As the global operations head for AIG’s Global Distribution and Field Operations, Rosa Pan is responsible for managing and delivering high-impact, multi-country strategic initiatives. When the pandemic hit, complexity rose to levels most of us have not experienced in our lifetime, and with a team of nearly 40, Rosa looked for an executive leadership program that would help her effectively lead change across the organization in the midst of turbulent times whilst inspiring the team to rally together around a common purpose of value, belonging, and high-quality work. After reading about Managing Turbulence, she knew it was the right course at the right time.
Why did you choose to attend Managing Turbulence?
A collective series of events and needs brought me to Harvard Business School Executive Education. Learning to be a better leader through COVID, social unrest, war, workforce mental exhaustion, and impact initiatives that relied on highly effective teams set the stage for a clear realization that the skills that brought me to the role were not sufficient to make me successful in it. I needed more sophisticated toolkits if I were to make an impact and inspire a team to jump in and take on the challenges ahead. MBAs available were good options on paper but included a high opportunity cost and time I could not afford to be away from my team that needed me to show up better and stronger for them and the organization. I needed to look elsewhere for the right fit for me. That is when I came across the Certificate of Management Excellence (CME) at HBS, and the Managing Turbulence course was the right toolkit at the perfect time in my journey.
You've also attended the High Potentials Leadership Program and Changing the Game: Negotiation and Competitive Decision-Making. Now that you've completed Managing Turbulence, how would you describe the collective impact of these three programs?
At the time, I assumed a senior leadership role that required me to show up with the best I could offer during a period of transformation and turbulence. The High Potentials Leadership Program allowed me to focus on my team, building their strengths and learning to foster a growth mindset. The Changing the Game: Negotiation and Competitive Decision-Making program helped me find win-win positions and be a stronger partner to the 15 internal functions, regulators, brokers, and client stakeholders I supported. Managing Turbulence allowed me to not only take in and learn to lead through ambiguity, uncertainty, fear and hope, but also to learn to focus more on me and my purpose, my values and the importance of self-care.
For me, the collective impact was around creating and leading a culture of top talent, high-performance teams, and win-win negotiations. I always want to do right by our people, retain young talent, and give everyone the opportunity to feel appreciated — to know that they are valuable and that there is a growth horizon.
What are some key takeaways from the program that you are applying in your professional life?
We spent a significant amount of time in the program talking about what we have been experiencing personally as the already turbulent world became even more uncertain, scary, and complex with a myriad of personal challenges also brewing from inside.
It was impressive how so many conversations were centered on finding purpose and inner strength: thinking about how to not just survive but thrive, examining your function in your role in your company, family, and society. That was eye-opening on so many different levels.
What would you say to someone who is thinking about attending Managing Turbulence?
To get the most out of the program, be prepared to engage! The professors and peers are exceptional. There were dozens of countries and industries represented in my class. The diversity of ideas and the opportunities to share with top senior executives across the globe was a life-changing experience for me, personally and professionally. Together, we tangibly experienced that there is more that unites us than divide us, no matter how different our industries or roles are. And sharing experiences, playbooks, ideas and challenges is not just an option, but essential in our journey of leadership mastery.