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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 to Lead When You’re Feeling Afraid

How to Lead When You’re Feeling Afraid

By Peter Bregman // This article was originally posted on hbr.org. I’d known Jeff (not his real name) for many years, as a client and as a friend, but I’d never seen him so thrown. I could feel his fear, his sense of uncertainty. And it was with good reason. Jeff was the head of […]

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Why Managers Shouldn’t Have the Final Say in Performance Reviews

Why Managers Shouldn’t Have the Final Say in Performance Reviews

By Will Demeré, Karen L. Sedatole, and Alexander Woods// This article was originally posted on hbr.org. Performance evaluation systems are critical for evaluating, motivating, and rewarding employees, but companies are hard-pressed to find a system that achieves these goals and promotes fair evaluations. Inconsistencies and biases in the evaluation process can leave employees dissatisfied and […]

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Become a More Productive Learner

Become a More Productive Learner

By Matt Plummer and Jo Wilson // This article was originally posted on hbr.org. Today we consume five times more information every day than we did in 1986, an incredible amount that’s equivalent to a 174 newspapers…a day. That probably includes a lot of Instagram posts, but it’s not only social media. The corporate e-learning space has […]

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Why New Leaders Should Be Wary of Quick Wins

Why New Leaders Should Be Wary of Quick Wins

By Dan Ciampa // This article was originally posted on hbr.org. As soon as you step into a top position at a company that needs to significantly improve the way it operates, there’s pressure to get off to a quick start. Yet the best way to succeed, paradoxically, is to slow things down. Forces pushing […]

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The Right Way to Respond to Negative Feedback

The Right Way to Respond to Negative Feedback

By Tasha Eurich // This article was originally posted on hbr.org. Feedback, as they say, is a gift. Research bears this out, suggesting that it’s a key driver of performance and leadership effectiveness. Negative feedback in particular can be valuable because it allows us to monitor our performance and alerts us to important changes we need to make. […]

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Leadership in Crisis through the Lens of a Reporter [Hannah Crane]

Leadership in Crisis through the Lens of a Reporter [Hannah Crane]

 by Hannah Crane Perhaps the most pressing and compelling question of our time is “how can we prepare leaders to best respond to unforeseen crises and conflicts?” Luckily, NYU Stern is answering the call. On February 10th, the NYU Stern School of Business hosted students, administrators, and external company representatives for a day long crisis […]

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How New Managers Can Send the Right Leadership Signals

How New Managers Can Send the Right Leadership Signals

By Amy Jen Su // This article was originally posted on hbr.org. One of the most exciting and — sometimes anxiety-producing transitions in a career — comes when you move from being an individual contributor to becoming a manager. At this juncture, what you think, what you say, and how you show up — in effect, your […]

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