Getting to Why

Why did you decide to attend the General Management Program?

My company has sent a number of people to HBS and other schools for executive education. In choosing a program, I looked closely at the testimonials because I wanted to hear firsthand why the program was meaningful. It's such a personal experience, and that was a differentiator for me. I'm also a big fan of the case study approach, which started at HBS.

What appeals to you most about the case study approach to learning?

Studying a case really engages you. Through discussion, role-playing, and the way the faculty delivers the material, you not only absorb information about the topic at hand, but also learn how to approach the issues and wrap your mind around them. That intensive process enabled me to think about business opportunities and organizational challenges in a very different way.

In what ways did the case studies change your perspective on leadership?

People who come to GMP are at a point in their lives and careers where they're ready to take that next step in defining their leadership. Knowing more is great, but knowing how to think about an issue, ask questions, and respond to challenges—that's what's really required of business leaders. To add more value to my company, I needed to understand how to pull back, look at a challenge, ask the right questions, and really think about it in a productive way. GMP delivered that.

How did the reality of GMP compare with your expectations?

I didn't realize the extensive role self-reflection would play in the learning. Thinking about it now, I don't know how I could have expected to get to where I'd like to go without pausing to think about what I'm good at, what I like to do, and how that adds value. With so many tools and the time away, I felt that I had the permission and ability to do that valuable self-reflective work.

How did the living group contribute to your learning?

It's strange to be living with a bunch of new people at this stage of your life, but the group was fantastic. We had a medical doctor and consultant from Stockholm, an area head for a transit corporation from the United States, the CEO of an automotive parts manufacturer in Poland, an operations officer from a mining company in Australia, the head of a family construction and design business out of Nigeria, an investment professional from Saudi Arabia, and a senior HR leader for a telecom company in Japan. I don't know many work situations that could replicate the global diversity of this program.

We very quickly became comfortable with one another. Because of that trust, we were able to challenge each other's views—and become better at substantiating our own perspectives as well. A discussion among executives from different cultures and industries almost guaranteed that our perspectives would differ. Those interactions helped me to find my voice.

Why was the group's diversity important?

Learning how to communicate more effectively in the very intense setting of a globally diverse living group certainly has helped me to communicate more effectively at work. During GMP, we gained a much better understanding of cultural differences. Not only did we challenge each other by saying, “Tell me why you think that, because I disagree,” but we also started to understand how people experience one another and how miscommunication can easily occur.

In day-to-day work, you get used to the folks around you, so you may not be as likely to pick up on how they're receiving what you're trying to communicate. I sit at the management table at my company with people who share some similarities, but that doesn't mean we come at things from the same angle. At GMP, the diversity forced us to think carefully about that. I became more aware of how others perceive me, how I affect them, and where there might be an unintentional disconnect.

How did the classroom discussions change your perspective?

Listening to the professors and the questions they asked in the classroom, I started to think, "OK, if I'm faced with a similar situation at work, what questions should I ask? How will I challenge others' preconceived notions? How will we come to a conclusion as a team? What are we really trying to accomplish?" It was important to learn how not to rush to a solution.

Corporate, professional, and personal decisions, as well as world events, are all driven by the why. When you get to hear many different perspectives, you begin to understand the why. In the HBS classroom, you're really being probed—not to come to the answer, but rather to understand the path to getting there—and that's where you can unleash the why. I walked away from GMP with a greater understanding of what questions to ask, the motivations behind individual decisions, and where I fit in the context of the situation.

Were there any aspects of the curriculum you found particularly challenging?

While I had a surface knowledge of macroeconomic issues, engaging with macroeconomics in greater depth was a real challenge for me—but a good one. I enjoyed thinking about the motivations behind economic policies and the questions we should be asking about why things have turned out the way they have and what the global economy might look like in the future.

How has GMP changed you as a leader?

I learned that leadership and management are about having the ability to look at the 60,000-foot picture instead of only focusing on the details. This program makes you step back and learn how to ask the right questions so that you can become the leader you want to be.

My boss has said that he believes in setting a high bar, because people often don't know how good they can be until they are tested, and until someone believes in them. I try to set the bar high for myself, and as a leader, know it is my responsibility to do so for my team. Leadership is about encouraging and enabling others to reach their full potential. Having had this amazing opportunity, I'm excited to use what I've learned. I also look forward to ongoing engagement with the people I met at HBS—peers and faculty.

How would you sum up the program's value?

It's all about the fit. I walked away with a greater sense of where I fit in terms of my company, my team, and my network. Now I have a better understanding of the skills I bring to the table, what I enjoy doing, and the value that has to the people around me and to my company. I also have better ways of thinking about where my company fits in its competitive landscape, in the sector, and in the United States and global economies, and about the environmental factors that might affect us moving forward.

Programs like GMP are so valuable because sometimes you just need a catalyst. Having the chance to be challenged in this way is an experience that is unique to this educational environment. It really forces you to think about why you view an issue a certain way and why you believe something to be true. In the process of doing that, you might realize that maybe you're not so right and perhaps there's a different way of looking at the problem. Through that experience, you can find an opportunity to grow—and help your company grow - by addressing opportunities challenges in a more effective way.