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Executive Education She says every company is looking


for something a little different, and the most successful faculties are those that can adapt their research to companies’ needs, creating an environment for practical learning. “Even with rapid advances in technol-


ogy, people management and leadership continue to be among the most important skills,” Bearden says. But in a marketplace that is always


in flux, she adds that executives also need a high degree of emotional intelligence,


flexibility and a creative streak to stay relevant. As a generational shift occurs in


the workplace, and technology drives an all-day workday, Bearden says, there is increasing attention on topics that help people “meld their personal lives into their working lives. They’re looking for more work-life balance.” One of the advantages of being


affiliated with a major research university such as VCU, Bearden says, is that teaching and training is never stagnant.


Faculty members are immersed in research that provides executives with an ever-changing k nowledge base. But she suggests that the bar is rising


for executive education faculty. “Instructors,” Bearden says, “need


to be strong storytellers … be capable of facilitating discussions and have real world credibility. They also have to be adaptable and excellent listeners.”


Different learning styles At George Mason University in


EXECUTIVE EDUCATION


CERTIFICATE in LEADERSHIP


Multiple cohorts available for professionals


Assessments, workshops, group experiences, readings, and mentorship opportunities





Customized team development also available 


 CHRIS MORRILL, City of Roanoke


Abrina Schnurman-Crook, executive director aschnurmancrook@hollins.edu (540) 362-7488 | hollins.edu/battenexec


 56 JUNE 2017


Northern Virginia, executive education leaders are looking at different kinds of learning styles that corporations and the federal government — some of the university’s biggest executive education clients — are demanding to meet their evolving needs. Brad Dawson, executive director of


Mason’s Learning Solutions, says that cli- ents are focusing more on the composite of their employees’ learning experiences, rather than just a particular degree. As a result, badging has become more


prominent — giving employees credit for experiences and events that add to their professional portfolio and for skills learned in the process. Participation in webinars, confer-


ences and MOOCs (massive open online courses) — courses of study made avail- able over the internet without charge to a very large number of people — are all ways that employees can earn badges, Dawson says. Dawson says another shift has been


that executive education is now more often a melding of disciplines rather than a single rigid program. “We pull pieces of programs from


across the university based on the requirements of that customer. We like the fact that industries and companies are interested in education in a different way,” Dawson says. Roy Hinton, associate dean of execu-


tive education at Mason, says he recently participated in a multidisciplinary effort for a group of 30 participants that involved business faculty, as well as faculty from performing arts, technology and engineering. “This is not your mama’s executive


education anymore,” Dawson says with a laugh.


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