Stagen scholar practitioners have aggregated and synthesized hundreds of books, articles, theories, and best practices into nine self-directed Learning Modules. Clients choose from these topics to assemble a core curriculum suitable for the needs of their high-potential leaders. Expert program designers then work with clients to customize each module by drawing on dozens of supplementary learning assets (white papers, articles, multimedia, audio and video presentations) and numerous proprietary tools.

Business management emphasizes the tangible dimensions of business, whereas leadership emphasizes both the tangible and the intangible dimensions. Alignment, high performance teams, high performance cultures, and engagement are some of the most sought-after organizational qualities today. Robert Kaplan and Peter Norton write, "The average company's tangible assets-the net book value of assets less liabilities-represent less than 25 percent of market value... If an organization's intangible assets represent 75 percent of its value, then its strategy formulation and execution need to explicitly address the mobilization and alignment of intangible assets." This learning module gives leaders a roadmap to leverage the intangibles of their organization to produce extraordinary tangible results. One of the most important drivers of high performance is meaning. Specific methods are taught that can then be used by integral leaders to intentionally cultivate and influence meaning in their organizations. Participants learn how - and how not - to use "directional statements" that summarize leadership values, vision and purpose in ways that reliably boost worker performance and unit profitability.

The strategic thinking module surveys the leading theories in the fields of strategy, business model development and strategic planning including the work of: Gary Hamel, Michael Porter, Jim Collins, Robert Kaplan and David Norton. Participants learn to distinguish strategic planning from strategic thinking and are introduced to best practices for each. A key to the success of any high performance organization is the alignment of its management team in the areas of purpose, core values (a.k.a. priorities), long-term vision, one-year vision, business strategies, and key one-year and 90-day objectives. This module is supplemented by the proprietary Performance Focusing System, a best-in-class strategic thinking and tactical execution software tool.

The most successful business people are not the ones that are the best time managers, but rather the ones who are the most focused. The Institute's proprietary Attention Management System is the industry's first comprehensive attention management solution. Executives who use this system achieve productivity increases surpassing 20% - 40% based upon metrics such as worker output per hour, percentage of missed deadlines, number of hours reclaimed, percentage of time and attention solving crises, and percentage of time and attention devoted to proactive and strategic projects.

Leaders must understand their people, including values, needs, and motivations. This module introduces the "Human Thought Model" which features four dominant thinking systems leaders encounter. These modes of thinking are also called "meaning making systems" and are closely related to value systems or "worldviews." Participants will learn to quickly recognize, communicate with, motivate and influence followers who draw on one or a combination of these "thinking modes." This ability measurably increases the leader's ability to achieve desired results with followers. The four modes of thinking that are emphasized in this learning module include the impulsive thinker, the traditional thinker, the rational thinker, and the relational thinker.

Integral leaders tap the potential of their employees through individual consideration, inspirational motivation, and transformational communication. Individual consideration arises from the understanding that the internal, subjective aspects of business are equally as important as the exterior, objective dimensions. Integral leaders understand that what their followers think, value, and need are key levers for performance. Inspirational motivation occurs when the leaders make work meaningful and challenging, arouse team spirit, expresses optimism and enthusiasm, engage team members in an ongoing "visioning" process, clearly communicates expectations, and demonstrate commitment to goals and the shared vision. Transformational communication requires active listening and the skillful use of language and questions. Individual consideration, inspirational motivation, and transformational communication give rise to a transformational culture, one that is innovative, adaptive to change and cultivates high performance.

The human performance module answers the question, "What causes high performance and how can we cultivate it consistently and predictably?" Applying the models of leading developmental theorists and performance psychologists such as Robert Kegan, Daniel Goleman and Mihaly Csikszentmihalyi, participants learn to recognize (in self and others) levels of proficiency along various "lines of development," including: cognitive, interpersonal, intrapersonal (a.k.a. emotional intelligence), ethical and spiritual. Leaders learn to delegate, support and coach followers based upon the follower's respective strengths and limits. Participants receive an integral psychograph with detailed evaluations (under the supervision of PhD psychologists and elite performance consultants) of their own levels of development along various lines. Stagen performance coaches then help each participant develop a customized "integral practice" that, over the course of the one-year program, significantly leverages unique gifts while bolstering under-developed capabilities. Honest feedback, accountability, and peer support is provided to maximize gains in proficiency levels in all major leadership competencies.

Effective leaders develop high performance teams by cultivating up to fifteen teamwork core competencies, including: clearly defined values, vision and purpose, emotional intelligence, mutual trust and respect, clarified roles and responsibilities, open communication, innovative thinking, collaboration, conflict management and team culture. In addition to exhibiting these core competencies, high performance teams progress sequentially through four developmental phases.

These team competencies can be seen to develop in four stages. First, in the Alignment Phase, the team clarifies its values, purpose, and vision; sets realistic, quantifiable objectives; establishes roles and responsibilities; and establishes team guidelines. Second, in the Identification Phase, the team refines roles and responsibilities, defines expectations and establishes accountability, and creates a team identity. Third, in the Collaboration Phase, the team learns how to use peer feedback and makes decisions collaboratively. In the fourth phase, Peak Performance, team members anticipate each other's behavior and operate with extreme efficiency, encourage innovative thinking, solve problems and resolve conflicts quickly, and practice team renewal.

Today's fast changing, hypercompetitive environment has turned innovation into a crucial dimension of leadership. Innovation exists on three levels: innovation as event, innovation as ongoing process, and innovation as corporate capability. Leading theorists including Gary Hamel are studied and applied. Clayton Christensen's disruptive innovation model shows how organizations that stay ahead of their competitors do more than make incremental adjustments to established ways of doing business: they develop genuinely new, unconventional approaches. Organizations that pursue primarily sustaining innovations, or incremental product or service improvements may become vulnerable to competitors that develop disruptive innovations, which introduce products or services that are simpler, more convenient, or less expensive than existing ones and which therefore appeal to an entirely new customer base. Leaders learn to leverage integral approaches to innovation in their thinking, their people, their performance, their culture and their systems.

Integral theory provides sophisticated models that assist individuals and organizations to cope with rapid change. A survey by the Change Management Learning Center offers insights into the obstacles to corporate change and how to overcome them including the five main reasons for employee resistance to change and the six main reasons for manager resistance. A survey of major theories of change are aggregated and synthesized, with specific guidelines for which methods work best in which situations. Change leaders learn to distinguish between technical and adaptive change scenarios so that they can use the best method for driving or managing a particular change. For technical change an integrally enhanced version of John Kotter's eight step model is offered. For more complex change scenarios, Ron Heifetz' adaptive change strategies are provided supplemented by Clare Graves change states indicators. The result is a comprehensive change technology that allows leaders to skillfully plan and execute change with unprecedented effectiveness and precision.