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BH_Cultivate_02Cornell Certificate Program

Emotions are what makes us human and they can never be fully erased from our interactions. However, as a leader, your emotions can't be your primary driver when making business decisions and managing your team. 

In this course, you will improve your emotional intelligence by better identifying and managing your emotions. Professor Filipowicz will share with you two empirically supported emotion-management tools that you can use on a daily basis, ensuring that your emotional responses are more accurate, adapted and effective.

Most women in a leadership role face a very common dilemma: If she's a strong, assertive leader, she's viewed as domineering and abrasive, encountering resistance as a result. If she isn't assertive enough, she's viewed as weak and a pushover, making it hard to get support within the organization. In this course, you will examine that very common double standard and identify strategies to deal with it.

All leaders, regardless of gender, face conflict and resistance and have to work with people who think, act, and communicate differently from themselves. In this course, Deborah Streeter, the Bruce F. Failing, Sr., Professor of Personal Enterprise at Cornell, will show you how to recognize when there's gender bias at play and when there isn't, and how to address any issues that arise.

A leader's listening ability has a tremendous impact on their effectiveness. In this course, you will assess your listening skills, set personal goals, and plan a development strategy. The application of listening principles to Servant Leadership and the development of emotional intelligence are emphasized.

Professor Judi Brownell's HURIER model of listening provides a comprehensive method of listening improvement. You will use the HURIER self-assessment instrument to assess your personal listening skills and then solicit feedback from your colleagues on the same dimensions. You will then reflect on the results and create a SMART — specific, measurable, attainable, relevant, time-bound — listening goal.

As you move forward in the course, you will take on the role of a Servant Leader and learn to facilitate what we call a listening environment. Finally, you will examine three emerging issues that impact listening in both the workplace and the larger social environment: diversity, ethics, and technology. After taking this course, you will be prepared to foster a strong listening environment within your organization and set clear goals for your continued skill development.

Being able to influence others is the most fundamental characteristic of an effective leader, but many people in positions of power don't know specifically how they are influencing others' behavior in positive directions. They let it happen by chance or use their formal authority—getting people to do things because “the boss said so.” But as leaders gets promoted within their organization, using formal authority becomes less effective as they not only need to influence subordinates, but also peers, external stakeholders, and superiors. 

In this course, Professor Filipowicz explores the three complementary levels of influence. First, you will explore heuristics, or rules of thumb, that people use in order to make decisions. Next, you will learn how to influence through reciprocity by uncovering what the person you want to influence wants and needs. Lastly, you will learn how to alter the social and physical environment in order to get the change in behavior you want. By the end of this course, you'll have the skills to consistently draw out the desired behaviors from your team and from those around you.