Millsaps College Executive Education

08/25/2026

The Succession Pipeline Question You're Not Asking

Most organizations have a succession plan. They identify high-potential people. They put them in "high-potential" programs. They groom them for the next level.

But the plan usually fails.

Here's why: they're treating succession planning like it's about the person, when it's actually about the culture.

The question leaders usually ask: "Who's ready for the next role?"

The question they should ask: "What kind of leaders are we building?"

If you're only promoting people who think like you, who came up through your function, who have your background - you're not building a succession pipeline. You're building a clone army. And when the market shifts, you're all equally unprepared.

Real succession planning looks like:

- Diversity of background. Promote people from different functions, different industries, different geographies. Yes, it's messier. It's also more resilient.
- Different leadership styles. You might be decisive and directive. That doesn't mean the next leader should be. Maybe they need to be more collaborative.
- Testing ground before promotion. Don't promote someone into a role because they're "high potential." Put them in a stretch role, in a task force, in a cross-functional project. See if they can handle it.
- Honest feedback. High-potential people especially need to hear what they're not good at. Not to demoralize them, but so they can actually develop.

The organizations with the strongest succession pipelines aren't the ones with the smartest people. They're the ones willing to build diversity into who they promote.

What does your succession pipeline actually look like?

08/18/2026

The Skill You Forgot You Needed: Translating Vision Into Action

You've got a vision. You've communicated it. You think you're good.

But three months later, your team isn't running toward it. They're confused about what it means. They've got competing priorities. They've interpreted it differently than you intended.

The problem: you confused inspiring people with aligning people.

Inspiration is the easy part. You paint a compelling picture of the future. People feel excited. You leave the meeting thinking, "Great, we're aligned."

But inspiration without alignment is just a nice talk.

Real translation looks like this:

- You describe the vision and then the strategy. Not just the dream - the path.
- You make it operational. "Here's what this means for YOUR team, YOUR role, YOUR priorities."
- You check for understanding. "Tell me what you heard. What questions do you have?"
- You stay relentless about consistency. You message it over and over, in different ways.
- You make trade-offs visible. "If we're moving toward X, that means we're saying no to Y."

Most leaders under-communicate their vision. They say it once and assume it landed.

Your team needs to hear it from you, from their manager, from their peers, in meetings, in 1-on-1s, in strategy documents. Repetition isn't boring. Repetition is clarity.

The leaders with the most aligned teams aren't the most inspiring. They're the most diligent translators.

08/11/2026

The Courage Deficit: Why Leaders Don't Do What They Know They Should

You know what needs to happen. You know it's right. But you're not doing it.

Maybe it's the hard conversation with someone underperforming. Maybe it's pushing back on a senior leader's bad decision. Maybe it's admitting you don't know something. Maybe it's asking for help.

You know what to do. The gap is courage.

This is the courage deficit. And it's costing you more than any skills gap ever could.

Here's what courage actually means: you feel the fear and you act anyway. It's not the absence of fear. It's action in the presence of fear.

What are you afraid of?

- Looking incompetent
- Upsetting someone
- Making a mistake
- Being wrong
- Losing respect
- Losing your job

All of those fears are real. They're also not as big as the cost of not acting.

When you don't have the hard conversation, the problem gets worse. When you don't speak up, you become complicit. When you don't ask for help, you stay stuck.

How do you build courage?

- Start small. Do one thing that scares you this week. Something low-stakes.
- Get support. Tell someone what you're about to do and why it matters.
- Remember why it matters. Not for you - for your team, your organization, your values.
- Expect to feel uncomfortable. That's the point.

Courage is a muscle. The more you use it, the stronger it gets.

Where are your opportunities to exercise your courage muscle?

08/04/2026

The Invisible Tax: How Decisions Get Made Without You Knowing

Something's happening in your organization right now. Decisions are being made. Deals are being cut. Alliances are being formed. Turf is being protected.

And you might not know about any of it.

This is the invisible organization - the one that runs parallel to the official hierarchy. It's not in your org chart. It's not in your meetings. But it's real, and it matters.

The question: are you in the right part of it?

Leaders often struggle because they don't understand how decisions *actually* get made in their organization. They think it's the meeting where it's officially announced. But the real decision happened in a hallway, or over lunch, or in an email thread they weren't copied on.

If you're not in the rooms where decisions are being shaped, you're not actually at the table.

How to navigate this:

- Get curious. Ask people you trust, "How does this actually work?" "Who really decides this?" "Where are the unofficial conversations happening?"
- Build relationships across silos. Not for politics - for understanding. Who needs to be thinking about this? Who has insight you don't have?
- Find your sponsor. Someone more senior who sees your potential and makes sure you're in the right conversations.
- Be present. Show up to things. Pay attention. Contribute thoughtfully.

Your title gives you a seat at some tables. Your relationships, your understanding, and your reputation determine whether you're *actually* at the table.

07/28/2026

The Strategic Leadership Intensive: Three Days That Will Shift Your Perspective

Next month, Millsaps Executive Education is bringing together a small group of mid-career leaders for an intensive deep-dive into strategic thinking.

This isn't a program you apply to in January and attend in February. This is a concentrated workshop designed to help leaders like you think bigger about your role and your organization.

What We Cover:

- From Tactical to Strategic: How to shift from managing the present to shaping the future
- Systems Thinking: How to see the whole, not just your piece
- The Strategy Conversation: How to talk about what's really at stake in your organization
- Scenario Planning: Preparing for futures you can't predict

Over three days, you'll work through real problems from your own organization. You'll think alongside peers who are navigating similar complexity. You'll leave with a different lens on what's possible.

The next intensive runs in August. Limited to 12 participants.

Want to join? Reach out: [email protected] or 601.974.1267

07/21/2026

Three Conversations Every Leader Needs to Have

You're managing. You're executing. You're solving problems. But are you having the conversations that actually matter?

There are three conversations that separate good leaders from mediocre ones:

**1. The Identity Conversation**

"Who are you becoming as a leader?"

Not what you're accomplishing - who you're *becoming* while you do it. Are you becoming someone more patient, more humble, more courageous? Or are you becoming more defensive, more cynical, more self-interested?

This conversation is usually with yourself. But it's worth having with a mentor or coach too.

**2. The Legacy Conversation**

"What do you want to be remembered for?"

Not your title, not your achievements. What impact do you want to have on the people you lead? What kind of culture are you building? What's the mark you're leaving on your organization?

Have this one with yourself AND with your team. It changes how you show up.

**3. The Development Conversation**

"What's my edge right now?"

Every leader has a skill gap, a blind spot, something they're not good at yet. What's yours? And what are you going to do about it?

This one you need to have with someone who can be honest with you - a mentor, a coach, or a peer who cares enough to tell you the truth.

These aren't one-time conversations. They're ongoing. They shape how you lead.

Which one do you need to have first?

07/14/2026

The Price of Nice: What Conflict Avoidance Actually Costs

You hate conflict. So you smooth things over. You let it slide. You give feedback sideways through a third person. You hope people will figure it out on their own.

Your team appreciates it in the moment. Everyone's comfortable. No one's upset.

But here's the cost:

Unresolved conflict doesn't go away. It metastasizes. It shows up as passive aggression, lack of trust, silos, people talking behind closed doors instead of directly.

Your "niceness" is actually creating a culture where people don't say what they really think.

Real leadership requires productive conflict. It looks like:

- Direct conversations, not sideways feedback
- Saying hard things in service of a person's growth
- Disagreement without personal attack
- Naming the elephant in the room instead of pretending it's not there
- Staying curious when someone challenges you

The best teams I know have conflict regularly. They argue about ideas. They surface disagreement. And then they move forward together, stronger.

The worst teams I know are super polite. Everyone's uncomfortable. Nothing real gets discussed. Resentment builds in silence.

You can't create a high-performing team by avoiding conflict. You create a high-performing team by addressing conflict skillfully.

That skill is learnable. And it's one of the most important things you can develop as a leader.

07/13/2026

Eight Days That Will Change How You Lead: The Advanced Applied Leadership Program

Here's what you'll never get from a Zoom call or a one-off workshop: the space to think differently about your leadership.

Every Spring, we bring together a cohort of mid-level leaders for an intensive leadership program. No slides about best practices. No "here's what other companies are doing." Just leaders, tough questions, and time to think.

What happens:

You step back from the daily grind. You examine the assumptions you've been operating on. You hear from your peers about how they're navigating the same challenges you are. You get clarity on your next move. You leave with a different perspective on what's possible.

That's the AALP difference. We combine rigorous leadership development with the kind of peer learning you can't get anywhere else.

The next cohort starts soon. Applications are open.

If you're a mid-level or senior manager who's ready to move from tactical excellence to strategic impact, let's talk about what's possible in nine months.

Reach out: [email protected] or 601.974.1267

Apply Here: https://lnkd.in/eStWzGqA

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07/09/2026

See you there!

Stop by Thursday, July 9, 7-9 AM for FREE coffee, courtesy of the Millsaps College Else School of Management!

Enjoy a warm cup while connecting with the Else School team and learning more about graduate programs, leadership development opportunities, and professional training designed to help you grow your career and reach your goals! ☕️💜

📅 Thursday, July 9, 2026
⏰ 7-9 AM
📍 Broad Street Bakery & Cafe

07/08/2026

The Question That Changes Everything: "What Am I Assuming?"

You're running a team. You've got a problem that keeps recurring. You think you know why it's happening. You implement a solution. The problem persists.

The issue: you're operating on an assumption you've never questioned.

Here's an example: a director assumes his team isn't engaged because they're passive. So he implements team-building activities, more feedback, clearer goals. Nothing changes.

The real assumption that's breaking things? "My team wants this job as much as I do."

They don't. They have a job. You have a calling. That's not a character flaw - that's life.

Once he shifted that assumption, everything changed. He stopped trying to energize them and started asking what would actually matter to them.

What assumptions are you operating on?

- "My team needs to hear more from me"
- "People are motivated by money"
- "Good leaders have all the answers"
- "My way is the best way"

The practice: pick one problem that's been stuck. Write down every assumption embedded in how you're thinking about it. Challenge each one. Ask someone you trust if your assumptions make sense.

Most breakthroughs come from examining the things you never knew you believed.

What assumption is your leadership running on that might not be true?