Duke Corporate Education
Kathleen Ponder has had a diverse work experience in the field of executive education and coaching. Kathleen started their career in 1994 as the President and Senior Executive Coach at Capacities, Unlimited, where they coached senior executives from various industries and held senior leadership positions herself. In 1997, they worked as an Executive Coach at NFOTS, where they had the privilege of coaching U.S. Navy Admirals and members of the Joint Chiefs of Staff. Kathleen then joined the Center for Creative Leadership in 1994 as the Global Director of the Design & Evaluation Center, focusing on the non-profit and education sectors. In 2006, they joined Duke Corporate Education as the Global Director of the Learning Innovations Team, where they led the development of innovative and experiential learning methods for senior executives. Kathleen also worked as a Consultant at Grayson Group in 2008. Overall, Kathleen has a strong background in executive education and coaching, with significant experience in leadership development and transformative learning methods.
Kathleen Ponder's education history includes a Doctorate in Curriculum & Instruction & Counseling from the University of North Texas, which they obtained between the years 1991 and 1993. Prior to that, they pursued a Master of Science degree in Psycholinguistics/Ed of Deaf from McDaniel College from 1975 to 1977. Their undergraduate studies were conducted at SUNY New Paltz from 1968 to 1972, where they earned a Bachelor of Science degree. Their field of study during their undergraduate years was Speech Pathology & Audiology, Education.
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Duke Corporate Education
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Leaders are the greatest levers for winning in an unpredictable world. They create the conditions for success with customers, employees, stakeholders and society. Duke CE's purpose is to help these leaders get ready for what’s next in the midst of uncertainty. We primarily do this through our custom leadership programs, consistently ranked at the top by the Financial Times and Business Week. Previous experiences, right answers and new content are insufficient in addressing today’s challenges. In some instances, these may actually be counter-productive. Leaders need to have the capacity to understand context and how things work systematically. To do this effectively requires more than simply closing knowledge gaps. It requires a more fundamental reorientation and re-wiring to be successful.