1 Table of contents 140

Masterclass Catalog

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

MASTERCLASS		1
CATALOG		1
CFW TEAM MEMBERS		2
ii		2
Marc Tower, Ed.D.		2
Assistant Dean, Outreach & Economic Development		2
Lindsey Ray		2
Sr. Program Manager		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
Kaylie Wehr		3
Communications Coorindator		3
Chris Franklin		3
Program Specialist		3
Sherry Hesler		3
Administrative Associate		3
TABLE OF CONTENTS		4
iv		4
vi		6
vii		7
viii		8
ACCOUNTING AND FINANCE		9
Capital Expenditures (CAPX) and Operational Expenditures (OPEX) 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 Business at Oklahoma State University.		10
SEMINAR OUTLINE		10
I. CAPX vs. OPEX		10
A. Definitions of CAPEX and OPEX B. Accounting for CAPX and OPEX 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 B. Real options		10
» KORN FERRY COMPETENCIES		10
Drives results | Financial acumen		10
Ethics Under Pressure 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 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 III. Computer evaluation of case study IV. Risk analysis A. Scenario analysis B. Sensitivity analysis C. Simulation analysis V. Capital budgeting decisions and shareholder wealth I. Capital budgeting A. Capital budgeting decision rules, limitations, and other risks B. Time value of money C. Cash flow statements and analysis D. Illustrated case study II. Issues with capital budgeting A. Mutually exclusive projects B. Capital rationing i. Ranking projects ii. Project ranking exercise 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 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
II.		13
IV.		13
» KORN FERRY COMPETENCIES		13
Balances stakeholders | Business insight | Financial acumen | Plans and aligns		13
Finance for the Nonfinancial Manager 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 C. Responsibilities of a financial manager The financial condition of a business 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 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 Special topics: 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 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 III. External financing needed (EFN) IV. Financial statement modeling 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 Capital budgeting under risk		15
A. Part 1 Sensitivity and Scenario Analysis 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
Drives results | Financial Acumen		16
Investing for Success 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. B. Basics of saving and investing, including compound interest and time value of money. 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. B. Smart investment strategies, understanding mutual funds, ETFs, and the S&P 500. 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. B. Understanding and improving credit scores. 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 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 Drives results | Financial acumen		18
ACCOUNTING AND FINANCE FOR ENERGY		19
Advanced and Expert Strategies in Oil and Gas Finance 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 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 B. Competitive benchmarking C. Capital budgeting and risk analysis in the oil and gas industry 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
Day 3		21
III. Advanced capital budgeting and risk analysis and expert issues about derivatives and risk management in the		21
oil and gas industry A. Advanced capital budgeting and risk analysis in the oil and gas industry B. Case study applications and open discussion of crucial issues related to advanced capital budgeting and		21
risk analysis		21
C. Current issues about derivatives and risk management in the oil and gas industry D. Advanced topics in hedging and risk management		21
» KORN FERRY COMPETENCIES Business insight | Directs work | Ensures accountability | Financial acumen | Instills trust | Organizational savvy | Strategic mindset | Optimizes work processes		21
Building Business Acumen and Strategic Financial Skills in the Oil and Gas Industry 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. B. Upstream measures: Key energy ratios to measure upstream performance C. Midstream measures: Performance statistics for midstream, frac spread, etc. 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 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 IV. Accounting standards for oil and gas		23
V. Analyzing petroleum company financial		23
statements A. Basic financial statements B. Computing energy reserve replacement		23
ratios		23
C. Computing energy cost ratios 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 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 A. Overview of the energy value chain B. Terminology C. What are hydrocarbons? D. Recent trends and strategies		24
II. Upstream: Exploration and production		24
A. Upstream performance measures B. Exploration process C. Drilling and completion process D. Activity indicators E. Where value is made		24
III. Midstream		24
A. Natural gas gathering, processing, and		24
transportation		24
B. Natural gas liquids (NGLs) C. NGL producers and marketers D. Where value is made		24
IV. Downstream: R&M		24
A. How refineries work: refinery		24
configurations and the refining process 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 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 B. Intermediates and derivatives C. End-products 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 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 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- 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 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 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 • Comprehend and interpret financial information • Understand the importance of cash flow		26
• Match your capital budgets to realistic targets • 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 B. Role playing and case study on capital resource allocation within corporations 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 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 IV. Stock price history and performance		27
V. Dig into the financial statement number		27
VI. Look at the remuneration report		27
VII. VIII.		27
List of directors and officers 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
Introduction to Oil and GasThings to Know for the Oil and Gas Industry 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
or		30
Marc Tower, Ph.D. — Assistant Dean of Innovation Education and Growth, Spears School of Business and Associate Professor of Professional Practice, School of Entrepreneurship		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 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? 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 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, 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 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 A. Evaluate your firm’s performance in prior quarter by function and for the organization as a whole B. Review and revise your strategy in light of		32
your assessment and the new funding that 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 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
» KORN FERRY COMPETENCIES		33
Develops Talent | Collaborates | Builds Effective Teams | Communicates Effectively | Being Resilient |Manages Ambiguity | Strategic Mindset		33
Developing Your Emotional Intelligence (EI) 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 Part 1:		34
I. What leads to success?		34
VI. Making of a CEO		34
A. Domains of excellence B. Intelligence (IQ) C. Expertise D. Emotional intelligence (EI)		34
II. What predicts success?		34
The best emotional intelligence is what it takes 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 B. Increased sales, reduced turnover at L’Oreal C. Increased life insurance sales		34
IV. Executive performance at a multinational beverage firm		34
A. Emotionally Intelligent Managers 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 B. 18 competencies Interpreting ECI feedback A. Assessing your data’s validity B. Personal summary (clusters of competencies) C. Competency detail 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 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, Ph.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. 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
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.		35
OUTLINE		35
I. Welcome & Introductions II. Types of Working Genius Overview III. Guilt & Judgment IV. Three Stages of Work V. Responsive vs. Disruptive VI. Altitude of Geniuses 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 X. Top 3 Takeaways & Closing		35
» KORN FERRY COMPETENCIES		35
Builds effective teams | Demonstrates self-awareness | Self-development | Values differences		35
vLeader Simulation 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 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 B. 30-minute discussion of Scenario #1		36
i. Discuss outcomes, styles attempted, what was learned, how to improve 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 C. 30-minute discussion of Scenario #2		36
i. Working with divergent motivations,		36
techniques and styles used, and outcomes gained.		36
Continued on next page…		36
vLeader Simulation / …Continued		37
IV. Scenario #3: Working in a group		37
A. Expand individual skills to working with a		37
group with various needs and motivations.		37
B. 1 hour to work on Scenario #3 C. 30-minute discussion of Scenario #3		37
i. Reflect on how different styles caused different behaviors, connect results to character emotions, re-introduce leadership principles as connected to others’ emotions, and consider alternatives of communication to affect emotions.		37
V. Scenario #4: Working with a larger group		37
A. Work on introducing agendas and gaining		37
support for particular agendas.		37
B. 1 hour to work on Scenario #4 C. 30-minute discussion of Scenario #4		37
i. Discuss strategies for introducing		37
agendas and the success or failure of the results, discuss confusion of real world meetings and communication, and focus on transition to the real world.		37
VI.		37
Scenario #5: Putting it all together and managing your boss		37
A. Use scenario as a basis for continuing to l earn new leadership strategies.		37
B. 1 hour to work on the Scenario #5 C. 30-minute discussion of Scenario #5		37
i. Summarize learning in terms of		37
expanded awareness of self, others, and situational awareness, being sensitive to others’ feedback, increasing our strategic leadership thought, more options and tools for handling situations.		37
VII. Optional exercise		37
A. Optional exercise to turn in following		37
the program on developing an individual strategic plan for leadership and communication.		37
» KORN FERRY COMPETENCIES		37
Communicates effectively | Manages conflict | Interpersonal savvy | Builds networks | Situational adaptability		37
DiSCover Your Leadership Strengths 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
Great leaders recognize that behavior—not just personality—shapes how individuals respond to work and relationships. This seminar uses the DiSC® model to help you understand your behavioral tendencies and those of others, equipping you to lead with greater awareness and adaptability.		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
Values differences | Demonstrates self-awareness | Self-development | Builds effective teams		38
The Leadership Blueprint: Harnessing Hogan for Team and Individual Impact		39
Stephanie Phipps, Ph.D. — Assistant Professor of Professional Practice in the Spears Schoolof Business at Oklahoma State University.		39
The Hogan Assessment is a proven framework for understanding how leaders show up at their best, how they may derail under pressure, and what values drive their decisions. For executives, this is not simply about self-awareness — it is about aligning leadership behavior with enterprise strategy and culture, ensuring the leadership team operates as a high-performing, future-ready unit.		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
Key Takeaways for Executives		39
Heightened Self-Awareness		39
Shared Language for Leadership		39
Team-Level Insights		39
Direct Link to Business Outcomes		39
Actionable Commitments		39
» KORN FERRY COMPETENCIES		39
Self Awareness | Manages Ambiguity | Drives Engagement | Builds Effective Teams		39
BUSINESS ANALYTICS/ PROJECT MANAGEMENT/ INFORMATION SECURITY		40
Business Analytics and Data: The Evidence of Evidence- Based Management 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 Marc Tower, Ph.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 B. Defining a process		42
II. Where to start?		42
III.		42
A. How to select a project B. Goals, scope and management Basic concepts A. Time B. Value C. Inertia D. People		42
IV. Diagramming a process		42
A. Options		42
B. Tools		42
V. Measuring		42
A. What to measure 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 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. B. What they can do for business. 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 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 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 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- jective biases in check. In this seminar, we will examine the perils of decision-making and work on techniques that will allow us to make more objective and rational decisions.		45
After completing the seminar, participants should be able to:		45
• Formulate focused questions • Search effectively for evidence in online research databases • Understand the basics of research methodology and study design • Critically appraise evidence for its validity and applicability • Integrate the evidence with managerial expertise and judgment • Monitor the outcome		45
Format options: Face-to-face seminar with minimal lecture, self-assessment, and discussion, cases, web activities, etc. This seminar will be available in a one to six-hour seminar with the possibility of future collaboration with business analytics or another professor for a two-day seminar.		45
Benefits: Attendees will be better equipped to make non-programmed managerial decisions by asking better questions, finding better sources for information, balancing that information with intuition, etc. This will in turn benefit their companies’ bottom-line performance by reducing strategic and tactical errors. Therefore, firms will save money from potentially failed projects and decisions, while creating more profits from better decisions and strategic plays.		45
Who should attend: The seminar will target upper-level executives to mid-level managers faced with non-programmed decisions. These deci- sion makers could be in the areas of sales, manufacturing, service firms, governmental leaders, oil and gas development, 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 of Business at Oklahoma State University. This seminar may vary in the number of hours from one to six hours depending on the content provided and the number of continuing education units (CEUs) provided accordingly.		45
Continued on next page…		45
Evidence-Based Management / …Continued		46
SEMINAR OUTLINE		46
I. Problems with decision-making		46
II. Conventional wisdom and storytelling		46
III.		46
(Bad) advice, lack of evidence and bounded rationality		46
IV. Evidence based management readiness assessment and discussion		46
V. Casual benchmarking		46
VI. Transcribing past experiences		46
A. Ideological beliefs and management B. Self-deceit C. First mover fallacy		46
VII. Improving decision-making with evidence		46
A. What is true data? B. Demand evidence		46
VIII. Exploring BusinessMinded.com as a resource		46
A. Assignment to explore the web page, read		46
three article reviews, present findings to class		46
IX. Examine the logic underlying the evidence:		46
Question everything		46
X. How to use that evidence		46
A. Creating evidence where there is none		46
XI. Effective benchmarking and the questions to		46
ask A. Emphasize drawbacks		46
XII. Use stories to demonstrate evidence, not		46
replace it A. Seek out conflicting viewpoints		46
XIII. Companies are unfinished prototypes that		46
should be constantly changing A. Avoiding pitfalls in evidence-based		46
management		46
XIV. Assignment to explore evidence on a specific		46
problem in their workplace		46
A. Explain parameters, timeline,		46
communication, etc.		46
XV. Summary and discussion of seminar highlights		46
and applicable concepts to apply at work right away		46
Tool for self-assessment for leadership style, activity and case materials, and role-playing materials. Participants should bring a computer to use during the seminar in order to facilitate practicing researching on the web.		46
Optional Assignment: Participants will also be tasked with a post-seminar assignment that will have them investigate a particular issue in their work and try to bring evidence based management to the forefront of the decision-making process. The instructor will stay in touch with the participants and have a follow-up session to discuss the outcomes they develop and suggest to their company.		46
» KORN FERRY COMPETENCIES		46
Manages complexity | Decision quality | Global perspective		46
Information Assurance for Front-Line Employees 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 A. Hacker types and motives B. Anatomy of an attack (demo, examples) Threats and counters I A. Social media B. Social engineering C. Passwords (exercise/demo) email password 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 B. Legal and ethical issues (interactive) C. Awareness and knowledge sharing		47
» KORN FERRY COMPETENCIES		47
Communicates effectively | Manages complexity | Situational adaptability | Tech savvy		47
Information Assurance for Managers 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
Employees can be a company’s greatest asset — or biggest risk — when it comes to computer and data security. This seminar equips managers with the knowledge and language of security professionals, enabling them to better understand, evaluate, and communicate cybersecurity threats. Through in-depth coverage of threat categories and actionable defense strategies, participants will gain practical skills to become proactive leaders in organizational security.		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. 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: 0.4 Continuing Education Units (CEUs) awarded Who Should Attend: Managers and employees seeking a deeper, practical understanding of computer and data security—no technical background required.		48
SEMINAR OUTLINE		48
I. Awareness		48
II.		48
A. Basic terminology (CIA, vulnerabilities and controls, etc.) B. Finding and evaluating current security news (current examples, interactive) C. Using CIA to identify vulnerabilities (examples, interactive) Understanding the threat A. Hackers: Reality vs. media B. Internal threats C. Social engineering (social media)		48
III. Defense I		48
A. Understanding encryption (demo or exercise with Truecrypt) B. Data management (on- and off-site) C. Defense in-depth D. Matching vulnerabilities and controls		48
IV. Defense II		48
A. Policy and procedures B. Legal/human resources C. Virtualization (demo) D. Culture of security (brainstorming exercise)		48
» KORN FERRY COMPETENCIES		48
Communicates effectively | Manages complexity | Manages conflict | Self-development | Tech savvy | Optimizes work processes		48
Project Management 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 A. Verify deliverables and stakeholder		49
approval		49
B. Document lessons learned 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 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
Analytics isn’t just IT, statistics, or math—it’s a powerful blend of tools and techniques that help you make smarter business decisions. This one-day, hands-on workshop dispels the myth that analytics is only for technical experts. Using state-of-the-art, user-friendly software with visual, point-and-click interfaces, participants will learn how to visualize data, uncover patterns, and build predictive models—no technical background required. WHAT YOU’LL LEARN:		50
Data visualization		50
Pattern discovery		50
Predictive modeling		50
WHO SHOULD ATTEND: Business professionals from any discipline who want to enhance their decision-making through data. CEUS: 0.8 CONTINUING EDUCATION UNITS (CEUS) AWARDED		50
SEMINAR OUTLINE		50
9 a.m. to Noon		50
I.		50
Introduction A. An overview of what is business analytics		50
II. Overview of the challenges in interpreting the data		50
III. Descriptive analytics: Data visualization, summarization and drawing conclusions A. Discussion of short business case about applications of descriptive analytics		50
IV. Descriptive analytics: Understanding relationship between variables		50
A. Discussion of short business case about applications of relationships between variables		50
1 -4 p.m.		50
V. Predictive analytics: Learn how to use statistical models to make predictions of what is likely to happen given		50
past data A. Discussion of short business case about applications of predictive analytics		50
VI. Predictive analytics: Learn how to use applications to make predictions of what is likely to happen given past		50
data A. Discussion of short business case about applications of predictive analytics		50
VII. Summary and takeaway		50
» KORN FERRY COMPETENCIES		50
Business insight | Collaborates | Manages complexity | Plans and aligns | Drives results | Strategic mindset | Tech savvy | Drives vision and purpose		50
COACHING AND CONFLICT RESOLVING		51
Accountability at Work: How to Eliminate Mediocrity and Increase Productivity 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 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 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. VIII.		53
Speaking persuasively, not abrasively 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 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 Senior leaders and executives seeking to improve their coaching abilities and cultivate a culture of feedback.		54
SESSION OUTLINE 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 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 Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		56
Most organizations have emerging leaders ready to take on new challenges—but do they have the skills to lead effectively from day one? Executive Coaching for Emerging Leaders is designed to equip rising professionals with the tools and mindset needed to become high-performance leaders and effective coaches. 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
Facilitator-led coaching sessions (virtual, every 3 weeks)		56
A. Kick-off sessions		56
i. Mentoring and Coaching for Outstanding Performance (3 Hours)		56
ii. Managing Yourself to Lead Other (3 hours)		56
B. Mid-term sessions		56
i. High-Stakes Decision-Making — Lessons from Mt. Everest (1.5 hours)		56
ii. Developing as an Agile Leader— Workshop (1.5 hours)		56
C. Wrap-up session		56
i. Sustainable Change—Workshop (2 hours)		56
II. Faculty-led group coaching sessions (every 3 weeks)		56
III. Participant-led with their accountability partners (weekly) IV. Optional 1:1 coaching sessions (additional fee)		56
» KORN FERRY COMPETENCIES		56
Action oriented | Interpersonal savvy | Drives results | Situational adaptability | Drives vision and purpose | Business Insight | Drives vision and purpose		56
Manager as Conflict Resolver Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		57
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.		57
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.		57
SEMINAR OUTLINE		57
I. Learn how power impacts conflict management		57
V. Effectively use power to mitigate and manage conflict		57
III. Learn to cultivate and enhance power for organizational good IV. Understand different power sources that best fit different situations		57
II. Identify one’s personal and organizational power sources		57
» KORN FERRY COMPETENCIES		57
Manages conflict | Drives engagement | Interpersonal savvy | Builds networks | Persuades | Instills trust		57
Managing Confrontations Bryan Edwards, Ph.D. — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		58
Avoiding face-to-face accountability often leads to poor performance, unmet expectations, and broken trust. This seminar helps leaders master the art of crucial confrontations—direct, respectful conversations that close performance gaps and strengthen accountability.		58
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.		58
WHAT YOU’LL LEARN:		58
Hold anyone accountable—regardless of position or personality		58
Lead productive performance discussions while preserving relationships		58
Motivate without using authority		58
Support others in resolving performance barriers—without taking over		58
Ideal for business owners, executives, and managers, this seminar builds leadership confidence, enhances workplace relationships, and improves results across the board.		58
Participants earn 0.6 continuing education units (CEUs) upon completion of this seminar.		58
SEMINAR OUTLINE		58
I. II. III. IV.		58
Advanced organizer Identifying crucial confrontations Preparing for a confrontation 6 sources of behavioral influence		58
V. Identify the expectation-performance gap		58
VI. Learn to motivate others		58
VII. Make it easy to keep		58
VIII. Commitments		58
IX.		58
Stay focused and flexible		58
X. Moving towards action		58
XI.		58
Creating participant action plans		58
» KORN FERRY COMPETENCIES		58
Ensures accountability | Manages conflict | Courage | Persuades | Plans and aligns		58
Performance Management Bryan Edwards, Ph.D. — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		59
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.		59
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.		59
SEMINAR OUTLINE		59
I. Dimensions of employee performance		59
A. Behaviors vs. attitudes B. In-role and extra-role behaviors C. Determinants of employee performance D. Understand the causes of employee		59
performance (good or bad)		59
II. Motivation		59
A. The art of appreciation B. Goal setting		59
i. Goal specificity		59
ii. Goal difficulty		59
iii. Participation iv. Feedback		59
C. Reinforcement theory		59
i. Learn from past behaviors		59
ii. Types of reinforcers		59
a. Positive reinforcement b. Negative reinforcement c. Punishment d. Extinction		59
iii. Reinforcement schedules		59
a. Continuous b. Fixed-interval c. Variable interval d. Fixed ratio e. Rules of reinforcement		59
D. Motivation reminders		59
i. Equity, equality, and fairness		59
ii. Tangible and intangible rewards		59
iii. Expectations		59
III. Wrap-up		59
» KORN FERRY COMPETENCIES		59
Ensures accountability | Communicates effectively | Develops talent | Drives engagement | Drives vision and purpose | Optimizes work processes		59
Using Your Talents to Lift Performance Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		60
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.		60
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.		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.		60
II.		60
III.		60
Strengthening individual performance		60
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		60
i. What result do I want to create?		60
ii. What would my story be if I were living the values I expect of others?		60
iii. How do others feel about this situation? iv. What are the 3+ strategies that I could use to accomplish my purpose for this situation?		60
Conclusions		60
» KORN FERRY COMPETENCIES		60
Develops talent | Drives engagement | Drives vision and purpose		60
COMMUNICATION		61
Becoming a Better Communicator		62
Jennifer Coonce — Assistant Professor of Professional Practice in the Department of Management at the Spears School of Business at Oklahoma State University		62
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.		62
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.		62
Through hands-on tools and techniques, you’ll gain the skills to communicate more clearly, confidently, and effectively in any setting.		62
OUTCOMES		62
• Better overall performance • Manage conflict more effectively • Promotion potential • Lead a team more effectively • Impact engagement of direct reports		62
• Earn trust faster and be more helpful to peers • Build stronger relationships • Work well within a team • Increased ability to coach others		62
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.		62
» KORN FERRY COMPETENCIES		62
Demonstrates self-awareness | Interpersonal savvy | Situational adaptability | Values differences		62
Compelling Public Speaking for Leaders: Presentation Skills Development		63
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		63
and		63
Jerry Rackley — Executive-in-Residence for the Department of Marketing in the Spears School of Business at Oklahoma State University		63
Every time a leader speaks, it's an opportunity to influence, inspire, and drive action. This dynamic seminar reveals the secrets to designing and delivering presentations that are clear, compelling, and memorable. Learn to craft impactful openings, use storytelling, incorporate audience engagement, and close with purpose.		63
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.		63
WHAT YOU’LL LEARN:		63
Structure presentations for clarity, impact, and engagement		63
Use tone, body language, and movement to enhance delivery		63
Read and respond to audience cues in real time		63
Build confidence and improve leadership presence		63
Gain quicker buy-in through clear, persuasive communication		63
CEUs: Participants earn 0.3 to 0.6 Continuing Education Units (CEUs) upon completion.		63
SEMINAR OUTLINE		63
I.		63
II. III.		63
Introduction A. Power of speaking like a pro B. Creating consensus and buy-in The elements that make a presentation compelling The fear of speaking A. Understanding the issues that cause the fear of speaking B. Overcoming the fear		63
IV. Designing a powerful presentation		63
A. Challenge B. Solution C. Call to action D. Interactive exercises for structuring an excellent presentation		63
V. Describing and communicating with clarity and persuasion		63
A. Introduction B. Main points C. Conclusion D. Interactive presentation building		63
VI.		63
Standing out by delivering the unexpected A. Introducing uniqueness into a presentation B. Interactive exercises		63
VII. Delivering a powerful presentation		63
A. Non-verbal communication B. Vocal elements C. Effective practice makes perfect D. Interactive exercises		63
VIII. Wrap up		63
» KORN FERRY COMPETENCIES		63
Action oriented | Builds networks | Collaborates | Communicates effectively | Customer focus | Develops talent | Demonstrates self-awareness | Drives vision and purpose | Instills trust | Interpersonal savvy | Persuades | Self-development | Situational adaptability		63
Editing and Proofreading Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications at Oklahoma State University-Tulsa		64
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?		64
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.		64
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.		64
SEMINAR OUTLINE		64
I.		64
Punctuation		64
II.		64
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,		64
however, and because		64
III.		64
D. Spacing after sentences Pronouns		64
A. Me, myself and I B. Who and whom C. Each and every D. That		64
IV. Numbers		64
A. Ordinal vs. cardinal numbers B. Writing dates C. Writing time		64
V. Word choice		64
VI.		64
A. Confusing pairs (such as affect/effect) B. Repetition C. Wordiness D. Professionalism Proofreading		64
A. Misspelled words B. Typographical errors C. Strategies to eliminate errors		64
» KORN FERRY COMPETENCIES		64
Business insight | Communicates effectively | Develops talent | Interpersonal savvy | Nimble learning | Demonstrates self-awareness | Self-development		64
Executive Presence: Overcoming Fear and Building Confidence 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		65
Executive presence is hard to define, but easy to recognize. It’s the ability to project confidence, decisiveness, and composure under pressure. Often, it's the key to being seen as leadership material and advancing to the next level.		65
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.		65
Presented by the Department of Management and the Center for the Future of Work, Spears School of Business, Oklahoma State University		65
CEUs: 0.3 Continuing Education Units (CEUs) awarded		65
SEMINAR OUTLINE		65
» KORN FERRY COMPETENCIES		65
Builds effective teams | Communicates effectively | Customer focus | Drives engagement | Interpersonal savvy | Manages complexity | Manages conflict | Values differences		65
Fine-Tuning Your Business Writing Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications at Oklahoma State University-Tulsa		66
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.		66
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.		66
SEMINAR OUTLINE		66
I.		66
II.		66
III.		66
IV.		66
Constructing clear sentences		66
A. Limiting sentence content B. Eliminating unnecessary words C. Emphasizing by type of sentence Composing powerful paragraphs		66
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		66
A. Commas B. Semicolons C. Colons D. Apostrophes		66
» KORN FERRY COMPETENCIES		66
Business insight | Communicates effectively | Develops talent | Interpersonal savvy | Nimble learning | Demonstrates self-awareness | Self-development		66
Improving Presentation Skills: Making a Powerful Impact Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications at Oklahoma State University-Tulsa		67
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.		67
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.		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
Getting ready to speak		67
A. Importance of effective presentations B. Know your presentation purpose C. Analyze your audience makeup (who they		67
are and what they need to learn)		67
D. Gain situational awareness E. Make a good first impression		67
F. Establish credibility		67
G. Overcome nervousness H. Build confidence		67
I. Know your introduction		67
II. Organizing content and perfecting delivery		67
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		67
F. Know your conclusion		67
III. Dealing with difficult situations		67
IV.		67
A. Dealing with difficult audience personalities B. Managing conflict C. Responding to questions Incorporating visual aids		67
A. Selecting appropriate and effective visuals B. Organizing and formatting content in		67
PowerPoint		67
C. Creating an attractive appearance in		67
PowerPoint		67
» KORN FERRY COMPETENCIES		67
Business insight | Communicates effectively | Demonstrates self-awareness | Develops talent | Interpersonal savvy | Nimble learning | Self-development		67
Leveraging Social Styles and Versatility to Improve Negotiations and Decision Making		68
Jennifer Coonce — Assistant Professor of Professional Practice in the Department of Management at the Spears School of Business at Oklahoma State University		68
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.		68
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.		68
Ideal for professionals seeking to strengthen workplace relationships and lead with greater impact.		68
OUTCOMES		68
• Earn trust faster and be more helpful to peers • Build stronger relationships • Work well within a team • Increased ability to coach others		68
• Better overall performance • Manage conflict more effectively • Promotion potential • Lead a team more effectively • Impact engagement of direct reports		68
Through practical insights and behavior-based models, this course equips individuals to become more persuasive, adaptive, and empathetic communicators in diverse settings.		68
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.		68
» KORN FERRY COMPETENCIES		68
Builds effective teams | Collaborates | Communicates effectively | Persuades | Organizational savvy | Values differences		68
Mental Wellness: Creating Mental Wellness Literacy Marjorie A. Erdmann, Ph.D. — Director, Center for Health Systems Innovation, Lecturer at Spears School of Business and College of Osteopathic Medicine		69
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.		69
» KORN FERRY COMPETENCIES		69
Communicates effectively | Demonstrates self-awareness | Interpersonal savvy | Instills Trust | Self-development		69
Networking and Building Profitable Relationships 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		70
Strong interpersonal skills are often the key to career advancement, yet few professionals invest in developing this critical asset. Whether you're leading, selling, networking, or influencing, your ability to connect with others can make all the difference.		70
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.		70
WHAT YOU’LL LEARN:		70
Build confidence and overcome fear		70
Understand the science of success and likeability		70
Network effectively and create emotional connections		70
Handle irrational people and challenging situations		70
Recognize and act on opportunities		70
Presented by the Department of Management and the Center for the Future of Work, Spears School of Business, Oklahoma State University		70
CEUs: 0.3 to 0.6 Continuing Education Units (CEUs) awarded		70
SEMINAR OUTLINE		70
I.		70
Introduction		70
A. Surprising research on relationships B. Truth about networking		70
II. The science of success		70
A. Motivation, failure and grit B. Finding opportunity and creating luck C. Ability and practice D. Overcoming fear and building confidence		70
III. How to connect with others		70
A. Developing your skills to help other B. Focus on the needs of others		70
IV. Keys to great relationships		70
A. First impressions B. Keys to presenting yourself C. Most effective attitude D. Showing appreciation E. Key to being interesting F. What not to talk about G. How “who you know” really works H. Strategy of 6 touches I. Factors behind likeability J. Motivate yourself to stay connected K. How to make and keep business friends		70
V. Dealing with irrational people		70
A. Analyzing irrational people B. Vitally important role of calm and composure C. Responding vs. reacting D. Importance of being genuine and authentic E. Becoming goal directed with effective goals		70
» KORN FERRY COMPETENCIES		70
Communicates effectively | Interpersonal savvy | Builds networks | Instills trust		70
Professional Business Email Writing and Etiquette Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications at Oklahoma State University-Tulsa		71
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.		71
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.		71
SEMINAR OUTLINE		71
I.		71
Introduction		71
II.		71
A. Importance of professionalism in emails B. Advantages and disadvantages of email C. When email should be used Professional email characteristics		71
A. Formal vs. informal tone B. Word selection C. Appearance D. Correctness		71
III. Organization and content		71
A. Subject line B. Salutation and closing C. Opening, body, conclusion D. Graphic highlighting E. Replying and attachments		71
IV. Dangers of email		71
A. Loss of privacy B. Ethical issues		71
» KORN FERRY COMPETENCIES		71
Business insight | Communicates effectively | Develops talent | Interpersonal savvy | Nimble learning | Demonstrates self-awareness | Self-development		71
Speaking Beyond Words: Mastering Body Language & Tone for Real Communication Impact Maribeth Kuzmeski, PhD — Clinical Assistant Professor for the School of Marketing and International Business in the Spears School of Business at Oklahoma State University		72
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		72
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.		72
OUTCOME Participants will leave with actionable strategies to: · Command the room through posture, eye contact, and energy · Use tone to convey conviction, empathy, urgency, or inspiration · Prepare for high-stakes conversations by rehearsing presence, not just words · Build trust and influence in leadership, sales, and client communication If you want your message to be heard, you must first be felt.		72
» KORN FERRY COMPETENCIES		72
Communicates effectively | Instills trust | Drives engagement | Demonstrates self-awareness		72
Strengthening Your Network: Enhancing Professional Relationships Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University		73
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.		73
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.		73
SEMINAR OUTLINE		73
I.		73
Introduction		73
A. Value of a professional network B. It’s a small world		73
II. Network basics and assessment		73
III.		73
A. How it works B. Forms of relations C. Assessing your network Types of relationships and their value		73
A. Having a broker B. Being a broker		73
IV. How to develop and manage relationships		73
V. Knowledge of networks		73
VI.		73
A. Do you know what you think you know? B. Who is connected to whom? C. Using what you know Conclusion		73
A. Pitfalls B. Summary		73
» KORN FERRY COMPETENCIES		73
Develops talent | Interpersonal savvy | Builds networks | Self-development		73
Words at Work: Business Writing for Success Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications at Oklahoma State University-Tulsa		74
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.		74
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.		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. Adapting your words		74
II.		74
A. Using familiar words B. Selecting strong, vigorous words C. Applying concrete, precise language D. Using gender-neutral words Building business relationships		74
III.		74
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		74
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		74
F. Refraining from preaching/condescending		74
IV.		74
Preparing business documents		74
A. Email and memos B. Inquiries and good-news letters C. Bad-news letters D. Persuasive letters		74
» KORN FERRY COMPETENCIES		74
Business insight | Communicates effectively | Develops talent | Interpersonal savvy | Nimble learning | Demonstrates self-awareness | Self-development		74
CUSTOMER SERVICE		75
Delivering Exceptional Customer Service: A Culture of Customer-First 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		76
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.		76
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.		76
This program 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 to 1.2 continuing education units (CEUs) depending on the length of the program.		76
SEMINAR OUTLINE		76
I. Become the experience		76
II.		76
III.		76
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		76
i. Best practice communications on the phone or in person		76
ii. Developing a consistent style		76
iii. Inviting or disarming a customer interaction iv. Best practice listening skills		76
v. Friendly body language		76
D. Effective written communications i. Words to use in proper greetings ii. Grammar review: Capitalizing, underlining, bold text. When to do what? iii. Changing words to engage customers and foster better teamwork iv. Communicate in writing as if the person was in front of you v. Implement the 10-minute rule before communicating in a difficult situation E. Interactive exercise and role playing		76
Continued on next page…		76
Delivering Exceptional Customer Service / …Continued		77
IV.		77
Embrace moments of truth		77
A. Identifying examples of moments of truth B. Difficult customer scenario examples and resolutions C. Problem solving practices and service fail-safes		77
i. Meeting the needs of the customer		77
ii. Anticipate what the customer wants iii. Actively seek customer engagement		77
D. Difficult customer interactions		77
i. How to best respond to irate customers		77
ii. Strategies for recovering from service failures		77
iii. The art of saying sorry		77
V.		77
E. Interactive exercise and role playing Take responsibility A. Scenarios regarding responsibility to serve—good and bad B. Empowering you to fix it C. Ensuring guest expectations are exceeded		77
i. Doing the extra things to ensure customers have a positive experience		77
ii. Viewing the experience through the customer’s eyes, as if you’ve never seen it before		77
D. The answer is always yes		77
i. Restating the issue or opportunity		77
E. Interactive exercise and role playing		77
VI. Details matter		77
A. Examples of positive and negative details B. Earning “style points” C. Interactive exercise and role playing		77
VII. Always improve		77
A. Benchmarks for success B. Ask for feedback C. Measurements and incentives		77
» KORN FERRY COMPETENCIES		77
Action oriented | Business insight | Communicates effectively | Manages conflict | Courage | Customer focus | Decision quality | Drives engagement | Interpersonal savvy | Plans and aligns | Self-development | Instills trust		77
Design Thinking 101: Driving Successful Customer Relationships Pearl Sumathi, Ph.D. — Assistant Professor of Practice for the Department of Management in the Spears School of Business at Oklahoma State University		78
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.		78
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.		78
At the end of the seminar you will be able to:		78
• 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		78
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.		78
» KORN FERRY COMPETENCIES		78
Manages ambiguity | Collaborates | Communicates effectively | Manages complexity | Customer focus | Develops talent | Drives engagement | Cultivates innovation | Strategic mindset		78
Sales Magnetism! Lead Customers to a Decision Through Proving Your Undeniable Value 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		79
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.		79
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.		79
The Sales Magnetism! Motto: If we have what you want, we will never “sell” you anything.		79
SEMINAR OUTLINE		79
I. Magnetism! Part 1: Sharing, not selling proof points		79
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.		79
II. Magnetism! Part 2: It’s about the people		79
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.		79
III. Magnetism! Part 3: Understanding and utilizing your competitive advantage		79
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.		79
IV. Magnetism! Part 4: Stand out companies have stand-out messaging		79
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.		79
» KORN FERRY COMPETENCIES		79
Communicates effectively | Customer focus | Drives results | Persuades		79
Customer Service Excellence Training Program		80
stacy tomas, Ph.D. . — Associate Professor of Professional Practice in the School of Hospitality and Tourism Management at Oklahoma State University or Steven West — Professor of Professional Practice at Oklahoma State University		80
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. 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.		80
CONTENT DEVELOPMENT PROCESS		80
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.		80
Duration: 4-6 weeks		80
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.		80
Duration: 4-6 weeks		80
Phase 3: Training rollout to all current customer-facing employees.		80
Duration: 6-7 trainings facilitated over 2-3 months		80
Phase 4: Program evaluation and follow-up.		80
Duration: Includes pre and post-evaluation with a 3 and 6 month follow up assessment		80
» KORN FERRY COMPETENCIES		80
Strategic Mindset | Decision Quality | Drives Engagement | Interpersonal Savvy | Demonstrates Self-Awareness		80
DIVERSITY AND INCLUSION		81
Achieving Inclusion Amidst Unconscious Bias, Microaggressions, and Polarized Positions Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		82
In a time of growing division, well-meaning workplace ideals — like “bring your whole self to work” — often fall short. This session goes beyond platitudes to explore the psychological roots of division and their impact on inclusion, cooperation, and leadership.		82
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.		82
WHAT YOU’LL LEARN:		82
Understand the science behind unconscious bias and group polarization		82
Identify and address microaggressions in everyday interactions		82
Apply practical tools to build inclusive and cooperative workplace cultures		82
Presented by the Department of Management and the Center for the Future of Work, Spears School of Business, Oklahoma State University CEUs: 0.1 or 0.4 Continuing Education Units (CEUs), based on seminar length		82
SEMINAR OUTLINE Part 1: Building awareness:		82
I.		82
Unconscious bias A. What is it and who has it?		82
i. Background on a deep-seated phenomenon		82
B. How did I get it?		82
i. Psychological and social bases of bias		82
C. If everyone has it, does it matter?		82
II. Workplace manifestations		82
A. Old-fashioned bias B. Microaggressions C. Systematic biases (policy and practice) D. Silos and stifled conversations		82
i. Case analysis and discussion [Optional]		82
Part 2 : Effecting change:		82
III. Building inclusive workplaces		82
A. Individual remedies		82
i. Overcoming silos and polarized positions		82
a. Recognizing and engaging others’ difference b. Constructive dialogue		82
ii. Leadership imperatives		82
B. Organizational remedies		82
i. Identifying systematic bias		82
ii. Designing less biased organizations		82
» KORN FERRY COMPETENCIES		82
Attracts top talent | Values differences | Drives engagement | Interpersonal savvy | Demonstrates self- awareness | Build effective teams		82
Inclusive Leadership: Undoing Unconscious Bias and Emphasizing Empathy 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
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!		83
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.		83
In this session, we will undertake the following:		83
• 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.		83
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.		83
SEMINAR OUTLINE		83
I. Diversity management 101		83
A. Diversity does not equal inclusion		83
B. Individual and organizational barriers to		83
inclusion		83
II.		83
Emotional intelligence underpinnings of inclusive leadership		83
A. Empathetic perspective: Taking as an		83
avenue to inclusion		83
B. Individual solutions to unconscious bias C. Creating inclusive cultures		83
» KORN FERRY COMPETENCIES		83
Attracts top talent | Values differences | Drives engagement | Interpersonal savvy | Demonstrates self- awareness | Build effective teams		83
INNOVATION		84
Becoming an Agile Learner Marc Tower, Ph.D. — Assistant Dean, Innovation Education and Growth, Spears School of Business and Associate Professor of Professional Practice, School of Entrepreneurship		85
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.		85
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.		85
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.		85
Workshop length: Three to four hours		85
SEMINAR OUTLINE		85
I.		85
II.		85
Industry 4.0		85
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		85
A. Mindset of an agile learner B. Skill set of an agile learner		85
III. Becoming and agile learner in any role		85
» KORN FERRY COMPETENCIES		85
Manages ambiguity | Nimble learning | Manages complexity | Global perspective | Manages conflict | Situational adaptability | Being resilient | Cultivates innovation | Demonstrates self-awareness | Values differences | Self-development | Resourcefulness		85
Creativity Tools for Left-Brain Thinkers Kyle Eastham — Lecturer of School of Entrepreneurship in the Spears School of Business at Oklahoma State University		86
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!		86
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		86
» KORN FERRY COMPETENCIES		86
Situational adaptability | Being resilient | Cultivates innovation | Demonstrates self-awareness | Values differences | Self-development | Resourcefulness | Collaboration		86
SEMINAR OUTLINE		86
I. II.		86
Creativity practice 10 Blocks to Creativity		86
III. Five Things Needed to be Creative		86
IV.		86
Half of Eight		86
V. Takeover Time Tool		86
VI.		86
Best Bad Idea Tool		86
VII. SCAMPER Tool VIII. Excursion Tool		86
Critical Thinking: Think Different and Think Better 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		87
Creating value through problem-solving, decision-making, and innovation is essential for both individuals and organizations. This seminar explores the power of critical thinking—defined as disciplined, objective, and purpose-driven thought—to help participants enhance their ability to generate impactful ideas and solutions.		87
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.		87
WHAT YOU’LL LEARN:		87
Strengthen critical thinking and decision-making skills		87
Apply creative thinking to overcome organizational barriers		87
Challenge assumptions and conventional wisdom		87
Develop a value-focused, problem-solving mindset		87
Presented by the Department of Management and the Center for the Future of Work, Spears School of Business, Oklahoma State University CEUs: 0.3 or 0.6 Continuing Education Units (CEUs), based on seminar length		87
SEMINAR OUTLINE		87
I.		87
Thinking examined A. Strategic thinking defined B. Inner workings of the human brain C. Identifying and developing your strengths D. Danger of thinking you know what you don’t know		87
II.		87
Thinking traps A. Basis of human action B. Questioning core beliefs and conventional wisdom C. Embracing a proactive mindset D. Managing outside influences		87
III. Decision-Making		87
A. Attitude towards risk B. Need for constant change and improvement C. Avoid decision-making traps D. Using smart decision criteria E. Avoid irrelevant factors F. Focus on the big picture G. Playing to win vs. playing not to lose H. Achieve the synergy of diverse thinking		87
IV.		87
Fighting bureaucracy: The enemy of critical thinking A. What happened to GM? B. Rules vs. guidelines C. Benefits of the contrarian approach D. Focus on value creation E. Emphasize the big picture		87
» KORN FERRY COMPETENCIES		87
Manages complexity		87
| Decision quality | Cultivates innovation | Self-development		87
LEADERSHIP		88
Authentic Leadership: Know Thyself to Lead Thy Team Aaron Light, MBA — Assistant Professor of Professional Practice, Eastin Fellow		89
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?		89
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.		89
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.		89
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.		89
SEMINAR OUTLINE		89
I.		89
Case for Authentic Leadership		89
II. Review of the 4 components		89
A. Component 1: Self-awareness		89
i. Know thyself		89
ii. Determining personal values		89
B. Component 2: Relational transparency		89
i. Putting your values to practice		89
ii. Building trust through BRAVING		89
iii. The marble jar		89
C. Component 3: Balanced processing		89
i. Margaret Heffernan’s “Dare to disagree”		89
ii. Creating a balanced process for a		89
current project		89
iii. Understanding the impact of bias		89
D. Component 4: Internalized moral perspective		89
i. Why courage is so hard		89
ii. Sticking to your values under pressure		89
iii. Long-term impact		89
III.		89
Your Authentic Leadership action plan		89
» KORN FERRY COMPETENCIES		89
Cultivates innovation | Decision quality | Develops talent | Drives engagement		89
Building Accountability as a Leader Pearl Sumathi, Ph.D. — Assistant Professor of Practice for the Department of Management in the Spears School of Business at Oklahoma State University		90
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.		90
In this seminar you will learn to systematically implement the accountability framework (RASE) in your teams:		90
• Relinquish authority: Learn to give up control in areas that often debilitate your direct reports in performing		90
their roles.		90
Delegate areas that your direct reports are responsible for owning and managing.		90
• Assign responsibility:		90
Set clear goals to be accomplished as part of an overall performance agreement and how success will		90
• Set goals:		90
be measures		90
Empower your team to manage tasks and deliverables while ultimately holding them		90
• Execute accountability:		90
accountable for the outcomes.		90
During the seminar, you will:		90
• 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		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 0.3 to 0.6 continuing education units (CEUs) depending on the length of the program.		90
» KORN FERRY COMPETENCIES		90
Collaborates | Communicates effectively | Manages complexity | Develops talent | Directs work | Drives engagement | Cultivates innovation | Drives results | Strategic mindset		90
Developing an Agile Workforce Abbey Davis, Ph.D. — Lecturer, Spears School of Business		91
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.		91
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.		91
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.		91
SEMINAR OUTLINE		91
I.		91
II.		91
III.		91
IV.		91
Industry 4.0		91
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		91
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		91
» KORN FERRY COMPETENCIES		91
Manages Ambiguity | Nimble Learning | Manages Complexity | Global Perspective | Manages Conflict | Situational Adaptability | Being Resilient | Cultivates Innovation | Demonstrates Self-Awareness | Values Difference | Self-Development | Resourcefulness		91
Ethics 2.0: Character and Culture 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		92
This seminar focuses on raising consciousness of factors impacting ethical behavior.		92
Topics include the following:		92
• 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		92
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.		92
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.		92
SEMINAR OUTLINE		92
I.		92
The traditional view of unethical behavior in business		92
II.		92
A. Health South Ethics Case The myth of the bad apple theory		92
A. Willful blindness		92
i. Case discussion 1		92
III.		92
Elements of character		92
A. Degree of honesty		92
i. Case discussion 2		92
B. Fairness		92
i. Case discussion 3		92
C. Role of fear in ethical conduct D. Role of social proof E. Tolerance of ambiguity		92
IV. Organizational culture = organizational		92
character		92
A. Character at Amazon		92
i. Case discussion 4		92
B. The Stanford Prison Experiment C. Culture drives behavior D. Culture comparison: Hospitals and		92
airplanes		92
E. Your culture is your why		92
F. Lessons from multiple industries		92
V.		92
Summary of concepts and conclusion		92
» KORN FERRY COMPETENCIES		92
Balances stakeholders | Courage | Drives vision and purpose | Directs work | Ensures accountability | Instills trust		92
Ethics Awareness: Managing for an Ethical Workplace 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
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.		93
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.		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
Introduction		93
II.		93
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		93
F. Doing the right thing: Case problem		93
III.		93
G. Benefits of an ethical organization Causes of unethical behavior		93
A. It’s easier not to be ethical		93
i. Easier to do what’s convenient		93
ii. Easier to win if you cheat		93
iii. Strategy for ethical self-discipline		93
B. Attitudes toward the company		93
i. The manager is the messenger		93
ii. Case problem		93
C. Beliefs about the ethics of others		93
i. Group discussion (develop an ethical		93
standard)		93
ii. Projecting your views on the world		93
iii. Problems with human nature		93
D. Problems with rationalization i. Examining self-interest ii. Examining self-delusion		93
iii. Case problem (Bedlam Football Tickets)		93
IV. Developing an ethical decision-making		93
framework		93
A. 8-step decision criteria B. Conclusion		93
» KORN FERRY COMPETENCIES		93
Decision quality | Global perspective | Demonstrates self-awareness | Instills trust		93
Leadership by Question Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University		94
Leadership doesn’t just happen from behind a podium—it happens in conversations, meetings, and one-on-one interactions. This seminar explores how asking the right questions at the right time can be a powerful leadership tool.		94
Participants will learn to:		94
Recognize the difference between leading with statements vs. questions		94
Use questions to guide individuals, teams, and meetings		94
Craft thoughtful, well-timed questions in face-to-face, written, and virtual settings		94
Encourage others to ask meaningful questions in groups and meetings		94
Build social power, foster creativity, and develop future leaders through questioning		94
BENEFITS 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.		94
Presented by the Department of Management and the Center for the Future of Work in the Spears School of Business at Oklahoma State University.		94
SEMINAR OUTLINE		94
I.		94
Introduction		94
II. How most people practice leadership		94
III. Assessment tool to gage one’s leadership style IV. Why leading with questions is important and how it is different		94
V. What are good questions and what are not?		94
VI. Examples of good questions		94
VII. Activity practicing written communication based on questions		94
VIII. Creating verbal questions and delivering questions		94
IX.		94
Getting others to ask your questions		94
X. Practicing using verbal questions in leading and meeting		94
Tool for self-assessment for leadership style, activity and case materials, and role-playing materials. Participants should bring or be provided a computer to use during the seminar.		94
» KORN FERRY COMPETENCIES		94
Attracts top talent | Collaborates | Communicates effectively | Values differences | Drives		94
engagement | Cultivates innovation | Builds networks | Situational adaptability		94
Leading Change/Change Management 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
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.		95
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.		95
SEMINAR OUTLINE		95
I.		95
II.		95
III.		95
Definition of types of change		95
A. Innovation of products, services, and processes B. Being the change C. Why change is tough A blueprint for implementing change		95
A. Developing a change team B. Creating and selling a change vision C. Overcoming barriers and resistors Creating a change based culture		95
A. Positive urgency B. Empowering employees C. Change as the norm		95
» KORN FERRY COMPETENCIES		95
Cultivates innovation | Builds networks | Persuades | Plans and aligns | Strategic mindset | Builds effective teams		95
Leading Through Turmoil Alexis Smith Washinton, Ph.D. — Assistant Professor of Management in the Spears School of Business at Oklahoma State University		96
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.		96
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:		96
• 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		96
Upon completion of Leading Through Turmoil, you will be able to:		96
• 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		96
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.		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 0.3 continuing education units (CEUs) upon completion of this seminar.		96
SEMINAR OUTLINE:		96
I. II.		96
III.		96
IV.		96
What could go wrong?		96
Taking stock of potential perils:		96
One ounce of		96
Avoiding the avoidable:		96
prevention… Contingency planning: Prepare today for tomorrow’s problems Crisis recognition: Where there’s smoke,		96
there’s fire		96
V.		96
VI.		96
Leadership: Preventing a bad situation from becoming worse A. 4 rules of Leading in Turmoil Learning from experience: Gather lessons		96
where you find them		96
» KORN FERRY COMPETENCIES		96
Builds effective teams | Collaborates | Instills trust | Values differences		96
Leading Virtually Raj Basu, Ph.D. —Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		97
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.		97
Join Dr. Basu as he explores the advantages and challenges of the virtual work environment, provides insights about how it affects employees, and illustrates what it takes to lead effective and successful teams in this new virtual setting.		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.		97
SEMINAR OUTLINE		97
I. Advantages, disadvantages and challenges of managing virtually		97
II. Processes, rules, and practices for team development in a virtual environment		97
III. Influence strategies in a virtual environment IV. Goal-setting in a virtual environment		97
V. Creating organizational systems to maximize virtual team and individual performance		97
» KORN FERRY COMPETENCIES		97
Communicates effectively | Values differences | Global perspective | Builds networks | Builds effective teams | Optimizes work processes | Ensures accountability | Collaborates | Directs work		97
Leading with Fairness Alexis Smith Washington, Ph.D. — Assistant Professor of Management in the Spears School of Business at Oklahoma State University		98
This seminar explores four key types of fairness that matter to employees:		98
Outcome fairness		98
Process fairness		98
Interpersonal fairness		98
Informational fairness		98
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.		98
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.		98
Presented 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
II.		98
IV.		98
V.		98
VI.		98
VII.		98
VIII.		98
XI.		98
» KORN FERRY COMPETENCIES		98
Collaborates | Values differences | Builds effective teams | Instills trust		98
Organizational Behavior: A Practical Approach to Solving People Problems Raj Basu, Ph.D.— Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		99
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.		99
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.		99
SEMINAR OUTLINE		99
I.		99
Influence and persuade		99
II. Lead ad motivate		99
III. IV.		99
Set effective goals Provide feedback		99
V. Reinforce and reward desired behaviors		99
» KORN FERRY COMPETENCIES		99
Ensures accountability | Communicates effectively | Directs work | Directs engagement | Organizational savvy | Persuades | Drives results | Instills trust | Drives vision and purpose		99
Outperforming the Competition Through Employee Engagement Abbey Davis, Ph.D. - Lecturer, Spears School of Business		100
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.		100
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.		100
SEMINAR OUTLINE		100
I. What is employee engagement?		100
A. 3 types of behavior		100
i. Dysfunctional		100
ii. Compliance		100
iii. Discretionary		100
II.		100
III.		100
The business case for employee engagement		100
A. Gallup stats Introduction to behavior management A. Behaviors vs. characteristics		100
IV.		100
B. Reinforcing engaged behaviors Leadership behaviors that drive engagement A. Connection and challenge, 100% leader B. Setting expectations: Marker toss activity		100
V. Wrap-up		100
A. Discussion around start, stop and continue		100
» KORN FERRY COMPETENCIES		100
Ensures accountability | Collaborates | Communicates effectively | Develops talent | Drives engagement		100
Practicing Mindful Leadership: Cultivating Connection and Engagement Abbey Davis, Ph.D. — Lecturer, Spears School of Business		101
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.		101
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.		101
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.		101
Workshop length can be three to four hours or an all-day retreat.		101
SEMINAR OUTLINE		101
I.		101
Introduction to mindfulness		101
A. What it is and isn’t		101
VIII. Connecting and staying present with ourselves		101
A. Getting curious with our thoughts		101
II. Managing stress and distractions		101
III.		101
Identifying everyday triggers		101
A. Myth of multitasking B. What we have in common with goldfish		101
IX. Connecting and staying present with others		101
A. Getting curious with others’ stories		101
X. Becoming mindful conversationalists		101
A. Are you a conversational narcissist?		101
IV. Introducing our friends metacognition and neuroplasticity		101
XI. Acknowledging and navigating discomfort		101
XII. Fostering psychologically safe teams		101
V. Getting into flow		101
VI. Know your values		101
VII. Korn Ferry emotional and social competency inventory debrief		101
» KORN FERRY COMPETENCIES		101
Demonstrates self-awareness | Manages complexity | Manages conflict | Communicates effectively | Courage | Values differences | Drives engagement | Interpersonal savvy | Being resilient		101
Servant Leadership: Serving Yourself and Others Pearl Sumathi, Ph.D. — Assistant Professor of Practice for the Department of Management in the Spears School of Business at Oklahoma State University		102
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.		102
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.		102
This seminar is specifically designed for current or aspiring managers. Objectives include the following:		102
• 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.		102
At the end of the seminar, participants will be able to:		102
• 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.		102
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).		102
» KORN FERRY COMPETENCIES		102
Drives vision and purpose | Drives engagement | Collaborates		102
Shifting Gears: From Managing to Leading Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University		103
Many experts are calling for the greater use of leadership skills in organizations. The problem is that while these skills sound great, do managers have time to perform them? Managers have to deal with many immediate problems and issues and this leaves them little time to lead. One big reason that managers have no time for leadership is that they spend time directing and controlling employees.		103
This seminar is designed to help managers break-the-cycle by providing them with tools needed to become leaders. The key is for managers to shift most of their management responsibilities to their employees, thus leaving them more time to lead. Contrary to what some people believe, empowerment enhances a manager’s power by shifting the source of the power from command and control to leadership. This seminar is designed to help employees move more into self-leadership.		103
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.		103
SEMINAR OUTLINE		103
I. Management vs. leadership		103
II.		103
A. What is the difference between the two B. Why management is no longer enough C. Bridging from management to leadership Allure of toxic leaders		103
III.		103
IV.		103
A. Characteristics of toxic leaders B. Why we follow them C. How to avoid becoming one Resonant leadership A. Emotional intelligence and leadership B. Sacrifice syndrome and renewal C. Mindfulness, hopefulness, and compassion Summary and conclusions		103
» KORN FERRY COMPETENCIES		103
Cultivates innovation | Drives engagement | Interpersonal savvy | Situational adaptability		103
MANAGEMENT		104
Accessing and Engaging Employees Bryan Edwards, Ph.D. — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		105
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:		105
• Power • Information • Rewards • Knowledge • Relationships		105
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.		105
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).		105
SEMINAR OUTLINE		105
I.		105
II.		105
III.		105
Power refers to how much decision-making latitude an employee possesses vs. what s/he should possess. Premise behind information is that if an employee is expected to have more autonomy in decision-making, s/he needs to have access to the right information in order make the best decision. Similarly, making the right decision should be rewarded in some manner so that the practice continues over the long term.		105
IV. Knowledge recognizes that involved employees		105
may not have the appropriate skills, education, or experience at first.		105
V. Finally, relationships refers to getting along well		105
with others and inspiring employees.		105
» KORN FERRY COMPETENCIES		105
Action oriented | Communicates effectively | Decision quality | Develops talent | Directs work |		105
Drives engagement		105
Crafting Authentic Identities: Understanding and Appreciating Our Differences Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		106
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.		106
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.		106
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.		106
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.		106
» KORN FERRY COMPETENCIES		106
Values differences | Drives engagement | Interpersonal savvy | Builds networks | Demonstrates self- awareness | Self-development		106
Demystifying AI: Enhancing Efficiency and Decision-Making		107
Pearl Sumathi, Ph.D. — Assistant Professor of Management, Spears School of Business, Oklahoma State University		107
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.		107
OBJECTIVES		107
Understand the concept of Human-Centric AI and its relevance to business environments.		107
Explore ethical considerations and responsible AI practices.		107
Learn how to integrate AI technologies while maintaining a focus on human needs and values.		107
Gain insights into the potential benefits and challenges of Human-Centric AI in business operations.		107
OUTLINE I. Introduction to Human-Centric AI		107
Definition and Significance of AI.		107
Fundamental Concepts AI.		107
II. Human-Centric AI Applications and Use Cases		107
Real-world examples of AI applications in business settings.		107
III. Explore a Strategic Framework for AI Adoption		107
Systematic framework to implement and scale AI.		107
Addressing bias, fairness, and transparency in AI systems.		107
Balancing AI with human oversight and control.		107
IV. Benefits, Challenges, and Future Trends		107
Benefits and Outcomes of adopting AI practices.		107
Identifying challenges and risks associated with AI.		107
Emerging trends and technologies shaping the future of AI.		107
» KORN FERRY COMPETENCIES		107
Tech Savvy | Strategic Mindset | Ensures Accountability | Manages Complexity | Nimble Learning | Cultivates Inovation | Values Differences		107
From Traditionals to Generation Z: Leading Generations at Work Bryan Edwards, Ph.D. — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		108
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.		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 0.1 to 0.6 continuing education units (CEUs) depending upon the length of the seminar.		108
SEMINAR OUTLINE		108
I.		108
Introduction		108
II.		108
A. Generations defined B. Stereotypes or real differences? 2 major approaches to generations		108
A. 4 generations		108
i. Defined		108
ii. Cuspers		108
III.		108
B. 5 generations Descriptions of generations		108
A. Defining events of each generation B. Core values of each generation C. Immigrants and generational differences D. Generational clash points		108
IV. Managing the generations		108
V.		108
A. Expectations of each generation B. Helping each generation to work together C. Boomers vs. Gen Xers Focusing on millennials		108
A. Recruiting and selection		108
B. Motivation and retention C. Culture and leadership		108
VI. Wrap-up		108
» KORN FERRY COMPETENCIES		108
Collaborates | Values differences | Interpersonal savvy | Demonstrates self-awareness | Builds effective teams		108
How Effective Meetings Can Save Time and Drive Results Abbey Davis, Ph.D. — Lecturer, Spears School of Business		109
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.		109
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.		109
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.		109
SEMINAR OUTLINE		109
I. Introduction to Death By Meeting by Patrick Lencioni		109
II. Assessment of current meeting effectiveness		109
III. 5 types of meetings		109
A. 1:1 B. Tactical C. Strategic D. Quarterly/biannual planning		109
IV. What meeting structure is right for your		109
te a m?		109
V. How well-intended meetings go south		109
VI. How meetings save time so employees can		109
focus on other priorities		109
A. Myth of multitasking B. Increasing employee engagement with flow C. Using deliberate practice for talent		109
development		109
VII. Next steps and wrap up		109
MATERIALS: Death by Meeting by Patrick Lencioni [Optional}		109
“For those organizations that can make the leap from painful meetings to productive ones, the rewards are enormous.”— Patrick Lencioni		109
» KORN FERRY COMPETENCIES		109
Drives engagement | Drives results | Drives vision and purpose | Optimizes work processes		109
It's Okay to Manage Your Boss Evan Davis — Assistant Professor of Professional Practice for Business Administration in the Spears School of Business at Oklahoma State University		110
Based on insights from It’s OK to Manage Your Boss by Bruce Tulgan, this executive workshop equips leaders with the strategies to build stronger, more transparent relationships through effective communication and feedback. Today’s workplace demands clarity, accountability, and partnership between leaders and their teams—and that begins with mastering the art of giving and receiving feedback.		110
Through this interactive session, executives will learn how to:		110
Take ownership of their performance and professional development		110
Navigate relationships with multiple stakeholders and organizational “bosses”		110
Communicate expectations and feedback with clarity and confidence		110
Foster a culture of accountability and continuous improvement		110
Participants will also explore practical frameworks for delivering both positive and constructive feedback, with hands-on opportunities to practice these conversations in a safe, developmental setting.		110
» KORN FERRY COMPETENCIES		110
Collaborates | Interpersonal Savvy | Organizational Savvy | Strategic Mindset		110
Lessons From Mount Everest: A Manager’s Guide to Agile Decision-Making in a High-Stakes Environment Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		111
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.		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 to 0.4 continuing education units (CEUs) upon completion of this seminar depending on the length.		111
SEMINAR OUTLINE		111
I. Decision-making		111
A. Learn how a team can improve the ways it makes collective decisions B. How decision-making can be impaired by cognitive biases		111
II. Group dynamics		111
III.		111
A. Solving problems within a team B. How members with different information and opposing interests affects a team Leadership		111
IV.		111
A. Build, participate in, and lead teams more effectively B. How different leadership approaches affect team performance Strategy		111
A. Short-term task completion B. Long-term team effectiveness		111
» KORN FERRY COMPETENCIES		111
Action oriented | Collaborates | Manages complexity | Decision quality | Builds effective teams		111
Managing Business Relationships and Careers Bryan Edwards, Ph.D. — Joe Synar Chair and Professor of Management in the Spears School of Business at Oklahoma State University		112
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.		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 continuing education units (CEUs) upon completion of this seminar.		112
SEMINAR OUTLINE		112
I. Politics: It’s the objective that counts!		112
II. Creating a political career plan		112
A. Political planning B. Organizational analysis C. Self-analysis D. Career plan		112
III. Survey of political tactics		112
A. Impression management		112
i. Observe and emulate successful others		112
ii. Impression management tips		112
B. Ingratiation C. Collecting and using social IOUs D. Network		112
IV. Other hints		112
A. Shaking hands B. Touching C. Speak up D. Smile		112
V. Managing your boss		112
A. Know your boss inside and out B. Never embarrass your boss or make the boss look bad C. Loyalty but not blind loyalty D. Assertiveness not aggressiveness		112
VI. Shaping your boss’s behavior		112
A. Establish trust and respect B. Get the boss’s attention C. Shape boss’s actions D. Be tactful and prepared		112
VII. Conclusions		112
» KORN FERRY COMPETENCIES		112
Communicates effectively | Interpersonal savvy | Organizational savvy | Situational adaptability | Instills trust		112
Managing Up Evan Davis — Assistant Professor of Professional Practice for Business Administration in the Spears School of Business at Oklahoma State University or Kellie Ebert, MBA - Director of Career Services at Oklahoma State University		113
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.		113
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.		113
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.		113
SEMINAR OUTLINE		113
I. First person you have to manage is you		113
II. Make time every day to manage any boss you answer to		113
III. Take it one boss at a time IV. Customize your approach to every boss		113
V. Exactly what is expected of you		113
VI.		113
Resource planning		113
VII. Track your own performance		113
VIII. Go the extra mile		113
» KORN FERRY COMPETENCIES		113
Collaborates | Interpersonal savvy | Organizational savvy | Strategic mindset		113
Men, Women, and Gender Rules at Work Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		114
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.		114
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.		114
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.		114
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.		114
» KORN FERRY COMPETENCIES		114
Persuades | Being resilient | Self-development | Situational adaptability		114
Navigating the Pipeline: Women in Business and Leadership 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
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.		115
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.		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 0.2 continuing education units (CEUs) upon completion of this seminar.		115
» KORN FERRY COMPETENCIES		115
Manages ambiguity | Values differences | Global perspective | Organizational savvy		115
Power of Influence 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		116
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.		116
You will learn the following:		116
• Break the barriers that often block your message from getting through • Embrace the mindset of a servant leader • Walk in the shoes of others with a focus on finding mutually beneficial outcomes • Develop the skills necessary to be an effective and well-received messenger • Learn to manage and reduce conflicts and confrontations		116
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.		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 0.3 to 0.6 continuing education units (CEUs) upon completion of this seminar.		116
SEMINAR OUTLINE		116
I. Assessing human interaction		116
A. Keys to influence B. Challenges to human behavior C. Advantages of servant leadership D. Facts don’t matter if no one believes you		116
II.		116
III.		116
Key influence factors A. Develop a positive attitude toward conflict B. Managing conflict C. Authority is out—influence is in D. Systematic approach to planning for communication opportunities		116
Communication barriers A. Limit the impact of your point of view B. Overcome the bias of others C. Learn to open closed-minds D. Other communication issues		116
IV. Develop a win/win approach to problem solving (managing self-interest)		116
A. Factor in the interests of both sides B. Look for win/win opportunities C. Learn to make the pie bigger		116
V. Become a persuasive messenger		116
A. Learn to become more likeable B. Develop a persuasive attitude C. Learn to show more appreciation		116
VI.		116
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		116
» KORN FERRY COMPETENCIES		116
Communicates effectively | Manages conflict | Interpersonal savvy | Persuades		116
Practitioner’s Guide to Mentoring Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		117
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.		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 0.1 to 0.3 continuing education units (CEUs) upon completion of this seminar.		117
SEMINAR OUTLINE		117
I. Mentoring as a subset of leadership		117
II. Mentoring vs. coaching		117
III. Mentoring skills and behaviors IV. Mentoring in practice		117
V. Organizational systems for effective mentoring		117
» KORN FERRY COMPETENCIES		117
Business insight | Instills trust		117
Selecting Strong Talent in Your Organization 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		118
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.		118
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.		118
You will learn to:		118
• Conduct a job analysis • Locate and evaluate selection assessments • Use the data for predictive analytics		118
Learning objectives:		118
• How to locate and evaluate selection assessments • Common problems encountered in selection • Can test scores be combined to make selection decisions?		118
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.		118
SEMINAR OUTLINE		118
I.		118
Role of job analysis		118
II. How to locate and evaluate selection assessments		118
III. How to use the data for predictive analytics		118
» KORN FERRY COMPETENCIES		118
Attracts top talent | Builds effective teams		118
Succession Planning: Developing the Next Generation of Leaders 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
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?		119
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.		119
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.		119
SEMINAR OUTLINE		119
I. Introduction		119
A. Purpose of succession planning and management B.Benefits C. Pitfalls		119
II. Understanding career development		119
A. Novations perspective B. 4 career stages		119
III. Finding your “daimon”		119
A. Importance of self-awareness B. Discussion of assessments (StrengthsQuest, MBTI® Step II™, etc.)		119
IV. Successful succession plans		119
A. Essentials: Who do you need and where do you find them? B. Best practices		119
V. Key Factors		119
A. Recruiting and selecting talent B. Identifying and developing A-players C. Evaluating performance and progress		119
VI. Summary and Conclusions		119
» KORN FERRY COMPETENCIES		119
Attracts top talent | Develops talent | Plans and aligns | Demonstrates self-awareness		119
Supervisory Program: Leadership, Mentoring, and Coaching for Outstanding Performance Matthew Bowler, Ph.D. — Director of the MBA Program and Associate Professor of Management in the Spears School of Business at Oklahoma State University or Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		120
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.		120
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.		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 1.2 continuing education units (CEUs) upon completion of this seminar.		120
SEMINAR OUTLINE Day 1		120
I.		120
Changing roles: Understanding power and leadership		120
A. Identifying the roles, skills, and		120
expectations of managers		120
B. Understanding and developing sources of		120
p owe r		120
C. Exploring your leadership style D. Effective leadership actions		120
Day 2		120
II. Mentoring		120
A. Need for mentoring B. Individual and organization benefits of		120
mentoring		120
C. Mentoring skills and behaviors D. Mentoring: FAQ		120
III.		120
Enhancing employee performance		120
A. Dimensions of employee performance B. Determinants of employee performance C. Understanding different motivational		120
approaches		120
IV.		120
D. Appraisal methods E. Emphasizing behaviors, not attitudes Coaching and employee enhancement		120
A. Effective two-way communication B. Importance of setting goals C. Providing performance feedback D. Delegation, empowerment, and		120
reinforcement		120
» KORN FERRY COMPETENCIES		120
Communicates effectively | Manages conflict | Interpersonal savvy | Persuades		120
Tune-Up Your Negotiation and Persuasion Skills 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		121
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.		121
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.		121
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.		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 0.3 to 0.6 continuing education units (CEUs) upon completion of this seminar.		121
SEMINAR OUTLINE		121
I.		121
II.		121
III.		121
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		121
Evaluating your interests and aspirations A. Clarify your goals and priorities B. Power of “No” C. Research on aspiration levels		121
i. Advantages of high aspirations		121
ii. Factors restraining high aspirations		121
D. Develop your BATNA (Best Alternative To Negotiated Agreement) E. Gain power by uncovering their BATNA		121
Connect with your counterparts: Develop/maintain an influential relationship A. Develop a realistic win/win approach to problem solving		121
i. Manage their self-interest		121
ii. Identify win/win opportunities		121
iii. Foster a win/win attitude in your counterpart iv. Make the pie bigger—before slicing it up		121
Continued on next page…		121
Tune-Up Your Negotiation and Persuasion Skills / …Continued		122
IV. Developing and executing a systematic method for planning your negotiations		122
A. Effectively communicate your messages B. Keep your eyes on the prize C. Evaluating your level of satisfaction in your negotiation results D. Value focus vs. cost focus E. Managing the concession process		122
i. Understanding the nature of the concession process		122
ii. Develop a concession plan		122
iii. Keys to executing your concession plan		122
F. Managing information creatively and thoroughly		122
i. Create reality-testing questions		122
ii. Identify opportunities in their measurement system		122
G. Evaluating and building bargaining power		122
i. You always have more power than you think you do		122
ii. Sources and uses of power		122
V.		122
Conclusion: Capstone exercise and formal group discussion		122
» KORN FERRY COMPETENCIES		122
Business insight | Communicates effectively | Develops talent | Persuades | Plans and aligns		122
“Why” Discovery Workshop for Organizations or Teams Abbey Davis, Ph.D. — Lecturer, Spears School of Business		123
Working hard for something we don’t care about is called stress; working hard for something we love is called passion. — Simon Sinek		123
In this workshop, participants will walk through an intense series of collaboration exercises based on the book		123
Why: A Practical Guide for Discovering Purpose for You and Your Team		123
by Simon Sinek.		123
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.		123
Find Your		123
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.		123
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.		123
SEMINAR OUTLINE		123
I. Every organization knows what they do		123
II. Why your organization needs to find it’s “Why”		123
III. The “Why” discovery process: 3 conversations IV. Drafting a “Why” statement		123
V. How to carry out your “Why”		123
VI. Next steps and wrap up		123
People don’t buy what you do; they buy why you do it. — Simon Sinek		123
» KORN FERRY COMPETENCIES		123
Customer focus | Manages complexity		123
MARKETING		124
Digital Marketing 101 Jerry Rackley — Executive-in-Residence for the Department of Marketing in the Spears School of Business at Oklahoma State University		125
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.		125
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.		125
SEMINAR OUTLINE		125
I. Digital marketing overview		125
II.		125
A. Definition B. Scope C. Attendee challenges Your website A. Importance of a website for digital		125
marketing		125
B. Website goals C. Design considerations D. Traffic types E. Conversions		125
F. Landing pages		125
G. Testing H. Mistakes to avoid		125
III. Optimizing your website for search		125
A. What SEO is and why it’s important B. On-site actions C. Off-site actions D. Useful tools		125
IV. Online advertising		125
A. What online advertising is: Pros and cons		125
V.		125
VI.		125
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		125
VII. Mobile marketing		125
VIII. Online reputation management (ORM)		125
A. What ORM is and why you should care B. Online crisis management C. Useful tools		125
» KORN FERRY COMPETENCIES		125
Business Insight | Cultivates innovation | Tech Savvy		125
Marketing Magnetism! Clarify Your Unique Brand Value and Drive New Business Growth 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		126
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?		126
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.		126
Benefits:		126
• Learn through case studies and memorable examples of how some powerfully branded businesses are using their		126
words to prove their value, justify their prices, and win new business.		126
• Learn the keys to producing memorable ways of making a case for your business, separating yourself from the		126
competition, and finding a better way of describing yourself and your firm.		126
• Work through a comprehensive workbook during the training seminar to develop and organize upgraded marketing		126
and sales messaging.		126
• Participants will gain strategies for using more powerful, value-focused messaging in successful marketing including		126
web, social, videos, email campaigns, client referrals, events, and more.		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 0.3 to 0.6 continuing education units (CEUs) upon completion of this seminar.		126
» KORN FERRY COMPETENCIES		126
Action oriented | Communicates effectively | Customer focus | Cultivates innovation | Interpersonal savvy | Builds networks | Persuades | Self-development | Situational adaptability		126
Continued on next page…		126
Marketing Magnetism! / …Continued		127
SEMINAR OUTLINE		127
I.		127
Introduction A. Background and statistics leading to the		127
necessity for clarifying value		127
B. Changing the conversation about your		127
value —for you, your clients and prospects, and finding the opportunities to increase growth.		127
II.		127
III.		127
The biggest mistake in marketing and how to fix it Exploiting your “un” uniqueness A. What is unique about what you do? B. How do other companies effectively		127
present their uniqueness? C. What is working/compelling?		127
IV.		127
Clarifying your individual/team value A. What is your current value conversation? B. How does your website define your value? C. What do you really want people to know		127
about what they will receive when working with your company?		127
D. Individual work with facilitation E. Roundtable discussion on personal value.		127
V. A simple, repeatable, statement of value		127
A. Creating something more useful than an		127
elevator statement to introduce your firm.		127
B. Best practices C. Individual work with facilitation D. Roundtable discussion on your simple		127
introduction statement		127
VI. Niche positioning		127
A. Types of niche focus areas. B. Developing messaging for 1 to 2 powerful		127
niches		127
C. Roundtable discussion on your messaging		127
for niche value propositions		127
VII.		127
Your team’s core story A. What is your narrative on why someone		127
should do business with your company?		127
B. What story do you want your clients to		127
share about you?		127
C. What story do you want your team to be		127
sharing?		127
D. Individual work with facilitation E. Roundtable discussion on your core story		127
VIII.		127
Exposing your value A. Social media strategies that are working to		127
prospect		127
B. Using video to define and expose your		127
value		127
C. Best practices for acquiring valuable free		127
media		127
IX. The manifestation of your value messaging.		127
Develop strategies for improving the following: A. Websites B. Referral conversion C. Social media presence D. Results at your events E. Closing ratio		127
F. Client retention		127
X. Wrap up		127
STRATEGY		128
Developing the Strategic Middle Manager: The First Step Toward Organizational Renewal James M. Pappas, Ph.D. — Associate Professor and Head of the Management Department in the Spears School of Business at Oklahoma State University		129
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.		129
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.		129
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.		129
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.		129
SEMINAR OUTLINE		129
I.		129
The changing middle manager A. New roles and new demands B. Leveraging knowledge and skills		129
II.		129
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		129
III. Becoming a strategic middle manager		129
A. Re-thinking the strategy-making process B. Diagnostic test for strategic consensus C. Self-test of strategic activities and involvement		129
» KORN FERRY COMPETENCIES		129
Communicates effectively | Being resilient | Demonstrates self-awareness | Situational adaptability | Strategic mindset | Builds effective teams | Drives vision and purpose | Optimizes work processes		129
Growth Mindset: The Key to Strategic Development Abbey Davis, Ph.D. — Lecturer, Spears School of Business		130
We know that developing our employees is the key to building an engaged workforce and a high-performance culture, but we often overlook the most basic element of talent development…starting with a belief in human potential. In this workshop we will unpack the work of three influential researchers on the topics of growth mindset, deliberate practice, and grit that are key to fostering deliberately developmental cultures.		130
Module 1: Growth vs. Fixed Mindset		130
Leaning on the work of Dr. Carol Dweck we’ll explore the research behind growth mindset and learn how a few simple words can both promote or hinder a growth mindset in our employees. We’ll also dive into two case studies of compa- nies who through a series of fixed-minded decisions led to cultures that lacked psychological safety. We’ll unpack the components of psychological safety, and how growth-minded cultures support it.		130
Module 2: The Elements of Deliberate Practice		130
Next, we’ll focus on the work of Dr. Anders Ericsson and discuss the popular, yet widely debated, 10,000-hour rule and breakdown the elements of not just practice, but deliberate practice. Participants will even get a chance to try out one of Dr. Ericsson’s famous experiments.		130
Module 3: Passion & Perseverance		130
Finally, we’ll wrap up by learning about the concept of Grit coined by Dr. Angela Duckworth. We’ll unpack what it takes to survive beast barracks and what it takes to strengthen grit.		130
These modules will equip participants with the knowledge they need to begin building deliberately developmental cultures. Participants will walk away with practical tips to promote a growth mindset not only with themselves, but with those they interact with every day. We will also introduce participants to numerous resources and tools to continue their growth minded journey after the workshop concludes.		130
» KORN FERRY COMPETENCIES		130
Strategic Mindset | Learning Agility | Drives results | Strategic mindset | Drives vision and purpose | Directs Work | Action Oriented		130
Problem Solving Marc Tower, Ph.D. — Assistant Dean, Innovation Education and Growth, Spears School of Business and Associate Professor of Professional Practice, School of Entrepreneurship		131
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.		131
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.		131
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.		131
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.		131
SEMINAR OUTLINE		131
I.		131
II. III. IV.		131
Identify the problem: Case study (pre- reading) and discussion Identify the problem: Team exercise Creating solutions: Lecture and discussion Creating solutions: Team exercise		131
V.		131
Implementing solutions:		131
Lecture and discussion		131
» KORN FERRY COMPETENCIES		131
Ensures accountability | Manages ambiguity | Collaborates | Decision quality | Drives engagement | Plans and aligns | Drives results | Builds effective teams | Optimizes work processes		131
Strategic Management: Facilitation James M. Pappas, Ph.D. — Associate Professor and Head of the Management Department in the Spears School of Business at Oklahoma State University		132
Strategic management facilitation may involve meeting with senior-level executives who strive to define the following:		132
• Environmental scan • SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) • Mission and values statement • Setting goals and objectives • Action planning		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. This seminar is dependent upon steps decided and may range from 0.3 to 0.6 continuing education units (CEUs).		132
» KORN FERRY COMPETENCIES		132
Ensures accountability | Communicates effectively | Interpersonal savvy | Builds networks		132
Strategic Performance: Building Culture Stephanie Phipps, Ph.D. — Assistant Professor of Professional Practice in the Spears School of Business at Oklahoma State University.		133
Culture and Strategy: Beyond “Culture Eats Strategy for Breakfast”		133
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.		133
This session explores alternative ways to understand their relationship:		133
Strategy shapes culture for success – A well-crafted strategy can influence values, priorities, and behaviors, helping to cultivate a culture that accelerates strategic execution.		133
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.		133
Culture and strategy are complementary – Culture provides the foundation upon which strategy can thrive. The strongest strategies are those built on cultural alignment.		133
Culture enables strategy execution – Rather than overpowering strategy, culture empowers it—fostering engagement, adaptability, collaboration, and innovation.		133
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.		133
What you’ll learn in this session:		133
Relationship betweenculture, strategy, and performance		133
How to measure culture		133
Tactics to addressareas of development		133
» KORN FERRY COMPETENCIES		133
Strategic Mindset | Interpersonal Savvy | Builds Networks | Collaborates | Instills Trust		133
Strategic Planning Stephanie Phipps, Ph.D. — Assistant Professor of Professional Practice in the Spears School of Business at Oklahoma State University		134
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.		134
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.		134
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.		134
SEMINAR OUTLINE		134
I. Why do strategic planning?		134
II. Components of an effective strategic plan		134
III.		134
Vision		134
A. Values B. Purpose C. Mission		134
IV. What is possible? V. What is strategy?		134
VI. SWOT analysis		134
VII. Objectives VIII. Action plan		134
A. DACI		134
i. Driver		134
ii. Approver		134
iii. Contributors iv. Informed		134
B. GRPI		134
i. Goal		134
ii. Roles		134
iii. Processes iv. Interaction		134
IX. X.		134
Implementing a measurement system Communication		134
» KORN FERRY COMPETENCIES		134
Decision quality | Plans and aligns | Drives results | Strategic mindset | Drives vision and purpose		134
Unleashing the Power of Organizational Culture Stephanie Phipps, Ph.D. — Assistant Professor of Professional Practice in the Spears School of Business at Oklahoma State University.		135
Unlock your business’s full potential with our comprehensive Business Strategy Program. In today’s dynamic and com- petitive landscape, staying ahead requires business acumen and a forward-thinking approach. Our program is designed to empower your team with the latest insights and tools essential for crafting and executing successful business out- comes. This training session covers a wide variety of topics, including market analysis, competitive intelligence, strategic planning, and effective implementation strategies. Whether you’re a seasoned executive or a budding entrepreneur, our interactive workshop and case studies provide practical, real-world applications to enhance your strategic decision- making skills. Invest in the success of your business by enrolling in our Business Strategy Program and ensure that your team is equipped to navigate the complexities of the business landscape with confidence and agility.		135
SEMINAR OUTLINE		135
Phase 1: Building a business strategy to create a competitive advantage. An educational session designed to highlight how an organization can build a competitive advantage by creating an alignment between organizational and individual goals. The importance of developing a clear communication plan and ensuring that all aspects of the organization's culture and talent management support the overarching organizational goals.		135
Phase 2: Assessment and Recommendations Facilitation of executive leadership sessions to build a plan around the alignment of organizational practices and goals.		135
Phase 3: Implement a Plan of Improvement in areas of focus for the company. Collaborate closely with the leadership team to create and carry out action items that strengthen alignment across the organization and address key areas of focus.		135
» KORN FERRY COMPETENCIES		135
Decision quality | Plans and aligns | Drives results | Strategic mindset | Drives vision and purpose		135
TEAMS		136
Creating an Inspiring Employee-centric Team Pearl Sumathi, Ph.D. — Assistant Professor of Practice for the Department of Management in the Spears School of Business at Oklahoma State University		137
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.		137
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.		137
At the end of the seminar you will be able to:		137
• Implement the critical ingredients of human-centered design to impart exceptional employee experience to your		137
teams.		137
• 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.		137
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.		137
» KORN FERRY COMPETENCIES		137
Collaborates | Communicates effectively | Manages complexity | Customer focus | Develops talent | Directs work | Drives engagement | Cultivates innovation | Drives results | Strategic mindset		137
Creating and Developing High-Performance Teams Raj Basu, Ph.D. — Associate Professor, Department of Management in the Spears School of Business at Oklahoma State University		138
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.		138
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.		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 0.6 continuing education units (CEUs) upon completion of this seminar.		138
SEMINAR OUTLINE		138
I.		138
Team basics		138
A. Defining characteristics that set teams		138
apart from other structures and give teams their performance potential, and the situational factors conducive to the use of teams		138
II. Understanding how teams develop		138
A. Stages teams move through as they		138
develop, the selection of individuals to team membership, the role of relationships and conflict in teams, and the time requirements for team performance		138
III. Moving teams to high performance		138
A. Development of team performance		138
goals, the alignment of team goals		138
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		138
IV.		138
Approaches to team decision-making		138
A. Role of conflict in team decision-making		138
and various approaches to team decision- making		138
» KORN FERRY COMPETENCIES		138
Attracts top talent | Collaborates | Manages conflict | Develops talent | Drives engagement | Interpersonal savvy | Builds networks | Plans and aligns | Builds effective teams | Drives vision and purpose		138
Psychological Safety A Alexis Smith Washington, Ph.D. — Spears School of Business Senior Inclusion Officer, Associate Professor of Management and William S. Spears Chair of Business Administration		139
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.		139
» KORN FERRY COMPETENCIES		139
Strategic Mindset | Decision Quality | Drives Engagement | Interpersonal Savvy | Demonstrates Self-Awareness		139
Skills on the Rise		140
Bryan Edwards, Ph.D. — Professor of Management and Joe Synar Chair, Spears School of Business, Oklahoma State University or Aaron Light — Assistant Professor of Professional Practice in Management, Spears School of Business, Oklahoma State University		140
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.		140
KEY TAKEAWAYS		140
Unlock the toolkit to apply these skills with your team back in office.		140
Customizable case study tailored to improve your company’s unique gaps.		140
Maximize your T&D through topics applicable to all roles.		140
SESSION DESCRIPTIONS Analytical Thinking and Digital Literacy 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.		140
Creativity and Curiosity 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.		140
Resiliency and Agility 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		140
» KORN FERRY COMPETENCIES		140
Strategic Mindset | Decision Quality | Drives Engagement | Interpersonal Savvy | Demonstrates Self-Awareness		140

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