Kelley School of Business Executive Education Programs – Innovative Professional Development Solutions by Kelley

4 Conflict Styles Identified with the Dual Concerns Model

Posted on July 19, 2024 by Kelley School of Business Executive Education

What’s the most effective way to approach a conflict in a negotiation scenario?

To start with, you’ll need to know what kind of conflict you’re dealing with. A critical component in successful conflict resolution is the ability to assess what type of conflict style the parties involved use and adopt a strategy that works best for that situation. The Dual Concerns Model offers a method to achieve that goal. Developed in the 1970s, the Dual Concerns Model (also called the Dual Concerns Theory) provides a starting place for those tasked with resolving workplace conflicts. By determining the style each party brings to the table, they can develop a strategy with the highest chance of resolving a conflict. It also improves the chance of correctly determining the root cause of the conflict.

As important as understanding the Dual Concerns Model and conflict strategies can be, it’s also important to recognize that there is not one perfect strategy for any given situation. Participants in the online Negotiation Fundamentals Professional Certificate offered through Kelley Executive Education Programs (KEEP) learn that while a judgment call is needed in many conflict situations, having a firm grasp on negotiation strategies greatly improves conflict management and the odds of a positive resolution.

How the Dual Concerns Model Works

The Dual Concerns Model posits that a person’s approaches to conflict are influenced by two primary concerns:

Assertiveness: Focused on their own outcomes, this refers to how highly a party in a conflict situation values their own interests, needs and goals.

Empathy/ Cooperativeness: Focused on the outcomes of others, this refers to how highly a party values the interests, needs and goals of the other party (or parties).

By determining the levels of these concerns, it’s possible to determine a party’s conflict style and how that style might influence negotiations. Some use a grid to help determine the level of concerns using a y axis to plot their own level of concern (a concern for self) and an x axis to plot their concern for the other party (a concern for others).

Conflict Styles Identified with the Dual Concerns Model

Once a person’s level of concern for their own interests and the interests of the opposing party is determined, the model offers a look at the intersection of these levels and the type of conflict style they typically result in.

The four different styles are as follows:

1. Competing Conflict Style

This style typically occurs when a person has a high concern for self and a low concern for others. People who use this style will pursue their own concerns aggressively, even at the expense of the other party’s concerns. They pay little attention to the relationship that underlies the dispute. Those using a competing style could see negotiations as a zero-sum game where one person wins and the other loses. Others may take a firm stance because they strongly believe their position is just and fair, such as in political debate.

Participants in the Negotiation Fundamentals program will learn that this style is useful in some situations. Military leaders and air traffic controllers use a competing conflict style because they must. In a business situation, the style might be appropriate for taking unpopular actions such as budget cuts or enforcing workplace standards behavior. However, it’s an approach that should be used sparingly in most situations. A person who barks commands in every conflict soon gets tuned out by everyone.

2. Accommodating Conflict Style

This conflict style involves having a low concern for self, but a high concern for others. People who adopt this approach often yield quickly to the other party’s demands. There is an element of self-sacrifice in the accommodating conflict style. Those who accommodate may believe that it’s better to be agreeable than to win. For those in management, this style can result in employees liking you. However, it typically does not lead to getting respect.

However, the accommodating style does have its place in management. For example, if an employee wants to take an extra half-hour at lunch for an appointment or leave work a half hour earlier one day, it’s a simple way to make an employee happy (if their presence in the office isn’t critical at that time). For employees, it’s a style that makes sense if they are in a subordinate position with the other party (such as a dispute with a manager).

3. Avoiding Conflict Style

People who use this style have a low concern for self and a low concern for others. They tend to sidestep or withdraw from conflict, not pursuing their own concerns or those of others. In some cases, people simply avoid conflict or a threatening situation. In others, they might diplomatically wait out a situation or postpone discussing it until a better time.

Avoidance is not a good approach for managers. However, avoiding is an appropriate style in some cases. It can help people sidestep pointless conflict or allow them to wait until the situation calms down. For example, if an argument begins when people are stressed and on deadline, it may be better to wait until later to have a conversation. It’s also best to make sure everyone has the same information and time to reflect on it before having a discussion.

4. Collaborating Conflict Style

The collaborating conflict style applies to people with a high concern for self and a high concern for others. People with this style tend to work with the other party to find a mutually beneficial solution. It’s a middle ground approach that falls between competitive and accommodating. People that use the collaborating style strive for an outcome that is fair to all involved.

Those who use this style are typically both highly assertive and highly empathetic. They value the underlying relationship between the two parties beyond the details of the current conflict. They also are sensitive to the other person’s needs while wanting to meet their own. They don’t mind taking the time to look closely at the issues involved in a conflict and finding a solution. Understanding the underlying concerns that drive a person’s approach to a conflict can help managers better determine a course of action to take or modify their own approach. It’s something that is impossible to avoid, as conflict is an organizational reality. Addressing conflict before it escalates is a critical part of a manager’s job.

Learn to Leverage the Dual Concerns Model with Online Training

Understanding and employing these four core conflict styles can be powerful tools to help attain favorable outcomes in a myriad of negotiation scenarios. The Negotiation Fundamentals Professional Certificate offered by KEEP can help further your negotiation acumen though the interactive, 6-week online program. Designed to empower professionals at all stages of their professional career, the course is taught by Dr. Carolyn Goerner – a thought leader who’s reached more than 975,000 learners worldwide.

3 Core Principles of Negotiation: Turning Power Struggles into Success

Posted on July 16, 2024 by Kelley School of Business Executive Education

Negotiations are a common occurrence in the business world, but they often don’t go as expected. Imagine a high-stakes dance between suppliers and retailers, each trying to lead. Suppliers dream of higher price tags, envisioning profits and premium placements. On the other hand, retailers are on the lookout for bargains, determined to keep costs down and shelves stocked affordably. This dynamic tango of give-and-take creates a thrilling showdown in every negotiation room. This situation has played out many times, including public disputes between Walmart and Procter & Gamble (P&G), Tesco and Unilever, and Amazon and Hatchette. While these conflicts have been resolved, some negotiations can lead to no agreement, damaged relationships and lost business opportunities.  Cases like these offer insights into how negotiations often involve a mix of negotiation styles coupled with strategic planning, effective leverage use, stakeholder engagement, and long-term relationship management.

What are the 3 Core Principles of Effective Negotiation?

Whether you’re a business leader, an entrepreneur or a forward-thinking professional, grasping the interests of others is essential for effective negotiation and relationship building. The core principles of negotiation include:

Confidence: Approach each negotiation with a strong conviction in your worth and the validity of your stance.
Competence: Showcase your expertise to build trust in your capacity to fulfill commitments effectively across all involved parties.
Empathy: To foster mutually beneficial outcomes, it is crucial to empathize with and value the perspectives and needs of others.

“To me, those three things together really are the secret sauce that makes someone a great negotiator,” says Dr. Carolyn Goerner, faculty director of Kelley Executive Education Programs (KEEP) and instructor for the online Negotiation Fundamentals course.

The Importance of Confidence in Negotiation

Successful negotiations start with confident negotiators. People who lack confidence in their skills may end up making riskier decisions and fail to think through the impact they have on others. People who are confident in their skills and talent are more likely to relax in a negotiation setting. Successful negotiators can build their confidence in a variety of ways, starting with preparation and planning. This includes thorough research of the subject matter, the other party and market conditions. They also can build confidence by anticipating questions and objections. Dr. Goerner says that without confidence, even those who are competent will operate “kind of in a vacuum.” She adds, “I want people to really stop and think about not just the skills that they’re using but how comfortable they feel and why they’re using those skills. Those two things to me really go together. People make more informed decisions and frankly are smarter when they’re out of their own way and feeling more confident.”

The Importance of Competence in Negotiation

The second core principle of negotiation is competency, which involves knowing the basics of negotiation and how to craft an opening offer that leads to a desirable outcome. Understanding the interests that people bring to the negotiation table is another key basic skill that increases the chance of successful negotiations. Competent negotiators can clearly articulate their positions and understand others, ensuring effective communication and reducing misunderstandings. Moreover, strategic planning and adaptability are key aspects of competence, allowing negotiators to set clear goals, understand alternatives, and adjust strategies as needed to achieve the best results. Having competency and the ability to project that competence are important. Getting there involves going through the four stages of the competence learning model.

Unconscious incompetence. People are unaware they lack knowledge or skills. They do not recognize their deficiencies and do not see the need to improve.

Conscious incompetence. People become aware they lack knowledge or skills. They recognize their incompetence and the need to improve.

Conscious competence. Individuals acquire the necessary skills or knowledge but must consciously think about and apply them. They can perform the skill but need to focus and put in deliberate effort.

Unconscious competence. Skills and knowledge become second nature. People perform the skill effortlessly and without conscious thought.

How Empathy Helps Negotiators Achieve Better Outcomes

Empathy is crucial in negotiations because it enhances understanding, builds trust and supports mutually beneficial outcomes. While it’s important for negotiators to remain assertive about their goals, it’s also a core principle to develop the ability to understand the situation from the perspective of the other person.  Building skills in empathy requires understanding others’ motivations, concerns and interests. People show empathy by asking open-ended questions and acknowledging the feelings of others. It also is beneficial to actively listen, a practice that includes carefully listening to the other person and paraphrasing their statements back to them. Demonstrating empathy shows a negotiator has a vested interest in the other party’s concerns and is willing to consider their perspective. This fosters trust and encourages a cooperative rather than adversarial approach to negotiation. It can help lead to more collaboration on finding solutions and creating win-win outcomes for a negotiation. Dr. Goerner calls empathy “the superpower.” Empathetic people “take the perspective of the other party. Once I can do that, things stop being antagonistic and I start making better choices and we have a better conversation because I’m not just concerned about seeing things from my perspective.”

Learn How the Principles of Negotiation Can Make You a Better Negotiator

Becoming a stronger negotiator doesn’t happen overnight – it requires an understanding of the forces and motivations at play and coupling it with real-world practice. Empathy, competence, and confidence are a few of the building blocks of successful negotiation offered through Kelley Executive Education in the Kelley School of business. Learn to develop and enhance your approach to negotiation by enrolling in the online program. The Negotiation Fundamentals Certificate program offers professionals the chance to learn these core principles and other skills that will help them succeed as a negotiator. The online, six-week course also includes mock negotiations that give professionals practical negotiating experience.

Distributive Negotiation vs. Integrative Negotiation

Posted on July 16, 2024 by Kelley School of Business Executive Education

What are the differences between distributive negotiation and integrative negotiation?

In the realm of negotiation, there are two distinct approaches to negotiation scenarios, each with their own specific strategies and desired outcomes. Integrative negotiations are commonly referred to as “win-win” negotiations that take a collaborative approach to finding mutually beneficial solutions to all parties involved. On the other hand, distributive negotiations are considered “zero-sum” negotiations that typically involve limited sources where one party’s gain is another’s loss. Both methods have their place depending on the situation and surrounding nuances. These negotiation styles can also be explored further through workshops or a professional certificate in negotiation. Deciding when to use a distributive or integrative approach depends on an assessment of the parties involved and the desired outcomes of each. Whatever strategy is used, it’s important to have it in place before negotiations begin or you run the risk of settling for less than what was originally sought.

Integrative Negotiations Take a Collaborative Approach

When thinking about integrative negotiations, remember that win-win negotiation strategies focus on achieving outcomes that meet the interests and needs of all parties, enhancing mutual benefits and fostering enduring positive relationships. In integrative negotiations, the parties involved seek mutually beneficial solutions by addressing the underlying interests of both sides. The goal is to create value and expand the available resources, making it possible for all parties to achieve their objectives. Examples of integrative negotiations may include business partnerships, conflict resolutions, trade agreements or joint ventures – where each party holds a stake and wishes to land on a mutually-beneficial outcome. One of the chief characteristics of integrative negotiations is the belief that through cooperation, the number of resources or benefits involved in the negotiations can increase. This approach is especially powerful for businesses negotiating with suppliers, distributors and partners. Done properly, all parties can leave feeling like they achieved their goals.  Integrative negotiations can also build loyalty between parties. The emphasis is on building and maintaining relationships for future cooperation, with parties considering the interests and needs of all parties rather than sticking to fixed positions.

Distributive Negotiations Involve Situations That Are Inherently Competitive

Sometimes negotiations involve fixed resources and are focused on dividing those resources between the parties involved. These distributive negotiations are, by their very nature, competitive. They often involve more aggressive tactics and lead to a win-lose approach where one party attempts to come out ahead of the other party.  Examples of situations where distributive negotiations may be used include salary negotiations between employers and employees, price bargaining, and situations where a single issue is the focus, such as buying a car or a house. In distributive negotiations, the assumption is that there are limited resources to divide. In many cases, those resources are money, property or items of value. Each party takes a competitive approach, seeking to maximize their share of the resources. Unlike integrative negotiations, the focus is on short-term gains, not long-term solutions. A common tactic in distributive negotiations is positional bargaining, meaning a party stakes out a position and is less likely to budge in the scenario based on the scarcity of the resource.

Finding Ways to Diffuse Adversarial Negotiations

In some cases, negotiations can unnecessarily turn adversarial. In this case, one of the parties may attempt to make negotiations less distributive and more integrative. If faced with an adversarial negotiator, one strategy is to use the TACTIC approach.

Take a deep breath: When faced with an adversarial negotiator, it’s important to maintain your composure and not react impulsively. Taking a step back allows you to assess the situation objectively, understand the underlying issues, and avoid being drawn into emotional or confrontational exchanges.

Acknowledge the disagreement: Analyze the adversary’s position to understand their interests and motivations. This assessment helps you identify potential areas of compromise and prepares you for their tactics.

Clarify the concern: Ask open-ended questions to clarify the concern or nature of the adversarial situation. Often just asking a few questions and then listening can diffuse the situation and create an atmosphere of collaboration instead of conflict.

Transfer the focus: Focus on substantive issues at hand rather than personal attacks or antagonistic behavior. By concentrating on the problems that need solving, it’s possible to steer the conversation towards productive solutions.

Investigate mutually beneficial alternatives: Think creatively about how to resolve the differences and find solutions. By working to understand the other side’s perspective, it’s possible to find more than one way to resolve a sticking point.

Confirm next steps: This involves getting confirmation from the other party that the best solution has been found and that the negotiations can proceed from this point. This is done to get a commitment from the other party that they are willing to work together in a productive way rather than falling back into one-sided attacks.

It’s helpful to consider these tactics in case to avoid becoming an aggressive negotiator, which can lead to an impasse or deadlock in negotiations, damage to long-term relationships, a sullied reputation and reaching agreements that are less than optimal.

Distributive and integrative negotiations are two of the topics covered in the online Negotiation Fundamentals Certificate offered through Kelley Executive Education in the Kelley School of Business. Learn how to increase your skills and confidence in the art of managing successful negotiations by registering for a course designed to make you rethink what you know about negotiation.

Navigating the Future: Understanding AI’s Impact on Business and Society

Posted on June 24, 2024 by Kelley School of Business Executive Education

Artificial Intelligence (AI) is no longer a concept confined to science fiction or niche tech communities; it’s a transformative force that’s reshaping the fabric of our everyday lives and business landscapes. As AI continues to evolve, it brings with it both unprecedented opportunities and significant challenges. At this pivotal moment, it’s crucial for business leaders, professionals, and innovators to understand the profound impact of AI and how it can be harnessed to drive progress and success.

The AI Revolution: A New Era of Possibilities

AI’s influence spans various sectors, including healthcare, finance, manufacturing, and retail. It’s powering innovations from predictive analytics and personalized customer experiences to autonomous vehicles and smart cities. The rise of AI signifies a paradigm shift, one that offers immense possibilities for those who are prepared to navigate and leverage its potential.

Key Areas of AI Impact

Data-Driven Decision Making: AI enhances our ability to make informed decisions by analyzing vast amounts of data quickly and accurately. This capability is revolutionizing sectors like finance, where AI algorithms are used for risk assessment and fraud detection, and healthcare, where it aids in diagnostics and personalized treatment plans.
Automation and Efficiency: AI-powered automation is streamlining operations, reducing costs, and increasing productivity. In manufacturing, AI-driven robots and systems are improving precision and efficiency, while in customer service, AI chatbots are handling inquiries around the clock, providing instant support.
Innovation and Creativity: AI is not just about automation; it’s also a catalyst for innovation. It’s enabling the creation of new products and services that were previously unimaginable. For example, AI-driven design tools are helping architects and engineers push the boundaries of creativity and functionality.

Challenges and Considerations

While AI presents exciting opportunities, it also poses significant ethical and societal challenges. Issues such as data privacy, algorithmic bias, and job displacement are critical concerns that need to be addressed thoughtfully. Responsible AI development and deployment require a balance between innovation and ethical considerations, ensuring that AI benefits all of society.

The Importance of AI Education

Understanding AI is essential for anyone looking to stay ahead in today’s rapidly changing world. It’s not just about knowing how AI works, but also about understanding its implications and how to apply it effectively and ethically in various contexts. This is where educational initiatives like AI courses play a crucial role.

At the Kelley School of Business, two new courses have been designed to equip business leaders and professionals with the knowledge and skills needed to navigate the AI landscape. One offering is The Rise of AI short course, which delves into the intricacies of AI and its impact on business and society.

Embrace the Future with Confidence

As we stand on the brink of an AI-driven future, it’s imperative to equip ourselves with the right knowledge and skills. Whether you’re a business leader looking to integrate AI into your strategy, a professional aiming to stay relevant, or simply someone curious about the future of technology, understanding AI is key.

How to Make Better Business Decisions

Posted on June 16, 2024 by Kelley School of Business Executive Education

Good decision-making is arguably the most important skill of successful business leaders. From initial market research to setting long-term objectives, every step a business makes revolves around the leader’s ability to assess complex situations and consistently make choices that create the best chance for successful outcomes.

Leaders must take responsibility for developing intelligent decision-making skills. These are skills that any committed professional can learn. While innate ability drives some areas of leadership, making better business decisions is a talent that leaders hone through study and practice. In an age when data informs so much of business strategy, it’s also a skill that needs constant updating.

Mastering the ability to make better business decisions is one of the many reasons why professionals understand the value of earning a specialized master’s degree or certificate.

Explore Online MS Degrees and Certificates

Better Decisions Make Better Managers

In a sense, we are all only as successful as our ability to make good decisions. We choose what skills to learn, the industry in which to apply those skills, and whether it’s necessary to evolve them over time. These decisions suggest what degrees and certificates will further our ambitions.

Most employees focus on day-to-day processes (and ways to improve process frameworks). Managers also work within these process protocols, but their responsibilities as leaders require sound decision-making and addressing uncertainties.

For the unprepared, critical decision-making can quickly become overwhelming. Making decisions that impact others is a minefield for those without the proper skills, mindset, and training. Potential factors that can lead to poor choices include not accounting for unexpected events, using outdated processes or data, failing to connect the current problem to overall business strategy, and not seeking input from the right people.

Any one of these can lead to an endless cycle of indecision and “just one more” analysis report.

Tools and Techniques for Better Business Decisions

Every decision is unique. However, most successful decision-making approaches follow a similar pattern.

Identify the goal. Align the current challenge with the overall business strategy.
Gather relevant information. The key here is “relevant” – business leaders must avoid using outdated data and analysis.
Evaluate the options. Objectively evaluate which option has the best chance of a good outcome.
Make the decision. Good leaders don’t hesitate to decide once they’ve taken the previous steps.
Evaluate the decision. Assess the short-term and long-term impact of the decision.

Decision-making tools can help business leaders navigate these steps toward optimal outcomes. For complex challenges, many turn to analytics and AI-driven software that simultaneously analyzes millions of data points. Using this approach requires familiarity with the tools and methods of data analysis, which can be gained through a specialized master’s degree or certificate.

The Importance of Professional Development

Refining the ability to make good decisions incorporates competence in the core functional areas of business. These disciplines include management, accounting, finance, marketing, operations, and analytics. Business leaders must also understand how these elements work together in a successful business operation.

The Kelley School of Business teaches professionals the fundamental skills required for business leadership, decision-making, and success. Through degree programs such as the Online MS in Finance, Online MS in Business Analytics, or Online Graduate Certificates, students will gain the knowledge they need to thrive in the modern business world.

Is a Professional Certificate Worth It?

Posted on June 2, 2024 by Kelley School of Business Executive Education

Business success is rooted in a series of well-considered decisions. At some point in your professional business career, one of those decisions is whether earning a professional certificate is worth the investment of time and expense.

In weighing risk vs. reward, the calculation for earning a professional certificate is straightforward: There is no real downside and a substantial, beneficial upside. For a relatively modest investment in both time and money, you can gain new skills, expand your professional network, and enhance your value proposition with your employer (and in the marketplace).

Explore professional certificates

Benefits of a Professional Certificate

The business world is a dynamic environment. Effective leadership, dynamic decision-making, value creation, and profitable performance require a broad set of skills and insights. Earning a professional certificate is a cost-effective pathway for reaching your full personal and career potential.

Benefits:

Expand business knowledge and skills: Executive education offers an efficient path for learning new skills or brushing up old ones.
Build professional credibility: The knowledge and insight gained from a business certificate boost your confidence and credibility.
Increase earning potential: With a proven, well-rounded skill set and deeper insight into business processes you’ll enhance your earning potential.
Gain a competitive advantage: Knowledge, skills, credibility, and value all combine to provide a competitive advantage you can leverage throughout your career.

The Right Professional Certificate

The portfolio of professional certificates at the Kelley School of Business is a springboard for professionals ready to advance their careers. With topics including project management, lean six sigma, cybersecurity, and leadership, there is a certificate for everyone.

With various formats, expert instruction from Kelley faculty and subject matter experts, and topics for all, a professional certificate from Kelley is one of the best business decisions you can make for your career.

Retaining Your Best Employees May Be Easier Than You Think

Posted on April 25, 2024 by Kelley School of Business Executive Education

By Paul Slaggert, Senior Associate Director of Business Development, Kelley Executive Education Programs, Indiana University

My nearly 40 years of working with leaders have continually reinforced that recruiting and retention are two sides of the same coin. My observation, however, is that companies pay much more attention to recruiting employees than they do to retaining employees.

During a segment in my Frontline Leadership program, we talked about what is important to people on the job. One area of lively discussion was about communication—the ability for people to feel that they are “in the know.” As part of this discussion, I always talk about how organizations can communicate better. An example I use is about communication regarding major organizational changes and the uncertainty that exists across an organization as a result. I tell participants that one major downside of not letting your best people know their status in an uncertain environment is that the best people leave—because they can!

Marc Emmer is an author, speaker, and consultant recognized as a thought leader throughout North America as an expert in strategy and strategic planning. In his article “The New Formula for Recruiting and Retaining Talent”, which appeared in Inc. magazine, Marc Emmer says:

“But the fact remains that turnover is often disruptive and expensive, especially given that the employees who are most able and likely to quit during times of change are the highest performers, and no company likes losing their stars. And it’s likely inevitable.”

The Connection Between Recruiting and Retention

Emmer explicitly makes the connection between recruiting and retention. An expert in strategy and strategic planning, he goes on to propose specific steps organizations can use to recruit, attract, and retain employees. Mostly, however, these tips and actions focus on expanded benefits, job structure and flexibility, and the physical environment of the workplace.

However, Emmer doesn’t discuss one of the most important and valuable retention efforts I know of—investing in the development of your people. He does reach the right conclusion, though: “We should be thinking less about what yields the optimum productivity and more about how we can provide an environment for our employees to be the best version of themselves.”

For your people to be the “best version of themselves”, you as their leader need to determine what their potential is and find ways to help them reach it. That involves getting them the developmental opportunities they each need. This can be anything in a long list that includes professional certificates, internal stretch assignments, better use of delegation, training on required technical skills, job rotations to build specific capabilities, and formal developmental programs.

As a leader thinking about recruiting and retention, I strongly urge you to avoid underestimating your employees’ needs and desires for your investment in them. This is one retention strategy that is extremely valuable, but underutilized. If you want to succeed in recruiting and retention in today’s environment, you will have to make sure you keep your best employees. Word will get out that your organization differentiates itself in this regard, which will also help with your recruiting.

You can distinguish your organization as an employer of choice by investing in the training and development of your staff. It is an easy way to separate yourself from the crowd and avoid the very expensive loss of your best employees.

Why Leadership Development is Important to Organizations

Posted on April 17, 2024 by Kelley School of Business Executive Education

We live in arguably the most exciting, fast-paced, and challenging business environment in history. Without skilled, insightful leadership, it is also one of the most cautionary. Leadership development is critical for meeting the challenges of a disruptive global marketplace.

The COVID-19 pandemic revealed firsthand how quickly and decisively change can sweep the globe. Adjusting to the realities of change demands competent, ethical, and clear-headed leadership.

For Paul Slaggert, Senior Associate Director of Business Development for Kelley School of Business Executive Education Programs, the pandemic provided a clear lesson on why leadership development is vital for organizations.

“The need to train and develop people for management and leadership roles is more important than ever,” he says. The vulnerabilities of a systemic leadership skills gap “intensified with the pandemic.”

Now is the time for professionals and businesses to invest in leadership training.

Developing Leadership for Business and Career Success

The most successful athletes and musicians don’t reach the heights of their potential on talent alone. What makes them great is striving to be better, honing their skills, and mastering their craft. The same is true of leaders.

The scope of a leader’s influence informs everything from day-to-day practical workplace and project management to world-class visionary change.

From improving the bottom line to creating a proactive strategy for an uncertain future, leadership development benefits every facet of an organization’s operation.

The bottom line: Competent leaders improve financial performance by creating value and putting their customers first. Satisfied customers open opportunities for new lines of revenue.
Attracting and retaining talent: Effective leaders understand that their value comes from nurturing those they lead. Attracting and retaining top talent is a hallmark of leadership development and the engine of effective organizations.
Strategy, culture, and execution: Competent leaders are empathetic, strategic thinkers. A holistic, visionary strategy drives an organization’s mission and creates an inclusive, productive, and supportive company culture.
Navigating change: Leading through change is perhaps the central characteristic of great leaders. Leadership development provides the competence, flexibility, and critical thinking required to guide organizations through disruptive change.

Leadership Development at the Kelley School of Business

The Kelley School of Business is laser-focused on leadership development. Executive education online degrees and certificate programs range in topics from analytics and finance to project management, frontline leadership, and more.

The flexible online or in-residence programs allow working professionals an opportunity to develop their leadership skills, advance their careers, and increase their value.

Project Management Skills Lead to New Opportunities for Morgan Galang

Posted on March 30, 2024 by Kelley School of Business Executive Education

Morgan Galang always wanted to lead a team. From an early age, she focused on honing her organizational and project management skills. Morgan wanted a career where she could apply her talents and drive in a fast-paced, mission-driven professional setting.

Morgan studied international studies at Indiana University, which included a term at Sciences Po Aix in Southern France. After graduating, Morgan worked as an Executive Assistant for the VP of Diagnostics Information Solutions at Roche, a global healthcare diagnostic company. While at Roche, Morgan accepted extra duties working with various department heads in the organization to “better support their teams and gain more experience,” she says.

One such project that demonstrated Morgan’s initiative involved creating an internal dashboard and form to track all sponsorship spending for medical conferences. “I supported and communicated with each team member who attended the conferences to supply them with the tools they needed to ensure all payments were completed timely,” Morgan explains.

After a successful stint at Roche, Morgan was ready to advance her career and find new opportunities. “I felt that with all of the skills I had accumulated, I was ready for an opportunity that was more challenging, faster-paced, and that pushed me,” she says. “I wanted to further my project management skills.”

From there, the logical choice for Morgan was to enroll in the online Project Management Professional Certificate program at the Kelley School of Business at Indiana University. “I was already familiar with the Kelley School and felt comfortable taking a course with such a highly recognized institution,” she says.

Explore the certificate

Real-World Project Management Training

Already an accomplished, experienced professional, Morgan needed a flexible, efficient, and affordable platform to cultivate her skills. The Project Management Professional Certificate, one of many certificate programs offered by the Kelley School, fit the bill.

“The course helped me understand the process and vocabulary of project management,” says Morgan. Particularly influential in her learning process was the instructors’ depth of real-world experience and their ability to communicate those insights.

“The professors had decades of combined experience and gave great examples and anecdotes of their work as project managers and consultants,” Morgan says. “They gave great lessons of how to be a successful project manager.”

A Career in Project Management

Morgan is proof of concept for what a combination of motivation and dedication to learning new skills can achieve. Her drive to create new opportunities and develop new competencies allowed her to realize her goal of career advancement in a challenging new position.

Shortly after earning her project management certificate, Morgan landed a new position as Project Coordinator for Resultant, a data analytics, technology, and digital transformation firm in Indianapolis.

“My role as a project coordinator is to support various projects with diverse scopes,” she says. “This role has already given me vast experience in supporting each team and the unique needs of each client. I truly believe the Project Management Professional Certificate helped me land my role as a Project Coordinator. This credential has given me the confidence and skill set to become a Project Manager and to make my way to be an Engagement Manager. I hope to continue building relationships and trust with clients.”

Project managers also freelance or work for consultancy firms. Salaries vary depending on the industry. According to Glassdoor, the average salary across sectors is $96,963. On the high side, PMs in the IT and technology sectors earn upwards of $158,000 annually.

Morgan stresses the breadth of opportunity for people who are “extremely organized, adaptive, and enjoy a highly motivated and fast-paced environment.”

Today, Morgan has moved from the Private Sector to the Public Sector where her true passion lies. Morgan is an IT Project Manager at Bell Techlogix, an Indianapolis based company that provides digital transformation for both Public and Private sector MSP and Infrastructure Management solutions.

Morgan contracts full time for Marion County-City of Indianapolis at the Information Solutions Agency and supports all 46 agencies. “Providing IT Project Management to the City-County gives me an opportunity to truly make a difference within my community. The work my team supports in process management and application management where we are able to provide consultative services and lead in agencies success”

Kelley School Online Project Management Professional Certificate — Live Virtual

The Kelley School built its online Project Management Professional Certificate for people like Morgan: organized, motivated, process-oriented, team leaders.

Those who complete the course recognize the core principles of the modern project management approach. They understand how the projects integrate into the structure and strategy of an enterprise.

Graduates emerge competent in initiating, planning, executing, and closing a successful project. In addition, students are well versed in at least two Project Management Institute frameworks and Scrum, an industry-standard Agile framework.

Morgan isn’t done yet. Far from it. Wherever her career takes her, she’ll have the talent, skills, work ethic, and mindset to lead the teams and projects under her charge to success.

How to Negotiate a Better Salary

Posted on December 17, 2023 by Kelley School of Business Executive Education

Even the most skilled professional may experience difficulty negotiating a better salary. In some cases, employees don’t appreciate their full value to their employers or what peers earn in comparable jobs. But in most cases, it doesn’t go well because the focus is on doing their work, not negotiating wages.

Salary negotiation is an understandable challenge for professionals in every industry. However, the challenge often impacts women the most. Even in the modern business world, some consider women who ask for more money as “unlikeable,” according to the New York Times. Women also are more likely to underestimate their professional value.

These obstacles are not insurmountable. However, women – and all professionals – can benefit from honing their skills and learning to negotiate a better salary. Kelley short courses and professional certificates are both excellent ways to learn these negotiating skills.

Negotiation Fundamentals Certificate
Effective Negotiations Course

What’s Your Professional Value?

Research is the first step in successful salary negotiation. Without a specific number in mind, it’s impossible to negotiate a better salary. However, since few employers are transparent about wages, it falls to employees to determine that number on their own.

Online tools offer help. For example, Glassdoor offers a “know your worth” tool, and PayScale provides a tool of its own.

In most cases, an “old school” approach provides the best information: talking to someone in a similar position about what they make. Professional mentors and college business professors can also offer advice on a fair salary range for your job.

Tips to Negotiate a Better Salary

After acquiring a salary comparable, the next step is reinforcing the skills needed during the negotiation. By familiarizing themselves with negotiation techniques, employees stand a better chance of earning the salary they deserve.

Practice. Ask a trusted peer with negotiation experience to conduct a role-play simulation for negotiating. This is a valuable experience for fine-tuning a presentation and sharpening the argument to receive a raise.
Flip roles. When seeking a better salary, employees should always imagine themselves in the role of their employer. Flipping roles during a negotiation simulation can provide insight into how the employer views the strengths and weaknesses of the proposal.
Seek a high-end salary. A common and effective strategy for employees is to ask for more than they expect to receive, typically the high end of the salary range for the position. According to LinkedIn, if an employer negotiates down, an employee will “still end up with a salary offer you feel comfortable accepting.”
Show improvement. If a manager gives feedback and sets goals for an employee, they should bring documentation to the negotiation showing how they made improvements and attained those goals.
Stay flexible. If companies cannot match salary expectations, seek alternative forms of compensation. This can include stock options, a one-time bonus, extra vacation time, or a hybrid work schedule.

Throughout negotiations, it’s important to convey confidence, but not arrogance. Confidence means a person has an appropriate appreciation of their skills and qualities. An arrogant person has an exaggerated sense of their importance.

Kelley School of Business Short Course

Developing the assertiveness and confidence to negotiate is addressed in the short course: Effective Negotiations offered through the Kelley School of Business Executive Education program. Professionals learn negotiation techniques and how to apply them to their unique career situations.

This two-day in-residence course is taught by the same faculty that teaches in the top-ranked Kelley School of Business degree programs.