Chilton has helped large organizations produce business results from learning, coaching, and enterprise-wide change efforts for the past 25 years. His clients have included GE Capital, Deloitte, Fidelity, Bank of America, Novartis, Genzyme; Shire, TJX, Home Depot, Clifford Chance, and Baker McKenzie.
Court teaches primarily at the intersection of leadership, organizational change and strategy. He has worked internationally on a wide variety of business-building initiatives: creating “branded client experiences;” relationship management and service improvement; sales training and leadership development; executive education and coaching; implementing Lean/Six Sigma; professional services practice management, and re-engineering the learning function. In the course of these initiatives, he has also developed computer simulations, on-line 360 feedback, and process-embedded e-learning. He is an effective facilitator and coach for senior management teams.
Prior to working for MIT’s Sloan School, Court was a senior vice president of The Forum Corporation, based in New York and Boston. In the course of 14 years at Forum, he was responsible for the firm’s core leadership, teaming, and total quality offerings. He also co-managed the mid-Atlantic region for the firm and several strategic client relationships.
Court Chilton explains why maturity is important for leaders as they take people, teams and organizations into new, uncharted territory. Mature leaders invoke confidence. Chilton provides...
Shifting culture and leadership norms is hard, but there are a number of moves that could help Uber evolve.
There are plenty of smart executives in the world, but they often make poor leaders. That’s because it takes both intelligence and maturity to excel at leadership.
Watch an interview with Court Chilton on the elements of strategy and organizatinal change.
Sign Up for Email Updates on Executive Education Programs