Weekly Learning Objectives

Leading and Managing Framework
As a result of participating in this session, learners will be able to:

• Explain course structure and expectations;
• Locate and explore course website;
• Distinguish between management and leadership skills;
• Define management and leadership in Global Health 
• Reflect upon personal strenghs and situation 

• View modern leadership theory in historical context;
• Hear personal stories about the leadership journey;
• Identify activities to improve personal leadership skills
• Articulate core values and align them with vision;

Drop-in Guest Christopher J. Elias, MD, MPH; President and CEO, PATH, Seattle

• Explore storytelling as a leadership tool;
• Describe ways to build strong relationships with donors and host governments;
• Incorporate key components of persuasive speech into planned communications;
• Utilize visuals to enhance and not compete with a presentation
• Organize a short persuasive presentation; and
• Analyze a case example.

Team Building (Lencioni)
As a result of participating in this session, learners will be able to:

• Recognize the characteristics of highly functioning teams;
• Identify potential threats to effective team functioning;
• List several tools for building strong teams;
• Plan team-building activities for teams and working groups;  
• Recommend next steps for continuous improvement of team functioning; and
• Effectively lead a meeting.

• Distinguish between personal and positional sources of power;
• Contrast work styles and their impact on perspective;
• Define and give examples of reciprocity and currency;
• Explain how currency exchange leads to influence;
• Recognize self-created barriers to exercise of influence; and
• Apply an influence model to increase personal potency in an organization.

Managing Conflict

As a result of participating in this session, learners will be able to:

• Recognize how conflict impacts team dynamics and teamwork;
• Assess personal comfort level with conflict;
• Contrast cultural differences in expressing and responding to conflict; and
•  List at least two actions that can be used to resolve conflict in a team.

Using Monitoring Data in Management Decision Making

As a result of participating in this session, learners will be able to:

• Explain the purposes of monitoring M+E data for performance-based management;
• Differentiate between management and technical roles in monitoring and evaluation;
• Identify decision making implications of key programmatic data points;
• Select effective and feasible methods, indicators/data points for leading/managing a public health program; and
• Describe data use strategies for leaders and managers

Monitoring and Evaluation

• Understand relationship between M&E and management and leadership;
• Explain the purpose and challenges of using logic models and program theories of change for management;
• Define components of the logic model;
• Differentiate between logic model and work plan; and
• Identify results-based indicators using a logic model or program theory of change.

Guest Instructor: Gabrielle O'Malley, PhD; Director, Operations Research and Quality Improvement, I-TECH Seattle

Leading Change (1): Strategic Planning
As a result of participating in this session, learners will be able to:
Access practical tools for planning and organizational development;

• Plan for meaningful stakeholder involvement in program design, implementation, and evaluation;
• Assess and address forces and trends that challenge an organization;
• Apply findings from assessment activities to prioritize, allocate resources, and select strategies;
• Estimate human resources and other cost requirements for planning; and
• Analyze a case example.

• Actively listen and respond to leadership storytelling;
• Deliver a short persuasive presentation;
• Analyze a case example; and
• Offer feedback on the course.