Leslie Goldman's professional success isn't just important, it's vital. As a senior executive at UNICEF USA, she is charged with raising funds to advance UNICEF's life-saving initiatives that help children across the globe. She recently attended Leading and Building a Culture of Innovation at Harvard Business School Executive Education, a learning experience that changed the way she thinks about innovation. She shares her thoughts about the program.
The challenge of building new partnerships for UNICEF USA has urgency because children's lives are on the line. Our goal is not an incremental increase in revenue but rather transformational growth. This program has given me the knowledge and tools to build a culture of innovation that inspires my team to think and act with fresh energy and aspirational vision.
The group exercises provided hands-on activities that helped us analyze the concepts we learned in the discussion sections. The case studies were fascinating analyses of leadership approaches and their implications. And the instructor-led discussions gave us a framework for understanding how innovation can be applied to any business environment. We also had a few sessions for reflection and quiet focus, allowing us to slow down and process what we had learned and how it related to our work. The week was incredibly varied—we covered so much each day, and each segment built upon the last. It was clearly a very well-planned curriculum, with a balance of practical, theoretical, and applied lessons.
Yes. I think I speak for many of my fellow participants when I say that the week was a transformational experience. That was partly because we were able to fully give ourselves over to everything this opportunity offered. We were encouraged to use breaks and mealtimes to connect with each other rather than rush to our phones, so we talked about our new insights and how they related to our work and lives. The facilities, immaculate and well serviced, exceeded my expectations—we had a beautiful view overlooking the Charles River. Socially, the week had a wonderful arc: We started out as friendly strangers and ended as friends and sounding boards. We definitely grew close and laughed a lot. By the end of the week, it felt like we had been through four years of university together.
I was surprised that we were able to focus in a meaningful way on our own specific challenges. In other words, the program was directly applicable to each of us. It was incredible that people who had never met each other, and who represented a wide range of industries and geographies, were able to truly and tangibly help each other work through unique professional challenges. That process in itself was the embodiment of the program—each person has a slice of genius, and our role as a leader is to bring out that genius to achieve something great.
