Last month marked the conclusion of the pilot offering of the Tufts Leadership Experience. Launched in June 2024, the executive leadership development program gave 22 employees from across Tufts the opportunity to explore, learn, and practice Tufts’ core leadership competencies through in-person and virtual instructor-led training.  

According to Mike Howard, executive vice president, the pilot offering was designed to build the competencies essential for successful executive leadership at Tufts in an increasingly complex and evolving landscape. 

“Today’s leaders must be able to work with diverse stakeholders, navigate financial pressures, integrate fast-moving technological innovations, and navigate competing priorities with disciplined focus,” said Howard. “All these requirements demand an approach to leadership that is accountable to others, that’s emotionally intelligent, and that drives change in ways that are aligned with our mission.” 

Intended for employees who report to the most senior level in their school or unit, the program is designed for individuals with consistently high levels of performance to date as well as the potential to assume executive leadership roles within the next five years. 

“Tufts plays an important role in supporting the continued success of our incredible staff,” said Caroline Genco, provost and senior vice president. “As a leadership development program, the Tufts Leadership Experience not only enhances individual capabilities, but it also strengthens and supports the university.”  

One of the exercises built into the program was a deep dive into mission statements and the strategic planning process. For participant Dana Fleming, associate general counsel, that activity yielded a valuable insight: “That exercise exposed for me the reactive nature of a lot of my work and helped me think about prioritization not just as a time management tool, productivity hack, or survival skill, but as a way to empower and take care of myself and those around me.” 

“It allowed me to consider prioritization not as a way to cram a million tasks into every waking minute, but almost as a sign of respect for yourself and the importance of the work you do,” Fleming said. 

The program emphasized the importance of leaders—and everyone—having the skill to understand issues through a variety of perspectives, said Tony Luongo, senior director of administration at the School of Arts and Sciences. “Participating in the program with colleagues of diverse backgrounds and from a variety of schools and divisions provided valuable insight into how differently each person processes similar problems or requests,” he said. 

The program also featured interactive presentations from members of the university’s senior leadership team, augmented by related readings, podcasts, and webinars. 

Helena Han, director of strategy and operations for the provost’s office, echoed Luongo’s sentiment. “It’s been a game-changer to realize just how much people’s communication preferences, decision-making styles, and motivators can vary,” she said. “That awareness has made my relationships with colleagues much more effective and genuine.” 

Yolanda Smith, chief of police and executive director of public safety, said she loved the program’s focus on supporting others. “It reminded me to invest in people regardless of what's happening in this dynamic environment we’re working in,” she said. “Happy employees produce better results and outcomes.” 

The program was offered in collaboration with Starfish vILT, a company specializing in leadership development. Tufts Human Resources will solicit nominations in the coming weeks for an early fall launch for the program’s second cohort.