Engineering Leadership for Mid-Career Professionals
Date: August 1-5, 2016 | Tuition: $5,350 | Continuing Education Units (CEUs): 2.9
*This course has limited enrollment. Apply early to guarantee your spot.
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The MIT Professional Education Short Programs course for mid-career professionals is designed for those who are leading managers in senior technical roles, or aspiring to engage in this level of impact and responsibility. Mid-career professionals are often confronted with complex organizational issues that span functional and global contexts. With greater spans of control, mid-career leaders are also faced with challenges related to developing successors, creating and changing cultures, and dealing with greater levels of risks and uncertainties. These are the types of challenges that this course will prepare engineering leaders to meet.
Beginning with a focus on "who you are" as a leader and what drives personal behaviors and perspectives. The course then situates this overview against research on successful and failed leaders and discuss how participants can this research manage their own leadership development. The middle and latter parts of the program focus on skills that are needed to lead strategic decision-making in functional teams and in global environments. In addition to short modules on specific leadership skills, the course also includes two hands-on learning projects; one individual project on creating and communicating your leadership perspective, and one group project focusing on a topic of special interest (topics of interest to attendees that not covered in the program). Throughout the course, emphasis is placed on experiential learning, learning from one another, and on self-reflection. Mirroring the practice of leadership itself, this course is high-contact and high-energy.
Fundamentals: Core concepts, understandings, and tools (40%)
Latest Developments: Recent advances and future trends (20%)
Industry Applications: Linking theory and real-world (40%)
Lecture: Delivery of material in a lecture format (20%)
Discussion or Groupwork: Participatory learning (40%)
Labs: Demonstrations, experiments, simulations (40%)
Introductory: Appropriate for a general audience (40%)
Specialized: Assumes experience in practice area or field (50%)
Advanced: In-depth explorations at the graduate level (10%)
Participants completing this course will:
- Develop a foundation of skills for having a strategic impact in your organization
- Become mindful of the factors that can inhibit or cause an outright failure in leadership
- Learn how to create organizational cultures that foster innovation and quality
- Emerge with a distinctive and teachable perspective on what it means to lead
Who Should Attend
This course is targeted to engineers and technology professionals with more than 10 years of experience who are responsible for managing other managers, leading major strategic projects or initiatives, or who are preparing for these types of roles. Those who should attend include: Directors or senior directors, chief engineers, senior research scientists, vice presidents, and general managers.
Day One — Engineering Leadership for Mid-Career Professionals
8:30 AM – 9:45 AM: Introduction to program and week: Introduction to program instructors, participants, and learning goals. (Niño and Schindall)
9:45 AM – 10:00 AM: Break
10:00 AM – 12:00 PM: Leadership development for mid-career professionals: Based on a personality assessment, we review characteristics of successful engineering leaders and discuss how to use the assessment to individualize your development. (Niño)
12:00 PM – 1:00 PM: Lunch
1:00 PM – 2:30 PM: Leading managers: Discuss how to effectively lead managers and the common traps that cause mid-career leaders to fail in executing their role. (Niño)
2:30 PM – 2:45 PM: Break
2:45 PM – 4:15 PM: Developing an engineering leader's point of view: Review what is uniquely important about leadership in engineering and how engineers can develop their own leadership perspective. (Schindall)
4:15 PM – 5:15 PM: Developing from the course: Participants review, assess, and create an action plan based on the day's activities. (Niño)
5:15 PM – 5:30 PM: Introduce group project: Discuss how program participants will form groups to address topics of special interest.
Day Two —Creating a Strategic Vision and Leading Decision-Making Teams
8:30 AM – 10:00 AM: Leading decision-making teams: Review and practice methods for leading decision making in management teams (Niño)
10:00 AM – 10:15 AM: Break
10:15 PM – 12:00 PM: Creating a strategic vision: Review and practice methods for creating a shared vision as a mid-level engineering leader. Review "Communicating a Vision" assignment. (Niño)
12:00 AM – 1:00 PM: Lunch
1:00 PM – 3:15 PM: Communicating an inspiring vision: Discuss strategies and tactics for communicating an inspiring vision as a mid-level engineering leader. (Eng)
3:15 PM – 3:45 PM: Reflection: Participants review, assess, and an action plan based on the day's activities.
3:45 PM – 5:30 PM: Group Project: Participants assemble into teams and begin their group projects.
6:00 PM – 8:00 PM: Special Networking Event (light buffet will be provided)
Day Three — Leading Quality, Risk, and Change
8:30 AM – 10:00 AM: Leading quality: Discuss how engineering leaders create and sustain project environments that foster quality. Recognize potential impediments to quality, and discuss how leaders can overcome such impediments. (Magarian)
10:00 AM – 10:15 AM: Break
10:15 AM – 12:00 AM: Intelligent risk-taking: Discuss and practice methods for analyzing and managing risk under situations of uncertainty in engineering environments. (Marcovici)
12:00 AM – 1:00 PM: Lunch
1:00 PM – 3:00 PM: Leading change. Discuss the challenges and strategies of leading change in engineering environments (Niño).
3:00 – 4:00: Tour of MIT
4:00 PM – 4:15 PM: Reflection: Participants review, assess, and an action plan based on the day's activities.
4:15 PM – 5:30 PM: Group Project: Participants work on group projects.
Day Four — Leading Engineering Environments and Developing Leadership Capability
8:30 AM – 10:15 AM: Leading innovative cultures: Discuss the engineering leader's role in creating a culture that fosters creativity and innovation (Niño)
10:15 AM – 10:30 AM: Break
10:30 PM – 12:00 PM: Negotiation in global contexts: Review skills and frameworks for negotiating in global environments. (Niño)
12:00 AM – 1:00 PM: Lunch
1:00 PM – 2:30 PM: Individual presentations of your leadership principles
2:30 AM – 2:45 AM: Break
3:00 PM – 4:30 PM: Individual presentations of your leadership principles
4:30 PM – 5:30 PM: Reflection and final preparations for Friday: Participants review, assess, and action plan based on the day's activities and begin final preparations for the vision presentations on Friday.
Day Five - Final Presentations
8:30 AM – 10:00 AM: Special topics presentations: Groups will deliver their final presentations on engineering leadership topics of special interest.
10:00 AM – 10:15 AM: Break
10:15 AM – 12:00 PM: Special topics presentations (cont.)
12:00 PM – 1:00 PM: Final course reflection: Participants reflect on week's activities, assess program. Awarding of Certificates of Completion.
Course schedule and registration times
Class runs 8:30 am - 5:00 pm each day except Friday when it ends at 1:00 pm. There will be post-class homework that will take approximately 1.5 hours on Monday and 2 hours on Wednesday and Thursday.
There is a networking dinner on Tuesday from 6:00 - 8:00 pm.
Laptops/devices with word processing capability are recommended. Advance materials may be sent by email or posted to the MIT Stellar system; please expect an email from the course directors with information about how to access these materials.
About The Lecturers
Senior Lecturer, Bernard M. Gordon-MIT Engineering Leadership Program
David Niño is a Senior Lecturer in the Bernard M. Gordon-MIT Engineering Leadership Program. He is was previously a Professor in the Practice of Engineering Leadership at the George R. Brown School of Engineering at Rice University in Houston, Texas. Duringhis time at Rice, he led the development of innovative programming that bridges and integrates the academic disciplines of engineering, leadership, and management. He also serves as a founding officer of the new Leadership Development Division of the American Society of Engineering Education.
A former management professor, Niño has published on the subject of leadership, focusing specifically on the topics of organizational culture, ethics, and the development of professional skills. He has conducted research in high technology environments and is currently interested in exploring how leadership is uniquely developed among engineers and engineering organizations. He has taught leadership since 1998 at the undergraduate, professional master's, executive, and doctoral levels. As a consultant, Niño has advised senior corporate leaders and elected officials in both the U.S. and Mexico. He holds a Ph.D. in Management from the University of Texas at Austin, where he also earned his B.A., B.B.A., and M.A. degrees.
Co-Director, Bernard M. Gordon-MIT Engineering Leadership Program
Professor Schindall re-joined the MIT faculty in June of 2002 after a 35-year career in the defense, aerospace, and telecommunications industries. His research includes the invention and development of a nanotube-enhanced ultracapacitor which holds the promise of being superior to electrochemical batteries as a means of efficient regenerative electrical energy storage, and he has also supervised research on dynamic simulation and reliability analysis of complex safety-critical systems.
Professor Schindall has co-developed and taught a required senior course in communication skills, including units on conceptual thinking, giving presentations, how to be effective in industry, cross-cultural skills, and engineering ethics, and he is developing a course on engineering design. As co-director of the Bernard M. Gordon-MIT Engineering Leadership Program, Dr. Schindall is actively engaged in a program to enhance, expand, focus, and disseminate the teaching of engineering design and leadership within the MIT School of Engineering.
Prior to joining MIT Schindall was vice president and chief technology officer of Loral Space and Communications (a manufacturer and operator of commercial satellites), senior vice president and chief engineer for Globalstar (a 48 satellite LEO mobile phone system), and president of Loral Conic (a manufacturer of telemetry systems for missiles and satellites). Dr. Schindall received his B.S., M.S., and Ph.D. degrees in Electrical Engineering from MIT in 1963, 1964, and 1967. During his graduate years he was lecturer and wrote the text for a 140-student introductory electronics course, received an award for excellence in teaching, and was chief engineer for WBCN, a commercial FM radio station.
This course takes place on the MIT campus in Cambridge, Massachusetts. We can also offer this course for groups of employees at your location. Please complete the Custom Programs request form for further details.