Learning through Fellowship

What were some of your first impressions of AMP?

The diversity of the group was a very positive thing—but it was a little overwhelming at first, with so many cases and a hectic schedule. We had a fire drill one day, and I remember being happy to be outside the building for a little break!

I was a bit surprised to be the only African American in the program. However, if you look at boards and C-suites, African Americans are still underrepresented. That's an opportunity—to learn, to recruit, and to mentor. We all need to keep that in mind.

What was your living group like?

The living group was a great experience. When you live with seven other people and none of them is like you, it is a bit daunting at first. However, it was amazing to see us get past our differences and find similarities. That has been a wonderful lesson. No matter who you are, you need to strive to find that common ground.

As you work with your living group to prepare the cases, it's hard to find a balance because you want the living group to perform well, but you also want to retain your individual identity. Similarly, you want to be heard and to be part of the discussion, but you don't want to monopolize. Our living group was able to get past these obstacles because of a common factor: We're all compassionate. We took care of one another, and when someone was weak in a particular area, the others stepped in and supported that person.

The fellowship at AMP contributes the most to your learning. I learned a lot from the cases and professors, of course, but talking with your peers is a special experience because you learn how people in different countries tick and what motivates them. I may forget the names of cases we studied, but I won't forget those interactions. I will need to make sure I keep in contact with the people I went through this eight-week experience with—to nurture those friendships and draw strength from them.

How did you socialize outside the classroom?

We've done many activities together. For example, we went to a Red Sox game. I called a contact of mine within the Red Sox organization, so we got to have a tour and go down on the field. This was the first baseball game for some executives, and they loved it. We went to Walden Pond, and we went on an outing to pick apples. We also went to restaurants that represent the nationality of each person in the group.

Beyond the people, what other aspects of the program impressed you?

The case method is an extraordinary way to learn about business. It offered revelations and great lessons that I didn't expect. I have an MBA, but that does not compare to AMP. In a way, AMP is a leadership-focused executive finishing school. I took some very practical lessons back.

The anxiety of being called on gives you an edge and makes you more present in the class. The workload by itself is doable, but what makes it a bigger challenge is that you are trying to engage in other aspects of the program—the socializing and the interactions with faculty. Over time, you become better able to manage it all.

In the classroom, you absorb many different perspectives—from professors and from other executives—while you're considering your own experiences. For example, when we were talking about Phil Knight at Nike, I was thinking that we've had similar rapid growth at my company and that I need to do some of the things he did at Nike. He made good decisions and also some familiar mistakes. I feel better about myself, knowing that others have made mistakes too.

How did the faculty contribute to your experience?

The faculty is amazing. The best faculty in the world teach at AMP—but everyone is very approachable. They have real-world experience and such rich academic experience, too. I've been in a lot of academic settings, but the beauty of an AMP education is the simplicity of it. The professors teach each subject at a level that makes it understandable. It's not purely theoretical or in the clouds.

How did the program contribute to your growth as a leader?

AMP has given me a greater appreciation of the opportunity I've been given. I think that as executives, we have an obligation to do something big and to find our true north. Through business, through capitalism, through whatever endeavor we're in, we need to change our communities for the better.