NEW SEI PROGRAM DESIGN
SEI programs consist of 35-40 participants, and all classes take place at the University of Virginia's Darden School of Business.
In this new program format, participants will
- Examine, discuss and apply the most relevant and powerful leadership practices, with focused discussions on the distinct and complex experiences of local government leaders
- Deepen their understanding of inclusive leadership, with specific sessions on diversity, equity, and inclusion
- Develop interpersonal skills and community and organizational leadership skills
- Create a clear roadmap of how they can immediately apply the concepts learned from the program to their specific organizations
- Build essential skills and awareness through team engagement. Participants will:
- reflect on key experiences, role models, and lessons learned that have shaped their leadership styles
- learn coaching techniques
- create more self-awareness and empathy by attentively listening to others' experiences and viewpoints
- explore personal values and their relationship to organizational values
- Experience a learning environment that is
- highly interactive (less than 20% lecture), engaged, and application-based, with every session including a concept to learn, a local government example, and an application exercise
- safe, supportive and built on trust and vulnerability, which allows for a nonjudgmental, open exchange of ideas and experiences
Please click on the titles below to learn more about each element of our program.
Doug Walker, Deputy County Executive, County of Albemarle, VA
- Understanding of the roots of public service going back to the Athenian oath
- Practitioner example of how Albemarle County used this activity in creating and defining their values
- Reminder of the value of public service
- Write a version of the Athenian oath that is reflective of your group’s core beliefs about citizenship and public service
Public service is a calling. Leadership is getting people to own and mobilize around collective values. In this session, discover how powerfully public service and leadership can come together.
Karen Conrad, M.Ed., Karen Conrad and Associates, LLC
- Focus on the use of type and temperament for teamwork
- Organizational impact of leader’s type/temperament
- Communication by type/temperament
- Recharging by type/temperament
- Engagement, and motivation by type/temperament
- Application activity for practical use of type/temperament for yourselves as leaders, your teams, your departments, your organizations and your communities
By developing a clearer sense of self-awareness and awareness of others, you’re able to better frame decisions, reduce miscommunication, and understand personal needs more effectively. Learn how Myers Briggs type and temperament can be leadership tools applied to the critical skills of impact, communication, energy, engagement, motivation and more.
Felicia Logan, FEI and UVA Adjunct Faculty
- Discover what self-leadership means to you
- Explore how you show up and bring your whole self
- Identify ways that you choose to practice your values
Soon you will join your team to take a deeper dive into your values and experiences as a leader. This session will prepare you to think more deeply about who you are while doing the work of leadership. It all really does begin with you and what you value most. The inside rules the outside so the clarity you can reach about yourself and what is important to you will show up in the way you lead staff, organization and community. You are the core. Some key elements of our work together will be curiosity, vulnerability, a look at your most important relationships and a strategy to identify and make an action plan to fill the gap between current and ideal that is immediately applicable.
Felicia Logan, FEI and UVA Adjunct Faculty and Practitioner Donna Krauss, Deputy County Administrator, County of Stafford
- Focus on the “work of leadership”
- Explore Covey’s quadrant 2 (Q2) and its use in leadership work
- Discover Stafford’s implementation of Q2 leadership to increase employee engagement and to redesign the County’s values
- Create your plan to establish Q2 time and to undertake the personal, professional, organizational and community leadership work that needs to be done
The “work of leadership” is the quadrant 2 (Q2 Covey) work that is important and not urgent. This is an area of strategic focus that creates long-term success in organizations. Learn more about your “work of leadership” through a case study from Stafford, VA and creating your own plan for using Q2 time effectively.
Ashley Weldon, Learning and Development Consultant, UVA
- Define what EQ is and why it matters at work
- Broaden your awareness of the role your emotions play on the job, in your profession, and at your organization
- Define and develop each of the four EQ skills| Self-Awareness, Self-Management, Social Awareness and Relationship Management
- Discuss real-world examples and experiences – what works, what doesn’t and what to do next time
- Identify your current level of emotional intelligence (strengths and weaknesses) and where to focus your development
- Complete your own EQ development plan to include one EQ goal and specific EQ practice strategies that will help you achieve this goal
Emotional intelligence (EQ) is not about being nice, nor is it about suppressing emotions; it is a proactive approach to managing emotions to achieve better results – in regard to your relationships as well as business goals. Put simply, emotions drive behavior and behavior drives performance. Successful leaders leverage this knowledge to achieve greater leadership impact.
Molly Harlow, Interim VIG Assistant Director – Leadership Development
- Explore the 4 stages of psychological safety and their importance in creating engagement and motivation
- Learn about one locality’s use of psychological safety to increase performance
- Create a plan to apply psychological safety to your leadership role
Amy Edmundson (Harvard) defines psychologically safety as “a shared belief held by members of a team that the team is safe for interpersonal risk taking”. Crack yourself open personally and examine your own values, assumptions, and behavior. The goal is to help you see the current state clearly and then figure out how you can take the next steps to transform your team’s culture and performance by increasing the level of psychological safety. Both individually and as teams, we have the next step of progress to make.
Kyle Stannert, Deputy City Manager, City of Fort Collins, CO
- Develop an understanding of what leadership philosophy is and how it applies to leadership at all levels
- Examine the paradigm shift that must occur in our beliefs about the nature of people and their attitudes toward work, the primary sources of motivation, the distribution of knowledge and creativity in the organization, how decisions are made, and how work is divided and jobs are designed
- Develop a set of personal core values that help guide who you are as a public servant
- Map organizational Mission / Vision / Values to develop an organization-level leadership philosophy
- Use the teachable point of view concept to articulate the leadership philosophy to teams as a way of operationalizing values and articulating expectations
Leadership philosophy can be explained as a leader’s belief about the nature and motivation of people. Creating your own leadership philosophy is a tool that can be used to impact how work is done.
Nancy Olivo PhD, IPMA-SCP, Organizational Performance Manager, City of Hampton, VA
- Expand their knowledge and tools to enhance engagement
- Discover how to use clarity and competence to create leaders at every level
- Consider the use of Leadership Teams and Process Improvement Teams as approaches for practicing inclusive leadership to improve organizational performance
- Develop specific action steps to put in place to impact the work culture and performance through employee engagement and inclusive leadership
Using the latest research on employee engagement and David Marquet’s approach for turning followers into leaders, participants will develop action steps for applying these concepts to their work as leaders.
Karen Conrad, M.Ed., Karen Conrad and Associates, LLC and Antoinette Allen, PH.D., Chief Storyteller and founder of Two Cups of TLC, LLC
- Learn to integrate diversity into all organizational processes
- Effectively engage in conversations that are inclusive and respectful requiring leaders to understand their own perspective and the perspective of others without judgement
- Explore crucial conversations skills and practice having difficult conversations using a 5-step equity model
Today’s leaders are expected to integrate diversity into all of the organizational processes. In order to do this, leaders must be able to effectively engage in conversations that are inclusive and respectful. This requires leaders to understand their own perspective and the perspective of others without judgement.
This session offers participants the opportunity to explore crucial conversations skills and practice having difficult conversations using a 5 step - equity model which could expand their own mindset. This expansion benefits the leader, their team, and their organization.
Annie Kim, Assistant Dean for Public Service; Director, Program in Law and Public Service; Director, Mortimer Caplin Public Service Center; University of Virginia School of Law
- Learn the lessons of community lawyering and how the model applies to local governments
- Create a plan to implement community lawyering principles in your work
“Community lawyering is an approach to law practice that is focused on disrupting the status quo and promoting social change” (Kashyap, 2019). A common thread that connects all varieties of community lawyering is the vision of clients as members of communities with shared experiences who have the capacity to participate in, contribute to, shape, inform, or lead efforts to effect systemic social change (Kashyap, 2019). In part 1, Annie shares wisdom from community lawyering that can be easily applied to local government’s mission to engage with the community by building relationships.
- Explore how Lancaster, TX builds and sustains strong relationships within their community to avoid racial unrest
- Study how Athens, TN uses deliberative democracy to increase and facilitate healthy citizen engagement
- Use the tools and techniques shared by practitioners to draft a plan to build strong relationships and better citizen engagement in your community
We often learn best through the experiences of our peers and colleagues. In part 2, find out how your fellow local government leaders, built strong relationships in their communities that led to success in navigating some of today’s toughest issues.
Mark Nozaki, PCC, MSOD, MSOR Co-Founder and President, Odyssey Leadership Consulting, Inc
- Introduction to change and transition fundamentals
- Explore barriers to change, such as, resistance and learn how to develop critical mass necessary for successful implementation
- Discuss and assess transition stages employees go through and develop strategies to facilitate desired outcomes
This session is designed to enhance leaders’ understanding and abilities to more effectively lead change and transition among employees and teams. The session specifically focuses on the interpersonal dynamics related to organizational change, as well as providing information and skills related to understanding and leading teams effectively through the organizational change and transition process.
- Use UVA, the City of Charlottesville and the County of Albemarle as a case study for addressing racial history in communities
- Open dialogue around race, equity and inclusion in communities
We will take a walking tour of the University of Virginia’s Lawn,and the new Monument to Enslaved Laborers, created by the University and the Charlottesville Community to finally and honestly address the history of slavery at the University as well as to honor the enslaved and their vast contributions. We will discuss the vision, complexity, and failings of Thomas Jefferson, founder of the University, father of the Declaration of Independence, and slave owner.
Kristy Shifflett, Project Mngt Office Director, County of Albemarle, VA
- Broaden the understanding of organizational change
- Determine how organizations can accomplish their strategic goals. What systems and processes must be established/changed?
- Review the challenges and progress the PMO has taken in Albemarle County
- Create a “greenhouse” for building the productive capacity of organizations
- Explore how organizations know their strategic goals. How does the organization manage priority setting?
- Apply the Albemarle County model to your high performance change work
Managing change is one of the most challenging area for leaders. Explore the model from Albemarle County learning from their failures and successes, so you can improve your ability and your organization’s ability to manage change.
John H. Whitlow, Ph.D., JHW Consulting Services and Marc Carraway
- Evaluate a musical performance by Scuffletown in relationship to the concepts associated with Power Partnerships
- Discuss the collaborative roles of Leader/Co-leader in Power Partnerships
- Gain an understanding of the use of the 4 Complementary Power Skills in leadership partnerships
- Apply the information discussed in the program to the leader/co-leaderships within your organizations
To engage participants in a learning program that promotes their understanding related to developing effective power partnerships, and to have them apply this information to power partnerships within their own organizations.
The team experience is designed to provide a psychologically safe space to learn, improve and practice team skills. These skills include self-awareness and empathy that are improved by practicing listening to and understanding others. Coaching, relationship management, reflection and exploring personal values are additional skills and components of the team experience. Participants can expect to learn how to bring their full and best selves to work and how to encourage this in others.
APPLICATION AND FEES
SEI is highly competitive. Applications are due June 1; however, we prefer to receive applications at least 60 days in advance of the program. Apply Now.
When reviewing applications we
- give preference to city, town, and county managers
- consider leadership responsibilities
- weigh recommendations from an SEI alumnus
- may accept applicants who are deputy and assistant managers and department heads of large localities as space allows.
The SEI fee will be $8,500 in 2022. We are honoring the same price as in 2019. The fee includes lodging (single-occupancy room with all the amenities of a first class hotel), most meals, and instructional materials. A 10% discount is available for members of the Virginia Institute of Government. Full payment is due July 1.
A cancellation after July 1 is assessed a 50% fee. No refunds are offered after the start of the program. If you cannot attend and would like to send a substitute in your place to avoid financial penalties, please contact us at least two weeks in advance of the program. We will need to approve your replacement.