TMP Course Descriptions: Period 3

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Period 3: 1:20 PM - 3:20 PM

Course Overview

Personalize your focus of study by selecting a course from the offerings below. Scroll down to read the full course descriptions and instructor profiles for each option.

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C1 The Four Domains of Leadership
Led by: Kenneth Lamb, Student Innovation Idea Lab at Cal Poly Pomona
C2 Card Games for Soft Skills
Led by: Colt McAnlis, Head of Google Cloud Developer Media Networks
C3 The Power of Persuasion
Led by: Laura G. Hyde, MEd, President, Morgan Training Company
C4 Asking the Right Questions
Led by: David Lam, CISSP, Six Sigma Black Belt, VP, Citadel Information Group
C5 Thriving Competencies
Led by: Kevin Groves, PhD, Professor of Organization Theory & Management

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Full Course Descriptions

C1 | The Four Domains of Leadership

This workshop will introduce you to tools that will help your development in each of the four domains.

Led by: Kenneth Lamb, Director, Student Innovation Idea Lab at Cal Poly Pomona

Leadership collection of skills and attitudes that involve four domains of learning:

  • The self, or the improvement of an individual
  • The team, or the improvement of the relationship between members of the team and the leader
  • Ethics and principles that guide intentional positive action
  • The project, the context in which we apply the skills and attitudes of leadership

This workshop introduces you to tools that will help your development in each of the four domains. During the course, you will be guided through activities Force concepts and also provided to help you measure growth in yourself and in your team.

Kenneth Lamb

Kenneth Lamb
Director, Student Innovation Lab at Cal Poly Pomona

 

Kenneth Lamb is the faculty director of the Student Innovation Idea Labs at Cal Poly Pomona, the Lead Faculty of the College Engineering Leadership program and Professor of Civil Engineering.

As a consulting systems engineer, Kenneth worked on various projects related to water systems (potable, sanitary and storm) and learned to appreciate effective leadership as a key resource for project success.  As a faculty member he co-led the conversion from quarter to semester terms for the civil and construction engineering programs at Cal Poly Pomona.  This experience helped him see the importance of establishing personal, transparent, guiding principles to help facilitate difficult conversations with other people.

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C2 | Card Games for Soft Skills

In this course, you’ll practice fun, repeatable activities that help improve “hard-to-train” skill sets.

Led by: Colt McAnlis, Senior Staff Developer Advocate, Google

Soft skill development is crucial as a separator between success and failure as your career progresses. Sadly, some skills (such as conflict resolution, hiring/firing, or negotiation) can only be practiced “in the moment”, and unless your job is fraught with these types of situations, you may not advance your skills in these areas as fast as needed.

This course focuses on providing fun, repeatable activities that help improve these “hard to train” skill sets. Each one creates a safe, repeatable situation where each player can try, fail, and learn. Along with the activities, we’ll take a look at the core behavioral patterns for these soft skills and introduce connections between the activities, how the circumstances change, and how this relates to your career and goals.

Along with all the lecture, attendees will walk away with copies of the games so that they can facilitate them with their own teams at work.

Day 1: Intros and The Chaos of Teamwork
The “Too Many Droids” activity helps immerse the team in highly stressful, simulated chaos to accomplish personal activities and help the team accomplish its goals. In this activity, players will realize that their strategies for “getting things done” fall apart once the stakes get high enough. As a team, they will have to come together, develop a plan for communication, resource sharing, and what to do when things go from bad, to worse.

Day 2: Stress, Triage, and Better Teamwork
“Unicorn or Bust!” is an activity that builds resilience against the day-to-day chaos of projects & problems. In this activity, players take the role of a new startup company trying to go 52 weeks from startup to IPO. Along the way, the team will have to share resources, agree on a strategy, and try to solve problems before they run out of funding... or worse!

Day 3: Communicating with Empathy and Intention
“Ship it!” is an activity that helps develop empathetic communication. In this activity, players will quickly have to realize that their team members don’t share the same mental model about how the game should be played, and will have to take it upon themselves to modify their communication process. Giving the wrong information, worded in the wrong way, could spell disaster!

Day 4: Dealing with Transitions
“Re-org” activity that helps players move through planning their impact-focused work while dealing with unexpected consequences from an administrative level. Your goal is to become the most valuable engineer at your company, which you do by taking on and completing projects. The problem? Every year a re-org happens, and you’ve got a new manager who changes the company priorities. Learn how to adapt to chaos in the workplace, change design requirements, and how to build a career that can withstand any re-org.

Day 5: Putting it all together
Day 5 brings an activity that binds together all of the lessons of the week into a single exercise. “Favortown” is a collaborative card game that focuses on hyper-restricted communication to accomplish a shared goal – The team is tasked with accomplishing a set of large goals, where each team member has a unique skill that’s required to solve the problems. The trick? No talking allowed. Teams will use all the skills from this week to plan, negotiate, deal with problems, empathize and deal with the chaos of day-to-day problems, all in 10 minutes at a time.

Colt McAnlis

Colt McAnlis
Head of Google Cloud Developer Media Networks, Google

Colt McAnlis is an industry expert on Android Performance PatternsData Compression across Web, Mobile and Cloud platforms. Before that, he was a graphics engineer in the games industry working at Blizzard, Microsoft (Ensemble), and Petroglyph.

He’s been an Adjunct Professor at SMU Guildhall; Pioneered Google’s approach to MOOC courses (twice), and is a Book  Author (twice). He’s also defined Google’s approach to developer relations through video content, having created over 300 pieces of content for 4.5 million combined views.

You can follow him on G+TwitterGithubLinkedin, or his Blog.

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C3 | The Power of Proactive Persuasion: How to “Sell” Your Ideas, Projects, Capabilities and Products

Learn a systematic approach for communicating and “selling” your ideas, projects, capabilities, and products.

Led by: Laura G. Hyde, MEd

*Note: Due to an overlap with Hyde’s other course (B5 & C3) you may only enroll in one.

Today’s competitive business environments require that technical professionals be able to “sell.” Internally, you “sell” as you compete for resources, advance your projects and careers, get buy-in to ideas and strategies, and promote change. Externally, you may participate in the selling of products, services, or projects to existing and potential customers. What process do you follow? Most technical professionals “sell” with data; and if they don’t get the result they want, they present more data!

Learn how personal communication and persuasion skills are as rational as technical skills, and that you can learn and apply them just as systematically as you mastered your technical skills, helping you to interact with confidence and giving you credibility with your colleagues and customers. The focus is on the systematic application of a logical process, an understanding of the human elements involved, and on providing the necessary skills, strategies, and techniques to increase your professional as well as personal effectiveness.

Industry-specific examples are cited to assist with the application process. Through self-assessment surveys, you learn about yourself (behavioral styles; internal “scripts”, etc.) and how to be more effective in dealing with colleagues and clients who are different. Best practices are stressed along with a set of tools and techniques that can be applied immediately to persuasion situations.

Laura G. Hyde

Laura G. Hyde, MEd
Morgan Training Company

Laura G. Hyde, MEd is the President, Morgan Training Company, Avila Beach, California. Ms. Hyde focuses on applying principles of psychology to the technical communication and persuasion/“selling” environment.

Drawing on her extensive experience in the computer hardware and software industry, she has developed an approach that has been enthusiastically embraced by technical professionals. Ms. Hyde has a passion for filling the “tool boxes” of technical professionals with tools, strategies, and techniques that they can immediately utilize in their jobs to improve their effectiveness and efficiency.

In addition to providing corporate training, Ms. Hyde is often called upon to speak at regional and national conferences on business development and communication effectiveness for technical enterprises. Recent clients include Robert Bosch Corp., Philips Semi-conductors, GE, Honeywell, Siemens, Plantronics, Lawrence Livermore, and Los Alamos National Laboratories.

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C4 | Asking the Right Questions

This course will demonstrate how to easily and effectively ask questions to change conversational outcomes.

Led by: David Lam, CISSP, Six Sigma Black Belt

Learn how to easily and effectively ask questions to change conversational outcomes.

In this immediately applicable, brass tacks course students will learn how to ask questions based upon the book The New IQ: Leading Up, Down, and Across Using Innovative Questions. Students will repeatedly get the practice of being more collaborative and having more productive conversations. Can’t figure out how to get unstuck when having a difficult conversation? We will show you how to do that. Tired of always feeling like you are fighting with your team? You’ll learn a solution to that as well. At a loss for what to do when the conversation turns emotional? We will practice that as well.

Here’s what some previous students have said:

“This was one of the most immediately useful classes that I’ve ever attended.”

“I feel much more confident about my ability to interact in stressful situations and have a positive outcome.”

“This course was very helpful in helping me manage conversations and communicate more effectively. The material is practical, and I can use this right away.”

Course methods and approach:

Each day, the instructor will present Innovative Questions concepts and then students will work through those issues in role-playing practice sessions. Students will debrief in their groups and in the overall class to ensure competency in practicing these skills when they return to work.

Course flow:

Monday:

Demo Exercise: Learn how Innovative Questions work and see how the exercises will help you.

Defining an Ideal Final Result. Learn how to define the outcome you want so you can get to an ideal outcome effectively.

Tuesday:

Understanding how an argument is created. We will practice breaking down an argument and understanding the elements. Sound boring? It’s not. It changes your ability to solve problems in ways you can’t imagine.

Understanding where you are and where you are stuck. Understand that if you don’t know where you are stuck, sometimes you can’t move on. We will give you sample situations to practice so you can see how beneficial it is to identify where you are stuck and how good it feels when you get unstuck.

Wednesday:

Understanding how to successfully make a change in yourself. In order to be able to apply these changes when you leave, we will give you skills so you CAN use them next Monday.

Human nature and why you need to understand it to succeed. Unfortunately, we aren’t dealing with robots anymore, so we will practice “human” situations that require an understanding of human nature and how to walk out of those conversations with positive outcomes.

Thursday:

How you can pull people towards you or push them away. Our words and actions define how people react to us. In these exercises, you will practice how to pull people towards you to work together instead of at odds.

How assessing the readiness of others to perform a task can really help you. Have you experienced a situation where you just couldn’t get someone to do something? We will show you one technique for knowing in advance whether they will perform at the level you expect.

Friday:

Turning negative situations into positive ones: a real-life case study. Here, you will get a chance to work through a situation that David turned around.

Practice with a no-pain final exam. Attempt to ‘stump’ the instructor given your difficult scenario.

David Lam

David Lam, CISSP, Six Sigma Black Belt
Vice President, Technology Management Services, Citadel Information Group

David Lam has over three decades years of experience managing information for small and medium businesses including custom software development, systems management, and information security. As a former CIO and Chief Information Security Officer, David brings a holistic and highly integrated view of technology services to his day-to-day work. David has worked as a consultant, for a university, for a nonprofit, and in the corporate realm.

Mr. Lam is a Certified Six Sigma Black Belt from ASQ and has also achieved ITIL Foundations, CNE, MCSE, CCNA, CCDA, and Network+ certifications. David holds a bachelor’s degree from UCLA and while there was elected to Phi Beta Kappa. He has taught multiple college extension classes and has presented at numerous conferences on technology, information security, and physical security. Leveraging his technology background, David also works with individuals and organizations on strategy, team building, and coaching.

David has also been published multiple times in the ISSA Journal and on Tom’s IT Pro. He has written the Information Security chapters for the ASIS Protection of Assets Manual with Dr. Stahl and is now working on a Leadership Book called Innovative Questions.

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C5 | Thriving Competencies 

Leaders across industries and sectors must contend with multiple megatrends that collectively create highly volatile, uncertain, complex, and ambiguous (VUCA) organizational contexts.

Led by: Kevin Groves, PhD

Among the many trends directly impacting the requisite skills and competencies for today’s leadership, four megatrends are paramount for shaping how current and future leaders should focus their personal development:

  • The digital transformational, artificial intelligence (AI), and automation
  • The multi-generational workforce and socio-demographic shifts
  • COVID-19, climate change, and the likelihood of future extreme events
  • The changing nature of work and organizations, particularly the advance of digital technologies and work-from-home policies accelerated via the pandemic.

Within the incredibly turbulent and complex context of these forces, leaders must focus their personal development on the most important competencies for driving organizational success.

Students in this course will examine the specific leadership competencies that are most effective in VUCA organizational contexts. These leadership skills and behaviors are captured in the Strategic Leadership Competency Model, which includes 20 competencies across four pillars: Driving Results (strategic insight, innovative thinking, maintaining focus on strategic priorities, results-orientation, and understanding the business; Engaging Stakeholders (collaboration skills, communication skills, interpersonal skills, conflict management skills, and mission/values/purpose-driven); Leading Change (inspires others, leads organizational change, leader agility, performance feedback, and coaching, develops talent); and Leading Self (exhibits self-awareness, seeks feedback, work/life balance, integrity, emotional intelligence).

In addition to exploring the megatrends and their impact on workforce outcomes and business performance—such as new product and service innovations, the great resignation, and virtual work teams—students will complete the following:

  • Develop and articulate an individual philosophy of leadership that reflects one’s personal values and leadership principles
  • Create a leadership development plan that outlines actions/tactics for enhancing competencies across four levels of leadership influence (leading self, leading teams, leading strategy, and leading change
  • Engage with fellow students in experiential activities (role-playing, simulations, and assessments) designed to generate greater insights on one's leadership strengths and development opportunities.
Kevin Groves

Kevin Groves, PhD
Professor of Organizational Theory and Management, Pepperdine

Kevin S. Groves, PhD is a professor of organization theory and management at Pepperdine Graziadio Business School, and president of Groves Consulting Group, LLC. Dr. Groves teaches a range of graduate courses including organization design and strategic alignment, executive leadership, and talent management. He primarily teaches in the Graziadio School’s MBA, MS in Human Resources, and Executive DBA programs at the Malibu and West Los Angeles campuses.

Prior to his academic career, Dr. Groves was a management consultant in the Strategy and Organization practice at Towers Perrin (now Willis Towers Watson). Supporting organizations across industries, Groves Consulting Group develops evidence-based succession planning, talent management, and leadership development solutions anchored by rigorous research.

An active leadership and succession management scholar, Dr. Groves’ research focuses on executive succession, talent management, and leadership development practices. He conducts national benchmarking studies, including the semi-annual Succession Management Survey, intensive case studies, and client-based research projects.

His research has been published in leading journals such as the Journal of Management, Academy of Management Learning & Education, Group & Organization Management, Organizational Dynamics, and Journal of Business Ethics. Dr. Groves’ recently published book (Winning Strategies: Building a Sustainable Leadership Pipeline through Talent Management & Succession Planning) offers executive teams, boards, consultants, and HR/OD professionals a practical framework and set of succession planning and talent management best practices.

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Links to other course description and instructor bio pages:

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