With 25 years of corporate experience under his belt, Tim Hershey, Vice President of Nike Global Merchandising, wanted to broaden his professional perspective while strengthening his ability to lead change and negotiate effectively. That's why he decided to enroll in two HBS Executive Education programs—Strategic IQ and Changing the Game: Negotiation and Competitive Decision Making—and to attend them in consecutive weeks. He discusses the unique benefits these programs provided.
Although I'd like to consider myself a lifelong learner, it's been more than 20 years since I was in school. At HBS, the setting, structure, and content rekindled some of my student mentality, and it was invigorating to re-acquaint myself with that mindset. Additionally, I was impressed by the passion and expertise each professor brought to the discussions. It made for a highly engaging experience that involved the entire class. I must admit that I was not initially thrilled about going back to dorm life, so you can imagine how surprised and delighted I was with the living quarters and dining quality. Both were top-notch and made for a truly premium student experience.
I had two reasons. First, my calendar allowed for the two-week window. And second, the content and objectives of both courses aligned well with my professional development plan. Having them back to back did make for a great deal of work in preparing for the courses, since there isn't much time to catch up on case reading once classes are underway. That time was best spent revisiting the cases, re-familiarizing myself with the key themes, and answering the assignment questions in preparation for the next day's discussion groups and lectures.
While I have 25 years of professional experience, all of it has been with only two companies. Strategic IQ and the HBS business case methodology provided a very broad, rich view across a multitude of Industries and companies. It gave me new strategic tools and reinforced some of what I've learned over the years. Specifically, this program shined a bright light on the power and importance of the informal architecture of the strategic structure. Understanding and embracing those realities can be the difference between success and failure when implementing change.
An essential part of influence is negotiation—with both external partners and internal stakeholders—and Changing the Game was invaluable because it broke down the mechanics of negotiation. It examined negotiation at all levels, from high-stakes deals to everyday interactions. Because of its rigor and broad swath of cases and simulations, it introduced lessons that pushed me outside my current role and comfort zone. These lessons had universal relevance, so I now have an enhanced perspective on the art and science of negotiations. Some of the most useful things I learned were the value of preparation prior to sitting down with the other party and the importance of maximizing shared value for both parties. The short- and long-term benefits of this approach pay dividends long after the deal is inked.
