Available Customized Learning Approach
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
Based on Linkage’s ongoing research into the differentiators of
exceptional leadership, we have crafted a program design that blends
the best learning methods found in university executive education
programs, leadership academies, and large-scale global conferences.
The result is a dynamic learning environment that maximizes
engagement and continuous learning for participants; and deepens
bench-strength while enhancing retention.
 Quality
Benefits for GILD Participants:
• Measurable growth in areas proven to differentiate superior from
average leaders
• Improved capacity to adapt to change and act on new business
opportunities and challenges
• An actionable and fully personalized development plan to drive longterm commitment to growth
• Year-long exposure to new insights and perspectives through a
global cast of faculty and participants
• A network of global leaders who serve as a vibrant community of
educational resources, business ideas, advice, and contacts
GILD Learning Objectives
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
 Quality
High Impact Leadership Model™
Leadership Responsibility Sessions
Evaluation Criteria
 Learning Objectives
 Program Design
The Leadership Responsibilities represent the pinnacle of the High Impact
Leadership Model™. They are the tangible outputs of a leader that determine the
overall success of an organization. Through these GILD sessions, some of the
world’s most respected leaders will share strategies and new approaches to help
you excel in these critical leadership responsibilities.
 Faculty
 The Year of Learning
The 5 primary responsibilities of leadership are:
 Participant Mix
 Quality
1. Creating the Vision - The responsibility of anticipating future demands and seizing
on future opportunities while providing meaning, context, and motivation throughout
the organization
2. Creating the Organization - The responsibility of building and developing the
structure for high performance
3. Building a High Performance Culture - The responsibility of creating an
environment in which employees develop and achieve
4. Driving Growth Through Innovation - The responsibility of building a culture that
systematically anticipates future demands and seizes future opportunities
5. Producing Results - The responsibility of setting goals, monitoring progress, and
driving flawless execution to achieve results in a competitive world
Leadership Competency Sessions
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
The Leadership Competencies represent the foundation of the High Impact
Leadership Model™. They are ingrained mental, physical, social, and emotional
behaviors that have been formed and adjusted over the span of a lifetime. During
your GILD experience, you will be exposed to learning sessions led by worldrenowned teachers and leaders that provide fuel and guidance for accelerated
transformation of these competencies.
The 5 core competencies of leadership are:
 Participant Mix
 Quality
1. Focused Drive - The capability of focusing on a goal and harnessing your energy in
order to meet that goal– a balance between focus and drive
2. Emotional Intelligence - The capability of understanding and mastering your
emotions (and those of others) in a way that instills confidence – a balance between
perception and emotional maturity
3. Trusted Influence - The capability of evoking trust from others and placing trust in
others to enable them to succeed – a balance between commitment and
empowerment
4. Conceptual Thinking - The capability of conceiving and selecting innovative
strategies and ideas for your organization – a balance between innovation and big
picture thinking
5. Systems Thinking - The capability of connecting processes, events, and structures
– a balance between process orientation and mental discipline
The Multi-pronged Learning Approach
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
 Quality
360 Leadership Assessment Instrument
Evaluation Criteria
Behavior change begins with an awareness of your strengths and areas
for improvement
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
 Quality
Several months before GILD begins, you will complete Linkage’s 360º
Leadership Assessment Instrument™ (LAI), a multi-dimensional assessment
that measures the differentiators in the High Impact Leadership Model™.
This provides the heightened self-awareness that is necessary for individual
behavior change to begin.
Some organizations prefer to use a different assessment instrument, such as
one that the leaders have used in the past or one that is customized for their
organization. The GILD team will work with your organization to map your
competencies to the High Impact Leadership Model™ so that your leaders’
GILD experiences tie directly to their own assessment feedback.
One-on-One Executive Coaching
Evaluation Criteria
Achieve transformation by addressing your leadership strengths and
developmental opportunities with an action plan for behavior change
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
 Quality
Directed by individual results from the 360º leadership assessment, you will
personally select and work one-on-one with an executive coach from
GILD’s faculty of experienced professional coaches.
The coaching process includes two, one-hour private coaching sessions
during the five-day program followed by a third tele-coaching appointment
4–6 weeks afterwards. Through these sessions, your coach will become a
valuable resource in interpreting assessment results, crafting your
“The time spent with my
executive coach was
Individual Development Plan, and monitoring progress on your goals for
priceless and provided me the year.
with a clear picture in
developing action steps
that will enhance my
leadership presence” –
Steve Wurn, President,
Boys & Girls Clubs of
Arlington, TX
Learning Teams
Evaluation Criteria
Learning is retained through collaborative critique and application to
real-life situations
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
 Quality
Learning teams are facilitator-led, peer teams of 15–18 leaders that gather
each day to reflect on and share what they have learned and apply it to their
pressing leadership challenges and opportunities. Participants are assigned
to teams based on similar characteristics such as leadership experience,
scope of responsibility, and preferred learning style.
Some organizations prefer to keep their leaders together throughout GILD so
that they can immediately apply what they are learning to organizationspecific opportunities and challenges. Based on the size of your team, this
option may be available.
“Our return on investing time and resources at GILD directly links to our
business profitability and how long term business strength. We have clear,
honest interpersonal communications and we harness the power of individual
accountability to passionately perform. GILD has provided us with a powerful
platform for operational excellence and visionary strategic planning.” – Myron
Stadnyk, President ARC Resources Limited
A Typical Day at GILD
Evaluation Criteria
 Learning Objectives
 Program Design
7:30AM – 8:00AM
Breakfast
8:00AM – 9:30AM
Leadership Responsibility Session
9:30AM – 10:30AM
Reflection Time and Executive Coaching
10:30AM – 12:30PM
Leadership Skill Development Sessions
12:30PM – 1:30PM
Lunch
1:30PM – 3:00PM
Leadership Responsibility Session
3:00PM – 3:15PM
Break
3:15PM – 5:15PM
Learning Team Meetings
5:15PM – 6:30PM
Leadership Competency Session
6:30PM – 7:30PM
Reflection Time and Executive Coaching
7:30PM
Special Event
 Faculty
 The Year of Learning
 Participant Mix
 Quality
The Instructional Focus
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
 Quality
Theories and insights are valuable, but the key to true leadership
success lies in execution: GILD participants spend 70% of their
time focused on the business application of their learning.
Faculty for Leadership
Responsibility Development
Evaluation Criteria
 Learning Objectives
A.G. Lafley
Jeremy Gutsche
 Program Design
Former Chairman of the
Board, President, and CEO of
Procter & Gamble and
recipient of The Warren
Bennis Award for Excellence
in Leadership
Innovation expert, the award
winning author of Exploiting
Chaos, and host of Trend
Hunter TV
 Faculty
 The Year of Learning
 Participant Mix
 Quality
Anthony von Mandl
“The holistic approach
to leadership
development far
surpasses any other
options I have
experienced in 20
years of organizational
development.” –
Rebecca LynchWilmot, Director of
Employee Learning
and Development,
InFocus
Founder and CEO of Mark
Anthony Group of Companies,
Proprietor of Mission Hill
Family Estate Winery, and
recipient of The Warren Bennis
Award for Excellence in
Leadership
Mike Abrashoff
Former Navy Commander and
author of It’s Your Ship
Colleen Barrett
President Emeritus of
Southwest Airlines, co-author
of Lead with LUV: A Different
Way to Create Real Success
Ken Blanchard
Leadership expert and author
of The One Minute Manager,
Raving Fans, and Gung Ho
Faculty for Leadership
Competency Development
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
Nando Parrabo
Bill Strickland
Author of Miracle in the
Andes, whose story of
courage and survival was
depicted in the 1993 movie
alive
CEO if Manchester Bidwell
Corporation and a champion
for empowerment of
disadvantaged urban youth
 Participant Mix
 Quality
David Rock
Co-founded the
NeuroLeadership Instittute
and is author of the books
Personal Best, Quiet
Leadership, and the textbook
Coaching with the Brain in
Mind
Roger Nierenberg
Creator of The Music
Paradigm, and author of
Maestro: A Surprising Story
about Leading by Lsitening
Bill George
Professor at Harvard
Business School, former
CEO of Medtronic and
author of four best-selling
books on leadership
Faculty for Leadership
Skill Development
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
 Quality
Gary Hamel
Bob E. Knowling Jr.
Ranked by Wall Street
Journal as “ the world’s
leading expert on business
strategy, “ and is best-selling
author of Leading the
Revolution Competing for the
Future, and The Future of
Management
Has more than 30 years of
experience leading
companies through periods
of high growth and
organizational turnaround
Patrick Lencioni
President of The Table Group
and best-selling author of The
Five Dysfunctions of a Team
and Getting Naked
Marshall Goldsmith
Renowned executive coach
and ranked among the top ten
executive educators by The
Wall Street Journal
“GILD challenges your current
ideas about leadership and
provides cutting edge and
practical approaches to enable
you to more effectively lead your
group or organization in a
complex and rapidly changing
environment.” – William Dole, VP
Cardiovascular Research, Berlex
Laboratories
Faculty for Leadership
Communication Academy
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
 Quality
Fons Trompenaars
Susan Scott
A world authority on managing
cultural diversity for profitability.
As managing director of
Trompenaars Hampden-Turner
Intercultural Management
Consulting and an acclaimed
author and advisor, he works
with major global corporations
regarding opportunities
presented by cultural differences
Best-selling author and
leadership development
architect who has enabled top
executives worldwide to engage
in vibrant dialogue. A
recognized thought leader in the
global business community,
Susan and her company are
committed to large-scale and
individual transformation
Nick Washienko
Professor at Boston University
where he has taught for the past
25 years. He has worked with
executives and politicians
preparing them for major business
and critical speaking
engagements. Nick has taught
thousands of senior executives
how to present and communicate
effectively to 21st century listeners
The Year of Learning
“Linkage’s Global Institute is the Ivy League of leadership development.”
– Susan Acquisto, President, Professional Health Services
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
This mission of the Global Institute for Leadership Development is to
develop better leaders so that they can reach higher levels of success and
produce better results for their organizations. GILD accomplishes this mission
by developing essential competencies and skills, introducing new approaches
and global best practices, and inspiring personal commitment to development
that lasts a lifetime.
 Quality
The goal of The Year of Learning is to provide a, easy, and effective way for
leaders and leadership teams to continue their own development beyond GILD
so that the learning is not episodic. Accompanying the five-day immersion
program, this sustainable learning curriculum delivers a variety of leadership
resources that make the leader the center of a community of learning and allow
growth to continue unabated over the long-term.
For individuals, these resources include:
1. Online Networking and Virtual Learning Teams
2. The Monthly Leader publication
3. Linkage’s Thought Leader Series* and The LinkageNetwork*
*Additional fees apply at discounted GILD Alumni rate
The Year of Learning
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
 Quality
Online Networking
A vibrant, engaging community for knowledge and resource sharing
Delivered via the GILD Leadership Portal, this powerful resource is the central
location for accessing participant-generated content, frequently updated Linkage
and GILD faculty resources, and networking opportunities among leaders
worldwide. The site is regularly maintained to encourage networking through
common interest groups, book review sharing, team meetings or group
coaching, discussion posts, and informal or personal connections.
Virtual Learning Teams
Facilitated group learning with peers from around the world
During the five-day immersion program participants form strong bonds with your
learning team. These bonds and the learning momentum will be maintained
throughout the year via virtual learning team sessions. This process includes
ongoing informal contact among team members and the facilitator as well as a
total of four virtual team meetings taking place at quarterly intervals, granting a
rare opportunity to focus entirely on individual development and teamwork in a
collaborative environment.
The Year of Learning
Linkage’s Thought Leader Series*
Exclusive online community
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
 Quality
GILD participants have the option of enrolling in the LinkageNetwork and the
Thought Leader Series. The LinkageNetwork is a learning community designed
to sustain and fast track rising leaders’ personal and professional development.
Members connect with peers, receive best-in- class coaching, and develop
professionally through a global online community and local in-person events.
The LinkageNetwork*
Access to virtual broadcasts
The Thought Leader Series consists of eight distance learning broadcasts
featuring renowned gurus and subject-matter experts from around the world.
Previous speakers have included: Peter Drucker, Michael Porter, Benazir Bhutto,
Jack Welch, Howard Schultz, and many more.
The Monthly Leader
A year-long post-program support curriculum for continuous learning
Each GILD participant gains one year of access to The Monthly Leader, a
monthly publication focused around individual components of the High Impact
Leadership Model™. Each edition contains useful and practical articles, videos,
and hands-on tools from a combination of renowned thought leaders and
Linkage’s own content library. Included resources are carefully chosen to allow
minimal time investment and instant application.
*Additional Fees Apply
Participant Mix
Evaluation Criteria
 Learning Objectives
 Program Design
Emerging leaders
Individuals identified as successor candidates and/or high-potentials with
less than 10 years of management experience
 Faculty
 The Year of Learning
Senior leaders
 Participant Mix
Individuals serving as strategic leaders with enterprise-wide focus and longterm impact, e.g. general managers, vice presidents, divisional and
functional heads, and senior executives
 Quality
Leadership teams
Intact executive teams and/or strategic project teams who customize their
GILD experience into an off-site meeting
GILD Upgrades and Support
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
 The Year of Learning
 Participant Mix
The Senior Executive Leadership Forum (SEL)
A three-day, strategic development program embedded within GILD and is
limited to 15 C-level executives and presidents from around the world. The
SEL Forum includes group sessions facilitated by Dr. Warren Bennis and
Dr. Phil Harkins along with select members of the GILD keynote faculty,
which focus on organizational and leadership challenges unique to
executives at the top of the organization.
 GILD Upgrades and
Support
 Quality
This unique experience delivers:
• New ideas, insights, and solutions to top priority leadership challenges
• A peer network of successful leaders that share advice and
recommendations in a confidential, high-trust environment
•Exclusive access and learning opportunities with an all-star faculty
GILD Upgrades and Support
Evaluation Criteria
 Learning Objectives
 Program Design
 Faculty
Customized leadership team meetings
Great organizations invest in teamwork as a centerpiece to their success,
and high-performing teams can be a huge contributor in rolling out new
business initiatives and instigating large-scale change.
 The Year of Learning
 Participant Mix
 GILD Upgrades and
Support
 Quality
For this reason, many organizations leverage GILD as an ideal off-site
meeting for their senior or high-potential leadership teams, boards of
directors, or functional teams. These groups customize their GILD
experience to drive action around specific organizational agendas such as
change, strategic planning, team-building, cost reduction, and/or annual
leadership forums. The combination of leadership and team assessment
tools, world-class faculty, expert facilitators, and executive coaches
provides the ideal ingredients to generate dramatic results from your
meeting.
Enrollment and Logistics
The 2011 Global Institute for Leadership Development is being held October 9-14,
2011 at the Desert Springs Marriott Resort and Spa, Palm Desert, CA.
TUITION:
 1-3 Participants: $4,995 per person until May 27, 2011, $5,495 per person after
May 27, 2011

4 or more participants: $4,595 per person until May 27, 2011, $4,995 per person
after May 27, 2011

GILD Alumni: $3,995 per person
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