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NYU Stern Leadership Development

Leadership Development at Stern provides students with personalized leadership development opportunities that empower them to continually evolve as effective leaders who create value for business and society. A focus on experiential learning and individual attention helps students hone key skills and develop their leadership style.

LEADERSHIP IN PRACTICE: SPOTLIGHT ON THE 2018 CRISIS SIMULATION

Today’s leaders face a range of new leadership challenges. The 2018 Leadership in Crisis Simulation focused on leading in a time of crisis, influencing people to succeed in achieving a common goal, and understanding how to tap into the strengths of others.

2018 Leadership in Crisis Simulation

At NYU Stern, we believe the work of a leader starts first from within…self-awareness is the foundation of leadership excellence and our Leadership Development programming is structured to guide MBA students through this “inside out” work before steering them to the “outside in” content (i.e., team dynamics, managing others, influencing without authority, building stakeholder relationships, etc.). What better way than to immerse the students in a real-life scenario where they are presented with a highly challenging situation?

Thanks to the incredible support from Alvarez & Marsal (A&M), our Platinum Sponsor, we were able to bring this unique experience to the MBA Students in the Leadership Development Program (1st year full-time MBA students). The Crisis Simulation was executed by Dr. Larry Barton, one of the world’s leading experts in Crisis Management and Threat Assessment and by Connie Kim, the Senior Director of Leadership Development at NYU Stern.

Senior leaders from A&M and our corporate partners had the exclusive opportunity to participate in this inaugural event as Judges. Judges observed the teams “in action” throughout the crisis and provided the students with invaluable insights and feedback on their ability to manage and lead in a crisis. However, it is not just what decisions are made that were assessed, but also how and what each of these simulation teams communicated to the Reporters, whose job was to act as media outlets, pepper them with questions about the crisis situation, and assess how they respond to “in-the-limelight” pressure. The Control Room Actors made it feel real – this group wore their acting caps and delivered the scripted simulation…all while watching their teams in (re)action.

There were approximately 115 people involved in the simulation with nearly 70% represented by current MBA students and alums (comprised of: LDP1s, LDP alums, IOP alums (EMBAs who went through the leadership development program), MBA2s and Langone students).

Crisis Simulation Video

Crisis Simulation Student Reflections

Crisis Simulation Through the Lens Of...

LDP Student Testimonials

How Self-Reflection Can Help Leaders Stay Motivated

How Self-Reflection Can Help Leaders Stay Motivated

By Klodiana Lanaj, Trevor A. Faulk, and Amir Erez// This article was originally posted on hbr.org.   We tend to romanticize leadership. When friends are promoted to managerial positions, we slap them on the back, tell them that they finally made it, and congratulate them for their hard work. Our reactions are understandable. Occupying a […]

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What to Do When Personal and Professional Commitments Compete for Your Time

What to Do When Personal and Professional Commitments Compete for Your Time

By Elizabeth Grace Saunders // This article was originally posted on hbr.org. You’re double booked. It’s not just one meeting scheduled over another. It’s something for your family at odds with a work commitment. These situations can trigger guilt and stress. Guilt because you feel like you’re letting others down — no matter what you decide, […]

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How to Diversify Your Professional Network

How to Diversify Your Professional Network

By Amy Nauiokas  // This article was originally posted on hbr.org. Diverse networks can foster new ways of thinking by connecting you to people whose viewpoints, insights, resources, and lived experiences differ from your own. Consider a 1985 study by Carnegie Mellon researcher Robert Kelley and Janet Caplan, who analyzed the characteristics of exceptional engineers at Bell Labs. […]

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Most Managers Don’t Know How to Coach People. But They Can Learn

Most Managers Don’t Know How to Coach People. But They Can Learn

By Julia Milner and Trenton Milner // This article was originally posted on hbr.org.   Are you successful at coaching your employees? In our years studying and working with companies on this topic, we’ve observed that when many executives say “yes,” they’re ill-equipped to answer the question. Why? For one thing, managers tend to think they’re coaching when […]

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Build Self-Awareness with Help from Your Team

Build Self-Awareness with Help from Your Team

By Audrey Epstein // This article was originally posted on hbr.org. There are lots of compelling reasons to build a better team. Great teams deliver stronger results, faster. They’re more innovative. They challenge you to learn more quickly and to be at your best.  And, let’s face it — they’re simply more fun to work […]

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How to Tell Your Team That Organizational Change Is Coming

How to Tell Your Team That Organizational Change Is Coming

By Liz Kislik // This article was originally posted on hbr.org. From time to time, every leader has to deliver news that is hard for employees to hear. Even when businesses are doing well, organizational and structural change is to be expected, and acquisitions, reorganizations, or policy changes can affect people’s jobs in ways that create […]

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6 Steps to Make Your Strategic Plan Really Strategic

6 Steps to Make Your Strategic Plan Really Strategic

By Graham Kenny // This article was originally posted on hbr.org. Why is it that when a group of managers gets together for a strategic planning session they often emerge with a document that’s devoid of “strategy”, and often not even a plan? I have one such document in front of me as I write this. […]

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