Our focus is developing leaders.
Paul College works collaboratively with companies on a variety of short- and long-term programs, offering intensive study for companies who want to strengthen their management skills, develop leadership capabilities or enhance specific business skills.
The demand for leadership training, innovative thinking, and entrepreneurial skills is growing. The more change a company is facing, the more it relies on its leaders to succeed.
When you're poised for growth, faced with change, or implementing a new strategy, it's time to customize. Cover issues unique to your organization. Provide essential employees with short bursts of learning with limited time out of office.
Envision an environment where your key employees bring their diverse backgrounds, learn collectively, debate, discuss and interpret new concepts, and then apply those concepts effectively.
Academia can help your company develop the business and leadership skills that you require from your staff.
Accelerate the implementation of your strategy… Bring the U to you!
For custom programs, our staff and faculty will invest the time needed to get to know your business and specific challenges. We’ll work collaboratively with you to design and deliver results focused and cost-effective solutions.
Programs can be delivered at your own site, at our state-of-the-art executive development suite in Durham, NH, or at our worldwide network of partner conference facilities.
We are known for our ability and willingness to partner with our clients, our flexibility, attention to details, and superior customer service.
Our Design Process
Our faculty and staff will work to understand your organization’s strategy, culture, context and values. We collaborate with our clients to establish program objectives to address your organization’s specific needs.
After an initial meeting, a preliminary proposal is prepared providing an overview of the program design, topics, recommend faculty, and program cost.
A dedicated program coordinator and lead faculty member work with our clients and any other key stakeholders on program design and delivery. Our program coordinators are experienced in complex program deliveries and often travel to support programs offered at locations around the world. This personal attention to detail and dedication to our clients is what sets us apart from other executive education providers.
When you work with Paul College, there is no “one-size fits all” approach to executive development. We design dynamic programs based on your objectives.
Topics and Faculty Expertise:
- Authentic Leadership
- Big Data Analytics
- Business Writing
- Collaboration Skills
- Critical Thinking and Problem Solving
- Design Thinking
- Digital Marketing
- Doing Business with China
- Emotional Intelligence
- Global Leadership
- High Potential Development
- Hospitality Management
- Leadership Skills
- Leading Change
- Leading Strategic Innovation
- Management, Supervisory, and Team Leadership
- Managing Information Technology for Growth
- Mergers and Acquisitions
- Operations Management
- Product Development
- Strategic Marketing
- Strategic Pricing
- Strategy and Strategic Thinking
- Succession Planning and Talent Development
- Supply Chain Management
- Sustainability Leadership
- Teamwork and Team Skills
- Women’s Leadership Development
What sort of custom programs do we offer? These examples are not an exhaustive list but will give you a flavor for some of the challenges we have helped clients face head on.
Our programs are very portable and can be seamlessly delivered at your own site, as well as a number of UNH-affiliated conference facilities around the world. In addition, the Paul College has a Hospitality Management Program that provides us with an international network of alumni that can assist us in finding premier venues in every region of the world. Our faculty and staff have the experience and capabilities needed to coordinate all aspects of logistics for high quality program delivery.
Programs can also be delivered on campus - The University of New Hampshire is located in Durham, in the seacoast area of New Hampshire, about one hour north of Boston, MA, and one hour south of Portland, Maine. It’s a beautiful quintessential New England college campus, complete with conference rooms, catered food, a fitness center, library, and walking trails.
In January of 2013, the business school moved into a brand new, state-of-the-art building equipped with cutting edge technology capable of course capture and technology-mediated delivery. Further, its design is driven by a community-building theme of openness and the desire to “bring the outside in.” An executive development suite features classroom space, a business center, and break-out rooms located adjacent to the main gathering area and café overlooking the courtyard. The building design is ideal for teamwork and informal networking between class sessions.
Off-campus programs can also be found in nearby Portsmouth at the Sheraton Portsmouth Harborside Hotel and Conference Center. Portsmouth regularly lands on various "best places to live" lists, with a stimulating mix of historic buildings, sidewalk cafes, great restaurants, art galleries, jazz clubs and distinctive artisans' boutiques. In 2009, Forbes Traveler listed Portsmouth as one of America's Prettiest Towns.
Business school faculty brings a breadth and depth of knowledge through research and practical experience.
They design rigorous programs using diverse instructional tactics such as scenario-based learning, case studies, individual mentorship, focused feedback, and independent study to reach all learning styles.
Great faculty members are at the heart of our executive development programs. They invest time to learn about a custom client’s business strategy and organizational dynamics. Your faculty members are involved from the beginning to the end in the design and delivery of your program.
In addition to our own faculty, we have the ability to leverage a vast array of UNH and external expertise: faculty from other disciplines (i.e., Engineering, Law, Communications, Healthcare), Browne Center experts (outdoor experiential learning), research centers, and a network of external instructors, consultants, partners ,and senior leaders that we frequently use for custom and open programs.
Some of the companies that have partnered with Executive Development Programs for employee development:
- Albany Engineered Composites
- Associated Grocers of New England
- BAE Systems, Inc.
- Ballentine Partners
- Bank of New Hampshire
- Community College System of New Hampshire
- Draeger Medical Systems, Inc.
- Exeter Hospital
- Goss International
- Hitchiner Manufacturing Co., Inc.
- Liberty Mutual Insurance
- Lindt & Sprüngli (USA) Inc.
- Merchants Fleet Management
- New England Wire Technologies
- Northeast Delta Dental
- The Orvis Company, Inc.
- Shanghai Electric
- Teleflex Medical
- Velcro Industries
- Watts Water Technologies, Inc.
“We’re very lucky to have the resources of the University of New Hampshire to tap into when quality employee development is crucial to reaching our goals. We don’t have the luxury of a full formal educational process right now. We need pin point and ‘just in time’ programs that we can slice into half day segments, deliver in house, and begin right now. UNH will deliver that for us.”
Mike Reilly, Merchants Fleet Management
“New Hampshire Businesses for Social Responsibility began working with UNH when we were seeking a partner in higher education to collaborate on the design and delivery of a professional development program for our members and other regional and national leaders in sustainable businesses. UNH’s strengths in sustainability and the Paul College’s strong reputation for executive education are what make this partnership a success. The Institute and Certificate in Corporate Sustainability leverage cutting-edge research from fields across campus with best practices from business leaders. The unique partnership has positioned this program among elite programs in the country. Participants identify the Certificate program as highly valuable both on a personal and professional basis. NHBSR, as an organization whose mission identifies educational opportunities in sustainability as a core goal, has recognized the value that UNH continually brings to this effort. “
Michelle Veasey, Executive Director, New Hampshire Businesses for Social Responsibility
“The Peter T. Paul College of Business and Economics has been supporting our company, New England Electric Wire Technologies with both “Management Development and Consulting Services” for numerous years. The formal programming we have received has always been professional, thorough and customized to meet our specific short term and long range goals and needs. The ability of the Paul College EDP staff to listen to our needs and deliver programming precisely designed for our business has directly and indirectly increased our product development, financial, management and leadership development skills.”
Michael Alberts, New England Electric Wire Technologies
“The staff and professors at Paul College were willing to invest their time in getting to know our company and understand our unique situation and needs. In just a few weeks they were able to design and deliver an innovative program that included classroom instruction and site visits to area companies. Our managers really enjoyed the campus learning environment, exposure to new ways of thinking and making decisions, and the instructor’s ability to tailor the program and discussions to make it highly relevant to their learning needs.”
Pascal Orliac, VP of Global Human Resources at Goss International
“It was a pleasure working with the executive development team at Paul College. We were impressed with how quickly we were able to move from needs assessment, to proposal, to design, and implementation. They delivered outstanding value to us!”
Susan Burns-Tisdale, Senior Vice President of Clinical Operations at Exeter Health Resources
“We have a long-term relationship with the Executive Development staff and faculty at Paul College for the creation and delivery of executive development programs. They are responsive to our needs in a challenging business environment and work closely with us to design and deliver programs that support our senior leaders in achieving our business goals.”
Matthew Waesche, Manager-Leadership Development, BAE Systems, Inc.
I wanted to thank you for the terrific session on Innovation that you put together for my colleagues and me. I really appreciate the enthusiasm you have for your work and I believe that you helped our group become better equipped to affect positive change going forward.
A participant in Be a Catalyst for Innovation 2014
"This was not a 'cookie cutter' class, and was well-tailored to our industry and our company."
Participant in a program on change
"I thought I got the most 'wow' factor from the simulation used.
Participant in a program on change
"Extremely relevant to what we do"
Participant in a program on finance
"The best thing about these courses is meeting other senior leaders around our business, people with like minded problems and goals."
"The training was very relevant to my job."
"Emily is very knowledgeable and keeps what is typically a dry topic quite interesting."
Participant in a program on finance
Posted May. 4, 2015 at 3:15 AM
HOOKSETT - Rapid growth and expansion at Merchants Fleet Management sparked a recent decision to partner with Peter T. Paul College of Business and Economics andexpand employee development. Fleet provides customized, total fleet management and leasing for business and government agencies.
An annual “deep dive” strategic planning session at Merchants Fleet Management revealed an opportunity to invest more aggressively in employee development.
“One of our strategic goals to support growth is to attract and retain high caliber talent and then promote from within,” said Mike Reilly, Chief HR Officer of Merchants Fleet Management. “Our company is customer-focused and we earn our business by being consultative. We’re typically proposing one-on-one solutions when our customers come to us with their toughest challenges. That level of customer support insists on highly trained employees with the right skills in the right jobs.”
With a half-day, on-site model in mind, Merchants approached Dan McCarthy, director of Executive Development Programs.
Paul College will assist Merchants Fleet Management in meeting two key initiatives: to develop customized development programs that enable advancement opportunities for employees, and to prepare the workforce for historically unprecedented change in the fleet management industry.
“We’re very lucky to have the resources of the University of New Hampshire to tap into when quality employee development is crucial to reaching our goals,” said Reilly. “We don’t have the luxury of a full formal educational process right now. We need pin point and ‘just in time’ programs that we can slice into half day segments, deliver in house, and begin right now. UNH will deliver that for us.”
The first development program was “Professional and Business writing.” It was a short, high impact course for the Client Services team that included strategies to tailor communications to a particular audience through design and word choice. An Assistant Professor from the University of New Hampshire taught the program and received outstanding evaluations.
Also in April, employees received additional half-day training programs in Emotional Intelligence and Critical Thinking & Problem Solving, taught by a Paul College business professor.
Merchants Fleet Management’s 50-year commitment to technology and in-house expertise and talent has spurred their growth from a regional lessor to the 10th largest in the nation.
“Our aim is to develop our employees for the roles they aspire to, not just the roles they’re in now,” said Reilly. “Paul College offers the academic rigor, high caliber instructors and the fast, yet high quality, employee development we’re seeking.”
Paul College is also working to enhance Merchants Fleet Management’s visibility to its business students and on streamlining the recruitment process to help match its undergraduate and graduate students with professional opportunities at Merchants Fleet Management.
To learn about Paul College executive development, visit ExecEd.unh.edu or call Dan McCarthy at 603-862-3311, firstname.lastname@example.org.
Merchants Fleet Management leases a variety of vehicles including cars, trucks and vans, limousines, charter and school buses, law enforcement vehicles, handicap-equipped vehicles.
The "Secrets" of Leadership Development
APQC recently spoke with Dan McCarthy, the Director of Executive Development Programs at the Paul College of Business and Economics, at the University of New Hampshire (UNH). He’s the author of the award winning leadership development blog “Great Leadership” and the Great Leadership Development and Succession Planning eBook. You can find him on Twitter at @greatleadership.
Learn more about leadership development from APQC’s Leadership Deficit Research Report.
APQC’s Leadership Deficit survey research found that leadership development programs today are considered by many to be ineffective. What do you think are some of the most common leadership development mistakes that organizations make? How could these be fixed so that leadership development programs will be more effective?
The “secrets” of leadership development are no longer secrets. The ones that consistently do it well year over year—the GEs, P&Gs, 3Ms, IBMs, etc… treat it as a strategic priority, are committed to it, and are willing to invest in it (time and money). Yes, innovation and execution are important to—but it all starts with top-level commitment. If you only have half-baked (or half-assed, if I can say that) commitment (lip service), you’re going to get half-baked results (and poor survey results). Once the CEO is on board, the rest is relatively easy. In fact, it’s kind of hard to screw it up. Study the research on what works and what doesn’t, learn from the best, and adapt those tried and true best practices to your organization’s unique needs and culture.
One of the top drivers of the leadership skills deficit, according to our research, is that a different style of leadership is required and that current leaders are resistant to changing how they lead. Based on your experience with executive development, what are some steps that organizations could take to provide ongoing development to current executives?
Successful executives are often, if not always hesitant to change their behaviors. After all, why should they? They often connect those same behaviors to their success (cause and effect). Sometimes they are right, sometimes they are successful in spite of some ineffective behaviors, and sometimes new challenges require a different set of skills and behaviors.
I’ve found the best way to help executives see the need to change how they lead (without changing who they are) is to use 360 assessments, feedback, and coaching. It’s like holding a mirror up to them and saying “see, this is how you’re coming across to others and the impact it’s having on them.” Actually, you don’t have to say anything—the data speaks for itself. Then it’s a matter of helping them identify new behaviors to replace the ineffective ones, and helping them practice until they start to see improved results.
You wrote a very useful blog post titled How to Be a Leader in a Crappy Culture. What would you say are the elements that make up an organizational culture that encourages great leadership?
Thanks, I got a lot of nice emails as a result of that post (How to Be a Leader in a Crappy Culture).
Cultural elements that encourage great leadership would be a strong set of articulated leadership values, role modeling from all levels, openness to feedback and learning, and organizational structures that support leadership development.
Our survey found that one of the drivers behind the leadership deficit is that at many organizations’ selection, development, and reward practices are encouraging an outdated style of leadership. You wrote a blog post titled How “Strategically Aligned” is your Leadership Development Program? How can HR make sure that HR practices are aligned with the type of leadership that the organization requires?
Hmmm, that’s the second time you’ve used the term “outdated style of leadership.” I’m not sure great leadership—specifically the competencies that make up great leadership—ever really go out of style. Given that, every organization needs to put a different emphasis on critical competencies that are needed to achieve their business objectives. It’s a “connect the dots” exercise: Business strategy X requires leadership competencies A, B, C, and D. So, all of our HR practices (success profiles, selection criteria, rewards, development programs, 360 assessments, etc…) need to be aligned to build these critical leadership competencies.
In practice, it’s not that easy. Picking that handful of critical competencies is hard… and often gets muddied up with politics and bureaucracy, and the temptation to take shortcuts.
CEOs are often cited as being very concerned about a leadership shortage, yet our survey found that leadership development is underfunded at many organizations. You have written a lot about the role that CEO’s play in great leadership. Why do you think that there is a disconnect between what CEOs say is a priority and where investments are being made? What could an organization do to fix this disconnect?
CEOs say a lot of things are a top priority. You are the right—the proof of what is really seen as important is what’s funded, where the CEO spends time, and what’s discussed at the monthly operating reviews. I wish I had a prescription for that one—i.e., how to get your CEO to make it a priority. Some have had success taking a business case approach, some have turned the tide doing pilots and getting measurable results. Sometimes CEOs are exposed to something (peers, an event) that makes them come back with religion, and sometimes, if it’s not too late, the pain (poor results, lack of successors, inability to fill critical positions, etc…) becomes so intolerable that they are compelled to finally get serious and take action.
APQC’s survey found that developing leadership skills in all employees is associated with an organization having a smaller leadership skills gap and that organizations using a more inclusive, less hierarchical style of leadership also have smaller skills gaps. Given these findings, do you think there is still a role for high potential development programs? Why or why not?
Absolutely! High potential programs are just one type of leadership development—and should never be at the expense of everyone else. Everyone needs some kind of development—it will only make the organization stronger, so I’m not surprised by those survey results. However, some employees have more potential to assume larger roles than others, so the type of development they get is different—designed to get them ready for those larger roles.