The Value of Membership

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—John Aubin, South Burlington School District, South Burlington, Vermont
Member since 1992

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Schedule

2019 Eagle Institute Education Program

July 16-19, 2019
West Point, New York

Schedule is subject to change.


Tuesday, July 16

5:00 p.m. – 8:00 p.m.
Welcome Reception and Dinner

7:00 p.m. – 8:00 p.m.
Duty, Honor, Country: Inspiring Leaders of Character – Welcome to West Point (1 CPE)
Dan Rice, President, Thayer Leaders Development Group

When he accepted the Sylvanus Thayer Award in May 1962, Five-Star General Douglas MacArthur remarked to the audience of West Point cadets, “Duty, Honor, Country—those three words reverently dictate what you want to be, what you can be, what you will be. They are your rallying point to build courage when courage seems to fail, to regain faith when there seems to be little cause for faith, to create hope when hope becomes forlorn.”

During their four years at the United States Military Academy, cadets learn to personify these words in every aspect of their education and training. Experience this motto from the perspective of a West Point graduate—how these values are taught at West Point, how military leadership is centered on these values, and the application of these values in all organizations.

Take a metaphorical journey through personal and historic accounts to discover leadership lessons. Engage in rich dialogue regarding West Point’s history, culture, and the foundation it offers its graduates. Key concepts from Duty, Honor, Country such as leading with integrity; creating/sustaining a leadership culture that trains leaders of character; leading by example; continuously developing leaders; and creating sense of honor will be highlighted.

Learning Objectives:

  • Discuss Duty, Honor, Country as an applicable motto for any leader and organization.
  • Detail West Point's history and approach to leader development.
  • Discuss the influence of West Point's leader development program on the development and success of influential West Point graduates.

Wednesday, July 17

7:30 a.m. – 8:30 a.m.
Breakfast at Hotel Included.

8:45 a.m. – 11:45 a.m.
Enhancing the Identity of a Leader (3.5 CPE)
Brigadier General Maureen K. LeBoeuf, Ed.D., U.S. Army, Retired

There is no one “right way” to go about the task of growing leaders. West Point’s approach to leader development is centered on the internalization of a leader identity rooted in character. The strategy of BE-KNOW-DO shapes leaders’ identities through factors such as character, physical presence, personal and business values, professional competence, and leader actions. Using tangible examples from military and corporate America, assess what type of leader development approach works best for you while serving the needs of your organization. Explore your leadership philosophy, how to develop it into a tool valuable for self and team, and how that philosophy impacts your legacy.

At the end of the day, leadership is not just about knowing and doing, but about being—defining who we are in the world and what we stand for. Leading is a choice. We chose to be a leader. We should therefore know our values and character that influence what we do.

Learning Objectives:

  • Describe the Army’s BE-KNOW-DO strategy for developing leaders of character.
  • Share valuable insights about the difference between leader competencies and identity.
  • Identify organizational strategies for leader development and identify potential synergies with the West Point and Army approaches.
  • Explore the value of a leadership philosophy.

12:00 p.m. – 1:30 p.m.
Attendee Lunch

1:45 p.m. – 5:45 p.m.
Staff Ride (4.5 CPE)
Colonel Maria del Pilar Ryan, Ph.D., U.S. Army, Retired

In the rapidly changing business environment of the 21st century, leaders are faced with challenges such as dispersed workforce, changing priorities, condensed timelines, and limited resources. Many leaders search for the best approach to mitigate these challenges and effectively lead their organizations.

The U.S. Army has conducted staff rides regularly since the early 1900s to train staff officers to appreciate the operational and strategic significance of particular pieces of terrain as well as the value of informed contingency planning. TLDG’s West Point Staff Ride and Leadership Experience uses expert storytelling and role playing to allow participants to evaluate and address strategic leadership challenges through the prism of the past.

Walk the area selected by General Washington’s staff to prevent the British from seizing the Hudson River. Using pre-assigned case studies, you will examine elements of leadership still relevant to contemporary challenges. Identifying and discussing the role of trust in high-performing teams, you will share personal examples of the elements of leadership from case studies and will see a combination of leadership techniques that allowed the smaller Continental Army, with fewer resources, to challenge British military might.

With an element of competition infused in this experience, the session concludes with a discussion of the specific takeaways from these case studies that you can apply with the teams you lead.

Learning Objectives:

  • Describe the value of cross-functional relationships within an organization.
  • Discuss West Point’s role in American history.
  • Detail direct applications between the leadership lessons and one’s own leadership style and organization.

6:30 p.m. – 9:30 p.m.
All-attendee Bowling Night/Pizza


Thursday, July 18

7:30 a.m. – 8:30 a.m.
Breakfast at Hotel Included.

8:45 a.m. – 11:45 a.m.
Enabling Effective Leadership (3.5 CPE)
Colonel Thomas Magness, P.E., U.S. Army, Retired

Planning, execution, and assessment are the critical components of a continuous cycle of operations that learning organizations must master in order to succeed in their current and future endeavors. Explore the key to effective operations: having a working communication system in place starting with how the leader shares expectations, or commander's intent. Using mission command as the framework, explore discipline initiative as a means to ensure a team meets the leader's objective. Examine how the Army problem-solves by reviewing the military decision-making model and how a model like this would benefit your organization.

Using case studies, review some of the proven communication tools and alternative planning methods that military leaders use to develop a successful mission planning and post-analysis. Engage in hands-on practical exercises, small-group discussion, and group dialogue to address the cycle of effective planning, flexible execution, and honest assessment.

Learning Objectives:

  • Explain how to build cohesive teams through mutual trust promoting autonomy and initiative within defined parameters.
  • Describe the leader's and team's roles in problem solving.
  • Review the key communication components from leader and team perspectives that ensure successful planning, execution, and assessment.
  • Explain risk assessment as a tool to improve planning and execution.
  • Relate the Army's after-action review (AAR) process to their organization's post-project analysis.

12:00 p.m. – 1:00 p.m.
Attendee Lunch

1:15 p.m. – 3:15 p.m.
Commander’s Call (2 CPE)
Brigadier General Maureen K. LeBoeuf, Ed.D., U.S. Army, Retired

The Commander's Call is a culminating session used to review key learning points across the program and set the conditions for success post-program. This session marks the transition between your unique learning experience and the application phase. You will be encouraged to reflect on what most resonated you from each session and how you plan to apply these upon returning to work. What are the challenges you foresee to applying lessons learned? How will you hold yourself accountable? With the help of a senior TLDG faculty member, you will develop action plans to drive the way forward to ensure that your time at West Point has long-lasting effects on your leadership journey and career.

Learning Objectives:

  • Identify key learning points across the program and set the conditions for success post program.
  • Discuss any concepts that need further clarification and any learning gaps in order to ensure concepts can be applied.
  • Describe how you will apply key learnings and ways to hold yourself accountable upon returning to work.
  • Outline action plans to drive the way forward for individuals and teams.

AXA Dinner – for registered attendees and paid guests
Time/Location TBD


Friday, July 19

7:30 a.m. – 8:30 a.m.
Breakfast at Hotel Included.

8:30 a.m. – 10:00 a.m.
What Can Business Leaders Learn from the Military? (1.5 CPE)
Jeffrey D. McCausland, Founder and CEO, Diamond6 Leadership and Strategy, LLC

There can be little doubt that military officers have learned the art of managing high-risk, high-stakes situations in combat in Iraq and Afghanistan. In many ways, the required skills can seem almost contradictory. A clear mission is provided from a higher headquarters but mission execution requires rapid adaptability. Furthermore, modern military officers must also manage complex but technically very precise systems. All of this must be done while following an admonition provided by General Colin Powell: “never let them see you sweat.” There can be little doubt that these same skills are required for leaders in today’s business world if they are to be successful in a climate of enormous competition and uncertainty.

Learning Objectives:

  • Examine key leadership principles that are typically associated with sound military leadership.
  • Consider how these principles can be applied in a corporate environment.
  • Review key leadership concepts such as management vs. leadership, authority vs. responsibility, and leading during a crisis.

10:15 a.m. – 11:30 a.m.
Leading and Managing Change! (1.5 CPE)
Joe Doty, PhD., Faculty Member, Diamond6 Leadership and Strategy, LLC
Conference concludes at 11:30 a.m. ET.

For organizations to successfully adapt in a rapidly changing environment, they must be effectively led and managed throughout the process. Leadership and management are related but distinct functions that must be leveraged together in order for organizations to successfully negotiate the turbulence and uncertainty of today’s whitewater organizational environments. Explore the dynamics of turbulent change; a systems approach to problem solving and decision making; differences between change leadership and change management; Lewin’s and Kotter’s change models; and the psychology of change.

Learning Objectives:

  • Describe the difference between leadership and management and when to apply each appropriately.
  • Provide examples of a system for effective problem solving and confident decision making.
  • Discuss current organizations’ past changes and how they can be learned from to lead and manage future change.

* Boxed lunches provided.


* The Tuesday night welcome reception and dinner, Wednesday night bowling and Thursday night dinner are the only events open to participants’ paying guests.

** MacArthur’s Restaurant, located off the lobby, opens for breakfast at 7:00 a.m. Please allow sufficient time to order breakfast and be ready to begin the morning activities on time.

CPE Credits

Earn up to 17.5 CPE credits in the Personal Development field of study.

SFO Recertification Contact Hours

Earn up to 17.5 SFO contact hours for ASBO International’s Certified Administrator of School Finance and Operations (SFO).

CAE Recertification Credential Hours

Earn up to 17.5 CAE contact hours for the Certificated Association Executive (CAE).

To receive CPE credits, SFO contact hours, and CAE credits, you will need to complete the online evaluation. Online evaluations are available at the end of each day of the conference. At the end of the Eagle Institute, attendees may print their online certificate after completing the evaluation. All sessions are a basic program level and require no program prerequisites or advance preparation.

Visit the Earning CPE Credit, SFO Contact Hours & CAE Credits page on ASBO’s website for more details.