Preparing for Bigger Leadership Challenges

What brought you to AMP?

We had acquired another bank the previous year and were in the midst of merging two technology platforms. This was my first really large acquisition—a firm almost four times larger than we were. With it came a significant amount of complexity. As I looked at what our organization would become and the leadership it would need, I realized that I needed to close some gaps in my leadership skills and gain the capabilities needed to run a large business—and that I had to do it immediately. AMP seemed to be a good way to address these needs.

Was it difficult to leave work for eight weeks to attend the program?

There is never a good time to step away from the business. Because so much was happening at the time, I very much appreciated my team and the support that they gave me. They said, "We'll back you up and we will get through this." I felt a bit guilty—and very grateful—because it was hard for them. But it was clear to me that I had to do it.

Did your living group work together well?

The best thing for me was the camaraderie in our living group. We grew close over the eight weeks of the program. By the end, we were sharing things that were quite personal and had developed a level of friendship and trust. I certainly plan to keep in touch with these people.

How did the case method enhance the AMP experience?

Case studies stretch your thinking. Because they're written with a bit of ambiguity, they force you to think more—to clarify your assumptions and explain the reasoning behind your proposed solutions. The cases have given me new ways to approach and solve the issues in my own work. I can look clearly at any situation and say, "What's the issue here? What are the facts? What are the alternatives? What can we do if Plan A doesn't work out?"

What were your interactions with the faculty outside class?

One of the professors, Cynthia Montgomery, told us how important it was for us to continuously reflect on our own businesses as we went through the program. I used that as a way to reach out to some of the professors. I met with them, discussed what a particular lesson meant for my business, described what we'd been doing, and then asked for feedback. That was extremely valuable for me.

I also reached out to a number of HBS professors not on the AMP faculty and introduced myself as an AMP participant. They were very gracious in responding and providing advice. One of the great things about being part of the HBS network is that we will always have access to these resources when we need them.

Which aspects of the curriculum were most valuable for you?

My favorite topic was strategy and its execution. I thought I knew about strategy, but during AMP I realized that I was doing it very poorly. The way I look at how businesses operate now is very different.

All of the AMP sessions are important because the different disciplines—finance, marketing, strategy, talent management—fit together and feed into an organization's success. A lot of thought has been put into the way AMP is structured. It was as if we started at the base of a pyramid, and with each class the different disciplines converged, building on each other. Through that process, I learned about the important interrelationship between the various functions within an organization as part of successful strategy execution.

Did you experience any "aha" moments?

I had many "aha" moments. For example, the Shackleton case explored the emotional ups and downs that go with leading through a crisis. We are going through a critical time in my business, so that hit home for me. In a marketing session one day, it suddenly struck me that my business had been looking at positioning products and dealing with a portfolio of customers the wrong way. I was excited to go back and reframe some of those problems.

I also had a moment of revelation concerning values versus performance. On many occasions, we had overlooked how someone behaves because they're producing. The big realization for me was that success happens when there's no compromise on key values. If all you care about is the bottom line, that's fine because financial performance is 100 percent aligned with your values. But that's not true for the vast majority of organizations. In other words, leaders can't say that they care about people and their well-being—and then reward someone who runs over other people to achieve their goal.

What were your biggest takeaways from the program?

The entire experience was enlightening and mind-expanding. It made me recognize how much I didn't know before and how much more I can do for my organization. I'm prepared to do things that I was not prepared to do previously.

Before AMP, I lacked confidence in many areas of leadership. Two things occurred during the program to boost my confidence significantly. One, I closed knowledge gaps—in operations, strategy, and marketing. Two, I recognized that I am capable of holding my own with others like me in other businesses around the world. My interactions with the other AMP participants helped to build that confidence. I realized that I have the skill sets and the intellect necessary to interact at this level. I'm not afraid of anyone in the room. That was true for others, too—the people in my living group began to behave much more confidently.

How are you approaching leadership differently?

I plan to spend more time with our top 25 performers. I need to start engaging them in what we want to do. I also want to help them map out their journeys. One of my biggest takeaways is that I have a responsibility to ensure that people are clear on their future direction.

I am slowly working my way back in at my company and not taking charge of everything right away. While I was at AMP, a number of people were active in making decisions and moving the business along. I can let them continue doing what they have been doing while I listen to their concerns and offer support and advice. It's an opportunity for me to focus my energies elsewhere.

What advice would you offer other executives considering AMP?

If you're considering AMP, do it. There's no doubt in my mind that you are going to grow. You just need to come with an open mind. You will have an exciting opportunity to meet people from other regions and to hear their views on the same problems you're facing. If you're a curious person, hungry to learn, you won't regret it.

How would you summarize the program's value?

Every six months or so, a cohort of people leaves AMP better able to make a difference, not only for their corporations, but also for society. The program certainly delivered great value. In many ways, it surpassed my expectations. The networking is priceless.

I see now why people want to come to HBS. What happens there can increase the velocity of growth for any business. It's an honor for me to be part of that institution. Building my knowledge was important, but during the program, the value of the learning became bigger than the actual curriculum and more about the person I choose to be and what I want to pursue going forward. It raised my expectations for the future.