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"Leveraging the latest Neuroscience research to create practical insights, this unique program will equip you with the knowledge to drive organizational and personal performance to higher levels."
– Program Director Sylvain Newton, Senior Advisor, Group HR at Allianz
Understanding how the mind works can help us explain why some leadership styles are more effective than others. In the area of talent development as well as more broad business functions where there are teams and reporting structures, neuroscience can help bring to light questions such as why certain feedback, incentives, or threats motivate some people and discourage others.
Leveraging Neuroscience to Power Organizational and Individual Performance brings the latest research on neuroscience, considering implications for learning on both the individual and organizational levels particularly relevant for talent development officers and those who are charged with attracting and retaining top talent.
This three-day program focuses on neuroleadership: the application of discoveries in neuroscience on leadership development and management training. Questions about creating a culture of learning within your organization will be addressed, with specific relevance to talent and development. The research-backed approach of this program is designed to help participants understand and improve the way we think about, process, and execute leadership styles.
Program participants examine how the program learnings can help improve organizational performance — with immediate application for your own role. In the Individual Case Project, participants bring an organizational challenge they are currently facing to the program and, with the help of coaches and peers, develop an action plan on for their return.
The keynote speakers are Michael Shadlen, professor of neuroscience at Columbia University, and Chris Washburne, associate professor of music at Columbia University. Their joint session, entitled "Jazz and the Neuroscience of Decision Making: Exploration, Creativity, Communication, and Resolution," will feature live jazz music followed by a lively discussion on the relationship between jazz, neuroscience, and leadership.
Also speaking is Modupe Akinola, Columbia Business School faculty and expert on how organizational environments can engender stress and how this stress can have spill-over effects on performance. Likewise confirmed is Dr. Heidi Grant, associate director of the Motivation Science Center at Columbia University, who researches, writes, and speaks about the science of motivation.
For a complete program schedule download the agenda.
Please Contact Us
Please contact our Learning Solutions Specialists at +1 212-854-3395 for a personal conversation to learn more.
Leveraging Neuroscience to Power Organizational and Individual Performance will provide an opportunity for both learning and development professionals as well as those involved in recruiting, training, and developing their teams to network with their peers and discover why neuroscience is a key factor in successful leadership development.
How you will advance:
- Discover the essential ingredients to create a more agile brain to lead change more effectively
- Learn the facts and myths about memory and learning
- Understand how to better manage an unconscious bias in hiring
- Learn how to use self-control to regulate emotions of others to create a functioning work environment
- Discover how to build more successful collaborations from a neuroscience perspective
- Find out what new and emerging neuroscience research can be implemented in your organization in the program’s group coaching sessions
Individual Case Project: Learning Transfer to Organizations
One of key element of this program is the Individual Case Project during which participants will work through a strategic imperative in their organization by addressing the following questions:
- Which key strategic imperative that falls within my department or functional expertise will I address?
- In what ways can the lessons learned in this program – memory and learning from neuroscience, unconscious bias, collaboration and coaching – be leveraged to support my strategic imperative?
- What will my action plan be to implement change towards resolving my strategic imperative?
Each participant prepares a brief written description of the challenge they have chosen. Throughout the program, faculty will help clarify the root cause of their imperative. Participants will have time to work on their Individual Case Project with professional coaches and a carefully chosen group of peers who will act as advisors, provide feedback, and help develop an action plan.
Upon completion of this program, all participants will earn three days towards a Certificate with select alumni and tuition benefits. Learn more.
Information for HR Professionals
Human Resource Certification Institute Credits
The program is pre-approved by the Human Resource Certification Institute (HRCI) for 15 specified credit hours.*
* The use of this seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval.
SHRM Professional Development Credits
Columbia Business School Executive Education is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM. This program is valid for 5.25 PDCs for the SHRM-CPSM or SHRM-SCPSM. For more information about certification or recertification, please visit www.shrmcertification.org.
The program includes faculty from across the University at large, including the Business School, the Department of Psychology, the Mortimer B. Zuckerman Mind Brain Behavior Institute, and the Motivation Science Center, allowing participants to benefit from multi-faceted view points from experts across fields.
The Leveraging Neuroscience to Power Organizational and Individual Performance program focuses on the following three key ideas:
- Stress Mind and Risk Taking: Highlight strategies to manage stress and better understand how stress mindset influences creativity, risk taking, and impulsivity.
- Collective Intelligence: How can we build collective intelligence for improved team and organizational performance?
- Three key aspects within the quotients of EQ, SQ, and CQ: Emotional Intelligence (EQ), Spiritual Intelligence (SQ), Creative Intelligence (CQ)
- Emotional Health (EQ): How do cognition and emotions influence each other?
- Intrapersonal Impact (SQ): How do we regulate emotions that impact other people? How can we use the capacity of self-control to regulate the emotions of others in order to work well together?
- Fostering Organizational Learning Culture (CQ): What frameworks are available to effectively guide the work of Talent & Development at multiple organizational levels?
You will also explore:
- Leveraging Neuroscience in the field of Talent and Development: What do we need to know and prepare for the future of talent and development?
- Motivation or Unconscious Mind: How our unconscious mind influences our hiring and business decisions? How can we better manage our unconscious bias?
- Growth Mindset: How can we develop talent to successfully lead change? How can we foster growth mindset for ourselves and for our organizations?
Additional features include:
- Group coaching sessions facilitated by Columbia Business School faculty to discover learning transfer opportunities to organizations. Questions such as "What is a major strategic imperative in your organization?" and "In what way(s) can you leverage neuroscience in support of this strategic imperative?," “How can you plan to implement these ideas in your organization?” will be addressed.
The program concludes with group presentations of the case discussions.
For a complete program schedule download the agenda.
PARTICIPANT PROFILE & TESTIMONIALS
Leveraging Neuroscience to Power Organizational and Individual Performance is suitable for learning and development executives from any field, with at least five years of experience, as well as other executives interested in the discoveries in neuroscience and their relationship to leadership development and management training.
Typical Participant Mix
Years of Management Experience
Hear from Past Participants:
Senior Advisor, Group HR, Allianz
Advisory Board Member, Columbia Business School Executive Education
Executive Fellow, Center for the Future of Organization at the Drucker School of Management
Sylvain Newton is senior advisor – Group HR at Allianz, a global financial services provider with headquarters in Munich, Germany. In this role, Newton focuses on projects related to talent management, recruitment, and learning.
Newton also has a specific interest in the dynamics of social technologies and their impact on organizations and leadership alike and has published in McKinsey Quarterly (“Six Social media skills every leader needs” – February 2013); Wharton Leadership Digest (“Social Technology and the Changing Context of Leadership” – July 2013); and on Briansolis.com (“Leadership Unplugged” – November ’13), all co-authored with Roland Deiser.
Terrence E. Maltbia
Associate Professor of Practice, Department of Organization and Leadership
Adult Learning & Leadership | Organizational & Social Psychology Programs
Faculty Director, Columbia Coaching Certification Program
Department of Organization and Leadership
Teachers College, Columbia University
Dr. Terrence E. Maltbia is the Associate Professor of Practice, Teachers College at Columbia University and the Faculty Director of the Columbia Coaching Certification Program. He is co-chair of the Graduate School Alliance of Executive Coaching's (GSAEC) academic program standards committee. Terry received the Academy of Human Resource Development's Malcolm S. Knowles Dissertation of the Year Award for his pioneering Diversity Practitioner Research, which is the basis for his book, A Leader’s Guide to Leveraging Diversity. Dr. Maltbia has over 30 years of industry experience in sales, sales management, OD, and consulting.
Yoshie Tomozumi Nakamura
Director of Organizational Learning and Research
Columbia Business School Executive Education
Upon earning her doctorate in Adult Learning and Leadership from Columbia University, Dr. Nakamura joined Columbia Business School as Director of Organizational Learning and Research for the Executive Education division. She conducts research and develops content as well as serving as an Executive Coach. Her areas of research interest include social capital building, leadership development, and online learning. One of her publications, “The Role of Reflective Practices in Building Social Capital in Organizations from an HRD perspective,” received the Elwood F. Holton III Research Award by the Academy of Human Resource Development. She also serves as faculty collaborator at Teachers College, Columbia University.