Growing Through a World of Business Perspectives

Why did you want to come to PLD?

I wanted to push myself. In particular, I wanted to build my capacity for decision making by expanding my knowledge, strengthening my skill set, and broadening my horizons.

What was your overall impression of PLD?

My expectations for Harvard Business School were naturally high, but PLD exceeded them. The program was inspiring, not just in the caliber of the academic curriculum, but also in the rich diversity of perspectives. PLD brings together a unique group of people from around the world who contribute greatly to the analysis of business situations through their different lenses.

The case study method, which is the core of the learning approach at HBS, was incredibly powerful because it continually brings some of the more philosophical and conceptual themes into a pragmatic realm. I found that extremely valuable.

What surprised you most about PLD?

I hadn't anticipated how powerful some of the non-academic facets of the program would be, such as the interactions with other participants, the living group, and the coaching. The program was also more fun than I thought it would be. I built friendships that I think are going to last a very long time. That was an unexpected bonus.

How did your living group contribute to the experience?

The workload forced our living group to collaborate as a team. We were all from different countries, so we not only studied how to build global teams, but we also had to do it among ourselves at PLD. When we worked together on our alumni challenge project during the second off-campus module, we applied some of the tools we'd been taught, not only in designing the solution but also in working together as a virtual team across the globe.

Do you have a favorite PLD moment?

In class one day, the professor said, "Who's in favor of this course of action?" I quickly raised my hand and soon realized I was the only one. For the rest of the class, the professor said, "Who's with Sterling on this?" And no one was with me. We had a rigorous debate, and as the class ended, she said, “Well, let me tell you what happened—they did exactly what Sterling said.”

What were some of your biggest takeaways from the program?

I have accomplished what I set out to accomplish. I've acquired a new skill set around business innovation, leadership, and team management, and I've gained some valuable tools and insights that are helping me make better decisions in those areas. In addition, I now know myself better as a leader.

When we try to improve business outcomes, we have a natural tendency to make things more complicated—add more process or more layers to achieve greater consistency. One big "aha" moment for me was the realization that it's important to turn inward and analyze the root causes of performance issues. This analysis often reveals that the answer is to simplify rather than to make things more complex. That perspective is going to change the way I think about business problems and make decisions.

What will you do differently as a leader thanks to PLD?

I plan to apply aspects of the congruence model to my work, so I'll be approaching people, process, culture, and strategy with a different conceptual framework. For example, if you're steering a large ship, it's hard to move it rapidly—but if you turn the wheel just a little bit and keep going forward with momentum, you'll eventually head in a very different direction. That's how I'm going to apply what I learned. I'll adjust my leadership style just a little bit, a few degrees, and that will take us in a new direction that produces a substantial impact over time.

What would you say to others considering PLD?

I can't recommend PLD strongly enough. It offers a unique balance of theoretical concepts, philosophical themes, and technical frameworks. The learning takes place through real-world discussions in a practical context, with an incredibly diverse and intelligent group of participants.