. Participants will learn how to align their physical presence and vocal tone with their message to lead with clarity, authority, and authenticity. This is not a “what to say” workshop - it’s a masterclass in how to show up.		73
OUTCOME		73
Participants will leave with actionable strategies to:		73
· Command the room through posture, eye contact, and energy		73
· Use tone to convey conviction, empathy, urgency, or inspiration		73
· Prepare for high-stakes conversations by rehearsing presence, not just words		73
· Build trust and influence in leadership, sales, and client communication		73
If you want your message to be heard, you must first be felt.		73
» KORN FERRY COMPETENCIES		73
Communicates effectively | Instills trust | Drives engagement | Demonstrates self-awareness		73
Strengthening Your Network: Enhancing Professional Relationships		74
Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University		74
The key to a properly structured professional network lies in the types of relational ties that we have and can develop. This seminar will demonstrate the importance of relationships in building your career, emphasize the benefits of a properly structured professional network, and examine how to develop the right types of relationships with the right kinds of people.		74
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.		74
SEMINAR OUTLINE		74
I.		74
Introduction		74
A. Value of a professional network B. It’s a small world		74
II. Network basics and assessment		74
III.		74
A. How it works B. Forms of relations C. Assessing your network Types of relationships and their value		74
A. Having a broker B. Being a broker		74
IV. How to develop and manage relationships		74
V. Knowledge of networks		74
VI.		74
A. Do you know what you think you know? B. Who is connected to whom? C. Using what you know Conclusion		74
A. Pitfalls B. Summary		74
» KORN FERRY COMPETENCIES		74
Develops talent | Interpersonal savvy | Builds networks | Self-development		74
Words at Work: Business Writing for Success		75
Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications at Oklahoma State University-Tulsa		75
Business professionals who can prepare effective business documents make a great first impression. This seminar will teach you the writing skills and techniques to communicate information clearly, concisely, and conscientiously.		75
In addition to good writing, you will also learn persuasive, effective writing techniques that will create an impact through your selection of words and style. You will quickly discover that right words can make a difference in the way your mes- sage is received. The seminar also will show characteristics necessary to achieve your writing goals in particular types of business documents.		75
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.		75
SEMINAR OUTLINE		75
I. Adapting your words		75
II.		75
A. Using familiar words B. Selecting strong, vigorous words C. Applying concrete, precise language D. Using gender-neutral words Building business relationships		75
III.		75
A. Developing “you” view B. Expressing yourself positively C. Singling out the reader D. Doing more than is expected E. Being sincere Selecting words cautiously		75
A. Reducing technical words and acronyms B. Using slang and clichés sparingly C. Avoiding words that stereotype D. Resisting tendency to be formal E. Eliminating rubber-stamp phrases		75
F. Refraining from preaching/condescending		75
IV.		75
Preparing business documents		75
A. Email and memos B. Inquiries and good-news letters C. Bad-news letters D. Persuasive letters		75
» KORN FERRY COMPETENCIES		75
Business insight | Communicates effectively | Develops talent | Interpersonal savvy | Nimble learning | Demonstrates self-awareness | Self-development		75
CUSTOMER SERVICE		76
Delivering Exceptional Customer Service: A Culture of Customer-First		77
Maribeth Kuzmeski, Ph.D. — Clinical Assistant Professor for the School of Marketing and International Business in the Spears School of Business at Oklahoma State University		77
This professional development seminar will share the principles of exceptional customer service to build a customer-fo- cused culture, embed a service mindset, and deliver exceptional service. Through this seminar, you will gain strategies for engaging customers, responding with care and empathy, and learning to address problems, and implementing service fail-safes.		77
In this seminar, emphasis will be placed on improving outcomes, including increasing customer satisfaction, giving cus- tomers reasons to return, enhancing referrals and word-of-mouth, and boosting revenue.		77
This program is sponsored by the School of Marketing and International Business and the Center for the Future of Work		77
in the Spears School of Business at Oklahoma State University. Participants earn 0.6 to 1.2 continuing education units		77
(CEUs) depending on the length of the program.		77
SEMINAR OUTLINE		77
I. Become the experience		77
II.		77
III.		77
A. Extraordinary customer experience examples B. Organization’s experience mantra Serve with empathy A. Customer service scenarios—exceptional service and common ways we fail B. Putting yourself in the customer’s shoes C. Interactive exercise and role playing Connect with respect A. Service communication scenarios: Exceptional vs. bad B. Words matter: The power of what you say C. Impactful personal greetings		77
i. Best practice communications on the phone or in person		77
ii. Developing a consistent style		77
iii. Inviting or disarming a customer interaction		77
iv. Best practice listening skills		77
v. Friendly body language		77
D. Effective written communications		77
i. Words to use in proper greetings		77
ii. Grammar review: Capitalizing, underlining, bold text. When to do what?		77
iii. Changing words to engage customers and foster better teamwork		77
iv. Communicate in writing as if the person was in front of you		77
v. Implement the 10-minute rule before communicating in a difficult situation		77
E. Interactive exercise and role playing		77
Continued on next page…		77
IV.		78
V.		78
» KORN FERRY COMPETENCIES		78
Design Thinking 101: Driving Successful Customer Relationships		79
Pearl Sumathi, Ph.D. — Assistant Professor of Practice for the Department of Management in the Spears School of Business at Oklahoma State University		79
Design Thinking is a proven problem-solving protocol that any business or individual can use to achieve outstanding results and create a competitive advantage. IBM’s Design Thinking Practice produced an ROI of 301% (“The Total Economic Impact™ of IBM’s Design Thinking Practice,” 2018). Meet your clients’ internal and external needs with creative and inno- vative methods by using Design Thinking.		79
This seminar is a unique opportunity to learn the Design Thinking process and explore ways to connect with your real world of work. No matter which part of the organization you are in, you can use this framework to achieve measurable success with your clients.		79
At the end of the seminar you will be able to:		79
• Understand the different phases of Design Thinking • Obtain prime industry examples where Design Thinking was successfully used • Practice Design Thinking through a hands-on group activity • Identify or commit to an area of your work where you can deploy this framework • Formulate tips to use this framework in your area of work		79
This seminar can be delivered as a face-to-face session or as a webinar with seminars lasting up to three hours. This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon completion of the seminar.		79
» KORN FERRY COMPETENCIES		79
Manages ambiguity | Collaborates | Communicates effectively | Manages complexity | Customer focus | Develops talent | Drives engagement | Cultivates innovation | Strategic mindset		79
Sales Magnetism! Lead Customers to a Decision Through Proving Your Undeniable Value		80
Maribeth Kuzmeski, Ph.D. — Clinical Assistant Professor for the School of Marketing and International Business in the Spears School of Business at Oklahoma State University		80
Sales Magnetism! is a process to attract and lead customers to a decision that is right for them, not to sell in a traditional manner. It is founded upon a company’s intrinsic benefits, strategic development of relationships, and passion for exposing its unique culture. The result is a decision by the customer to buy, continue to buy, and become a vocal fan-fueled by the use of your magnetic opportunities to create an ongoing magnetic attraction.		80
This workshop is sponsored by the School of Marketing and International Business and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.1 to 0.6 continuing education units (CEUs) upon completion of this seminar.		80
The Sales Magnetism! Motto: If we have what you want, we will never “sell” you anything.		80
SEMINAR OUTLINE		80
I. Magnetism! Part 1: Sharing, not selling proof points		80
A. Recognizing the significant value proof points in the firm. B. Methods for introducing and discussing significant value proof points in every new customer interaction. C. Methods for reminding current customers of your significant value proof points. D. Identifying and overcoming objections before they are voiced by the customer. E. Active learning exercise: Identify magnetic opportunities through use of your proof points.		80
II. Magnetism! Part 2: It’s about the people		80
A. Where is the memorable customer connection being made? B. Enhancing relationships through maximizing key connection points. C. Opening lines to engage all customers. D. Active learning exercise: Identify magnetic opportunities within your customer relationships.		80
III. Magnetism! Part 3: Understanding and utilizing your competitive advantage		80
A. Recognizing the elements that make up your competitive advantage and why. B. Strategies for mixing in your competitive advantage and highlighting the obvious benefits for customers. C. Identifying opportunities to leverage your advantages through asking powerful questions. D. Active learning exercise: Identify magnetic opportunities through your advantages.		80
IV. Magnetism! Part 4: Stand out companies have stand-out messaging		80
A. Words you use matter. B. Connecting your words with what the customer desires and their preconceived objections. C. Specific value words that engage. D. Active learning exercise: Identify magnetic opportunities through your use of stand-out words.		80
» KORN FERRY COMPETENCIES		80
Communicates effectively | Customer focus | Drives results | Persuades		80
Customer Service Excellence Training Program		81
stacy tomas, Ph.D. . — Associate Professor of Professional Practice in the School of Hospitality and Tourism Management at Oklahoma State University		81
or		81
Steven West — Professor of Professional Practice at Oklahoma State University		81
The Customer Service Excellence Training Program is a comprehensive initiative designed to elevate guest interactions and strengthen the skills of all customer-facing employees across the organization. This program focuses on customer service best practices, enhancing the quality of guest experiences, and establishing a consistent foundation of organizational knowledge at all customer-facing locations.		81
Through a structured, multi-phase approach, the program integrates collaborative research, tailored content development, hands-on training, and ongoing evaluation to create lasting, measurable improvements in service delivery.		81
CONTENT DEVELOPMENT PROCESS		81
Phase 1: Faculty leads facilitate a combination of both virtual and in-person conversations with Cultural and Economic Development leaders, Human Resources, site managers and customer-facing employees.		81
Duration: 4-6 weeks		81
Phase 2: Development and approval of training structure and content. This will include topics, logistics, locations, timeline, target audience, materials, including manuals (participant, train-the-trainer), worksheets and activities.		81
Duration: 4-6 weeks		81
Phase 3: Training rollout to all current customer-facing employees.		81
Duration: 6-7 trainings facilitated over 2-3 months		81
Phase 4: Program evaluation and follow-up.		81
Duration: Includes pre and post-evaluation with a 3 and 6 month follow up assessment		81
» KORN FERRY COMPETENCIES		81
Strategic Mindset | Decision Quality | Drives Engagement | Interpersonal Savvy | Demonstrates Self-Awareness		81
DIVERSITY AND INCLUSION		82
Achieving Inclusion Amidst Unconscious Bias, Microaggressions, and Polarized Positions		83
Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		83
Grounded in research from psychology, organizational behavior, and behavioral economics, this workshop examines unconscious bias, microaggressions, and group polarization. Participants will learn to identify these hidden dynamics and gain practical tools to foster greater understanding, inclusion, and collaboration in diverse teams.		83
WHAT YOU’LL LEARN:		83
Understand the science behind unconscious bias and group polarization		83
Identify and address microaggressions in everyday interactions		83
Apply practical tools to build inclusive and cooperative workplace cultures		83
Presented by the Department of Management and the Center for the Future of Work, Spears School of Business, Oklahoma State University		83
CEUs: 0.1 or 0.4 Continuing Education Units (CEUs), based on seminar length		83
SEMINAR OUTLINE		83
I.		83
» KORN FERRY COMPETENCIES		83
Inclusive Leadership: Undoing Unconscious Bias and Emphasizing Empathy		84
Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		84
Most informed leaders have learned about unconscious bias and heard that everyone has it. So, what does a conscious leader do to navigate the pitfalls of unconscious biases, and more importantly, recognize the barriers preventing their team from reaching it’s full potential? Wake up!		84
The goal of this session is learning, which is the key to inclusive cultures. Learning allows us to become more curious, more reflective of our own tendencies, and open to seeing the world around us. Leaders today face new, dynamic and powerful challenges in bringing together and motivating people in their teams and organizations. This take more than brains and brawn — this takes deep and radical empathy, which is a practice that requires not only taking the perspectives of others but also taking action to create positive change.		84
In this session, we will undertake the following:		84
• Examine our unconscious biases as well as the more conscious ones, • Uncover how radical empathy equips leaders with self-awareness and social competence, • Learn the psychosocial foundations of inclusive leadership and, • Practice the tools and methods that inclusive leaders can use to build their teams.		84
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.1 or 0.4 continuing education units (CEUs) depending on the length of the seminar.		84
SEMINAR OUTLINE		84
I. Diversity management 101		84
A. Diversity does not equal inclusion		84
B. Individual and organizational barriers to		84
inclusion		84
II.		84
Emotional intelligence underpinnings of inclusive leadership		84
A. Empathetic perspective: Taking as an		84
avenue to inclusion		84
B. Individual solutions to unconscious bias		84
C. Creating inclusive cultures		84
» KORN FERRY COMPETENCIES		84
Attracts top talent | Values differences | Drives engagement | Interpersonal savvy | Demonstrates self- awareness | Build effective teams		84
INNOVATION		85
Becoming an Agile Learner		86
Marc Tower, Ed.D. — Assistant Dean, Innovation Education and Growth, Spears School of Business and Associate Professor of Professional Practice, School of Entrepreneurship		86
Industry 4.0 is here, and it’s bringing a wealth of radical innovation, connectivity, and opportunity. Technological innova- tions have forever changed how we communicate, collaborate, and learn. Just about every business model in existence today, will be transformed and those who are not able to adapt may be left behind.		86
As organizations evolve and adapt, employees have to as well. The need to become an agile learner has never been higher and in this workshop, participants will learn how to develop the mindset and skill set in order to do just that. Agile learners are not only able to keep up, but they can drive innovation and change inside their organization. Developing this mindset and skill set will enable employees to enjoy a fulfilling career rich with growth and development opportunities.		86
Participants will learn at a high level the innovations and advancements that are anticipated in the coming years with Industry 4.0. Participants will also learn effective strategies to develop as an agile learner so that they can help anticipate and drive innovation inside their organization.		86
Workshop length: Three to four hours		86
SEMINAR OUTLINE		86
I.		86
II.		86
Industry 4.0		86
A. What it is, what to expect, and how it impacts you (even beyond your job) B. 3 groups who will thrive during the great restructuring: A lesson from deep work Understanding learning agility		86
A. Mindset of an agile learner B. Skill set of an agile learner		86
III. Becoming and agile learner in any role		86
» KORN FERRY COMPETENCIES		86
Manages ambiguity | Nimble learning | Manages complexity | Global perspective | Manages conflict | Situational adaptability | Being resilient | Cultivates innovation | Demonstrates self-awareness | Values differences | Self-development | Resourcefulness		86
Creativity Tools for Left-Brain Thinkers		87
Kyle Eastham — Lecturer of School of Entrepreneurship in the Spears School of Business at Oklahoma State University		87
Ever get stuck trying to come up with new ideas? I know, me too. But there’s hope! If you can follow a checklist or recipe, you can generate lots of ideas with these step-by-step tools you can use to solve problems at work. Even if you think you’re not very creative! Perfect if you need ideas to recruit/retain employees, craft a marketing message, attract more customers, new product development, or generate ideas for your kids’ school fundraiser. More ideas equals more options. Fun, hands-on workshop!		87
People will laugh. They will participate. They will learn tools they can use immediately. We’ll use the group’s own work challenges and guide them to generate creative ideas in real time. Even people who think they’re not creative will learn a proven process they can repeat over and over (and teach to their employees). Great problem-solving tools if you’re stuck trying to think of new ideas, new approaches		87
» KORN FERRY COMPETENCIES		87
Situational adaptability | Being resilient | Cultivates innovation | Demonstrates self-awareness | Values differences | Self-development | Resourcefulness | Collaboration		87
SEMINAR OUTLINE		87
I. II.		87
Creativity practice 10 Blocks to Creativity		87
III. Five Things Needed to be Creative		87
IV.		87
Half of Eight		87
V. Takeover Time Tool		87
VI.		87
Best Bad Idea Tool		87
VII. SCAMPER Tool VIII. Excursion Tool		87
Critical Thinking: Think Different and Think Better		88
Andrew L. Urich, Ph.D. — Associate Professor of Management, Chair and Director of Student Development, Eastin Center for Career Readiness in the Spears School of Business at Oklahoma State University		88
With a focus on mindset and practical application, the session challenges participants to question assumptions, fight bureaucracy, and unlock their creative potential. Attendees will leave with tools to improve how they think, make decisions, and drive value in their organizations.		88
WHAT YOU’LL LEARN:		88
Strengthen critical thinking and decision-making skills		88
Apply creative thinking to overcome organizational barriers		88
Challenge assumptions and conventional wisdom		88
Develop a value-focused, problem-solving mindset		88
Presented by the Department of Management and the Center for the Future of Work, Spears School of Business, Oklahoma State University		88
CEUs: 0.3 or 0.6 Continuing Education Units (CEUs), based on seminar length		88
SEMINAR OUTLINE		88
I.		88
II.		88
IV.		88
» KORN FERRY COMPETENCIES		88
LEADERSHIP		89
Authentic Leadership: Know Thyself to Lead Thy Team		90
Aaron Light, MBA — Assistant Professor of Professional Practice, Eastin Fellow		90
Can you think of a manager you have worked for that you were not able to connect with? Or did something damage trust with you or others on the team? Can you think of a manager you have worked for who practiced what they preached? Who demonstrated courage by making the difficult decisions that were the right decisions?		90
Out of the two descriptions listed above, which one sounds more like a leader? If you have not had the opportunity to work for the person in the second description, now is your opportunity to become that person.		90
In this workshop, we will focus on the components of Authentic Leadership as developed by Harvard Professor Bill George and how this leadership philosophy is more crucial than ever before. We will also explore some of Dr. Brene Brown’s work around values and trust and Margaret Heffernan’s work around decision-making as it relates to Authentic Leadership. Participants will take away an understanding of the four components and how they can begin incorporating authentic leadership into the daily interactions with their team, colleagues, and customers.		90
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.		90
SEMINAR OUTLINE		90
I.		90
Case for Authentic Leadership		90
II. Review of the 4 components		90
A. Component 1: Self-awareness		90
i. Know thyself		90
ii. Determining personal values		90
B. Component 2: Relational transparency		90
i. Putting your values to practice		90
ii. Building trust through BRAVING		90
iii. The marble jar		90
C. Component 3: Balanced processing		90
i. Margaret Heffernan’s “Dare to disagree”		90
ii. Creating a balanced process for a		90
current project		90
iii. Understanding the impact of bias		90
D. Component 4: Internalized moral perspective		90
i. Why courage is so hard		90
ii. Sticking to your values under pressure		90
iii. Long-term impact		90
III.		90
Your Authentic Leadership action plan		90
» KORN FERRY COMPETENCIES		90
Cultivates innovation | Decision quality | Develops talent | Drives engagement		90
Building Accountability as a Leader		91
Pearl Sumathi, Ph.D. — Assistant Professor of Practice for the Department of Management in the Spears School of Business at Oklahoma State University		91
As a manager, you are called to do different things with agility and precision ranging from setting strategy to driving execution. A key skill that is often neglected or not mastered among managers is the ability to hold your team account- able for their work outcomes. In a study in Harvard Business Review, 46 percent of high-level managers were rated poorly on their ability to hold others accountable (2010). Fostering accountability is an art. It calls for a cultural shift and encompasses a set of behaviors that are inter-connected. Being accountable increases employee motivation, which in turn influences their ability to meet commitments successfully.		91
In this seminar you will learn to systematically implement the accountability framework (RASE) in your teams:		91
• Relinquish authority: Learn to give up control in areas that often debilitate your direct reports in performing		91
their roles.		91
Delegate areas that your direct reports are responsible for owning and managing.		91
• Assign responsibility:		91
Set clear goals to be accomplished as part of an overall performance agreement and how success will		91
• Set goals:		91
be measures		91
Empower your team to manage tasks and deliverables while ultimately holding them		91
• Execute accountability:		91
accountable for the outcomes.		91
During the seminar, you will:		91
• Discuss the dynamics of accountability • Examine the four phases of the accountability framework (RASE) with real-time examples • Develop a consolidated approach to execute accountability among their teams (only for full-day workshops) • Complete an individual 90-day action plan to implement the RASE framework		91
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 to 0.6 continuing education units (CEUs) depending on the length of the program.		91
» KORN FERRY COMPETENCIES		91
Collaborates | Communicates effectively | Manages complexity | Develops talent | Directs work | Drives engagement | Cultivates innovation | Drives results | Strategic mindset		91
Developing an Agile Workforce		92
Abbey Davis, Ph.D. — Lecturer, Spears School of Business		92
Industry 4.0 is here, and it’s bringing a wealth of radical innovation, connectivity, and opportunity. Technological inno- vations has forever changed how we communicate, collaborate, and learn. Just about every business model in existence today, will be transformed and those who are not able to adapt, may be left behind.		92
As organizations evolve and adapt, leaders need to be preparing and developing their employees as well. The need to develop a team of agile learners has never been higher and in this workshop, participants will learn how to foster a mindset of learning agility with their teams. Teams of agile learners can not only keep up, but they can help identify and drive innovation. Leaders who are able to foster and develop an agile mindset and skill set in their teams, will be those who lead us to the next phase of Industry 4.0.		92
Participants will learn about the innovations and advancements that are anticipated in the coming years with Industry 4.0. Participants will also learn effective strategies to develop as an agile learner so that they can help anticipate and drive innovation inside their organization, and develop this skill set with their teams. Workshop length can be four to six hours.		92
SEMINAR OUTLINE		92
I.		92
II.		92
III.		92
IV.		92
Industry 4.0		92
A. What it is, what to expect, and how it impacts your team B. 3 groups who will thrive during the great restructuring — a lesson from deep work Understanding learning agility		92
A. Mindset of an agile learner B. Skill set of an agile learner Developing agile learners A. Beginning with a belief in human potential B. Lesson from growth mindset and deliberate practice C. Scheduled planning and development sessions Developing as an agile leader		92
» KORN FERRY COMPETENCIES		92
Manages Ambiguity | Nimble Learning | Manages Complexity | Global Perspective | Manages Conflict | Situational Adaptability | Being Resilient | Cultivates Innovation | Demonstrates Self-Awareness | Values Difference | Self-Development | Resourcefulness		92
Ethics 2.0: Character and Culture		93
Andrew L. Urich, Ph.D. — Associate Professor of Management, Chair and Director of Student Development, Eastin Center for Career Readiness in the Spears School of Business at Oklahoma State University		93
This seminar focuses on raising consciousness of factors impacting ethical behavior.		93
Topics include the following:		93
• Look at bias and conflict of interest • Ingrained character traits of honesty, fairness, tolerance of ambiguity and intellectual bravery • Role of corporate culture and incentives as an influence to employee behavior • Impact of power and willful blindness in ethical decision-making and behavior		93
This seminar relies on case problems and discussions to help achieve the objectives and reinforce the concepts. Professor Urich’s seminars are designed to make you think and see things in a new way. He uses vivid examples and stories and will make you laugh.		93
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.2 or 0.3 continuing education units (CEUs) depending on the length of the seminar.		93
SEMINAR OUTLINE		93
I.		93
The traditional view of unethical behavior in business		93
II.		93
A. Health South Ethics Case The myth of the bad apple theory		93
A. Willful blindness		93
i. Case discussion 1		93
III.		93
Elements of character		93
A. Degree of honesty		93
i. Case discussion 2		93
B. Fairness		93
i. Case discussion 3		93
C. Role of fear in ethical conduct		93
D. Role of social proof		93
E. Tolerance of ambiguity		93
IV. Organizational culture = organizational		93
character		93
A. Character at Amazon		93
i. Case discussion 4		93
B. The Stanford Prison Experiment		93
C. Culture drives behavior		93
D. Culture comparison: Hospitals and		93
airplanes		93
E. Your culture is your why		93
F. Lessons from multiple industries		93
V.		93
Summary of concepts and conclusion		93
» KORN FERRY COMPETENCIES		93
Balances stakeholders | Courage | Drives vision and purpose | Directs work | Ensures accountability | Instills trust		93
Ethics Awareness: Managing for an Ethical Workplace		94
Andrew L. Urich, Ph.D. — Associate Professor of Management, Chair and Director of Student Development, Eastin Center for Career Readiness in the Spears School of Business at Oklahoma State University		94
Awareness is the key to making ethical decisions and ethical behavior. Self-awareness and self-reflection provide recog- nition of potential pitfalls and help us navigate ethical challenges. In addition to heightening awareness, we will look at the main causes of unethical behavior and specific management practices to reduce or eliminate problems. This seminar relies on cases and discussions to help achieve the objectives and reinforce the concepts.		94
Professor Urich’s seminars are designed to make you think and to see things in a new way. He uses vivid examples and stories and will make you laugh. This seminar was developed in conjunction with a Fortune 500 company to which Professor Urich presented it corporate-wide to more than 3,000 employees. It has been embraced by corporations that wish to maintain their high ethical standards during the challenging times ahead.		94
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.2 or 0.3 continuing education units (CEUs) depending on the length of the seminar.		94
SEMINAR OUTLINE		94
I.		94
Introduction		94
II.		94
A. Current state of corporate ethics B. Knowing what’s right Elements of ethical thinking A. Wishful blindness B. Disproving the bad apple theory C. Managing for an excellent reputation D. Do ethics change with the times? E. Ethics and young people		94
F. Doing the right thing: Case problem		94
III.		94
G. Benefits of an ethical organization Causes of unethical behavior		94
A. It’s easier not to be ethical		94
i. Easier to do what’s convenient		94
ii. Easier to win if you cheat		94
iii. Strategy for ethical self-discipline		94
B. Attitudes toward the company		94
i. The manager is the messenger		94
ii. Case problem		94
C. Beliefs about the ethics of others		94
i. Group discussion (develop an ethical		94
standard)		94
ii. Projecting your views on the world		94
iii. Problems with human nature		94
D. Problems with rationalization		94
i. Examining self-interest		94
ii. Examining self-delusion		94
iii. Case problem (Bedlam Football Tickets)		94
IV. Developing an ethical decision-making		94
framework		94
A. 8-step decision criteria B. Conclusion		94
» KORN FERRY COMPETENCIES		94
Decision quality | Global perspective | Demonstrates self-awareness | Instills trust		94
Leadership by Question		95
Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University		95
Participants will learn to:		95
Recognize the difference between leading with statements vs. questions		95
Use questions to guide individuals, teams, and meetings		95
Craft thoughtful, well-timed questions in face-to-face, written, and virtual settings		95
Encourage others to ask meaningful questions in groups and meetings		95
Build social power, foster creativity, and develop future leaders through questioning		95
BENEFITS		95
Participants will leave with practical strategies to lead more effectively by engaging others through questions —building consensus, commitment, and collaboration. They will also be better equipped to help others grow as leaders by modeling a question-based leadership style.		95
Presented by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University.		95
SEMINAR OUTLINE		95
I.		95
IX.		95
» KORN FERRY COMPETENCIES		95
Leading Change/Change Management		96
Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University		96
Change is pervasive. Change is challenging. With the correct formula for leading and managing change, change can be exciting and profitable. This seminar introduces participants to the complexities and processes of change from the individual to the industry level. Change can come in the form of growth, restructuring, mergers, divestitures, and re-en- gineering. After attending this seminar, participants will understand how change affects individuals, departments, and companies. Participates will receive tools for assessing change readiness, planning for change, implementing a change process, dealing with resistance to change, and evaluating change initiatives.		96
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.4 continuing education units (CEUs) upon completion of this seminar.		96
SEMINAR OUTLINE		96
I.		96
II.		96
III.		96
Definition of types of change		96
A. Innovation of products, services, and processes B. Being the change C. Why change is tough A blueprint for implementing change		96
A. Developing a change team B. Creating and selling a change vision C. Overcoming barriers and resistors Creating a change based culture		96
A. Positive urgency B. Empowering employees C. Change as the norm		96
» KORN FERRY COMPETENCIES		96
Cultivates innovation | Builds networks | Persuades | Plans and aligns | Strategic mindset | Builds effective teams		96
Leading Through Turmoil		97
Alexis Smith Washinton, Ph.D. — Assistant Professor of Management in the Spears School of Business at Oklahoma State University		97
Turmoil—either within or outside of an organization—is marked by intense stress, uncertainty, complexity, and disruption. Highly uncertain environments require leaders to think and behave in ways that may be unfamiliar or uncomfortable.		97
Intended for anyone in managerial or leadership roles, this seminar covers topics and actions that are effective in times of turmoil. Learning objectives include the following:		97
• Learn how to identify and prioritize potential crises • Learn the benefits and strategies for contingency planning • Understand the different types of crises • Learn four rules of leading in turmoil		97
Upon completion of Leading Through Turmoil, you will be able to:		97
• Identify potential problematic situations before they become full-blown crises • Develop contingency plans for foreseen and unforeseen sources of turmoil • Adjust their leadership practices to situations marked by high levels of uncertainty and stress		97
Approximately three hours, this seminar includes leadership-style self-assessment and a survey of risk-taking. Longer sessions can include a role-playing exercise of a crisis situation.		97
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon completion of this seminar.		97
SEMINAR OUTLINE:		97
I. II.		97
III.		97
IV.		97
What could go wrong?		97
Taking stock of potential perils:		97
One ounce of		97
Avoiding the avoidable:		97
prevention… Contingency planning: Prepare today for tomorrow’s problems		97
Crisis recognition: Where there’s smoke,		97
there’s fire		97
V.		97
VI.		97
Leadership: Preventing a bad situation from becoming worse		97
A. 4 rules of Leading in Turmoil Learning from experience: Gather lessons		97
where you find them		97
» KORN FERRY COMPETENCIES		97
Builds effective teams | Collaborates | Instills trust | Values differences		97
Leading Virtually		98
Raj Basu, Ph.D. —Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		98
With change comes opportunity. That has never been truer when it comes to today’s workforce. Remote work has required corporate leaders to change how they manage their employees.		98
Join Dr. Basu as he explores the advantages and challenges of the virtual work environment, provides insights about		98
how it affects employees, and illustrates what it takes to lead effective and successful teams in this new virtual setting.		98
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University.		98
SEMINAR OUTLINE		98
I. Advantages, disadvantages and challenges of managing virtually		98
II. Processes, rules, and practices for team development in a virtual environment		98
III. Influence strategies in a virtual environment IV. Goal-setting in a virtual environment		98
V. Creating organizational systems to maximize virtual team and individual performance		98
» KORN FERRY COMPETENCIES		98
Communicates effectively | Values differences | Global perspective | Builds networks | Builds effective teams | Optimizes work processes | Ensures accountability | Collaborates | Directs work		98
Leading with Fairness		99
Alexis Smith Washington, Ph.D. — Assistant Professor of Management in the Spears School of Business at Oklahoma State University		99
Outcome fairness		99
Process fairness		99
Interpersonal fairness		99
Informational fairness		99
Participants will gain a deeper understanding of why employees care about each form of fairness—and how perceptions of unfairness can negatively impact job satisfaction, performance, and retention. The session also addresses the often-overlooked consequences of treating third parties unfairly, which can damage a leader’s credibility and influence.		99
Attendees will learn how to recognize and improve fairness in their leadership practices, helping to foster trust, engagement, and a more positive workplace culture. Participants earn 0.3 continuing education units (CEUs) upon completion of this seminar.		99
Presented by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University.		99
SEMINAR OUTLINE		99
II.		99
IV.		99
V.		99
VI.		99
VII.		99
VIII.		99
XI.		99
» KORN FERRY COMPETENCIES		99
Organizational Behavior: A Practical Approach to Solving People Problems		100
Raj Basu, Ph.D.— Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		100
This seminar will help participants understand and apply organizational behavior concepts to inspire and lead cowork- ers. Participants will experience practical application, storytelling, and be involved with multiple exercises and a video that helps explain concepts. This program is geared to improve performance at all levels and is a refresher program for senior-level managers.		100
This seminar is offered by the Department of Management and the Center for the Future of Work. Participants receive 0.3 continuing education units (CEUs) for this three-hour seminar.		100
SEMINAR OUTLINE		100
I.		100
Influence and persuade		100
II. Lead ad motivate		100
III. IV.		100
Set effective goals Provide feedback		100
V. Reinforce and reward desired behaviors		100
» KORN FERRY COMPETENCIES		100
Ensures accountability | Communicates effectively | Directs work | Directs engagement | Organizational savvy | Persuades | Drives results | Instills trust | Drives vision and purpose		100
Outperforming the Competition Through Employee Engagement		101
Abbey Davis, Ph.D. - Lecturer, Spears School of Business		101
According to a recent Gallup poll, only 33% of employees are engaged at work in the United States. Their research also states that workgroups who perform in the top quartile of employee engagement, outperform bottom-quartile units by 22% in profitability and 21% in productivity. With this significant impact on bottom-line results, how can we better leverage employee engagement to drive organizational performance? In this seminar, participants will learn more about the strategic advantages employee engagement can offer and what leaders can do to foster an engaged workforce.		101
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School		101
of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon completion of		101
this seminar.		101
SEMINAR OUTLINE		101
I. What is employee engagement?		101
A. 3 types of behavior		101
i. Dysfunctional		101
ii. Compliance		101
iii. Discretionary		101
II.		101
III.		101
The business case for employee engagement		101
A. Gallup stats Introduction to behavior management A. Behaviors vs. characteristics		101
IV.		101
B. Reinforcing engaged behaviors Leadership behaviors that drive engagement A. Connection and challenge, 100% leader B. Setting expectations: Marker toss activity		101
V. Wrap-up		101
A. Discussion around start, stop and continue		101
» KORN FERRY COMPETENCIES		101
Ensures accountability | Collaborates | Communicates effectively | Develops talent | Drives engagement		101
Practicing Mindful Leadership: Cultivating Connection and Engagement		102
Abbey Davis, Ph.D. — Lecturer, Spears School of Business		102
Cultivating connection and engagement may seem more difficult than ever before. With remote work setups, constant distractions, and increased focus on maximizing productivity, finding a few minutes in the day to check-in and connect with your team may seem like an impossible feat. This doesn’t even include having the time or energy to check in on yourself.		102
During this workshop, you will walk through practices and exercises to help you reconnect with yourself, so you can, in turn, cultivate connection and engagement with others. We will spend a considerable amount of time discussing how to stay present and curious with others and will use the Korn Ferry Emotional and Social Competency Inventory to understand how we can further develop our emotional intelligence. We will learn practical ways to become better conversationalists and connect with others on a much deeper level.		102
You will learn the basics of mindfulness and determine a customized practice of mindful leadership. We will also introduce you to numerous resources and tools to engage and practice with after this workshop. You will leave this workshop feeling confident in how you manage everyday stress and distractions and, hopefully, reconnect with yourself and your team.		102
Workshop length can be three to four hours or an all-day retreat.		102
SEMINAR OUTLINE		102
I.		102
Introduction to mindfulness		102
A. What it is and isn’t		102
VIII. Connecting and staying present with ourselves		102
A. Getting curious with our thoughts		102
II. Managing stress and distractions		102
III.		102
Identifying everyday triggers		102
A. Myth of multitasking B. What we have in common with goldfish		102
IX. Connecting and staying present with others		102
A. Getting curious with others’ stories		102
X. Becoming mindful conversationalists		102
A. Are you a conversational narcissist?		102
IV. Introducing our friends metacognition and neuroplasticity		102
XI. Acknowledging and navigating discomfort		102
XII. Fostering psychologically safe teams		102
V. Getting into flow		102
VI. Know your values		102
VII. Korn Ferry emotional and social competency inventory debrief		102
» KORN FERRY COMPETENCIES		102
Demonstrates self-awareness | Manages complexity | Manages conflict | Communicates effectively | Courage | Values differences | Drives engagement | Interpersonal savvy | Being resilient		102
Servant Leadership: Serving Yourself and Others		103
Pearl Sumathi, Ph.D. — Assistant Professor of Practice for the Department of Management in the Spears School of Business at Oklahoma State University		103
Servant leadership is all about serving others and yet be able to produce transformational change leading to a legacy for extraordinary leadership. Servant leadership is a philosophy and mindset that can be incorporated into one’s leadership style through deliberate practice. Servant leadership is a proven successful framework but yet it can be a disruptive leadership model as it can challenge the traditional leadership prototypes.		103
Several authorities on servant leadership have suggested that to learn servant leadership, individuals need to undergo a journey of self-discovery and personal transformation (Page and Wong, 2000). Therefore, this seminar not only focuses on how to serving others but also enlightens on how to serve yourself before you serve others to make you a truly authentic servant leader. Come be a part of this powerful journey to learn how to lead by serving others.		103
This seminar is specifically designed for current or aspiring managers. Objectives include the following:		103
• Understand the building blocks of servant leadership. • Drive performance by empowering and developing employee. • Create self-awareness of your inherent strengths and traits to make you a successful servant-leader.		103
At the end of the seminar, participants will be able to:		103
• Understand fundamentals of servant leadership. • Build self-worth by nurturing their real potential. • Use a simple framework to develop an action plan to practice servant leadership. • Commit to one to two areas in their leadership realm where they can immediately implement the framework.		103
This seminar is offered by the OSU Department of Management and the Center for the Future of Work. Participants may earn 0.3 to 6.0 continuing education units (CEUs).		103
» KORN FERRY COMPETENCIES		103
Drives vision and purpose | Drives engagement | Collaborates		103
Shifting Gears: From Managing to Leading		104
Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University		104
Many experts are calling for the greater use of leadership skills in organizations. The problem is that while these skills		104
sound great, do managers have time to perform them? Managers have to deal with many immediate problems and		104
issues and this leaves them little time to lead. One big reason that managers have no time for leadership is that they		104
spend time directing and controlling employees.		104
This seminar is designed to help managers break-the-cycle by providing them with tools needed to become leaders.		104
The key is for managers to shift most of their management responsibilities to their employees, thus leaving them more		104
time to lead. Contrary to what some people believe, empowerment enhances a manager’s power by shifting the source		104
of the power from command and control to leadership. This seminar is designed to help employees move more into		104
self-leadership.		104
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears		104
School of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon		104
completion of this seminar.		104
SEMINAR OUTLINE		104
I. Management vs. leadership		104
What is the difference between the two		104
Why management is no longer enough		104
Bridging from management to leadership		104
II. Allure of toxic leaders		104
Characteristics of toxic leaders		104
Why we follow them		104
How to avoid becoming one		104
iii. Resonant leadership		104
Emotional intelligence and leadership		104
Sacrifice syndrome and renewal		104
Mindfulness, hopefulness, and compassion		104
IV. Summary and conclusions		104
» KORN FERRY COMPETENCIES		104
Cultivates innovation | Drives engagement | Interpersonal savvy | Situational adaptability		104
The Thinking Partner Advantage		105
Marc Tower, MBA, Ed.D.- ICF-ACC, Assistant Dean, Innovation Education and Growth, Spears School of Business and Associate Professor of Professional Practice, School of Entrepreneurship		105
Stephanie Phipps, Ph.D.- Assistant Professor of Professional Practice in the Spears School of Business at Oklahoma State University		105
What a structured, confidential sounding board does for an executive's decisions — and why it belongs on the org chart of risk management.		105
THE PROBLEM: DECISIONS MADE IN ISOLATION		105
The higher a leader rises, the smaller the circle of people willing to tell them the unfiltered truth. Direct reports have a stake in the answer. Peers are managing their own agendas. A board wants confidence, not confusion. Even a trusted spouse or friend can only offer so much informed perspective on a technical program review, a reorganization, or a high-stakes personnel call. The result is a quiet, common problem: senior leaders often make their most consequential decisions with the least amount of honest, unbiased input available to them.		105
WHAT A THINKING PARTNER IS		105
A thinking partner is a confidential, dedicated sounding board whose only agenda is helping the executive think more clearly — not a subordinate managing up, not a vendor with something to sell, not a friend who needs the relationship to feel good. The role is to ask the questions no one inside the organization is positioned to ask, pressure-test assumptions before they harden into decisions, and give the leader a private space to reason out loud before committing to a direction.		105
HOW IT DIFFERS FROM COACHING OR CONSULTING		105
A consultant is hired to bring an answer. A thinking partner is hired to sharpen the leader's own.		105
Coaching typically develops the leader over months. A thinking partner works the decision in front of them, this week.		105
Both have their place — but when the leader already has the expertise and simply needs a rigorous, candid second brain in the room, a thinking partner is the more direct tool.		105
WHAT IT'S WORTH TO THE ORGANIZATION		105
Faster decisions — less time spent circling a problem alone that a single focused conversation could resolve.		105
Fewer costly mistakes — blind spots and untested assumptions surfaced before they become expensive ones.		105
Better use of the leader's time — one structured conversation can replace weeks of second-guessing.		105
Protected judgment — decisions made from clarity under pressure, not from isolation or unexamined urgency.		105
The cost is modest next to the price of a single high-stakes decision made with no one in the room to challenge it. For an organization, that isn't a perk — it's risk management for the person carrying the most risk.		105
MANAGEMENT		106
Accessing and Engaging Employees		107
Bryan Edwards, Ph.D. — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		107
This framework is based upon High Involvement Leadership (HIL). HIL focuses on communication, participation, and empowerment. It does so by examining the following five attributes of the work place:		107
• Power • Information • Rewards • Knowledge • Relationships		107
These five attributes work together, and all five are needed to claim that the workforce is truly engaged. High involvement leadership is a very effective platform for guiding discussion and keeping individuals focused on the primary issues within their particular work place. It also provides a mechanism for long-term improvement because it opens up channels of communication between employees and all levels of management.		107
This seminar is targeted to supervisors. This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. A one-day seminar is 0.3 to 0.4 continuing education units (CEUs).		107
SEMINAR OUTLINE		107
I.		107
II.		107
III.		107
Power refers to how much decision-making latitude an employee possesses vs. what s/he should possess.		107
Premise behind information is that if an		107
employee is expected to have more autonomy		107
in decision-making, s/he needs to have access		107
to the right information in order make the best		107
decision.		107
Similarly, making the right decision should be rewarded in some manner so that the practice continues over the long term.		107
IV. Knowledge recognizes that involved employees		107
may not have the appropriate skills, education, or experience at first.		107
V. Finally, relationships refers to getting along well		107
with others and inspiring employees.		107
» KORN FERRY COMPETENCIES		107
Action oriented | Communicates effectively | Decision quality | Develops talent | Directs work |		107
Drives engagement		107
Crafting Authentic Identities: Understanding and Appreciating Our Differences		108
Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		108
Given that young leaders, all leaders really, are often in positions of authority without necessarily having the power to influence others. This seminar will focus on helping them build bridges with others by first understanding themselves. It is through recognizing the differences present in one’s work group that one can learn from them and truly engage employees to push the group forward.		108
Social identity management is about understanding one’s own multiple identities and how one’s identity is situated as simultaneously similar and different from the others in the environment. Individuals are constantly crafting images to fit in or stand out from the group.		108
Social identity management allows individuals to be intentional about crafting images that at once are authentic to one- self and also meet the demands of the team and environment. This type of self-awareness takes practice, vulnerability, and social skills. When leaders intentionally present authentic images, they give others insight into who that leader is, and also, they encourage that same intentional authenticity in those that follow them. Thus, this presentation will focus on the power of self- awareness for crafting authentic identities.		108
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon completion of this seminar.		108
» KORN FERRY COMPETENCIES		108
Values differences | Drives engagement | Interpersonal savvy | Builds networks | Demonstrates self- awareness | Self-development		108
Demystifying AI: Enhancing Efficiency and		109
Decision-Making		109
Pearl Sumathi, Ph.D. — Assistant Professor of Management, Spears School of Business, Oklahoma State University		109
Explore the fundamental concepts of Generative AI and its importance in business settings. Cover key principles, ethical considerations, and explore a practical strategic framework for implementing AI technologies that prioritize human well-being and values. This is a very hands-on session where participants will be using AI tools to resolve business challenges. This session is offered as a 90 minute or two-hour workshop presented onsite or virtually.		109
OBJECTIVES		109
Understand the concept of Human-Centric AI and its relevance to business environments.		109
Explore ethical considerations and responsible AI practices.		109
Learn how to integrate AI technologies while maintaining a focus on human needs and values.		109
Gain insights into the potential benefits and challenges of Human-Centric AI in business operations.		109
OUTLINE		109
I. Introduction to Human-Centric AI		109
Definition and Significance of AI.		109
Fundamental Concepts AI.		109
II. Human-Centric AI Applications and Use Cases		109
Real-world examples of AI applications in business settings.		109
III. Explore a Strategic Framework for AI Adoption		109
Systematic framework to implement and scale AI.		109
Addressing bias, fairness, and transparency in AI systems.		109
Balancing AI with human oversight and control.		109
IV. Benefits, Challenges, and Future Trends		109
Benefits and Outcomes of adopting AI practices.		109
Identifying challenges and risks associated with AI.		109
Emerging trends and technologies shaping the future of AI.		109
» KORN FERRY COMPETENCIES		109
Tech Savvy | Strategic Mindset | Ensures Accountability | Manages Complexity | Nimble Learning | Cultivates Inovation | Values Differences		109
From Traditionals to Generation Z: Leading Generations at Work		110
Bryan Edwards, Ph.D. — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		110
Ever wonder how new hires could be so impatient or how your boss does not understand “flex” workspace? The answer largely lies here: For the first time, five generations are converging in the workplace. Examine how the different life expe- riences of Traditionals, Baby Boomers, Generation X, Millennials, and Generation Z create challenges in communicating and collaborating. You will also consider ways to bridge the generational divide.		110
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.1 to 0.6 continuing education units (CEUs) depending upon the length of the seminar.		110
SEMINAR OUTLINE		110
I.		110
Introduction		110
II.		110
A. Generations defined B. Stereotypes or real differences? 2 major approaches to generations		110
A. 4 generations		110
i. Defined		110
ii. Cuspers		110
III.		110
B. 5 generations		110
Descriptions of generations		110
A. Defining events of each generation B. Core values of each generation C. Immigrants and generational differences D. Generational clash points		110
IV. Managing the generations		110
V.		110
A. Expectations of each generation B. Helping each generation to work together C. Boomers vs. Gen Xers Focusing on millennials		110
A. Recruiting and selection		110
B. Motivation and retention C. Culture and leadership		110
VI. Wrap-up		110
» KORN FERRY COMPETENCIES		110
Collaborates | Values differences | Interpersonal savvy | Demonstrates self-awareness | Builds effective teams		110
How Effective Meetings Can Save Time and Drive Results		111
Abbey Davis, Ph.D. — Lecturer, Spears School of Business		111
We’ve all fallen victim to bad meetings at some point in our career; the never-ending, round-robin, the unproductive rants, the issues that seem to be rehashed every single week. The good news is that it doesn’t have to be this way. If meetings are structured a specific way, they can save us time. In this workshop, participants will learn that there are at least five different types of meetings that organizations should be having to drive results.		111
We will explore concepts from the book Death by Meeting by Patrick Lencioni along with other best practices in this workshop. You will walk away with the tools needed to begin the meeting transformation process with your team.		111
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 or 0.6 continuing education units (CEUs) depending on the length of the seminar.		111
SEMINAR OUTLINE		111
I. Introduction to Death By Meeting by Patrick Lencioni		111
II. Assessment of current meeting effectiveness		111
III. 5 types of meetings		111
A. 1:1 B. Tactical C. Strategic D. Quarterly/biannual planning		111
IV. What meeting structure is right for your		111
te a m?		111
V. How well-intended meetings go south		111
VI. How meetings save time so employees can		111
focus on other priorities		111
A. Myth of multitasking B. Increasing employee engagement with flow C. Using deliberate practice for talent		111
development		111
VII. Next steps and wrap up		111
MATERIALS: Death by Meeting by Patrick Lencioni [Optional}		111
“For those organizations that can make the leap from painful meetings to productive ones, the rewards are enormous.”— Patrick Lencioni		111
» KORN FERRY COMPETENCIES		111
Drives engagement | Drives results | Drives vision and purpose | Optimizes work processes		111
Lessons From Mount Everest: A Manager’s Guide to Agile Decision-Making in a High-Stakes Environment		112
Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		112
This three to four-hour case study uses the dramatic context of a Mount Everest expedition to reinforce learning in group dynamics and leadership. Participants are divided into teams and play different roles on a team of hikers attempting to summit the mountain. A minimum of 15 participants is suggested. Participants must communicate and analyze the information as a team to reach the top. Participants will learn how to build, participate in, and lead teams more effectively.		112
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 to 0.4 continuing education units (CEUs) upon completion of this seminar depending on the length.		112
SEMINAR OUTLINE		112
I. Decision-making		112
A. Learn how a team can improve the ways it makes collective decisions B. How decision-making can be impaired by cognitive biases		112
II. Group dynamics		112
III.		112
A. Solving problems within a team B. How members with different information and opposing interests affects a team Leadership		112
IV.		112
A. Build, participate in, and lead teams more effectively B. How different leadership approaches affect team performance Strategy		112
A. Short-term task completion B. Long-term team effectiveness		112
» KORN FERRY COMPETENCIES		112
Action oriented | Collaborates | Manages complexity | Decision quality | Builds effective teams		112
Managing Business Relationships and Careers		113
Bryan Edwards, Ph.D. — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		113
This seminar is designed to debunk the myths surrounding organizational politics. Many people view politics as a neg- ative, even unethical practice—something good people avoid. Politics, however, is a normal part of organizational life and can be a positive force for change. We will discuss different political tactics available to you and what you can do to enhance your political skills. We will also discuss how you can more effectively interact with your boss. Remember: politics is in the eye of the beholder.		113
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon completion of this seminar.		113
SEMINAR OUTLINE		113
I. Politics: It’s the objective that counts!		113
II. Creating a political career plan		113
A. Political planning		113
B. Organizational analysis		113
C. Self-analysis		113
D. Career plan		113
III. Survey of political tactics		113
A. Impression management		113
i. Observe and emulate successful others		113
ii. Impression management tips		113
B. Ingratiation		113
C. Collecting and using social IOUs		113
D. Network		113
IV. Other hints		113
A. Shaking hands B. Touching		113
C. Speak up		113
D. Smile		113
V. Managing your boss		113
A. Know your boss inside and out		113
B. Never embarrass your boss or make the boss look bad		113
C. Loyalty but not blind loyalty		113
D. Assertiveness not aggressiveness		113
VI. Shaping your boss’s behavior		113
A. Establish trust and respect B. Get the boss’s attention		113
C. Shape boss’s actions		113
D. Be tactful and prepared		113
VII. Conclusions		113
» KORN FERRY COMPETENCIES		113
Communicates effectively | Interpersonal savvy | Organizational savvy | Situational adaptability | Instills trust		113
Managing Up		114
Evan Davis — Assistant Professor of Professional Practice for Business Administration in the Spears School of Business at Oklahoma State University		114
Based on the book It’s OK to Manage Your Boss by Bruce Tulgan, this workshop will help participants learn how to be more effective in their role through the skills of boss-management. The days of uncertainty around expectations and performance are over and it’s time to take ownership of your career and development.		114
During this workshop participants will learn how to become accountable for their performance and development, iden- tify all of the bosses that they answer to, and learn how to effectively communicate with each other. Participants will also learn the principles of effective feedback and have the opportunity to practice delivering positive and constructive feedback effectively.		114
This seminar is sponsored by the OSU Spears School of Business and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon com- pletion of this seminar.		114
SEMINAR OUTLINE		114
I. First person you have to manage is you		114
II. Make time every day to manage any boss you answer to		114
III. Take it one boss at a time IV. Customize your approach to every boss		114
V. Exactly what is expected of you		114
VI.		114
Resource planning		114
VII. Track your own performance		114
VIII. Go the extra mile		114
» KORN FERRY COMPETENCIES		114
Collaborates | Interpersonal savvy | Organizational savvy | Strategic mindset		114
Men, Women, and Gender Rules at Work		115
Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		115
A great deal of media and research attention has been paid to women’s issues in business, including but not limited to the continuing pay gap, women’s absence from STEM fields and upper echelons of business management, and the elusive balance between work and family.		115
Reality check: It’s not all about women. Both men and women are subject to a number of gender roles, prescriptions about appropriate and inappropriate characteristics, styles, and behaviors for men and women. In some cases, gender rules have been useful for society, however, as men and women increasingly cooperate alongside one another, some gender roles limit both collaboration and growth.		115
This seminar uncovers the bases of these gender roles including organizational culture, myths about men and women, work-life imbalances, and continuing forms of sexism that harm both men and women. The discussion closes with some individual and organizational remedies for easing tensions caused by restrictive gender rules and advancing the devel- opment of both men’s and women’s skills, excellence, and career success.		115
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.1 to 0.2 continuing education units (CEUs) upon completion of this seminar.		115
» KORN FERRY COMPETENCIES		115
Persuades | Being resilient | Self-development | Situational adaptability		115
Navigating the Pipeline: Women in Business and Leadership		116
Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		116
Recent media attention has focused on women’s reported lack of confidence and ambition in professional settings. Do women leave corporations due to lack of confidence, or do corporations push women who want it all out? Research suggests it is a little of both.		116
This seminar focuses on navigating the corporate jungle, avoiding internal and external pitfalls, and rising to the top. We first discuss continuing barriers to gender equality, including gender rules, implicit biases, and discrimination. We close with a discussion of the organizational remedies for ending limiting gender stereotypes, and, instead, advancing both men’s and women’s success in business.		116
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.2 continuing education units (CEUs) upon completion of this seminar.		116
» KORN FERRY COMPETENCIES		116
Manages ambiguity | Values differences | Global perspective | Organizational savvy		116
Power of Influence		117
Andrew L. Urich, Ph.D. — Associate Professor of Management, Chair and Director of Student Development, Eastin Center for Career Readiness in the Spears School of Business at Oklahoma State University		117
The ability to influence others is the primary skill of leadership. This seminar will help you develop the skills necessary to establish and maintain a productive working relationship and to influence both outside clients and individuals within your organization.		117
You will learn the following:		117
• Break the barriers that often block your message from getting through		117
• Embrace the mindset of a servant leader		117
• Walk in the shoes of others with a focus on finding mutually beneficial outcomes		117
• Develop the skills necessary to be an effective and well-received messenger		117
• Learn to manage and reduce conflicts and confrontations		117
Professor Urich’s seminars are designed to make you think and to see things in a new way. He uses vivid examples and		117
stories and will make you laugh.		117
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 to 0.6 continuing education units (CEUs) upon completion of this seminar.		117
SEMINAR OUTLINE		117
I. Assessing human interaction		117
A. Keys to influence B. Challenges to human behavior C. Advantages of servant leadership D. Facts don’t matter if no one believes you		117
II.		117
III.		117
Key influence factors		117
A. Develop a positive attitude toward conflict		117
B. Managing conflict		117
C. Authority is out—influence is in		117
D. Systematic approach to planning for communication opportunities		117
Communication barriers		117
A. Limit the impact of your point of view		117
B. Overcome the bias of others C. Learn to open closed-minds D. Other communication issues		117
IV. Develop a win/win approach to problem solving (managing self-interest)		117
A. Factor in the interests of both sides B. Look for win/win opportunities C. Learn to make the pie bigger		117
V. Become a persuasive messenger		117
A. Learn to become more likeable B. Develop a persuasive attitude C. Learn to show more appreciation		117
VI.		117
Avoid creating conflict and confrontations A. You will never prove them wrong B. Avoid confrontations C. Learning to deal with irrational people D. Don’t take things personally		117
» KORN FERRY COMPETENCIES		117
Communicates effectively | Manages conflict | Interpersonal savvy | Persuades		117
Practitioner’s Guide to Mentoring		118
Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		118
This one to three hour (depending upon the number of participants) roundtable discussion focuses on the difference between mentoring and other forms of leadership. We will look at the skills, behaviors, incentives, and organizational systems necessary to implement successful mentoring programs. We will focus on how individual managers can become effective mentors and what organizations need to do to implement such programs.		118
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.1 to 0.3 continuing education units (CEUs) upon completion of this seminar.		118
SEMINAR OUTLINE		118
I. Mentoring as a subset of leadership		118
II. Mentoring vs. coaching		118
III. Mentoring skills and behaviors IV. Mentoring in practice		118
V. Organizational systems for effective mentoring		118
» KORN FERRY COMPETENCIES		118
Business insight | Instills trust		118
Selecting Strong Talent in Your Organization		119
Bryan Edwards, Ph.D. — Associate Director of Research in the Eastin Center for Career Readiness, Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		119
Selecting strong talent to meet the needs of organizations is crucial for building and maintaining a competitive advantage. Organizations compete fiercely in the war for talent that costs time and money to recruit the best candidates. However, too many organizations use haphazard and outdated approaches to selection.		119
With cutting-edge, scientifically proven methods for selection, companies can realize productivity increases with a better quality workforce, cost savings, and reduced turnover. In this workshop, we will discuss best practices in selection with a particular emphasis on predictive analytics.		119
You will learn to:		119
• Conduct a job analysis • Locate and evaluate selection assessments • Use the data for predictive analytics		119
Learning objectives:		119
• How to locate and evaluate selection assessments • Common problems encountered in selection • Can test scores be combined to make selection decisions?		119
This workshop is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 continuing education units (CEUs) upon comple- tion of this workshop.		119
SEMINAR OUTLINE		119
I.		119
Role of job analysis		119
II. How to locate and evaluate selection assessments		119
III. How to use the data for predictive analytics		119
» KORN FERRY COMPETENCIES		119
Attracts top talent | Builds effective teams		119
Succession Planning: Developing the Next Generation of Leaders		120
Bryan Edwards, Ph.D. — Associate Director of Research in the Eastin Center for Career Readiness, Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		120
Organizational success is highly dependent on the quality of talent employed by the organization. While some organiza- tions carefully recruit and select employees, many do not. In addition, many organizations do not have plans for nurturing the talent they possess. Most organizations hope that employees will learn important leadership skills through the school of hard knocks, and they have no systematized program for leadership development. What would your organization do if a vital leader or performer left for another job? What would happen if the leader was incapacitated and unable to work? Would you be able to replace their skills? Do you know what your future leaders should be learning today?		120
This seminar is designed to provide you information on succession planning and management (SPM). We will discuss the fundamentals of SPM and provide you a framework that your organization can use to enhance leadership development. Effective succession planning and management is a comprehensive approach to talent identification and enrichment. After attending this seminar, you should be better equipped to develop your organization’s next generation of leaders.		120
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 to 0.6 continuing education units (CEUs) depending on the seminar length upon completion of this seminar.		120
SEMINAR OUTLINE		120
I. Introduction		120
A. Purpose of succession planning and management		120
B.Benefits		120
C. Pitfalls		120
II. Understanding career development		120
A. Novations perspective		120
B. 4 career stages		120
III. Finding your “daimon”		120
A. Importance of self-awareness		120
B. Discussion of assessments (StrengthsQuest, MBTI® Step II™, etc.)		120
IV. Successful succession plans		120
A. Essentials: Who do you need and where do you find them?		120
B. Best practices		120
V. Key Factors		120
A. Recruiting and selecting talent		120
B. Identifying and developing A-players C. Evaluating performance and progress		120
VI. Summary and Conclusions		120
» KORN FERRY COMPETENCIES		120
Attracts top talent | Develops talent | Plans and aligns | Demonstrates self-awareness		120
Supervisory Program: Leadership, Mentoring, and Coaching for Outstanding Performance		121
Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University		121
or		121
Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		121
This two-day seminar is designed to help employees make the transition to first-line management. At this level, people skills are important. This seminar will help you better understand your beliefs as well as how you can enhance your management skills.		121
Dr. Bowler will cover “Changing Roles” the first day, and Dr. Basu will present “Mentoring,” “Enhancing Employee Performance” and “Coaching and Employee Enhancement” the second day.		121
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 1.2 continuing education units (CEUs) upon completion of this seminar.		121
SEMINAR OUTLINE		121
Day 1		121
I.		121
Changing roles: Understanding power and leadership		121
A. Identifying the roles, skills, and		121
expectations of managers		121
B. Understanding and developing sources of		121
p owe r		121
C. Exploring your leadership style		121
D. Effective leadership actions		121
Day 2		121
II. Mentoring		121
A. Need for mentoring B. Individual and organization benefits of		121
mentoring		121
C. Mentoring skills and behaviors		121
D. Mentoring: FAQ		121
III.		121
Enhancing employee performance		121
A. Dimensions of employee performance B. Determinants of employee performance C. Understanding different motivational		121
approaches		121
IV.		121
D. Appraisal methods		121
E. Emphasizing behaviors, not attitudes		121
Coaching and employee enhancement		121
A. Effective two-way communication B. Importance of setting goals C. Providing performance feedback D. Delegation, empowerment, and		121
reinforcement		121
» KORN FERRY COMPETENCIES		121
Communicates effectively | Manages conflict | Interpersonal savvy | Persuades		121
Tune-Up Your Negotiation and Persuasion Skills		122
Andrew L. Urich, Ph.D. — Associate Professor of Management, Chair and Director of Student Development,Eastin Center for Career Readiness in the Spears School of Business at Oklahoma State University		122
Better negotiations lead to higher profits. Human interaction and persuasion are among the most important skills affect- ing your ability to succeed in business today. These skills are particularly vital during formal and informal negotiations.		122
This seminar will help you improve and sharpen the skills to facilitate more successful negotiation outcomes. You will develop the ability to improve your negotiation strategy and execution based on an understanding of persuasion, crit- ical thinking, and effective planning. Participants will also learn to identify factors that significantly impact negotiation outcomes through a series of discussions and group exercises.		122
Professor Urich’s seminars are designed to make you think and to see things in a new way. He uses vivid examples and stories and will make you laugh. This seminar combines research and actual case studies to facilitate significant and permanent improvements in your negotiation skills.		122
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 to 0.6 continuing education units (CEUs) upon completion of this seminar.		122
SEMINAR OUTLINE		122
I.		122
II.		122
III.		122
Background: Reconsidering conflict and negotiation A. Questioning the traditional view of negotiation B. Changing your negotiation strategy, approach, and attitude C. Avoiding counterproductive conflicts and confrontations		122
Evaluating your interests and aspirations A. Clarify your goals and priorities B. Power of “No” C. Research on aspiration levels		122
i. Advantages of high aspirations		122
ii. Factors restraining high aspirations		122
D. Develop your BATNA (Best Alternative To Negotiated Agreement) E. Gain power by uncovering their BATNA		122
Connect with your counterparts: Develop/maintain an influential relationship		122
A. Develop a realistic win/win approach to problem solving		122
i. Manage their self-interest		122
ii. Identify win/win opportunities		122
iii. Foster a win/win attitude in your counterpart iv. Make the pie bigger—before slicing it up		122
Continued on next page…		122
Tune-Up Your Negotiation and Persuasion Skills / …Continued		123
V.		123
» KORN FERRY COMPETENCIES		123
“Why” Discovery Workshop for Organizations or Teams		124
Abbey Davis, Ph.D. — Lecturer, Spears School of Business		124
Working hard for something we don’t care about is called stress; working hard for something we love is called passion. — Simon Sinek		124
In this workshop, participants will walk through an intense series of collaboration exercises based on the book		124
Why: A Practical Guide for Discovering Purpose for You and Your Team		124
by Simon Sinek.		124
We will start with a discussion around the importance of having a defined “Why” for your organization. Then we will look at how organizations who know and can speak from their “Why” have better engagement and retention of both employees and customers.		124
Find Your		124
Participants will leave this workshop with a clear picture of how they can live out and communicate their organization’s “Why” in every aspect of their business.		124
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 or 0.6 continuing education units (CEUs) depending on the length of the seminar.		124
SEMINAR OUTLINE		124
I. Every organization knows what they do		124
II. Why your organization needs to find it’s “Why”		124
III. The “Why” discovery process: 3 conversations IV. Drafting a “Why” statement		124
V. How to carry out your “Why”		124
VI. Next steps and wrap up		124
People don’t buy what you do; they buy why you do it. — Simon Sinek		124
» KORN FERRY COMPETENCIES		124
Customer focus | Manages complexity		124
MARKETING		125
Digital Marketing 101		126
Jerry Rackley — Executive-in-Residence for the Department of Marketing in the Spears School of Business at Oklahoma State University		126
Digital Marketing 101 is a workshop that equips attendees with an understanding of the primary digital marketing strategies and approaches. This seminar will provide participants with an understanding of how to get a digital marketing initiative underway. The ideal audience is those who are inexperienced or new to digital marketing and need a solid foundation/ understanding of what digital marketing is.		126
This seminar is sponsored by the School of Marketing and International Business and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.		126
SEMINAR OUTLINE		126
I. Digital marketing overview		126
II.		126
A. Definition B. Scope C. Attendee challenges Your website		126
A. Importance of a website for digital		126
marketing		126
B. Website goals		126
C. Design considerations		126
D. Traffic types		126
E. Conversions		126
F. Landing pages		126
G. Testing		126
H. Mistakes to avoid		126
III. Optimizing your website for search		126
A. What SEO is and why it’s important B. On-site actions C. Off-site actions D. Useful tools		126
IV. Online advertising		126
A. What online advertising is: Pros and cons		126
V.		126
VI.		126
B. Search marketing/advertising C. Online display D. Useful tools Email marketing A. List building and maintenance B. Best practices C. Useful tools Social media marketing A. What it means to market via social media B. Selecting the best social media channel(s) C. Best practices D. Social media advertising E. Useful tools		126
VII. Mobile marketing		126
VIII. Online reputation management (ORM)		126
A. What ORM is and why you should care B. Online crisis management C. Useful tools		126
» KORN FERRY COMPETENCIES		126
Business Insight | Cultivates innovation | Tech Savvy		126
Marketing Magnetism! Clarify Your Unique Brand Value and Drive New Business Growth		127
Maribeth Kuzmeski, Ph.D. — Clinical Assistant Professor for the School of Marketing and International Business in the Spears School of Business at Oklahoma State University		127
What’s working right now to attract new clients, expose your value, encourage people to talk, and differentiate your com- pany? Do your clients know all that you do and are able to do for them? Is your presentation of your value memorable?		127
This interactive seminar will share strategies that are mostly inexpensive, can be implemented immediately, and are generating new business now. From new media to traditional methods—learn what’s working now, and, throughout the training, improve your own delivery of value.		127
Benefits:		127
• Learn through case studies and memorable examples of how some powerfully branded businesses are using their		127
words to prove their value, justify their prices, and win new business.		127
• Learn the keys to producing memorable ways of making a case for your business, separating yourself from the		127
competition, and finding a better way of describing yourself and your firm.		127
• Work through a comprehensive workbook during the training seminar to develop and organize upgraded marketing		127
and sales messaging.		127
• Participants will gain strategies for using more powerful, value-focused messaging in successful marketing including		127
web, social, videos, email campaigns, client referrals, events, and more.		127
This seminar is sponsored by the School of Marketing and International Business and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 to 0.6 continuing education units (CEUs) upon completion of this seminar.		127
» KORN FERRY COMPETENCIES		127
Action oriented | Communicates effectively | Customer focus | Cultivates innovation | Interpersonal savvy | Builds networks | Persuades | Self-development | Situational adaptability		127
Continued on next page…		127
Marketing Magnetism! / …Continued		128
SEMINAR OUTLINE		128
I.		128
II.		128
III.		128
IV.		128
VII.		128
VIII.		128
STRATEGY		129
Developing the Strategic Middle Manager: The First Step Toward Organizational Renewal		130
James M. Pappas, Ph.D. — Associate Professor and Head of the Management Department in the Spears School of Business at Oklahoma State University		130
In today’s hypercompetitive marketplace, firms have moved away from the traditional goals of centralization and control and moved toward an emphasis on innovation and customer responsiveness. New developments in the business community (i.e., offshoring, outsourcing), suggest that this trend will be a mainstay for years to come. Though the requirements for long-term competitiveness are evolving, the role of middle managers within complex organizations has not kept pace.		130
This seminar is designed to discuss new roles and opportunities of middle managers within complex organizations and re-cast their focus toward involvement and performance as critical participants in the strategy-making process. By doing so, middle managers will be shown how to use behaviors to influence upper management decisions, champion new ideas, help implement deliberate strategies, and add value to their organization.		130
You also will explore how firms can harness new ideas from the middle of the organization to renew their core capa- bilities. A detailed explanation of how managers can use social connections and trust toward renewal will be explored. This seminar is appropriate for traditional middle managers as well as mid-level employees who have connections with both supervisors and subordinates.		130
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants who attend this seminar will earn 0.6 continuing education units (CEUs) upon completion of this seminar.		130
SEMINAR OUTLINE		130
I.		130
The changing middle manager A. New roles and new demands B. Leveraging knowledge and skills		130
II.		130
Strategy from the middle A. Influencing managers with new ideas and initiatives B. Advancing proposals that add corporate value C. Facilitating adaptability and change D. Implementing new strategies		130
III. Becoming a strategic middle manager		130
A. Re-thinking the strategy-making process B. Diagnostic test for strategic consensus C. Self-test of strategic activities and involvement		130
» KORN FERRY COMPETENCIES		130
Communicates effectively | Being resilient | Demonstrates self-awareness | Situational adaptability | Strategic mindset | Builds effective teams | Drives vision and purpose | Optimizes work processes		130
Growth Mindset: The Key to Strategic Development		131
Cassie Niemann		131
» KORN FERRY COMPETENCIES		131
Problem Solving		132
Marc Tower, Ed.D. — Assistant Dean, Innovation Education and Growth, Spears School of Business and Associate Professor of Professional Practice, School of Entrepreneurship		132
Often individuals as well as organizations find themselves with decision-making problems—trying to solve the same problems with the same solutions. You will discover how to tap individual creativity to help redefine and refocus prob- lems and solutions—how to become a creative problem solver. The techniques of creative problem solving will address conflict resolution, group decision-making, delegation, and leadership roles. Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.		132
The ability to identify and execute solutions to business problems differentiate high-performing creates competitive advantage. This seminar covers the basics of problems solving including: problem identification, creating possible solutions, choosing the best solution, and implementation and validation. This seminar includes examples and exercises that can apply to any business problem and with the Process Improvement seminar make a powerful combination for solution finding and efficient execution.		132
The seminar’s objective is to provide participants with the basic tools to address business problems with discipline and creativity, beginning with clearly identifying the problem. Correct problem identification is the first step, ensuring problem solving, not just addressing symptoms. Participants will be able to identify problem symptoms and use the symptoms to determine the core problem to solve. You will learn tools and techniques to seek multiple possible solutions, using creativity and diverse sources. Using your best solutions you will then build a project to ensure your solutions are exe- cuted for long-term benefit.		132
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University.		132
SEMINAR OUTLINE		132
I.		132
II. III. IV.		132
Identify the problem: Case study (pre- reading) and discussion		132
Identify the problem: Team exercise		132
Creating solutions: Lecture and discussion		132
Creating solutions: Team exercise		132
V.		132
Implementing solutions:		132
Lecture and discussion		132
» KORN FERRY COMPETENCIES		132
Ensures accountability | Manages ambiguity | Collaborates | Decision quality | Drives engagement | Plans and aligns | Drives results | Builds effective teams | Optimizes work processes		132
Strategic Management: Facilitation		133
James M. Pappas, Ph.D. — Associate Professor and Head of the Management Department in the Spears School of Business at Oklahoma State University		133
Strategic management facilitation may involve meeting with senior-level executives who strive to define the following:		133
• Environmental scan • SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) • Mission and values statement • Setting goals and objectives • Action planning		133
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. This seminar is dependent upon steps decided and may range from 0.3 to 0.6 continuing education units (CEUs).		133
» KORN FERRY COMPETENCIES		133
Ensures accountability | Communicates effectively | Interpersonal savvy | Builds networks		133
Strategic Performance: Building Culture		134
Stephanie Phipps, Ph.D. — Assistant Professor of Professional Practice in the Spears School of Business at Oklahoma State University.		134
Culture and Strategy: Beyond “Culture Eats Strategy for Breakfast”		134
Peter Drucker’s famous phrase, “Culture eats strategy for breakfast,” highlights the power of organizational culture, but culture and strategy are far more interconnected than that simple comparison suggests.		134
This session explores alternative ways to understand their relationship:		134
Strategy shapes culture for success – A well-crafted strategy can influence values, priorities, and behaviors, helping to cultivate a culture that accelerates strategic execution.		134
Culture and strategy are inseparable – Both must evolve together, as culture can either enable or constrain strategic initiatives. Leaders must align decisions with cultural realities to achieve sustainable results.		134
Culture and strategy are complementary – Culture provides the foundation upon which strategy can thrive. The strongest strategies are those built on cultural alignment.		134
Culture enables strategy execution – Rather than overpowering strategy, culture empowers it—fostering engagement, adaptability, collaboration, and innovation.		134
This session examines how culture impacts organizational performance, with a specific focus on financial outcomes. Participants will gain frameworks to understand how culture shapes results and learn practical approaches for designing a culture that drives financial success. By intentionally cultivating a high-performance culture, organizations can strengthen competitiveness, attract investment, and achieve long-term sustainability.		134
What you’ll learn in this session:		134
Relationship betweenculture, strategy, and performance		134
How to measure culture		134
Tactics to addressareas of development		134
» KORN FERRY COMPETENCIES		134
Strategic Mindset | Interpersonal Savvy | Builds Networks | Collaborates | Instills Trust		134
Strategic Planning		135
Stephanie Phipps, Ph.D. — Assistant Professor of Professional Practice in the Spears School of Business at Oklahoma State University		135
Strategic Planning is an interactive seminar that allows leaders to create strategic plans from soup to nuts. Participants will crystallize their values and document the organization’s purpose and mission. Based on the leaders’ vision for the organization’s future, the participants will then go through a SWOT analysis. Building on the foundation of the vision, the participants will then develop a strategy that leverages the organization’s unique strengths and opportunities and attempts to mitigate its weaknesses and potential threats. Finally, the participants will develop measurable action plans with specific due dates, for which specific people are accountable.		135
In total, this process creates a direct line of sight between the organization’s vision, its SWOT and its daily activities that allow both leaders and employees to understand how what they do on a daily basis contributes to the future success of the organization. This seminar is about results; not reports.		135
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.8 continuing education units (CEUs) and 9.6 continuing professional education (CPE) credit upon completion of this seminar.		135
SEMINAR OUTLINE		135
I. Why do strategic planning?		135
II. Components of an effective strategic plan		135
III.		135
Vision		135
A. Values B. Purpose C. Mission		135
IV. What is possible? V. What is strategy?		135
VI. SWOT analysis		135
VII. Objectives VIII. Action plan		135
A. DACI		135
i. Driver		135
ii. Approver		135
iii. Contributors iv. Informed		135
B. GRPI		135
i. Goal		135
ii. Roles		135
iii. Processes		135
iv. Interaction		135
IX. X.		135
Implementing a measurement system Communication		135
» KORN FERRY COMPETENCIES		135
Decision quality | Plans and aligns | Drives results | Strategic mindset | Drives vision and purpose		135
Unleashing the Power of Organizational Culture		136
Stephanie Phipps, Ph.D. — Assistant Professor of Professional Practice in the Spears School of Business at Oklahoma State University.		136
SEMINAR OUTLINE		136
» KORN FERRY COMPETENCIES		136
TEAMS		137
Creating an Inspiring Employee-centric Team		138
Pearl Sumathi, Ph.D. — Assistant Professor of Practice for the Department of Management in the Spears School of Business at Oklahoma State University		138
Developing a highly engaged team requires skills taught beyond what you learn in management essentials. According to State of the Global Workplace (Dec. 2017) report, 85% of employees are not engaged or actively disengaged at work. This results in $7 trillion in lost productivity. The key is methodically building a purpose-driven team by taking an empa- thetic approach.		138
Human-centered design (HCD) is a problem-solving process grounded in empathy and the needs of the people for whom the process is designed. By adopting this framework, managers can create a collaborative process of managing a team with practices and processes that keeps the needs of employees in its center.		138
At the end of the seminar you will be able to:		138
• Implement the critical ingredients of human-centered design to impart exceptional employee experience to your		138
teams.		138
• Invigorate the purpose of your team by empowering and unlocking their potential. • Learn and create prototyped solutions that you can implement immediately back in your teams. • Develop relationships with other industry people leaders who can also become your peer coaches.		138
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University. Participants earn 0.3 to 0.6 continuing education units (CEUs) depending on the seminar’s length.		138
» KORN FERRY COMPETENCIES		138
Collaborates | Communicates effectively | Manages complexity | Customer focus | Develops talent | Directs work | Drives engagement | Cultivates innovation | Drives results | Strategic mindset		138
Creating and Developing High-Performance Teams		139
Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		139
High-performance teams don’t just happen. They are carefully built and well managed, and this is not always a smooth process. A key to strong, performance-oriented, teams is building strong interpersonal relationships before the formation of teams.		139
This seminar covers issues across the life span of teams, from deciding when to use them, to understanding their stages of development, to moving them toward high performance. Special attention will be given to the various challenges teams face in moving toward high performance (conflict, turning individuals into team players, motivation problems, team decision-making problems, etc.) and ways that teams can successfully navigate these obstacles. Both management and team members share responsibility for moving a team toward high performance, and we will focus on both of these roles throughout the seminar. In addition to material delivery, we will make use of experiential exercises to demonstrate important team principles.		139
This seminar is sponsored by the Department of Management and the Center for the Future of Work in the Spears School		139
of Business at Oklahoma State University. Participants earn 0.6 continuing education units (CEUs) upon completion of		139
this seminar.		139
SEMINAR OUTLINE		139
I.		139
Team basics		139
A. Defining characteristics that set teams		139
apart from other structures and give teams their performance potential, and the situational factors conducive to the use of teams		139
II. Understanding how teams develop		139
A. Stages teams move through as they		139
develop, the selection of individuals to team membership, the role of relationships and conflict in teams, and the time requirements for team performance		139
III. Moving teams to high performance		139
A. Development of team performance		139
goals, the alignment of team goals		139
with organizational needs, the role of socialization in teams, the appropriate use of incentives, and strategies for bonding team members together, and the earmarks of a performance-ready team		139
IV.		139
Approaches to team decision-making		139
A. Role of conflict in team decision-making		139
and various approaches to team decision- making		139
» KORN FERRY COMPETENCIES		139
Attracts top talent | Collaborates | Manages conflict | Develops talent | Drives engagement | Interpersonal savvy | Builds networks | Plans and aligns | Builds effective teams | Drives vision and purpose		139
Psychological Safety		140
A		140
Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		140
In this masterclass, we’ll lean on the work of Amy Edmondson and unpack the concept of psychological safety, the shared belief held by team members that interpersonal risk taking is safe. Defining the term further, we’ll identify the specific behaviors that build upon 4 stages of psychological safety: Inclusion Safety, Learner Safety, Contributor Safety, and Challenger Safety. To help participants see how psychological safety shows up at work, we’ll discuss two real-life case studies, one from the banking industry and the other from the airline industry. We will talk about the crit- ical role that leaders play in fostering psychologically safe teams and break down the specific behaviors that can help build or wreak havoc on this process.		140
» KORN FERRY COMPETENCIES		140
Strategic Mindset | Decision Quality | Drives Engagement | Interpersonal Savvy | Demonstrates Self-Awareness		140
Skills on the Rise		141
Bryan Edwards, Ph.D. — Professor of Management and Joe Synar Chair, Spears School of Business, Oklahoma State University		141
or		141
Aaron Light — Assistant Professor of Professional Practice in Management, Spears School of Business, Oklahoma State University		141
Analytical thinking, digital literacy, creativity, curiosity, resiliency and agility are the top skills on the rise according to the World Economic Forum. Participants will become equipped with these essential skills by learning to apply them through a hands-on experience. Working together in groups participants will collaborate and problem solve to develop these skills through a series of interactive breakout sessions.		141
KEY TAKEAWAYS		141
Unlock the toolkit to apply these skills with your team back in office.		141
Customizable case study tailored to improve your company’s unique gaps.		141
Maximize your T&D through topics applicable to all roles.		141
SESSION DESCRIPTIONS		141
Analytical Thinking and Digital Literacy		141
Unlock the power of AI and media literacy to elevate your work! Join us for an engaging session where you’ll dive deep into essential tools like prompt engineering, ChatGPT, cutting-edge AI resources, and media literacy with a focus on credibility.		141
Creativity and Curiosity		141
Activate your creative thinking and problem-solving abilities through powerful tools like S.C.A.M.P.E.R. and Mindmapping to equip you with the skills to generate innovative ideas and visualize complex concepts.		141
Resiliency and Agility		141
In today’s rapidly changing world, being able to adapt and thrive in the face of disruption is essential. Join us for a transformative session designed to equip you with the skills and mindset needed to not just survive, but excel in challenging environments		141
» KORN FERRY COMPETENCIES		141
Strategic Mindset | Decision Quality | Drives Engagement | Interpersonal Savvy | Demonstrates Self-Awareness		141

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