>>Who should be thinking about executive education?

Carlos J. Torelli: There are two groups, the first being professionals looking to grow their skill sets and take their careers to the next level. The second group is organizations of all sizes who want to invest in their people, grow their organizations from within and retain the best talent.

Judah J. Viola: Great leaders come from all walks of life and all academic backgrounds. Many NLU students work in businesses as managers and supervisors and are looking to boost their success. We also have career-changers and aspiring leaders

with great potential who are just starting out.

Jeanne Simmons: Executive education should really be about “executives” and be topics that leaders need and can use to move their organizations forward. Training, on the other hand, is incredibly important, but is more about learning something new and finding a better way to do what you are doing. As people move up in an organization, the move from training to executive education is so important.

Liz Livingston Howard: Leaders from across the nonprofit sector, regardless of mission discipline or budget

size, should consider executive education to support their personal development, to maximize their organizational outcomes and to drive social impact in the communities they serve. Board members should also think about executive education for the paid leaders of their organizations and for themselves. Most board members don’t have access to board training before they join a board.

>>What should potential students consider as they look at sources for executive education?

Howard: The first consideration is whether they’re looking

for a degree or non-degree experience, and how executive education plays into their personal professional development plan. The second factor to consider is who’s teaching the program. Finally, participants should consider who’s in the classroom. Much of the learning in executive education comes from the faculty. However, the experience and knowledge of the other participants contributes significantly to learning. Often participants build a sense of connection through the program and stay in touch long after it ends.

Torelli: Potential students should consider three key things. First is fit. They should check if the content, delivery model and learning environment fit with their goals. Second is expertise. Does the institution and its faculty possess expertise in the subject matter that will elevate their knowledge and skills? Third is relevance. The content must be delivered and discussed in a way that demonstrates relevance and practical application in transforming perspectives and enabling learners to achieve new heights of professional success.

Simmons: Quality. Price. Convenience. Potential students want to make sure that what they’re looking to achieve during the program and upon completion is what they’ll get. They also want to be sure they find a program that they’ll be successful in, and sometimes that’s just a matter of finding a schedule that works for them. They should always look at who’s accrediting the program. AACSB is the premier accrediting agency for business school programs and they do a great job of ensuring that universities are delivering what they promise to students. And finally, potential students should look at the mission of the school and make sure it matches what they’re seeking.

Viola: Potential students should carefully consider the culture and values of the executive education programs they’re exploring. Just as company culture impacts employee satisfaction, the culture of executive education programs impacts students’ educational satisfaction. We at NLU consciously promote a results-oriented culture of authentic leadership with a commitment to values of diversity, equity and inclusion. We honor the knowledge, skills and values our students bring with them into the university setting.

>>What range of programs do you offer?

Simmons: We have a full portfolio of non-credit executive education, graduate certificate programs, MS degree programs, MBA and EMBA programs. We have master’s programs in accounting, accounting analytics, applied economics, corporate communication and supply chain management. We also have graduate certificates in business and managerial analytics, leadership and sport leadership.

Howard: We offer 22 non-degree, non-credit professional development programs designed to support individual and organizational growth—whether to improve a team’s leadership skills, broaden an organization’s impact or overcome fundraising obstacles. Our team can also customize a leadership program to meet an organization’s or association’s specific learning objectives or design corporate programs for executives that serve on nonprofit boards.

Torelli: We offer individual enrollment courses online and in residence as well as custom program engagements targeted to corporations and organizations. The breadth and depth of content offered from

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Viola: We’re expanding the definition of executive education to prepare leaders in related sectors, including education, human services, healthcare, government, and nonprofits. NLU’s College of Professional Studies and Advancement offers five distinct leadership master’s degrees: business administration, human resource management and development, healthcare administration, public administration, and human services management. We also offer doctoral degrees in both higher education leadership and community psychology. All of these degree programs provide skill-building and strategic management practice.

>>What differentiates your programs from those at other schools?

Simmons: Our programs are designed for working professionals. We don’t have full-time programs and then offer part-time “on the side.” Students who want to attend Marquette master’s programs full-time can do so, but they do it on the part-time model. This puts the pressure on us to ensure what we do in class is immediately applicable, because the students are going to take that lesson back to work and try it out the next day. I also think our Jesuit values differentiate our programs. You’ll see the theme of ethics and social responsibility running through all of the classes.

Howard: As one of the first centers dedicated to nonprofit executive education, we’ve created outstanding educational experiences for nonprofit leaders for 20-plus years. Our programs are designed and taught by teams of faculty in conjunction with nonprofit leaders. Participants

are exposed to a variety of teaching methods, including lectures, case discussions, problem-solving and role-playing exercises—all modeled on the Kellogg School’s MBA programs. Participants can choose the single program or a mix of programs that meet their individual learning needs. Our programs are offered at Northwestern University’s downtown campus, which is easily accessible by public transportation and we provide free parking.

Viola: The College of Professional Studies and Advancement at National Louis University’s nonprofit mission is to fill the leadership gap among first-generation students, women and students from diverse socioeconomic backgrounds. This mission is realized through partnerships between our faculty, students, alumni and industry. Together we’re building a stronger Chicagoland through growing economic opportunity, strengthening our social fabric and improving the quality of life in the region. Our students’ and alumni’s passion for having local impact is shared by our faculty. We’ve been recognized by Money magazine for being a top school for students “who make a difference.”

Torelli: Gies Business Professional and Executive Education delivers its programs from an entrepreneurial perspective. Our aim is to disrupt the market with content that looks at business with a new perspective, pushes boundaries and creates synergies across traditionally siloed content. The ability of our programs to integrate and deliver content at the intersection of an abundance of other academic areas available only at an institution like the University of Illinois provides individuals and

organizations the opportunity to approach continuing education with a more expansive perspective.

>>Who is your programming geared toward?

Torelli: Our content is aimed at learners who are mid-career and those with more extensive experience. Some of our online programs are targeted to professionals with significant technical experience seeking business knowledge and leadership skills to transition successfully into management roles. In our custom programs, we work closely with organizations to develop content that’s right-sized to their specific

audience and that addresses specific challenges and opportunities that are relevant to the organization. When it comes to custom programs, we approach content development hand-in-hand with our partners to ensure their investment delivers in the areas of greatest value to the organization.

Simmons: We focus on working professionals, and have different target markets for different programs. Our MS students tend to be younger students. Our MBA programs are geared toward mid- to upper-level managers and our online MBA focuses on those mid- to upper-level managers who travel a lot or

may be involved with a lot of international business, so traditional class times don’t work. Our EMBA program is targeted for top managers. Our non-credit executive education is focused on short, custom programs for corporations.

Viola: National Louis programs are geared toward adult students with complex lives as they juggle multiple responsibilities. Our goal is to provide them the management education and skills to make an impact in their future workplaces and communities.

Howard: Our programs are designed for busy nonprofit professionals who need to

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LIZ LIVINGSTON HOWARDClinical Professor - ManagementExecutive Director - Center for Nonprofit ManagementKellogg School of Management, Northwestern University>> liz-howard@kellogg.northwestern.edu >> 847-491-3415

JEANNE SIMMONSAssociate DeanMarquette University>> Jeanne.simmons@marquette.edu >> 414-288-5126

CARLOS J. TORELLIProfessor - MarketingExecutive Director - Professional and Executive EducationGies College of Business, University of Illinois at Urbana-Champaign>> ctorelli@illinois.edu >> 217-300-4158

JUDAH J. VIOLA Dean – College of Professional Studies and AdvancementNational Louis University>> judah.viola@nl.edu >>312-261-3527

EXECUTIVE EDUCATION:DEVELOPING INDIVIDUALS AND ORGANIZATIONS

A ROUNDTABLE DISCUSSION

efficiently build their leadership toolkit and may not have the time or resources to dedicate to a multi-year degree program. Most of our participants are executive directors or other director-level leaders, board members and founders. Leaders who are moving from a program-focused role to more “enterprise-wide” leadership have also told us they’ve benefitted from the topics addressed. We also find that leaders moving into the nonprofit sector from corporate or public-sector roles appreciate the opportunity to better understand the leadership and management challenges facing today’s nonprofit organizations.

>>Who teaches your courses?

Viola: Our faculty includes a mix of working and retired executives, business professors and engaged researchers. Full-time and part-time faculty hold the highest degrees in their fields and have decades of hands-on leadership, technical and management experience. Our faculty understands business theory and are focused on sharing what works in the real world. They tap into their expertise and skills to enable students to put knowledge into practice immediately.

Simmons: We have a mix of full-time faculty and some adjuncts who augment us in areas of specialty we don’t have. We’ve also implemented an executive co-teaching model where a full-time faculty member brings in an executive expert that stays with the class all semester, matching theory to practice at every class. This model has been well-received by the students.

Howard: Our programs are taught by Kellogg School and Northwestern University faculty as well as leading nonprofit sector experts. The academics are complemented by leading practitioners from the field, including CEOs of local and national nonprofits, consultants and experts as well as other leaders who are successfully delivering on their missions to the significant benefit of their clients. This combination of skills and experience provides an excellent learning environment.

Torelli: Our courses are taught by the same faculty who teach in our top-ranked degree programs and innovative, online iMBA. They represent a diverse collection of backgrounds, including significant experience as practitioners, leading

researchers and renowned teachers. Teaching professional learners is a privilege and joy for our faculty.

>>What tools, technologies and formats are you employing?

Howard: Our primary learning tool is the expertise of the faculty we engage in each program. In addition, our peer-based classroom learning experience includes lectures, case studies, small group work and technology-based simulations. All of our programs include a web-based educational platform where pre-reading and course materials are made available to participants and pre-and post-program dialog and interaction occur. Participants can engage with each other before, during and after the programs. Our Nonprofit Management Essentials, sponsored by The Allstate Foundation, offers free online modules for emerging leaders in the nonprofit sector to gain exposure to a breadth of essential topics in nonprofit management.

Simmons: Students can complete the MBA program fully face-to-face, fully online or via a mix of formats. We do a lot of blended classes, which adds flexibility for the on-campus

students to not have to be here every week. Our EMBA program and our off-site MBA program are offered in a blended model so students do some online work and attend class less often. All of our online options are asynchronous, so students can work when it makes sense for them.

Torelli: We deliver content in both traditional and digital classrooms, and employ a broad set of tools and technologies. Learning management systems and video conferencing such as Zoom enable us to deliver content that meets learners where they are, breaking down barriers presented by location and time constraints. Our state-of-the-art studios and tremendous content development team offer delivery quality that ensures an unexpected learning experience—both at a distance and in residence.

Viola: Students who prefer a face-to-face connection can take classes at our five campuses in the Chicago Loop, Wheeling, Lisle, Skokie and Elgin—and only meet for a few hours per week or every other week. We have a full suite of online programs as well. Our executive programs are often offered in a low-residency weekend model in which students come to campus once per month. We also partner with businesses to provide on-site academic programs so that employees only have to walk a few steps to class.

>>What opportunities do you offer participants to collaborate with other students and alumni?

Simmons: Because working professionals who are going to school have very little time for extra-curriculars, we build them into the program in ways that won’t require additional time. We do a networking event every semester during a class break;

students find this to be a good way to meet other students and expand their network. We also have speaker events throughout the year and the students can attend these events free of charge. This is a good way for them to network with each other, and also with alumni and community participants.

Viola: Students participate in personal learning networks (PLNs) that serve them beyond their time at NLU. Each PLN has a group of 12 to 15 students who take a number of classes together and work through simulations, case studies and group projects. A current student finishing her first term in human services management told me, “I’ve already started to build a great support system, and gained so much knowledge about what it takes to become a successful manager; these are the outcomes I was hoping for.” We also regularly tap into our alumni network to serve in advisory roles for our academic programs and to provide mentorship to current students.

Torelli: Interactive learning tools like simulations and case study allow learners to apply their own knowledge and challenge each other’s perspectives. In the digital classroom, tools like Zoom provide the capability for learners to discuss in breakout groups and via chat, despite not being physically together.

Howard: We provide an opportunity for participants to work together in teams and small groups, and we encourage risk-taking among peers who are supportive of each other. Alumni return for additional learning and participate in our other networking events throughout the year; often they’re invited to share their perspective through panel discussions and keynote lectures in our programs. Kellogg’s MBA students engage

Liz Livingston Howard is a clinical professor of management and executive director of the Center for Nonprofit Management at Northwestern University’s Kellogg School of Management. Much of her career has been focused on development, fundraising, marketing and board governance in the nonprofit sector. In her current role she develops and teaches curriculum for MBA students and nonprofit executives. She holds a bachelor’s degree from Northwestern, an MBA from Kellogg, and is a member of the University’s Women’s Board.

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Judah Viola is dean of National Louis University’s College of Professional Studies and Advancement. Trained as a community psychologist, he studies how universities partner with local organizations and businesses to boost neighborhood economies. He consults with nonprofits on program evaluation, community building and research. Previously he served as director of NLU’s School of Social and Behavioral Sciences. He holds a bachelor’s degree in psychology and history from the University of Wisconsin-Madison and a master’s and doctorate in community psychology from DePaul University.

Carlos J. Torelli is a professor of marketing and executive director of professional and executive education at Gies College of Business at the University of Illinois at Urbana-Champaign, where he also received his doctorate in business administration. His research specialties include global branding, the social psychology of power, cross-cultural consumer behavior, self-regulation and persuasion. He has written several books on those topics, and his work has been featured in media outlets, books and professional journals nationwide.

Jeanne Simmons is associate dean for the Graduate School of Management at Marquette University, Milwaukee, where she directs the part-time MBA and EMBA programs, and oversees its master’s degree programs. She also co-directs the international trip course for the EMBA program. She frequently speaks and writes about marketing and higher education, and has taught introduction to marketing, direct marketing and sales management. She holds a doctorate in marketing and higher education from Marquette, where she’s taught for more than 20 years.

with nonprofit organizations in a myriad of ways through the academic curriculum, co- and extra-curricular activities.

>>How do students typically pay for your program, and what’s their expected return on investment?

Viola: By making competitive pricing a priority and offering a full range of financial aid, scholarships and fellowships, we lower the financial barriers for all incoming students. In addition to earning a higher income, our alumni leverage their executive education learning to improve effectiveness, efficiency and reduce turnover in their companies. Because of the community focus of our alumni and the organizations they serve, the ROI for the region includes higher functioning small businesses and nonprofits that builds neighborhood stability.

Torelli: Students invest in our programs personally or with support from their organizations. Corporate tuition assistance programs often cover our courses, and we’re glad to work with students to navigate this process. Return on investment can be found in the application of knowledge gained and the ability to face challenges with more confidence and achieve better results. Learners in our programs praise the relevance of content and application to the challenges they face.

Howard: Our programs are typically paid for by the participants’ organizations and the price-point is such that most nonprofits are able to cover the program fees from their professional development budget. However, we do offer scholarships for organizations whose budgets can’t afford the full fees. The lifelong learners who join us have reported transformative experiences, including feeling

renewed and re-energized, gaining clarity of focus and being more intentional about the sustainability of their organization. Over 95 percent of our participants rate the overall quality of the program, effectiveness of the teaching and integration of theory and practice as excellent.

Simmons: The amount of company support has decreased dramatically and students are having to self-fund the program; most are doing so through Stafford loans. However, given the part-time nature of our programs, students can stretch the program out to maximize the amount of company support they can receive. Anecdotally, I hear from students that they’re getting more responsibility and new positions even before they graduate. The trajectory of their career is much faster when they earn the master’s degree.

>>What new offerings are you planning for 2019/2020 and beyond?

Torelli: We’ll be launching residential content in Chicago, including courses focused on innovation, creativity and design thinking. We’ll also expand our portfolio of online content to include courses like business analytics and negotiation.

Howard: We’ve increased our focus on nonprofit governance, and will host a new program for board members and senior staff to participate and collaborate with other partners—including the Evanston and Lake County Community Foundations, the St. Charles Chamber of Commerce and others—to host governance sessions across the Chicago area. In partnership with The Allstate Foundation, we’ll complement our existing online portfolio of essential topics in nonprofit management with new modules that will teach leaders of nonprofits to

facilitate cohorts from their own organizations using the free library of video resources.

Viola: Our new graduate programs in human services management and higher education leadership are designed to prepare current and future leaders for advancing in their respective fields. Over the next year, we’ll be rolling out new concentrations in accounting and integrated marketing and management as part of our MBA portfolio. In 2020, we plan to build on our existing concentration in entrepreneurship to a full

master’s degree and offer certificate programs in design thinking and entrepreneurship. We’re also planning a new doctorate in counseling education and supervision for leaders in the counseling profession. We always have new programs in the works.

Simmons: Analytics continues to be the buzzword on the street; we’ve added a graduate certificate in business and managerial analytics and that can be “stacked” with a number of our master’s degrees. This fall, we’ll be rolling out the master in accounting analytics program. This will

be especially attractive to international students since it’s a STEM-designated degree and students can apply for 36 months of optional practical training upon graduation. On the horizon we’re looking at a master in management program as well as opportunities to partner with other colleges on campus such as our nursing, health sciences and engineering faculty to develop interdisciplinary programs.