TMP Course Descriptions: Period 4

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Period 4: 3:40 PM - 5:40 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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D1 The Four Domains of Leadership
Led by: Kenneth Lamb, Student Innovation Idea Lab at Cal Poly Pomona
D2 Grey Leadership
Led by: Paul Jan Zdunek, MBA, Prosci®, CEPA®, COO at Miller Kaplan
D3 Thriving Competencies
Led by: Kevin Groves, PhD, Professor of Organization Theory & Management
D4 Emotional Intelligence
Led by: Jorge Cherbosque, PhD, Director, Emotional Intelligence and Diversity Institute
D5 Card Games for Soft Skills
Led by: Colt McAnlis, Head of Google Cloud Developer Media Networks

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Full Course Descriptions

D1 | 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, 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 analyze cases related to personal ethics, team dynamics, and project awareness based upon the principles we cover each day in class. You will also learn about tools 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 Associate 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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D2 | Cultivating GREY LEADERSHIP®

As an orchestra conductor turned C-Suite leader, Paul Jan Zdunek shares his lessons learned as he explores being a grey leader in this post black-and-white world. 

Led by: Paul Jan Zdunek

Cultivating GREY LEADERSHIP® identifies and develops your natural talents within a framework proven to provide you with the skills to engage others instinctually, as a cowboy does with his horse, or a conductor with her orchestra – within an extraordinarily heightened sense of being. 

Orchestra conductor turned C-Suite leader, Paul Jan Zdunek shares his lessons learned as he guides students through the philosophies and practices of being a grey leader in this post black-and-white world. 

This course is highly interactive and engaging, following a learn as you do philosophy. It is taught in the Socratic Method with the goal of getting to the root cause and solution of professional and personal challenges. Students should be ready and willing to fully engage physically, mentally, and emotionally as they begin to cultivate GREY LEADERSHIP® skills in service to their organization, themselves, and all of those under their care.

Topics Include:

  • Team Dynamics
  • Human Drivers
  • The Humanship of Change (Management)
  • Managing Resistance
  • Instinctual Leadership
  • Triaging Students’ Real World Challenges
Paul Jan Zdunek

Paul Jan Zdunek, MBA, MM, PROSCI®, CEPA®

After a decade-long career as an orchestra conductor, Paul Jan Zdunek brings over 20 years of C-Suite experience providing business leadership and advisory services for both for profit companies and charitable organizations. He has been a business transformation advisor, change management leader and interim executive for institutions requiring financial or organizational revitalization. Paul is often engaged by organizations needing transformational services to address financial decline, organizational inefficiencies, human capital challenges and leadership conflicts.

Paul’s expertise includes organizational & leadership development, change management, conflict and crisis resolution, complex facilitation, personal & professional coaching, philanthropic strategy, as well as stakeholder management. 
Paul is a PROSCI® Certified Change Management Professional and Certified Exit Planning Advisor, CEPA®. He has taught at the University of Southern California’s Sol Price School of Public Policy, as well as within the graduate Arts Administration program at Goucher College in Maryland, and continues to deliver keynote speeches at industry conferences and executive retreats, including Vistage Worldwide, on the topics of organizational transformation and sustainable success. Currently, he serves as the Chief Operating Officer for Miller Kaplan - a Top 100 Accounting & Business Advisory firm in the US - and Board Chairman for privately held companies. Additionally, Paul is the co-author of a book on cultivating GREY LEADERSHIP® titled Cowboys & Conductors: Conversations on Horseman-Humanship.
Paul has a Bachelor of Music in Composition from The Johns Hopkins University Peabody Institute, a Master of Music in Orchestral Conducting from The Cleveland Institute of Music, and an MBA from the Peter F. Drucker School of Management at Claremont Graduate University.

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D3 | 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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D4 | Emotional Intelligence

A key asset for today’s manager is the ability to convert potentially negative energy into a positive and productive force. Emotional Intelligence is widely acknowledged as a critical component of interpersonal and professional effectiveness.

Led by: Jorge Cherbosque, PhD, Director, Emotional Intelligence and Diversity Institute

A key asset for today’s manager is the ability to convert potentially negative energy into a positive and productive force. Emotional Intelligence is widely acknowledged as a critical component of interpersonal and professional effectiveness.

This course presents a new paradigm of the critical intersection of Emotional Intelligence and diversity, and gives managers an opportunity to gain insight, skills, and tools to build cohesive and productive workgroups that make the most effective use of differences and leverage the power of emotions to increase effectiveness.

Topics include:

  • Assessing your emotional intelligence and diversity competencies in managing differences among members of your team
  • Learning methods to manage emotions triggered by differences
  • Helping your staff deal effectively with change and ambiguity
  • Developing empathy as a step toward building trust and connection
  • Creating an inclusive, healthy, hospitable, and engaging work climate
  • Gaining tools to manage difficult emotions encountered at work
  • Converting unhealthy self-talk to productive messages.
Jorge Cherbosque

Jorge Cherbosque, PhD
Director, Emotional Intelligence and Diversity Institute

Jorge Cherbosque, PhD, Director, Emotional Intelligence and Diversity Institute, Los Angeles; Counseling Psychologist and Director, Staff and Faculty Consultation and Counseling Center, UCLA

Jorge Cherbosque has directed the UCLA Staff and Faculty Consultation and Counseling Center for the past 17 years, and for over 2 decades has been a speaker, trainer, and consultant for various Fortune 500 companies.

Dr. Cherbosque’s approach is geared toward 4 interrelated goals: to impart at least 1 practical idea that participants can apply to their family and home life; 1 they can apply to their work life; and one for their self-development. The fourth goal is to create an environment of safety and joy because he believes that is how real learning best occurs.

His recent clients include Cox Communications, Knight Ryder Digital, Chase Manhattan Bank, Verizon, Herbalife, General Motors, and Neutrogena. He has published numerous articles in scholarly journals and is writing a book on emotional intelligence and diversity. He received a MS and PhD in Psychology from USC.

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D5 | Card Games for Soft Skills

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.

Led by: Colt McAnlis, Head of Google Cloud Developer Media Networks

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” falls 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 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, changing 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

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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Links to other course description and instructor bio pages:

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