Browse Topic: Leadership

Items (46)

21AUTP03_0603/01/2021

Momentum has been building for several years. Industry executives and analysts have been outlining the impact on the automotive industry of an all-electric light-vehicle future. Such a future still seemed distant for many. Would consumers embrace the propulsion shift to EVs? Would battery costs decline enough to achieve undeniable cost parity, or even cost advantage, compared with combustion-engine products? And could the charging infrastructure handle all these EVs in the car parc? All are great questions with varying levels of confidence as to the eventual outcome. To EV or not to EV?

Cameras Capture Asteroid Debris Retrieval

TBMG-3835401/01/2021

Space Dynamics Laboratory Utah State University Logan, UT

An OBE for the SAE

19TOFHP04_0204/01/2019

Meet Paul Mascarenas-SAE International's 2019 president. He's a staunch advocate for professional development for engineers, amid the mobility industry's transformation. Perhaps it's not surprising that someone who joined a professional engineering society at age 16 would eventually lead one. And so, Paul Mascarenas seems an ideal fit as SAE International's 2019 president. It's been more than 30 years since he joined the Institution of Mechanical Engineers as a student in his native Britain. Since then, Mascarenas has distinguished himself in many industry-leadership roles, including chief technical officer at Ford Motor Co. from 2011 to 2014.

Ponticel, Patrick

MOMENTUM: FEBRUARY 2019

19MOMP0202/01/2019

Battling the elements Cold Canadian winds can't stop University of Manitoba team from reaching SAE Aero Design heights. How to lead a team Virginia Tech engineering student discovers leadership skills she didn't know she had. 'Hard work, determination, and a little bit of luck' A complete vehicle overhaul helped the SAE Supermile-age team from Northern Illinois University score a second-place overall fin-ish at the 2018 competition.

Career Counselor Series: Public Speaking Part 1 - Conquering the Fear teaser

1223211/23/2016

Alyson Lyon, executive leadership coach, offers tips and advice to help overcome the fear of public speaking. Members can view the full version by logging into the Member Connection here. . Not a Member? Join us today at connection.sae.org.

Bob Lutz: What makes a great engineer?

16AUTP11_1311/01/2016

Throughout the 2016 documentary film Live Another Day about the fall and rise of the Detroit-3 automakers, former GM Vice Chairman Bob Lutz shows the insight and enthusiasm that made him one of the industry's most effective “product guys” for four decades. While Lutz, now 84, actually holds a marketing MBA, his practical knowledge of aircraft design, systems and aerodynamics learned as a U.S. Marine Corps fighter pilot combined with a life-long love of cars, motorcycles and aircraft made him, as he says, “a close friend of engineers and designers.” He spoke recently with editor-in-chief Lindsay Brooke. I've met many good engineers in my +30 years covering the industry. But what makes a great one?

Brooke, Lindsay

Generations in the Workplace

1217906/09/2016

Alyson Lyon, Executive Leadership Coach, explains how different generations can best work together. Members can view the full version by logging into the Member Connection here . Not a Member? Get a taste of the Member Connection and join at connection.sae.org.

SAE 2016 WORLD CONGRESS PREVIEW

16MOMP03_0303/01/2016

‘POWERING POSSIBILITIES’ IS TOYOTA'S GOAL AT SAE 2016 WORLD CONGRESS THE 2016 SAE WORLD CONGRESS (http://www.sae.org/congress/) will have a decidedly futuristic flavor, covering topics from fuel cells to flying cars. The event is slated for April 12-14 in Detroit and has for a theme, “Powering Possibilities.” Most responsible for adding the tantalizing technical ingredients is Toyota, which is providing Executive Leadership for the Congress with assistance from the event's Tier One Strategic Partner, Aisin. The two companies are closely aligned in the marketplace and will share booth space on the Congress show floor. One of the booth features will be a Patent Bar-computer screens that will allow attendees to search Toyota's patents related to fuel cells. The automaker has made those patents (about 2,000 of them in English) available for free to the public, with the goal of spurring development of a far-reaching “hydrogen society.”

Ponticel, Patrick

Automotive Engineering: April 7, 2015

15AUTP0404/07/2015

GM's CTO driving new paths to technology leadership 'We're making actual production commitments regarding our advanced-technology strategy, rather than just talking about it,' says GM's CTO Jon Lauckner. 'We're absolutely going to be among the leaders, if not the leader, in these areas.' Aluminum prepares for its next big leap Ford's F-Series blockbuster was just the beginning. New micromills now in pilot phase aim to bring vastly stronger and more formable light-alloy materials at higher capacity, says Alcoa's Mike Murphy. Slick solutions for friction reduction From new lubricants to 'smart' oil pumps and clever bearing technologies, engine designers are attacking every potential source of spin losses and internal friction in the quest for more mechanical work out of less fuel. Next-gen NSX: a twin-turbo, multi-material Ferrari-fighter The production NSX made its much-awaited global debut at NAIAS in January. More technical details of Acura's mid-engine AWD hybrid supercar will be

Women in vehicle engineering

14AUTD09_0109/16/2014

Females have made significant progress cracking the predominantly male domain of automotive engineering. They're now chief engineers, VPs, even a CEO. But why are there still so few of them? Cindy Hess rocketed through the Auburn University College of Engineering in just three years. Graduating as an electrical engineer in 1977, she turned down job offers from aerospace giants Boeing and General Dynamics to join Chrysler Electronics as its first-ever female engineer. In 1981, she was assigned to the automaker's Highland Park, MI, complex. “I was the sixth woman within a workforce of about 6000 engineers at Chrysler at the time,” she recalled. “And it's incredible when I think about what we had to endure to do our jobs in those days.”

Brooke, Lindsay

SAE 2014 World Congress Preview special section: ‘Creating New Possibilities’

14AUTP03_0303/04/2014

Host company Hyundai and Tier 1 Strategic Partner, Delphi, established “Creating New Possibilities” as the theme for this year's premier engineering event taking place April 8-10 in Detroit's Cobo Center. This special Congress preview section uncovers some of those possibilities, featuring insights from the event's executive leadership; details of a Delphi/Hyundai advanced engine program; highlights from the technical program in the areas of powertrain, materials, testing and simulation, electronics, interiors, and body/chassis; and more. “Whether we're talking about ecofriendly technologies, safety, or the connectivity of vehicles, we can achieve success if we collaborate to create new possibilities,” said Chung Kook Park, Executive Vice President, Performance Development Center, Hyundai Motor Group, and the SAE 2014 World Congress General Chair. The theme for this year's event is “intentionally ambiguous,” Park added, because it applies across the disciplines of the auto industry

How to Spread the Lean Mindset in an Effective Way Using Change Agents in Sales and Engineering and Finance at Tenneco

2013-01-132604/08/2013

Tenneco first implemented the lean transactional process ten years ago. One of the key success factors was to ensure that the lean system was sustained within an organization as part of a philosophy of continuous improvement. This has probably been the most challenging part of implementing lean in Tenneco. During the early years of implementation, lean was managed as a top down approach which consisted of: identifying executing and tracking lean projects by the management, a small number of additional people and lean experts. This approach had the advantage of building up critical mass and helped to instill a lean change culture in a reasonable timeframe. But the Tenneco experience showed that even if early results were encouraging, the implementation was not consistent enough to sustain a mindset of continuous improvement. This top down approach needed to be reinforced by a much stronger bottom up approach which consisted of group leaders acting as change agents. Their roles and

Garcia, Patrick, Orta, Enrique

Building an Immersive Training Platform for Infantry Soldiers

TBMG-1596303/01/2013

Developing an effective immersive training tool requires a fine balance of technology capabilities with human factors. Achieving a training goal to build squad leadership skills, squad-level communication, and mission rehearsal for an entire squadron brings together several components, including advanced body sensors that must translate physical movements, avatar actions, and high-resolution headmounted displays (HMDs) to immerse the user in the virtual world.

A history of leadership

13MOMD0301_0603/01/2013

Ten years after completing his term on the SAE Board of Directors, Argonne National Laboratory's Don Hillebrand takes on another role-SAE President. IN 2003, WHILE WORKING AS MANAGER OF RESEARCH Policy at DaimlerChrysler, Don Hillebrand, PhD, completed a three-year term on the SAE International Board of Directors. Now, 10 years later, as Director of Argonne National Laboratory's Energy Systems Division, Hillebrand has the unique opportunity to assume another leadership post with SAE, this time as its President. “Being on the Board at a young age, it gave me the chance to see how SAE functions and has given me several years to reflect on what I want to accomplish as the President of SAE,” Hillebrand said in an interview at SAE World Headquarters prior to the start of his term. “In many cases when you're on the Board, you don't then have 10 or 15 years to reflect on the experience and come back, recalibrate, and learn from your accumulated successes and failures. I still think of myself

Monaghan, Matthew

2012 Department of Defense Maintenance Symposium & Exhibition - Join Us

1152005/22/2012

November 13-16, 2012 DeVos Place Convention Center Grand Rapids, Michigan, USA 2012 Theme: Leadership in Producing Readiness and Shaping the Industrial Base. The mission of the 2012 DoD Maintenance Symposium and Exhibition is to create an environment that enables attendees to share relevant information, identify critical issues, discuss key topics, and increase their awareness of Department of Defense maintenance initiatives. At this event, attendees have the unique opportunity to influence the future of the maintenance community. Here, your voice will be heard. Join military, government and industry leaders, and maintainers from all levels at this distinctive, first class event - the maintenance community's primary venue for networking and content sharing. Join the community today at www.sae.org/dod.

Crew Management Processes Revitalize Patient Care

TBMG-1022606/01/2011

In January 2009, birds struck the engines of US Airways Flight 1549 and forced an emergency landing into the Hudson River. Everyone on board survived, and the crew was lauded for remaining calm under pressure and keeping passengers safe. The pilot, Captain Chesley Sullenberger, is a former U.S. Air Force pilot, trained in Crew (or cockpit) Resource Management (CRM) which originated at NASA in 1979. Even before they knew they had an emergency, the crew was using specific training for safe and effective operations: all parts of key NASA CRM methods required by US Airways since 1995.

Implementation of Lean Transactional at Tenneco Europe

2011-01-125504/12/2011

After having successfully implemented lean manufacturing in the 1990ies and lean engineering since 2004, Tenneco Europe decided to expand Lean to their administrative organizations in October 2009. The implementation approach was directly derived from lean engineering [1], [2], [3], [4], [5], [6]. After having defined a vision and a road map, a lean steering committee, composed of senior managers and a lean coordinator, identified and supported the first areas for implementation of lean in their transactional processes. It was decided to challenge the organization by selecting some critical cross functional processes. Transactional workshops were defined and executed according to Tenneco's best practice: a 2-day-training of all the people involved in the workshops an intensive 3-day-workshop to identify: the customer and its needs the current state map and its gaps the future state map and finally an action plan and metrics to track the progress of the project 3 months for the

Garcia PhD, Patrick, Drogosz PhD, John, Younie, David

Followers in the Transportation Industry

2009-01-088804/20/2009

This paper compares the follower profiles of transportation industry personnel with other industry groups, principally engineers and DOD personnel. In compiling the comparison, Chaleff’s courageous follower behaviors are used to identify the profiles and identify similarities and diversities. In addition, the paper reports on comparative analysis for follower behaviors, locus of control and the Big Five personality factors from a pilot study.

Followers: The Rest of the Leadership Process

2008-01-054904/14/2008

For every leader there are many non-leaders-followers-who benefit the organization's competitive position. While leaders seem to dominate management research, management thinking, and management practice, in reality, followers permeate all organizations and make them effective. While the many are ignored, the few receive attention. Chaleff has developed a model describing key behaviors of effective followers in an organizational setting. This paper describes refinement of a survey instrument developed to assess Chaleff's model as a measuring tool for the follower behaviors within organizations. The results indicate that the instrument, The Follower Profile, is robust across populations in discriminating follower behaviors. The paper also recommends some innovative leadership development implications and concludes by introducing a new paradigm for thinking about the leadership process.

LEAN MANUFACTURING AND 6 SIGMA: THE ROLE OF TOP MANAGEMENT

2005-01-410211/22/2005

da Graça Júnior, João Câncio

Navy Command Culture Assessments and Error Reduction in Aviation and Aviation Maintenance

2005-01-325610/03/2005

In 1996 a series of costly and preventable mishaps in Naval Aviation were determined to be the cause of dysfunctional cultures that existed within the mishap squadrons. Soon after, the Navy implemented a two-part process to root out dysfunctional cultures before they could cause further mishaps. The first step is for the squadron to complete a Climate Survey. The Climate Survey is an indicator of potential problems. The next step is for a trained Senior Naval Aviator to conduct a Culture Assessment of the squadron to accurately define the current culture of safety as well as any dysfunctional subcultures. Over the last five years, the Navy has saved $1.1 billion from the implementation of this program.1

Tomatosphere - Mission to Mars An Educational Outreach Project for Primary and Secondary Schools

2004-01-242307/19/2004

The concept for Tomatosphere originated in late 1999 and the project held its first formal meeting on February 7, 2000. The project was formally activated when 200,000 Heinz tomato seeds went into space on November 30, 2000, with Canadian astronaut, Dr. Marc Garneau. The seeds were part of an experiment designed to test the effects of short- term space travel on seed germination and interaction with new techniques designed to enhance germination rates. An equal number of seeds stayed behind on Earth and the two lots, space-flown and Earth-bound, were further sub-divided into two treatments using new Infra Red and Red light technology developed at the University of Guelph. The resulting four treatments were packaged and sent to almost 2700 classrooms across Canada, along with posters and a teacher's guide matched to the Pan-Canadian Protocol for Collaboration on School Curriculum, a framework of Science Learning Outcomes developed by the Council of Ministers of Education, Canada. The

Vuk, Theresa Rondeau, Dixon, Michael, Morrow, Robert

Planning for the future

AEROMAR04_0103/01/2004

Employers and academia are teaming to ensure that there are enough engineers with the right combination of skills to step in and succeed in the workplace for years to come. According to the Bureau of Labor Statistics' Occupational Outlook Handbook, 2002-2003 Edition, employment of aerospace engineers is expected to increase 10-20% through 2010. The handbook noted that an expected increase in defense spending in military aircraft, missiles, and other aerospace systems may contribute to this heightened demand for engineers, as will “the need to accommodate increasing passenger traffic [on civilian aircraft] and to replace much of the present fleet with quieter and more fuel-efficient aircraft.” The good news for industry employers is that it appears there will be more engineering talent available to fulfill this demand. According to Engineering Trends, an e-commerce consulting firm that specializes in engineering education, aeronautical engineering has shown “significant” relative share

Innovative Total Waste Management Program: Aligning Environmental, Manufacturing, and Corporate Citizenship Objectives

1999-01-035703/01/1999

Establishing manufacturing environmental leadership while maintaining overall cost competitiveness is a difficult challenge facing the auto industry. In many cases, environmental initiatives are thought to increase cost and/or restrict manufacturing flexibility. The Commodity Management Supplier Program for Total Waste Management (TWM) implemented globally throughout Ford Motor Company facilities aligns environmental, manufacturing, and corporate citizenship objectives by encouraging supplier-driven continuous process improvement. By creating appropriate TWM contractor waste minimization incentives and utilizing contractor core-business knowledge, the desired effects of reducing total costs while institutionalizing and advancing pollution prevention successes are ultimately realized.

Merritt, Lawrence H., Ducato, Michael F., Meese, Mark, Wyrsta, Daniel, Bryant, Barry J., Czich, Jeffery C.

Design for the Workplace: A Manager's Guide

1999-01-041903/01/1999

Engineering productivity and customer-focused outcomes are ongoing concerns for managers. In order to be effective, engineering departments need to be challenging, satisfying, and productive places to work. Attracting and keeping talented engineers are constant worries in an era of uncertainty caused by competitiveness, downsizing, and restructuring. Design for the Workplace: A Manager's Guide focuses on providing maximum management support and encouragement. Engineering managers can use several strategies to create an effective workplace, including temporary job assignments, work teams, communication, training and career development, and motivation. Thoughtful planning and careful implementation are necessary for any strategy to be viable.

Doyle, Thomas R., Van Tiem, Darlene M.

Implementing a New CAD System in a Large Corporation: Experiences

95211909/01/1995

Ingredients for the successful implementation of a new CAD system are explained. Special considerations for large installations are the primary emphasis. Selecting the right software and hardware, providing appropriate and timely training, assisting users with one-on-one technical help, continuously monitoring the progress, and promptly addressing all issues and concerns are the keys to implementation. Strong management leadership, competent implementation team, and strategic partnership with the CAD software vendor are vital to the execution of the implementation program and realization of healthy returns on the investment. Case Corporation has recently implemented Pro/ENGINEER® to impact the product development process. Some experiences from this implementation have been incorporated in the discussions.

Somayajula, Gopi, Shenoy, Gopal, Hockett, Joe, Sankaran, Sam, Kadakia, Bhavin, Wielgos, Glen

Dual Use Technologies: Collaborative R & D Agreements with the Federal Government

94119804/01/1994

This paper examines NASA's and other federal agencies' increasingly use of cost-shared research and development agreements to produce or improve “dual-use” technologies. Agency regulations implementing these programs, and agreements governing R&D collaborations, are significantly more flexible than those affecting standard agency procurements of goods and services, including SBIR contracts. These collaborations allow leveraging of limited resources to produce mutually beneficial advances in technology, including navigation technology to meet agency needs and provide benefits to the U.S. economy.

Bierbower, William J.

HOMEOSTAT - A Bioengineering System

93206807/01/1993

The results of a study of interaction effectiveness in the crew under isolation in the ESA EXEMSI 92 campaign are presented. The complexity and original character of the group structure was investigated using the bioengineering system known as the Homeostat apparatus. Even though the crew exhibited complex interaction, it is shown that the Homeostat is suitable for on-line inferring of the crew interaction effectiveness in simulation experiments.

Novikov, M. A., Bystritskaya, A. F., Eskov, K. N., Vasilyiev, V. K., Vinokhodova, A. G.

Total Quality Leadership: Beyond a Commitment

92171309/01/1992

The purpose of this paper is to describe two management phases required to drive quality planning and implementation. The Customer Analysis and Planning phase involves managers who lead quantitative goal-setting processes, document business agreements to establish goals, and personally teach the expected organizational changes aimed at business excellence. Critical to the second phase, Implementation, are three fundamentals: 1.) a quality system for functions beyond manufacturing; 2. ) attainment of functional skills for each employee; 3. ) utilization of a common improvement language across the organization. Although this paper focuses on general management, engineering functions are challenged to determine their role in the establishment of business goals and plans. They are to think of their own functions as a work flow with specific customers. Engineers should document their customer needs and determine how engineering work delights the customer eventually leading to delighted

Banks, Kathaleen M.

Behavioral Characteristics of Effective Crew Leaders *

89260212/01/1989

Some crews perform remarkably well while others leave much to be desired--and often cause accidents. The difference between these types of crews is repeatedly credited to the captain but often without operational definitions of his or her behavior. This research examined the behaviors of effective vs. less effective captains as they formed and led their crews in line operations. Common characteristics of the effective leaders as well as the deviations of the less effective are described. Organizational implications are noted.

Ginnett, Robert C.

Fitness to Lead

89229409/01/1989

The dysfunctional aspects of the first-line leadership provided to airline pilots is discussed. The reasons for ineffective supervisors and leaders are analyzed. The corporate policies and practices which limit the effectiveness of flight department leaders and supervisors are considered. Recommendations are made to develop an improved system of leadership selection, development, and support by the airlines. The benefits of improved leadership practices are reviewed for their impact on the long term profitability, growth, and survival of an airline.

Besco, Robert O.

Achieving Quality Control Throughout the Factory

11/01/1985

The need to use statistical methods to compete successfully in today's marketplace is gaining recognition around the world. What is not always understood is how to start. This paper will provide information on how to design the implementation program) the role of management, a plan for achieving self-sufficiency and avoidance of pitfalls. The problem facing United States industry today is not so much the quality of products as it is quality of processes. All work, whether it be production or administration, can be broken down into processes. When each of those processes is examined, simplified, made consistent (brought under statistical control) and then relentlessly improved, waste and rework are eliminated, quality increases, productivity improves, costs go down, and the company's competitive position increases dramatically. Management must understand this relationship and labor must also understand that improved competitive position will mean more jobs. Mutual trust and respect are

Schuitz, Louis E.

Leadership: Action Not Position

83127809/12/1983

The study of Leadership embraces three main phases: 1) Trait theories, 2) Style theories, and 3) Situational theories. Each of these positions is reviewed in this paper. It is suggested that leadership is a process of using skills to analyze each situation to determine the appropriate leadership style. Suggestions are given to help the manager with this analysis to develop better leadership skills.

Maughan, Micol R. C.

The Role of Higher Education in Technical Management

83127909/12/1983

Successful and effective management, leadership and administration in manufacturing industry requires unique blends of talent, intellect, developmental experience and appropriate educational preparation. None of the prime corporate functions (engineering, manufacturing, sales, finance) should be absent from the resume of any aspirant to policy level management. A university degree is the foundation for entrance to the track toward policy level management. At the undergraduate level, only very narrow programs of study are currently in evidence to serve this interdisciplinary objective. At the graduate level, only partial realization is to be found. Two undergraduate proposals are advanced to respond to the need.

Benzinger, Robert P.

Women in Engineering: A Non-Traditional Resource

82005602/01/1982

A profile of the woman engineering student and the professional woman engineer is presented, along with an analysis of why she chose engineering and how she compares with her male counterpart. The impact of women engineers on society and that of society on women engineers is examined. The second half of this paper deals with the personal aspects of being a woman engineer. The concerns of a woman engineer in the workplace and in the home are discussed along with some differences between male and female engineers and some problems unique to women engineers.

Shamamy, Patricia M., Adams, Rebecca M.

Professional Schools of Engineering

79077702/01/1979

The future education of engineers must include a greater emphasis on professionalism, which has been recognized by many engineering colleges. The topics to be covered, and the extent of the coverage, for professional education are not well defined. A Professional School would involve people from the profession, consider the needs of society, inculcate high ethical practices, and provide continuing education. The technical and professional background would prepare engineers to be leaders in the application of technology. The adequacy of the technical education will be based on accreditation by ECPD. An approach to assure an adequate professional engineering education is through the development and recognition of Professional Schools of Engineering. Considerable discussion has taken place, and continues, on the recognition of such schools. A suggestion currently being pursued is that guidelines be used as a basis of evaluating schools or colleges which seek identification as professional

The Team Approach as it Relates to Keeping Prototype Builds on Schedule

73042102/01/1973

Building new or updating existing prototype test vehicles presents fabrication and assembly problems that require special attention The build team is a management tool that helps keep prototype builds progressing smoothly. The company benefits by closely following established schedules while working within a given budget. The individual finds personal satisfaction in realizing that he is making a real contribution to the prototype.

Some Suggestions on the Management of Engineering Activity

67083602/01/1967

This paper discusses the validity of the assumption that engineers are really people, the motivating stimuli in the business environment, the nature of authority, what the manager gives in exchange for what he expects, management obligations, communications and frustrations, and the challenge of the least satisfactory employee.

Bradshaw, Robert W.

Success Strategy for Technically Oriented Management

64032901/01/1964

Modern aerospace managements, accustomed to the “technical” successes achieved during a “war” economy, may find themselves inexperienced and unprepared to meet two new and unfamiliar challenges of today’s “space” economy: advanced aerospace products at reduced costs and creation of worker loyalty and efficiency. The success strategy offered for technically oriented management involves the difficult task of learning how to apply the basic skills of the economists and behavioral scientists, as well as technical skills, to management decisions.

Broadston, James A.

Strategic Leadership

As a strategic leader, it is your responsibility to ensure that your organization is moving in the right direction. Executives and high-level managers must have the practical insight necessary to address competitive business challenges. It is designed to impart simple, but powerful lessons that will equip participants to more fully engage in strategic discussions, ask pertinent questions, facilitate critical decisions and shape high performing organizations. In addition, the course provides students with a personal leadership profile that illustrates their strengths and potential limitations. Participative exercises assist emerging executives with practical and effective methods of gaining organizational credibility and avoiding common errors in strategic leadership.

Managing Engineering & Technical Professionals

In the fast paced and competitive environment of today's global economy, the work of technical professionals is often the difference between success and failure in an organization. Providing leadership for engineers is uniquely challenging, and the transition from working engineer to first-line technical supervisor is one of the most difficult career challenges that an engineer may face. First-time engineering supervisors and mid-level managers who wish to sharpen their skills and learn new techniques for guiding, coaching, and motivating working engineers, technicians, and designers will find this seminar valuable. A mix of lecture and attention-grabbing exercises are used to develop intense and lasting learning results.

and, Eric, Marable, Stacy, ., Jr

Engineering Management Academy

Are you a new manager or want to be a manager? Are you aware that 28% of internal leadership promotions fail and on average, it takes 6 years before an individual receives any formal training after a promotion to a management position? <p>Technical experts are natural candidates for promotions to management positions, but maybe unprepared for the role. These technical experts may not be operating at their maximum potential. Our team of experienced coaches will address topics such as coaching, mentoring, team building, conflict resolution, decision making, and communication skills from their personal, first-hand approach. This unique program provides the tools you need to initiate or accelerate development of the leadership skills and tools needed to succeed.</p>

Kalia, Atul, Moss, Greg, Singh, Jaspreet

Aerospace Program Management - It's More than Scheduling and Delivery

Effective and efficient management of complex programs requires both interpersonal and basic leadership skills as well as the application of appropriate technologies and tools. This seminar introduces basic program management skills and techniques to first-line and mid-level leaders to help them confidently assume their role and aid in assuring program success.<p>Areas of concentration will include: role of project management, communication, interpersonal skills, schedule management, interfacing with other units, Task Scoping (Estimating, Pricing, Financial Measures, etc.), project management software use, compliance reporting, risk management and more. This seminar includes lecture, dialog, and case-study approaches. Active participation of the class attendees will ensure a dynamic baseline for learning and honing valuable skills.</p>

Rutledge, Drexel, M, C

Doing the Right Things Right

Based on the book by bestselling author/award-winning speaker Laura Stack, Doing the Right Things Right: How the Effective Executive Spends Time, this course focuses on to obtain profitable, productive results by managing two critical values: effectiveness and efficiency. Stack describes her 3T Leadership model, 12 practices to enable executives to apply these values, grouped into three areas where leaders spend time: Strategic Thinking, Teamwork, and Tactics.<p>Following an assessment of personal productivity practices, learn how to build and apply these practices to situations that require making tough choices about managing time. Get scores of new ideas on how you, your team, and your organization can boost productivity. The learning experience is fun and challenging, as you practice how to face time management complexities.</p>

The Pillars of Leadership

This five-part series focuses on research, CEO interviews and corporate engagements of Jason Jennings and Laurence Houghton. These ideas and valuable practices of successful leaders have been converted to high-impact e-Learning as a “Front Row Seat” for managers and leaders – especially those who have great knowledge and technical ability but have not had the opportunity to learn from the best. Each lesson is filled with tips, stories and activities. You will be able to self-assess your leadership strengths and create an action plan for developing yourself and your team. You will be positioned to commit to growth as a means to sustainable success, instill a sense of purpose, align people in the right roles through effective communication, let go of conventional wisdom in favor of change and reinvention, and adopt a stewardship mentality.

The Art of Leadership Presence

Stuff happens. Maybe your team responds to an idea in a way you never expected. Maybe the people who were supposed to show up didn’t. Maybe a colleague expresses concern with your leadership style. Maybe someone finds a serious error in the report.We all experience surprises. What if you could meet these surprises with ease and confidence? And what if you could create, through your own personal presence, space for more positive, collaborative engagements between people? You can when you adopt the mindset of an improv actor! This means learning and practicing how to show up and be ready – ready to lead, to influence, and to contribute whether things go the way you expected or not. And to have leadership presence: something that builds the trust we need to work together through good times and bad.

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