As the Segment Leader for DuPont's consulting arm with responsibility for Turkey, the Middle East, North Africa, and Pakistan, Johan van der Westhuyzen wanted to expand his ability to lead. In the Program for Leadership Development (PLD) at Harvard Business School, he found a carefully crafted experience that delivered practical guidance, changed his view of himself, and catalyzed the changes that are making him a more effective leader.
PLD had an unexpected but profound impact on my view of myself as a leader today and tomorrow. It challenged me by highlighting the areas I still need to focus on and develop in—in my character and thought processes, as well as in the way I engage with my team.
I was also surprised by the relationships. I didn't expect to become such good friends with the other participants and to learn so much from them. Our group bonded well, and everyone shared so openly—sometimes very personal stuff—that it was a very enriching experience for all of us.
PLD was especially strong on execution. For each domain, the curriculum focused on execution of best practices. I especially liked the emphasis on practical solutions. When you study cases and discuss real-life situations with peers, you are challenged to think about how you would apply the lessons, and it is often different than you initially intended.
I was particularly impressed by how well the professors managed the case discussions. At the beginning of the discussion, you have a certain position on an issue, but the professors have mastered the art of bringing the discussion to a point where you not only start doubting that position, but also your general view of things. That can be a powerfully emotional, unsettling experience, and it's ultimately how you begin to change.
After the first on-campus module, I went back and shared with my team the need for change, and we started applying some of the learning. It helped my team recognize the importance of these actions very quickly. Now that I've completed the entire program, I have more ammunition and will go back and implement more changes.
The cases on leadership and people management had a big impact on me—especially those dealing with performance issues and how to deliver feedback. In one session, we studied high-performing individuals and traits that can derail performance. This was very relevant to me personally, but also to those high performers reporting to me. PLD featured a case that related to dealing both with me and others.
The 360-degree feedback exercise challenged my thinking about my leadership. I've been through many 360s, but what I liked most about the process in PLD is that not only do you get the feedback, but also you have a coach working with you to help you understand the root causes of the perceived feedback and good and bad outcomes. Through the coaching process, you can reflect on how people perceive your behavior, why you do it, the impact it has on others, and what needs to change. That combination of coaching and detailed reflection was extremely valuable for me.
Executives that attend PLD need to be ready to be challenged on a very personal level. It's that challenge that will help you to change—and to grow as a leader.
