This unique nine month program, beginning July 21, 2021 - April 30, 2022, has been developed specifically for the credit union industry in partnership with Cornell University, and is only available through CUES.
In a 2020 survey of credit union human resources and talent development executives, over half of all responding credit unions stated that attracting and retaining talent, developing future leaders, and developing adequate bench strength were major challenges. However, only about half of those credit unions had a plan in place to help address the challenge.
CUES has partnered with Cornell University to meet the development needs of high potential/high performing credit union staff—particularly the key managers, directors, AVPs and VPs at your organization. This unique 9-month program is designed to help emerging leaders understand the C-Suite mindset. Students will learn how C-suite executives think about their respective responsibilities, and apply lessons to enhance their day-to-day work, management roles, and contributions to the organization.
CUES Executive Program in Management consists of eight two-week eCornell courses, with seven 90-minute Cornell faculty-led live online sessions, delivered over the course of two semesters.
What Makes CUES Executive Program in Management Unique?
- Cornell faculty members teach live online sessions to supplement and connect the eCornell courses, and highlight application to the credit union system and the students’ roles.
- The eCornell approach positions you as an active participant in the learning process, allowing you to build the necessary problem-solving skills at your own pace and in your own style to confront the real challenges you face on the job and in life.
- Activities, discussion boards, and live-taught online sessions are designed and created for the credit union industry.
- You’ll be part of a cohort of other learners, so you can connect with colleagues as you share and exchange your own experiences.
- This is a unique opportunity to access exceptional executive education from Cornell University, without travel.
- Students who attend all sessions and complete required course work receive the prestigious CEM (Certified Credit Union Executive Manager) designation, signifying their accomplishment and their knowledge and ability to apply what they've learned to benefit their careers and credit unions.
Hear from CUES SVP/Chief Learning Officer Christopher Stevenson in this CUbroadcast interview where he discusses partnering with Cornell University to bring Ivy League-level digital learning programs (eCornell) to CUs nationwide.
Be sure to check out our other eCornell programs:
Dates for the courses and live sessions are yet to be determined.
Dates TBD
Led by General George W. Casey, JCB
VUCA is an acronym that stands for “volatility, uncertainty, complexity, and ambiguity.” Learn from General George W. Casey, Jr. how leaders understand and counteract the impacts of the VUCA world to lead more effectively today. In this course, you will gain insights into how you can identify and reduce the impact of volatility, uncertainty, complexity, and ambiguity in your workplace, elevating your opportunity to succeed. You will match your strengths and weaknesses with the leadership characteristics essential in today's VUCA world to formulate an action plan to guide you in improving your leadership skills. Finally, you will develop skills to improve your vision, courage, and character, ultimately preparing you to lead in a VUCA world.
Key Takeaways
- Identify the impacts of and antidotes for volatility, uncertainty, complexity, and ambiguity
- Identify the new and unique leadership characteristics needed for the VUCA world
- Match key leadership characteristics to your own strengths and weaknesses
- Determine the importance of character and leadership
- Develop skills to improve your personal prerequisites
*Dates are subject to change.
Dates TBD
Led by Steve Carvell, SHA
Every organization’s finance function keeps detailed records of the daily transactions involved in the running the organization. Periodically, they create reports that allow management, stakeholders and regulating authorities to have insight into the financial health of the organization. As a manager, you need to understand both the metrics that are reported in income statement, balance sheets, and cash flow statements, and how they relate to each other. You also need to understand how comparing numbers across your company, the industry, and from year to year, can help you assess the overall financial performance of the firm.
The in-depth review of sample case studies in this course will provide you with the tools you need to examine your own organization’s reports. As you make budgeting and investment decisions, your knowledge of how vital financial markers indicate relative health in the organization will help drive initiatives to meet your company’s financial goals.
Key Takeaways
- Understand the structure of the three principal financial statements: the income statement, the balance sheet, and the cash flow statement, and interpret the information found in these statements
- Identify online sources of financial information that can be used to conduct research on other publicly traded firms and industries
*Dates are subject to change.
Dates TBD
Led by Natalia Santamaría, Visiting Senior Lecturer, Cornell College of Human Ecology
Processes are the building blocks that define everyday operations in all organizations. Organizations run on processes, so the work of analyzing a department, a team, or even the entire organization starts with an analysis of the underlying processes.
In this course, you will analyze processes where the input and processing rates are fixed and have no variability. You will investigate the basic tools of process analysis, starting with the process flow diagram and ending with the performance measures of the process. You will create a flow diagram of a system or process in your own organization. Finally, you will identify and quantify the effects of the bottlenecks in that system or process and propose strategies to manage them.
Key Takeaways
- Create a process flow diagram that represents a process in your organization
- Identify the bottleneck in a process or system and quantify its effects
- Propose solutions to manage identified bottlenecks
*Dates are subject to change.
Dates TBD
Led by Chekitan Dev, SHA
In this course, you will evaluate your brand and define actions you can take to enhance your brand's performance. You will start by exploring the elements that make some brands great, why some brands garner premium consideration, and, as appropriate, how to improve a brand. You will work to create a great brand purpose and learn how to monitor the market to support the longevity of your brand by analyzing the impact of trends on your brand. You will also assess and strengthen your brand's mission, vision, and values. By the end of this course, you will have a strong vision, mission, a list of values for your brand and strategies to propel your brand forward.
Key Takeaways
- Develop a plan to maximize your brand's volume, price, satisfaction, and repurchase premiums
- Analyze market trends to identify the most significant challenges and opportunities for your brand
- Assess your brand readiness to address market challenges and opportunities
- Define the building blocks of brand purpose: vision, mission, and values
*Dates are subject to change.
Dates TBD
Led by Karan Girota
All businesses rely on business model evolution through identifying and using new digital tools. In this course, you will identify the best method to choose the best ideas for digital transformation for your organization or entrepreneurial venture. You will conduct a builder audit to assess the current state of the innovation process and establish what the ideal state of building should be. After completing the builder audit, you will produce a digitization audit, where you will assess the current state of digital tools utilization in sourcing, organizational processes, customer interaction, and after-sales. This analysis will lead you to identify opportunities for digital technology use.
Key Takeaways
- Conduct a digital audit for your company or venture
- Identify what innovation should look like and identify gaps
- Develop a mindset to rapidly generate opportunities for digital transformation
- Use digital business model transformation templates to generate ideas
- Conduct a value creation analysis
- Develop a validated Business Model Canvas for your concept
- Identify a risk-limiting path to develop your idea
- Develop an action plan to implement digital innovation
*Dates are subject to change.
Led by David Schneider
In this course, you will learn how to assess risk with failure modes and effect analysis. You will evaluate different losses of functionality that your system could experience, and determine the possible effects and related causes. You will then develop objective ways of measuring the severity and likelihood of each of these causes, ultimately to develop a quantifiable measure of system risk. You will produce this analysis in a way that not only allows you to make decisions on how to handle these risks, but also justify your actions to others. This course equips you to recognize risk and reduce it.
Key Takeaways
- Identify potential system failure modes and their causes
- Complete a formal assessment of likelihood, impact, and overall risk
- Propose corrective actions
- Track mitigation efforts throughout and after the design process
*Dates are subject to change.
Dates TBD
Led by Risa M. Mish
In this course, you will create a strategy to turn a work group into a high-functioning team by evaluating challenges and applying techniques to generate positive team outcomes. Based on the research and expertise of Professor Kate Walsh, Ph.D., of Cornell University’s School of Hotel Administration, you will learn how to enable a team to take ownership of its own success and shift leadership roles as the team assumes greater responsibility.
Using tools provided in this course, you will explore best practices in leading teams, assess case studies, and examine functional conflict. With the completion of an action plan at the end of the course, you will be ready to apply what you learn to your own organization.
Key Takeaways
- Create a strategy to create a high-functioning team
- Evaluate challenges and apply techniques to generate positive team results
- Apply leverage points for enabling the team to take ownership for its own success and shift leadership role as the team assumes greater responsibility
*Dates are subject to change.
Course 8: Strategic Thinking — Integrating Mindsets—Developing and Communicating Vision and Strategy
Dates TBD
Led by General George W. Casey, JCB
Organizations that instill a clear vision and an effective business strategy at all levels are far more likely to succeed in our increasingly volatile, uncertain, complex, and ambiguous (VUCA) world. But before you can effectively define and impart your vision and business strategy to your organization, you must analyze and have a comprehensive understanding of the various facets of your operating environment. In this course, you will explore effective ways to achieve these goals with General George W. Casey, Jr. You will objectively assess the three critical dimensions of your operating environment (internal, external, and competitive) using the VUCA index so you can identify potential vulnerabilities and opportunities for your organization. You will then identify the characteristics of an effective vision statement and outline a clear vision for your organization. Finally, you will outline a plan to instill your vision and business strategy in your organization.
Key Takeaways
- Leverage a framework for understanding your operating environment to develop a vision and strategy to propel your organization forward
- Avoid making judgments on incomplete information
- Construct an effective vision statement
- Develop a strategy to accomplish the organizational vision
- Develop a clear and succinct communications plan to implement your strategy
*Dates are subject to change.
Introduction to the Credit Union Manager Executive Certificate Program
Led by General George W. Casey, JCB
The CFO Mindset—Connecting the Numbers to Strategy and Performance
Led by Drew David Pascarella, JCB
The CMO Mindset—Understanding Digital Marketing
Led by Vishal Gaur, JCB
This session provides a clear overview of the digital marketing world. Discover how players such as ad networks, demand-side platforms and data management platforms interact with advertisers, agencies and publishers. Then learn how to use time-proven frameworks to assess your members’ needs and identify your primary marketing objectives. Once you've put that all together, you'll learn how to evaluate the performance of digital marketing campaigns.
The CIO Mindset—Using Data and Technology to Enhance Member Engagement
Led by Karan Girotra
The CIO at the credit union no longer is solely responsible for maintaining technology and making the organization’s systems faster. Today the CIO plays a critical role in shifting the credit union toward a more flexible, modular system that allows it to roll out and change services at a previously unthinkable pace. They help create flexible, member-centric features off of nimble, cloud-based platforms that can be enhanced quickly and continuously. The CIO enables even modest-sized organizations keep up with the rapid pace of change in Fintechs.
In this session, you will learn best practices for gathering and using member data to shape services, improve member experience, and enhance engagement.
Building Constructive Partnerships and Influencing Without Direct Authority
Led by Risa M. Mish
Among the most important relationships in this new landscape is the one between the CIO and CMO. Due to the rapid pace at which large amounts of data can be turned into unique insights and new products, this partnership is critical to making a successful shift to digital banking. Constructive partnerships and collaboration are essential if traditional financial service organizations are going to compete with FinTech upstarts.
In this session you will examine the critical relationship between CIO and CMO and the ways a well-constructed partnership helps achieve organizational goals. You will explore how to develop a plan to build synergy and collaboration, discover effective approaches for influencing others, and learn how to create and deliver effective messaging.
The CHRO Mindset—Motivating People for High Performance
Leaders are responsible for encouraging the highest possible performance from their employees. Most leaders recognize that motivation is a key driver of high performance. Few leaders are skilled at choosing the right combination of approaches and tools to motivate all of their people. Not all individuals are motivated by the same things, and some might be demotivated by the same conditions or incentives that motivate others. This session prepares you to analyze performance problems and assess whether they actually can be attributed to a lack of motivation or to one of several other root causes.
You will learn how to increase the factors that do motivate people and improve workplace performance. You will also use the three primary drivers of human motivation to foster better performance on the job.
Final Thoughts: What is Your Mindset?
Led by Elizabeth Mannix
Ivy League Curricula and Top-Ranked Faculty
eCornell is Cornell University’s online learning platform, which provides online professional and executive development to students around the world. eCornell courses are all developed by Cornell University faculty, and often include practical insights from other industry experts. All eCornell course content comes from top-rated programs with proven curricula.
Expert Led, with Structured Flexibility
eCornell courses are online and expert led with structured flexibility. Courses are facilitated by subject-matter experts, who will guide you, challenge you, and help you apply the course concepts to your real-world, on-the-job circumstances. Each course has a defined start and end date, but is designed to accommodate the schedules of busy professionals and allow students to complete their work at the times that work best for them, daytime, evening, or weekends.
Start and End Dates Drive Completion
A critical part of successful self-directed learning is to have a finish line, so eCornell courses have defined start dates and end dates. Most eCornell courses take about six to eight hours to complete, over a two-week period.
Interaction & Collaboration
As an eCornell student, you are never alone in your course. You are part of a cohort of other credit union staff members from across North America. Required discussions play an important part in your course, giving you and your classmates the opportunity to share and exchange your own experiences, best practices, perspectives, and examples. All this shared learning is facilitated by an instructor who brings both subject-matter expertise and real-world experience. Your interaction with peers from different organizations, and backgrounds fosters collaboration, networking, and a lot of practical, shared learning.
Emphasis on Practice and Application
The ability for you to interact with expert instructors, to ask questions and receive answers, and to learn with—and from—other participants keeps the learning interesting, practical, and above all, relevant to your work.
And there’s one more key component: practice opportunities.
Most eCornell courses include a project, which challenges you to apply the course concepts to your own organization. Others include interactive scenarios, simulations, and other engaging practice activities. All courses include tools, techniques, or job aids that you can put to immediate use in your work.
Every certificate program and course is developed with very tangible outcomes in mind. To eCornell, it’s not enough if a course helps you to know something, or even to understand it. Programs are designed to go much further, to equip you to do something—better or for the first time—at your job.
We ask, “after completing this course, what will participants be able to analyze, identify, assess, implement, calculate, or influence that they couldn’t before?” eCornell courses draw on a variety of components to provide this practical learning:
- Discussions
- Projects
- Practice activities
- Short videos
- Interviews with industry experts
- Online tools and downloadable resources
- Case studies and examples
- The guidance of an instructor
The eCornell approach positions you as an active participant in the learning process, allowing you to build the necessary problem-solving skills at your own pace and in your own style to confront the real challenges you face on the job and in life.
Course Instructors
Live Session Instructors
Participants who complete all courses and assignments satisfactorily will receive an Executive Certificate in Management and Leadership from Cornell University and CUES, signifying focused study and application of the principles of management and leadership. All assignments are evaluated by the Certificate Program Facilitator.”
There are not college credits associated with this course.
This unique nine month program, beginning July 21, 2021 - April 30, 2022, has been developed specifically for the credit union industry in partnership with Cornell University, and is only available through CUES.
In a 2020 survey of credit union human resources and talent development executives, over half of all responding credit unions stated that attracting and retaining talent, developing future leaders, and developing adequate bench strength were major challenges. However, only about half of those credit unions had a plan in place to help address the challenge.
CUES has partnered with Cornell University to meet the development needs of high potential/high performing credit union staff—particularly the key managers, directors, AVPs and VPs at your organization. This unique 9-month program is designed to help emerging leaders understand the C-Suite mindset. Students will learn how C-suite executives think about their respective responsibilities, and apply lessons to enhance their day-to-day work, management roles, and contributions to the organization.
CUES Executive Program in Management consists of eight two-week eCornell courses, with seven 90-minute Cornell faculty-led live online sessions, delivered over the course of two semesters.
What Makes CUES Executive Program in Management Unique?
- Cornell faculty members teach live online sessions to supplement and connect the eCornell courses, and highlight application to the credit union system and the students’ roles.
- The eCornell approach positions you as an active participant in the learning process, allowing you to build the necessary problem-solving skills at your own pace and in your own style to confront the real challenges you face on the job and in life.
- Activities, discussion boards, and live-taught online sessions are designed and created for the credit union industry.
- You’ll be part of a cohort of other learners, so you can connect with colleagues as you share and exchange your own experiences.
- This is a unique opportunity to access exceptional executive education from Cornell University, without travel.
- Students who attend all sessions and complete required course work receive the prestigious CEM (Certified Credit Union Executive Manager) designation, signifying their accomplishment and their knowledge and ability to apply what they've learned to benefit their careers and credit unions.
Hear from CUES SVP/Chief Learning Officer Christopher Stevenson in this CUbroadcast interview where he discusses partnering with Cornell University to bring Ivy League-level digital learning programs (eCornell) to CUs nationwide.
Be sure to check out our other eCornell programs:
Dates for the courses and live sessions are yet to be determined.
Dates TBD
Led by General George W. Casey, JCB
VUCA is an acronym that stands for “volatility, uncertainty, complexity, and ambiguity.” Learn from General George W. Casey, Jr. how leaders understand and counteract the impacts of the VUCA world to lead more effectively today. In this course, you will gain insights into how you can identify and reduce the impact of volatility, uncertainty, complexity, and ambiguity in your workplace, elevating your opportunity to succeed. You will match your strengths and weaknesses with the leadership characteristics essential in today's VUCA world to formulate an action plan to guide you in improving your leadership skills. Finally, you will develop skills to improve your vision, courage, and character, ultimately preparing you to lead in a VUCA world.
Key Takeaways
- Identify the impacts of and antidotes for volatility, uncertainty, complexity, and ambiguity
- Identify the new and unique leadership characteristics needed for the VUCA world
- Match key leadership characteristics to your own strengths and weaknesses
- Determine the importance of character and leadership
- Develop skills to improve your personal prerequisites
*Dates are subject to change.
Dates TBD
Led by Steve Carvell, SHA
Every organization’s finance function keeps detailed records of the daily transactions involved in the running the organization. Periodically, they create reports that allow management, stakeholders and regulating authorities to have insight into the financial health of the organization. As a manager, you need to understand both the metrics that are reported in income statement, balance sheets, and cash flow statements, and how they relate to each other. You also need to understand how comparing numbers across your company, the industry, and from year to year, can help you assess the overall financial performance of the firm.
The in-depth review of sample case studies in this course will provide you with the tools you need to examine your own organization’s reports. As you make budgeting and investment decisions, your knowledge of how vital financial markers indicate relative health in the organization will help drive initiatives to meet your company’s financial goals.
Key Takeaways
- Understand the structure of the three principal financial statements: the income statement, the balance sheet, and the cash flow statement, and interpret the information found in these statements
- Identify online sources of financial information that can be used to conduct research on other publicly traded firms and industries
*Dates are subject to change.
Dates TBD
Led by Natalia Santamaría, Visiting Senior Lecturer, Cornell College of Human Ecology
Processes are the building blocks that define everyday operations in all organizations. Organizations run on processes, so the work of analyzing a department, a team, or even the entire organization starts with an analysis of the underlying processes.
In this course, you will analyze processes where the input and processing rates are fixed and have no variability. You will investigate the basic tools of process analysis, starting with the process flow diagram and ending with the performance measures of the process. You will create a flow diagram of a system or process in your own organization. Finally, you will identify and quantify the effects of the bottlenecks in that system or process and propose strategies to manage them.
Key Takeaways
- Create a process flow diagram that represents a process in your organization
- Identify the bottleneck in a process or system and quantify its effects
- Propose solutions to manage identified bottlenecks
*Dates are subject to change.
Dates TBD
Led by Chekitan Dev, SHA
In this course, you will evaluate your brand and define actions you can take to enhance your brand's performance. You will start by exploring the elements that make some brands great, why some brands garner premium consideration, and, as appropriate, how to improve a brand. You will work to create a great brand purpose and learn how to monitor the market to support the longevity of your brand by analyzing the impact of trends on your brand. You will also assess and strengthen your brand's mission, vision, and values. By the end of this course, you will have a strong vision, mission, a list of values for your brand and strategies to propel your brand forward.
Key Takeaways
- Develop a plan to maximize your brand's volume, price, satisfaction, and repurchase premiums
- Analyze market trends to identify the most significant challenges and opportunities for your brand
- Assess your brand readiness to address market challenges and opportunities
- Define the building blocks of brand purpose: vision, mission, and values
*Dates are subject to change.
Dates TBD
Led by Karan Girota
All businesses rely on business model evolution through identifying and using new digital tools. In this course, you will identify the best method to choose the best ideas for digital transformation for your organization or entrepreneurial venture. You will conduct a builder audit to assess the current state of the innovation process and establish what the ideal state of building should be. After completing the builder audit, you will produce a digitization audit, where you will assess the current state of digital tools utilization in sourcing, organizational processes, customer interaction, and after-sales. This analysis will lead you to identify opportunities for digital technology use.
Key Takeaways
- Conduct a digital audit for your company or venture
- Identify what innovation should look like and identify gaps
- Develop a mindset to rapidly generate opportunities for digital transformation
- Use digital business model transformation templates to generate ideas
- Conduct a value creation analysis
- Develop a validated Business Model Canvas for your concept
- Identify a risk-limiting path to develop your idea
- Develop an action plan to implement digital innovation
*Dates are subject to change.
Led by David Schneider
In this course, you will learn how to assess risk with failure modes and effect analysis. You will evaluate different losses of functionality that your system could experience, and determine the possible effects and related causes. You will then develop objective ways of measuring the severity and likelihood of each of these causes, ultimately to develop a quantifiable measure of system risk. You will produce this analysis in a way that not only allows you to make decisions on how to handle these risks, but also justify your actions to others. This course equips you to recognize risk and reduce it.
Key Takeaways
- Identify potential system failure modes and their causes
- Complete a formal assessment of likelihood, impact, and overall risk
- Propose corrective actions
- Track mitigation efforts throughout and after the design process
*Dates are subject to change.
Dates TBD
Led by Risa M. Mish
In this course, you will create a strategy to turn a work group into a high-functioning team by evaluating challenges and applying techniques to generate positive team outcomes. Based on the research and expertise of Professor Kate Walsh, Ph.D., of Cornell University’s School of Hotel Administration, you will learn how to enable a team to take ownership of its own success and shift leadership roles as the team assumes greater responsibility.
Using tools provided in this course, you will explore best practices in leading teams, assess case studies, and examine functional conflict. With the completion of an action plan at the end of the course, you will be ready to apply what you learn to your own organization.
Key Takeaways
- Create a strategy to create a high-functioning team
- Evaluate challenges and apply techniques to generate positive team results
- Apply leverage points for enabling the team to take ownership for its own success and shift leadership role as the team assumes greater responsibility
*Dates are subject to change.
Course 8: Strategic Thinking — Integrating Mindsets—Developing and Communicating Vision and Strategy
Dates TBD
Led by General George W. Casey, JCB
Organizations that instill a clear vision and an effective business strategy at all levels are far more likely to succeed in our increasingly volatile, uncertain, complex, and ambiguous (VUCA) world. But before you can effectively define and impart your vision and business strategy to your organization, you must analyze and have a comprehensive understanding of the various facets of your operating environment. In this course, you will explore effective ways to achieve these goals with General George W. Casey, Jr. You will objectively assess the three critical dimensions of your operating environment (internal, external, and competitive) using the VUCA index so you can identify potential vulnerabilities and opportunities for your organization. You will then identify the characteristics of an effective vision statement and outline a clear vision for your organization. Finally, you will outline a plan to instill your vision and business strategy in your organization.
Key Takeaways
- Leverage a framework for understanding your operating environment to develop a vision and strategy to propel your organization forward
- Avoid making judgments on incomplete information
- Construct an effective vision statement
- Develop a strategy to accomplish the organizational vision
- Develop a clear and succinct communications plan to implement your strategy
*Dates are subject to change.
Introduction to the Credit Union Manager Executive Certificate Program
Led by General George W. Casey, JCB
The CFO Mindset—Connecting the Numbers to Strategy and Performance
Led by Drew David Pascarella, JCB
The CMO Mindset—Understanding Digital Marketing
Led by Vishal Gaur, JCB
This session provides a clear overview of the digital marketing world. Discover how players such as ad networks, demand-side platforms and data management platforms interact with advertisers, agencies and publishers. Then learn how to use time-proven frameworks to assess your members’ needs and identify your primary marketing objectives. Once you've put that all together, you'll learn how to evaluate the performance of digital marketing campaigns.
The CIO Mindset—Using Data and Technology to Enhance Member Engagement
Led by Karan Girotra
The CIO at the credit union no longer is solely responsible for maintaining technology and making the organization’s systems faster. Today the CIO plays a critical role in shifting the credit union toward a more flexible, modular system that allows it to roll out and change services at a previously unthinkable pace. They help create flexible, member-centric features off of nimble, cloud-based platforms that can be enhanced quickly and continuously. The CIO enables even modest-sized organizations keep up with the rapid pace of change in Fintechs.
In this session, you will learn best practices for gathering and using member data to shape services, improve member experience, and enhance engagement.
Building Constructive Partnerships and Influencing Without Direct Authority
Led by Risa M. Mish
Among the most important relationships in this new landscape is the one between the CIO and CMO. Due to the rapid pace at which large amounts of data can be turned into unique insights and new products, this partnership is critical to making a successful shift to digital banking. Constructive partnerships and collaboration are essential if traditional financial service organizations are going to compete with FinTech upstarts.
In this session you will examine the critical relationship between CIO and CMO and the ways a well-constructed partnership helps achieve organizational goals. You will explore how to develop a plan to build synergy and collaboration, discover effective approaches for influencing others, and learn how to create and deliver effective messaging.
The CHRO Mindset—Motivating People for High Performance
Leaders are responsible for encouraging the highest possible performance from their employees. Most leaders recognize that motivation is a key driver of high performance. Few leaders are skilled at choosing the right combination of approaches and tools to motivate all of their people. Not all individuals are motivated by the same things, and some might be demotivated by the same conditions or incentives that motivate others. This session prepares you to analyze performance problems and assess whether they actually can be attributed to a lack of motivation or to one of several other root causes.
You will learn how to increase the factors that do motivate people and improve workplace performance. You will also use the three primary drivers of human motivation to foster better performance on the job.
Final Thoughts: What is Your Mindset?
Led by Elizabeth Mannix
Ivy League Curricula and Top-Ranked Faculty
eCornell is Cornell University’s online learning platform, which provides online professional and executive development to students around the world. eCornell courses are all developed by Cornell University faculty, and often include practical insights from other industry experts. All eCornell course content comes from top-rated programs with proven curricula.
Expert Led, with Structured Flexibility
eCornell courses are online and expert led with structured flexibility. Courses are facilitated by subject-matter experts, who will guide you, challenge you, and help you apply the course concepts to your real-world, on-the-job circumstances. Each course has a defined start and end date, but is designed to accommodate the schedules of busy professionals and allow students to complete their work at the times that work best for them, daytime, evening, or weekends.
Start and End Dates Drive Completion
A critical part of successful self-directed learning is to have a finish line, so eCornell courses have defined start dates and end dates. Most eCornell courses take about six to eight hours to complete, over a two-week period.
Interaction & Collaboration
As an eCornell student, you are never alone in your course. You are part of a cohort of other credit union staff members from across North America. Required discussions play an important part in your course, giving you and your classmates the opportunity to share and exchange your own experiences, best practices, perspectives, and examples. All this shared learning is facilitated by an instructor who brings both subject-matter expertise and real-world experience. Your interaction with peers from different organizations, and backgrounds fosters collaboration, networking, and a lot of practical, shared learning.
Emphasis on Practice and Application
The ability for you to interact with expert instructors, to ask questions and receive answers, and to learn with—and from—other participants keeps the learning interesting, practical, and above all, relevant to your work.
And there’s one more key component: practice opportunities.
Most eCornell courses include a project, which challenges you to apply the course concepts to your own organization. Others include interactive scenarios, simulations, and other engaging practice activities. All courses include tools, techniques, or job aids that you can put to immediate use in your work.
Every certificate program and course is developed with very tangible outcomes in mind. To eCornell, it’s not enough if a course helps you to know something, or even to understand it. Programs are designed to go much further, to equip you to do something—better or for the first time—at your job.
We ask, “after completing this course, what will participants be able to analyze, identify, assess, implement, calculate, or influence that they couldn’t before?” eCornell courses draw on a variety of components to provide this practical learning:
- Discussions
- Projects
- Practice activities
- Short videos
- Interviews with industry experts
- Online tools and downloadable resources
- Case studies and examples
- The guidance of an instructor
The eCornell approach positions you as an active participant in the learning process, allowing you to build the necessary problem-solving skills at your own pace and in your own style to confront the real challenges you face on the job and in life.
Course Instructors
Live Session Instructors
Participants who complete all courses and assignments satisfactorily will receive an Executive Certificate in Management and Leadership from Cornell University and CUES, signifying focused study and application of the principles of management and leadership. All assignments are evaluated by the Certificate Program Facilitator.”
There are not college credits associated with this course.