EA has been helping Wisconsin executives, other than CEOs and presidents, make better decisions and achieve better results for 30 years.
Founded in 1986, Executive Agenda (EA) exists to transform senior managers into executive leaders. It does this by providing a peer group, coach and resources that support and challenge the members to a higher level of excellence while enhancing their plans, ideals, decisions and results.
EA members are learning-oriented senior managers and executives, other than CEOs and presidents, who represent a wide variety of perspectives, industries and business functions. Owing to the high quality, diversity and commitment of EA's members and Chairmen, the results of issues "worked" by the group are almost always superior to those any individual could produce by him or herself.
Executive Agenda is Unique
EA is Wisconsin's oldest and largest membership organization dedicated exclusively to executive development across diverse business functions. Executive Agenda groups are composed of individuals embodying a wide range of businesses, industries, perspectives and functional experience. It is the synthesis of the group's diverse knowledge that ensures that the resulting solutions, decisions and recommendations effectively address today's greatest business challenges: those that reside across, rather than within, business functions.
Executive Agenda's Mission
We are committed to continually serve and support senior executives by enhancing their professional and personal lives through professionally-facilitated peer roundtables comprised of senior leaders who support and hold one another accountable preceded by in-depth One-on-One coaching sessions with a seasoned EA professional.
- Objectivity, honesty and candor
- Devotion to mission/vision and giving value to members
- Caring, giving, empathizing—a genuine concern for the well-being of others and their communities—the noble cause of work
- Helping others learn, grow and self-discover solutions
- Ethical/act with integrity (which facilitates trust building)
- Finding the noble cause for work—serving others which then helps communities
"Half of the decisions made in business and related organizations fail . . . because decisions that avoid a public airing are apt to be covered up . . . Learning demands a culture in which decisions can be discussed without this blame-finding mentality."
Paul C. Nutt, Professor of Management Sciences, Ohio State University