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The University of Houston's Department of Continuing Education and Extension and the Institute for Change Leadership have partnered to offer the Certificate in Change Leadership, a five day program designed to teach managers how to lead their organization through change.

To advance in their organizations during these extreme times, highly effective managers must be knowledgeable and credentialed in leading change. The Change Leadership Certificate focuses on helping managers translate their current skills, experiences and behaviors into big change situations...plus supplementing traditional business school education with critical "must do" and practical "how to" elements for successfully leading change.

If you cannot lead change...you cannot be a success in today's extreme business environment.

All Managers must have a competency in Change Leadership…and they must have it now:

The Change Leadership Certificate Program is designed for executives, line managers, professionals who are responsible for major change initiatives, and anyone who plays a key role on a change team.

A Certificate in Change Leadership from the University of Houston signifies to current and future employers that you are knowledgeable about the requirements for successfully implementing organizational change. Attendees who have successfully completed the four core change leadership courses will receive an exclusive University of Houston Change Leadership Certificate.

In addition, HR and training managers will find the Change Leadership classes are a highly value-added complement to your company's existing executive development programs. Imagine the impact on your company's next major implementation if everyone on the team had a Certificate in Change Leadership hanging on their wall!

Highly Qualified, "Been There, Done That" Instructors

G. Michael (Mike) Campbell, MA, PMP, is Director of the Institute for Change Leadership, Managing Director of Holland & Davis, LLC, a veteran trainer, and author of Bulletproof Presentations and The Complete Idiot's Guide to Project Management.

Dutch Holland, Ph.D., is Chairman of the Institute for Change Leadership and Holland & David, LLC, author of Red Zone Management, Change Is The Rule, and Engineering Organizational Change, and veteran emeritus of the organizational change wars.

George Dempsey, PH.D., has more than 25 years experience as a successful entrepreneur, clinical and corporate psychologist, and is an expert on relationship dynamics, relationship asset development, teambuilding, and creating cultural excellence.

Cynthia Sepety, MBA, has 20 years experience, including full P&L responsibility, in operations management, with special expertise in analyzing and resolving difficult business situations, improving operations, and building and motivating high-performance teams.

Gay Sickles, BA, is a dynamic business development specialist with professional qualifications in organizational development, business needs analysis, intervention design, change management, multi-level training development and delivery, systems evaluation and process improvement, and project management.

The Change Leadership series is about the BOTTOM LINE! – serving customers, generating revenues and saving on costs to enhance profit and return on investment. Managers who want to succeed in business will either master revenue growth and cost savings – and how to implement the changes required to achieve these results – or they will not prosper (or even survive) in the real world of business.

This class covers the three most important ideas and approaches for internal growth in companies available to managers in today’s hyper-competitive world:

1. Direction for growth comes best from the Voice of the Customer. Continental Airlines, Pulte Homes and USAA Insurance are great examples of Texas-based companies that have received a J.D. Power and Associates #1 customer satisfaction rating in their industry. Leaders who want to grow their businesses know the first place to look to increase the top line: the customer. While everyone buys that idea, the actions needed to hear and interpret the voice of the customer are just now being defined … and the best practices to design for the customer are coming hot off the presses.

2. Growth is best achievable when growth processes are defined, optimized and managed for optimum performance. Recognition of growth processes and the application of “process optimization” techniques are a company’s best chance to internally grow the business.

3. People really count for growth – the right people in right places at right times. “Growing a business” is a definable set of competencies that first must be found in employees … and then be developed so that the right people get the right information to act on.

Ø You will learn the key growth competencies and how to find them in and for your company … and see a proven tool for finding and developing the right people the right way.

This class tackles managing costs as a required management competency. The theme of the course is to look at costs as “investments in products and services” and managing costs as “designing optimum processes and resources” for those products and services – a very useful change in perspective. Three key concepts for “resource engineering” (or reengineering) are covered:

1. “If you can’t measure it, you can’t manage it,” goes an age-old saying in management. Companies must be able to measure and manage beyond a general level.

Ø You will learn the value of Activity Based Costing in optimizing costs and how to use it, plus see a tool that gives you actionable information and not just data.

2. Once costs can be measured, cost savings can only be driven by the management and continuous improvement of work processes and the resources needed to supply those processes, including both raw materials and labor.

3. The use of Information Technology is key to cost optimization. And yet many companies fail to make maximum use of IT as a “real production asset.”

Great ideas about growing revenues and saving costs are frequently “left on the cutting room floor” – all talk and no action. This course will show you five secrets to turn “great ideas” on revenue and cost into tangible, well-planned projects that really can make a difference in your performance … and your company’s performance.

1. Great ideas put into action mean “changes” in the way a company does its business. A company must be able to continue running its business while changing its business.

Ø You will learn how to allocate resources (people, time, focus, money) for both running and changing the business.

2. Changes in a business must be converted into discrete initiatives that can be managed like business projects. Business Project Management is an “already available capability” that you can master to move initiatives along on target, on time and on budget.

Ø You will learn the key ideas and actions behind Business Project Management and the tools that enable successful change.

3. Changes in the way a company does its business depend on both clear communications about change as well as change engineering. Great communication is more than “bullet points on a page,” and change engineering takes complicated changes and turns them into finite, manageable activities.

Change is difficult to do by anyone’s definition, but all managers must do it and do it well. Success in business careers these days will be determined by a manager’s flexibility and competence in leading change. Three key elements are covered in this course:

1. People can and will change if they know the direction of change in enough detail to “get the picture.” Change leadership of a business initiative starts with the development of a clear business case for change and/or blueprint of life (vision) after the revenue/cost improvement is successfully in place.

2. Change only appears in real life if work processes and tools are altered to fit the picture. Making those alterations can be planned and executed by managers if they know how to gather the best ideas of their people and put them into play as process changes.

3. Real change only appears if the people in the organization understand their new roles and agree to play them … for their compensation. Managers must be able to contract one-on-one with each employee to ensure that changes get made, whether for revenue growth or cost savings.

INSTITUTE FOR CHANGE LEADERSHIP

COURSE SCHEDULE

Course	Fall 2004 Schedule	Spring 2005 Schedule	Fee
Leading Revenue Growth	Wed., Oct. 6 04FSUP0401C	Wed., Mar. 30 05SSUP0401C	$595
Leading Cost Savings	Wed., Oct. 20 04FSUP0402C	Wed., Apr. 13 05SSUP0402C	$595
Five Secrets of Implementing Revenue/Cost Savings	Wed., Nov. 3 04FSUP0403C	Wed., Apr. 27 05SSUP0403C	$595
Engineering Change for Results...and Rewards	Wed., Nov. 17 04FSUP0404C	Wed., May 11 05SSUP0404C	$595
Sign me up for all four classes at the Special Pricing	Fall '04 04FSUP0400C	Spring '05 05SSUP0400C	$2150

TO REGISTER, CALL 713.743.1060

Pay for all four courses in the certificate program and the complete price is $2,150 for all four days, (a 10% savings off the individual price.)

		For more information on the Institute for Change Leadership, please contact
		Mike Campbell, 713-877-8130.
		Dutch Holland, 713-877-8130.