Agenda. Day 1: Thursday, June 7, 2018

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2 Agenda Day 1: Thursday, June 7, :00 9:15 am Opening Comments Harris R Ginsberg, Program Director, The Conference Board 9:15 10:15 am A1: Keynote Address: Misidentified Leaders/Missed Opportunities Scott Gregory, CEO, Hogan Assessments Systems 10:15 10:30 am: Break 10:30 11:15 am B1: Social Capital: Using ONA to Unleash Potential throughout an Organization This session will combine some recent research with multiple case studies to demonstrate how understanding networks can unleash hidden leadership potential. Traditional leadership models focus heavily on human capital centric approaches such as building out comprehensive talent management systems, validating competency models, and designing effective development programs. Recent research suggests that we need to more strongly consider social capital strategies in driving both performance and innovation within complex organizations. This presentation will showcase how the use of network analysis can enable organization to better understand how social capital helps to initiate, develop and amplify ideas. The session will then focus on how to facilitate the interplay between three very specific network roles brokers, connectors, energizers and connectors in order to enable agility. Two primary aspects of social capital group cohesion and brokerage are particularly relevant to organizational practices. This session will also discuss the critical connections necessary to drive organizational agility by fully leveraging the competitive advantages of group cohesion to drive development, while also enabling the organization to more effectively innovate and adapt to the challenges of tomorrow through brokerage Michael Arena, Global Talent and Development, General Motors B2: Full Representation; Full Inclusion; Full Force Ahead Learn how Intel will meet their diversity goals in 2018, two years ahead of schedule. Intel's drive towards a diverse workforce and full inclusion fosters a high-performance environment where every employee s experience and voice is valued. At all levels of the organization, Diversity and inclusion matter as key to fostering innovation. Dawn Jones, Director of Policy and External Relationships, Global Diversity & Inclusion Group, Intel Corporation 11:15 am 12:00 pm C1: Aligning Leadership Needs to Business Strategy Adobe Systems successful business transformation to a cloud-based business with a subscription model required significant shifts in infrastructure, mindsets and practices. Listening deeply to leaders, managers and employees, Adobe s Employee Experience team abolished the annual performance review process for a light-weight performance management approach that provided more flexibility in a fastpaced environment. Adobe s approach, called Check-in, removed complexity and bureaucracy that didn t serve the business but focused on the critical few activities that supported business growth. This wasn t just a process change, but a different level of engagement from leaders, managers and employees with a greater sense of ownership and responsibility. Angela Szymusiak, Senior Talent Development Partner, Adobe C2: American Express: Our Journey to Becoming a Leadership Academy Company. With an overriding American Express Leadership Philosophy, AMEX has embarked on a Leadership Journey that establishes a trajectory for the future. You will take a look back at why we started on this journey, where we are today and where we are headed in the future. Jyoti Rai will provide examples of leadership program examples, proof points and outcomes where possible as well as sharing Leader and employee testimonials around the impact of the Leadership Academy and how grows great leaders and prepares our employees to take on bigger leadership roles in the future. Jyoti Rai, Senior Vice President of Global Talent, AMEX 12:00-1:00 pm: Lunch 1:00 1:45 pm D1: Multi-stakeholder Leadership Development 3M is committed to developing its top talent to unleash their full potential, adding value to the company, our customers, and the world we live in. 3M is making this happen in several innovative ways including through the placement of highpotentials in global pro bono community projects from Mumbai to Shanghai to Washington D.C. Through these experiences, participants unlock their inherent potential, create a powerful reaction, and develop into agents of change that leave a lasting effect on the communities that we serve. The success of the projects has led to the introduction of additional global pro bono opportunities providing continuous learning for leaders at 3M. Matthew Luke, Leadership Coach, Catalyst Community Projects, People Leader Development & Instructional Design Manager, 3M For sponsorship opportunities, please contact michael.felden@conferenceboard.org

3 D2: Building a Succession Management Process from the Inside Out This interactive session will focus on Yale New Haven Health System and its Leadership Continuity/Succession Management journey over the past ten years. The CEO has fully owned and embraced this process by using it as a strategic intervention. The next step in the journey is to drive development planning to make it actionable at every level of the organization. Transparency is powerful and we have discovered a tool that has opened the door to include the whole person in the leadership development conversation. Learn more about our journey through succession, culture and creating an environment of authenticity. Blending the what and the how of leadership development and creating a culture of excellence, while making succession management a tangible and competitive differentiator in the marketplace. Jay Morris, Ph.D., Vice President, Education & Executive Director, Institute for Excellence, Yale New Haven Health 1:45 2:30 pm E1: Succession and Leadership: Creating a Viable Pool of Ready Successors The personal stories of presidential triumph and tragedy can inspire but as we continue to see rapid turnover in our most executive offices, how do we use these lessons to build future executives? Join Dr. Crystal Miller, system-wide director of leadership development for the California State University, as she explores the compelling presidential narratives and research design used to build the next generation of executives in an increasingly turbulent and socially provocative time. With over 23 campuses, 55,000 employees, and 479,000 students the California State University is the nation's largest public education system and provides a unique perspective on scaling executive leadership while providing maximum autonomy. Crystal Miller, Director, Leadership Development, California State University E2: In Search of Leadership Excellence in Silicon Valley Palo Alto Networks, a cyber-security company, is one of the fastest-growing companies in Silicon Valley, with an average CAGR of 103% over the last 10 years. Developing outstanding leaders and many more of them! is a business imperative at the size and growth velocity of the company today, with over 5,000 employees in 50 countries. Starting from scratch, the Talent Development team had to gain senior leadership buy-in to fund every single one of their initiatives. Learn about the partnerships they formed and the simple techniques they pioneered, from a personal Leadership Impact score to a series of snackable learning bites that allowed them to quickly scale and reach 1,000 people leaders around the world. Rich Taylor, Senior Director, Global Talent Development, Inclusion & Diversity, Palo Alto Networks 2:30 2:45 pm: Break 2:45 3:30 pm F1: Capability vs. Capacity: Create Learning Communities to Engage A Sustainable Leadership Leadership development is a big investment. Do we always see the results? Providing learning that truly shifts behaviors and supports leaders long-term is paramount. Layering intentional community building practices in learning design is a simple and intentional and will result in creating learning communities and lasting growth. The session will share a case study via research and programming from a global media company and will focus on learning design tips to create learning communities. Other community building practices will be shared to consider introducing in your organization to engage leaders in a growth mindset beyond formal learning programs. As more and more organizations are faced with the challenge of sustainable learning for long term leader growth, creating a layered leader program with carefully crafted community building needs to be intentional. The case study will show how this increases leadership engagement, especially in diverse global and growing organizations, supporting long term growth, a shared language of leadership, collaboration and accelerated team performance. Marian Spurrier, Director Talent & Development, GYK Antler F2: Transformation Organization, Transformative Leaders Suffolk s vision is to transform the construction experience by building smart. The organization empowers its people to think differently, work collaboratively and execute flawlessly on the most complex and sophisticated building construction projects in the country. The firm s build smart approach to planning and constructing projects is revolutionizing the construction industry and redefining what it means to be a builder. Learn how Suffolk s People & Culture team created an award winning three-day immersive learning and acculturation experience for new employees. This high-touch program called We Are Suffolk helps new team members learn more about Suffolk s core values, strong culture, history and strategy while providing participants direct access to key organizational leaders. Steve Pratt, Senior Director, Learning and Development, Suffolk 3:30 4:15 pm G1: Lessons Learned: Building Enterprise-Wide Leadership Development Programs The case for expanding enterprise-wide leadership development programs can be an uphill battle. How can we get buy-in from our senior leaders? What existing resources can we leverage? How much will it cost? Who are strategic internal partners? What will we gain and how will we measure success? We ll share our journey on how we tackled these questions by starting off with a pilot program and growing it to a suite of leadership development offerings that aim to grow our internal leadership pipeline. Jamie Elwell, Leadership Development Consultant, Progressive Insurance

4 G2: Finding the Success in Succession Planning Nearly every organization says succession planning is critical, so why are so few getting it right? We set out to research this puzzling gap between intention and execution in a discipline we know is critical to strong company performance. Through surveys and interviews with senior line executives and HR leaders, we found consistent issues that are keeping them from effectively identifying and developing their future leaders. Join us as we share our findings and explore leading practices to close the gap in order to move succession planning from a weakness to a strength. Jeff Rosenthal, Managing Director, Deloitte Consulting LLP 4:15 5:15 pm H1: Global Leadership Forecast: Strategy is Nothing Without Engaged Leaders to Execute The Global Leadership Forecast (GLF) is the largest research study of its kind, examining the state and business impact of leadership development practices and leader experiences within and across organizations in major industries and economies around the globe. More than 25,000 global leaders and 2,000 organizations contributed to this new research study. The forecast focuses on current and emerging topics such as leadership strategy, raising leader engagement, making the most of high-potential leaders, millennial leaders, building a coaching culture, retention and role of purpose in business. Rebecca Ray, Executive Vice President, Knowledge Organization Human Capital Lead, The Conference Board H2: Using Corporate International Service Learning (CISL) to Create Purpose-driven Leaders More and more companies are searching for leadership experiences that broaden perspective at the same time as building capability. Corporate International Service Learning (CISL) programs provide immersive, challenging and visceral experiences that also help to shape a better world. In this session, learn how companies are strategically using CISL approaches in innovative ways to drive forward their leadership objectives. Mitchell Stallard, Director of Talent Development at Salesforce will share how their company has recently used the approach to develop a deeper sense of purpose within their senior executive population while Matthew Farmer, Founder and MD of Emerging World explains how different companies are using CISL to drive change, build global awareness, leverage diversity and develop more responsible leadership. The session will also feature latest research on the business impact of Corporate International Service Learning and a story of personal impact shared by a previous participant. Mitchell Stallard, Director of Talent Development, Salesforce Matthew Farmer, Founder & Managing Director, Emerging World 5:30-7:00 pm: Networking Reception Sponsored by: Day 2: Friday, June 8, :00 9:15 am: Opening remarks 9:15 10:00 am I1: Keynote Address Reimaging Leadership Development at the World s Largest (and Yes, Complex) Philanthropy In early 2016, the Bill & Melinda Gates foundation CEO, Sue Desmond-Hellmann made a decision: creating a culture built for impact would be her top leadership commitment. The foundation s financial, technical and reputational capital remained unprecedented, but it was clear that the whole consisting of 29 disparate strategies - didn t equal the sum of its parts. Hear the unfolding story on how developing leaders with new and adaptive leadership capabilities (to complement their already strong technical capabilities), became a key leverage point for navigating organizational complexity, boosting innovation and creating a culture for maximum impact in the world. Unique aspects of the approach include: focus on vertical, boundary-spanning development over competencybased development; maximizing heat experiences and colliding perspectives via cohort and work-based learning; and opening leadership development to all employees, regardless of level, as well as alumni and external partners. Chris Ernst, Global Head, People & Organization Potential, The Bill and Melinda Gates Foundation 10:00 10:15 am: Break 10:15 11:00 am J1: Meeting Complex Leader Needs with Simple and Powerful Learning Solutions At Facebook, we leverage advanced technologies like virtual reality for some learning, yet one of our most powerful leader programs has no slides, basically no content, and a single day to create transformative impact for our senior women leaders. In this session, we will share how we arrived at the conclusion that to meet increasingly varied and complex needs, we increasingly need elegantly simple solutions. We ll walk through the design principles and philosophies that now guide us and share the assumptions and attachments we had to challenge to get there. Kate Berardo, Head of Leadership Development, Facebook For sponsorship opportunities, please contact michael.felden@conferenceboard.org

5 11:00 am 12:00 pm K1: Panel: Meeting the Challenge of a New Generation of Workers The beliefs and traditions that made companies such so successful for the last 100 years are not what fuels and inspires the millennials how now occupy many of the start-ups emerging from Silicon Valley. There has certainly been a considerable amount of research and popular press on millennials. Some bemoan their resistance to process, their need for constant positive feedback or actively promoting work/life balance. But what is also true is their desire to create systems, processes and beliefs that are personally meaningful, drive performance and produce results. This upcoming generations will reinvent how we think about, create and deliver learning. Moderator: Paige Graham, Organizational Leadership Practitioner, Center for Creative Leadership Panelists: Erica DesRosiers, Head, Accelerated Leadership, J&J Jeremy Stover, Leadership Development and Coaching, LinkedIn Jennifer York, Manager, Leadership Development, Ball Corporation 12:00 12:15 pm: Close Harris R. Ginsberg, Ph.D., Program Director

6 REGISTRATION INFORMATION Online Phone :30 am 5:30 pm ET, Monday Friday San Francisco, CA Pricing: Members $2,295 Non Members $2,895 Fees do not include hotel accommodations. Location Hyatt Regency San Francisco 5 Embarcadero Center San Francisco, CA Tel: (415) Hotel Cut Off Date: May 17, 2018 Cancellation Policy Full refund until three weeks before the meeting. $500 administration fee up to two weeks before the meeting. No refund after two weeks before the meeting. Confirmed registrants who fail to attend and do not cancel prior to the meeting will be charged the entire registration fee. Team Discounts per Person For a team of three or more registering from the same company at the same time, take $300 off each person s registration. One discount per registration. Multiple discounts may not be combined The Conference For sponsorship Board, Inc. All rights opportunities, reserved. please contact michael.felden@conferenceboard.org Program subject to change. May 2018