Hi, everyone. I recently came across a couple of articles that I thought might interest the MBAs and other future business leaders out there. In both cases, the articles were too long to copy into an entry, so I’ve posted some excerpts along with the direct links.
The first article is an op-ed from the New York Times describing a recent study into the qualities that are highly correlated with successful CEOs. At first, I thought I’d be able to guess at the results of the study, but I was surprised by some of the findings, particularly concerning the “soft skills” as a factor for CEO success.
The op-ed is a little long to reproduce here, so I’ve only copied a couple of quotes that jumped out at me below. If you’ve got a few minutes, it could be worth a quick read, especially for those of you interested in becoming CEOs one day.
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“In Praise of Dullness”
Author: David Brooks
Source: NY Times Op-Ed (LINK)
Published: May 18, 2009
Interesting excerpts from article:
” What mattered, it turned out, were execution and organizational skills. The traits that correlated most powerfully with success were attention to detail, persistence, efficiency, analytic thoroughness and the ability to work long hours.
In other words, warm, flexible, team-oriented and empathetic people are less likely to thrive as C.E.O.’s. Organized, dogged, anal-retentive and slightly boring people are more likely to thrive.”
“They, too, found that extroversion, agreeableness and openness to new experience did not correlate well with C.E.O. success. Instead, what mattered was emotional stability and, most of all, conscientiousness — which means being dependable, making plans and following through on them.
All this work is a reminder that, while it’s important to be a sensitive, well-rounded person for the sake of your inner fulfillment, the market doesn’t really care. The market wants you to fill an organizational role. “
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The following article was written by the current Dean of the Kellogg School of Management at Northwestern, Dipak Jain. In the article, Jain describes how business schools can remain relevant in the aftermath of the current economic crisis, which many people blame MBAs for having created.
I’ve copied only the introduction to the article below because it’s a two-pager, but it’s worth a read. Really interesting thoughts about how B-schools need to change going forward.
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“MBA 2.0: Business schools can remain vital in the years ahead–if they reinvent themselves as intellectual hubs that tackle big problems”
Author: Dipak C. Jain, Dean of the Kellogg School of Management
Source: BusinessWeek.com (LINK)
Published: May 11, 2009
Introductory section of article:
“The current economic crisis is good in this way at least: It focuses the mind and provides an opportunity for reflection, renewal, and responsibility. Cold comfort, maybe, but business-as-usual cannot flourish in this environment, nor should it. As business practitioners now take a long look in the mirror to figure out the next step, so too should business schools examine how they can position themselves to meet the needs of an uncertain global market.
The best will do so by understanding that their mission is more important than ever, since business occupies a space at the convergence of many fields—from the social sciences to the physical and life sciences. Acting on this insight, business schools can become interdisciplinary knowledge centers inspired by diverse ideas and a passionate engagement with the world. If the marketplace is too complicated for clear prediction, then leaders instead must learn to anticipate change, managing with the knowledge that comes from multiple sources and perspectives. These schools will unite science and philosophy to let students make data-driven arguments that create actionable processes that deliver results.
Equally important, by turning imagination and analysis upon serious social challenges—poverty, hunger, environmental degradation—business schools can redouble their efforts to produce successful, significant graduates who make the world a better and safer place. Top schools will understand that the curriculum must go beyond traditional notions of business education. They will cultivate an interdisciplinary, collaborative approach that focuses on global leadership as well as functional expertise. “
—–
The first article is an op-ed from the New York Times describing a recent study into the qualities that are highly correlated with successful CEOs. At first, I thought I’d be able to guess at the results of the study, but I was surprised by some of the findings, particularly concerning the “soft skills” as a factor for CEO success.
The op-ed is a little long to reproduce here, so I’ve only copied a couple of quotes that jumped out at me below. If you’ve got a few minutes, it could be worth a quick read, especially for those of you interested in becoming CEOs one day.
—–
“In Praise of Dullness”
Author: David Brooks
Source: NY Times Op-Ed (LINK)
Published: May 18, 2009
Interesting excerpts from article:
” What mattered, it turned out, were execution and organizational skills. The traits that correlated most powerfully with success were attention to detail, persistence, efficiency, analytic thoroughness and the ability to work long hours.
In other words, warm, flexible, team-oriented and empathetic people are less likely to thrive as C.E.O.’s. Organized, dogged, anal-retentive and slightly boring people are more likely to thrive.”
“They, too, found that extroversion, agreeableness and openness to new experience did not correlate well with C.E.O. success. Instead, what mattered was emotional stability and, most of all, conscientiousness — which means being dependable, making plans and following through on them.
All this work is a reminder that, while it’s important to be a sensitive, well-rounded person for the sake of your inner fulfillment, the market doesn’t really care. The market wants you to fill an organizational role. “
—–
The following article was written by the current Dean of the Kellogg School of Management at Northwestern, Dipak Jain. In the article, Jain describes how business schools can remain relevant in the aftermath of the current economic crisis, which many people blame MBAs for having created.
I’ve copied only the introduction to the article below because it’s a two-pager, but it’s worth a read. Really interesting thoughts about how B-schools need to change going forward.
—–
“MBA 2.0: Business schools can remain vital in the years ahead–if they reinvent themselves as intellectual hubs that tackle big problems”
Author: Dipak C. Jain, Dean of the Kellogg School of Management
Source: BusinessWeek.com (LINK)
Published: May 11, 2009
Introductory section of article:
“The current economic crisis is good in this way at least: It focuses the mind and provides an opportunity for reflection, renewal, and responsibility. Cold comfort, maybe, but business-as-usual cannot flourish in this environment, nor should it. As business practitioners now take a long look in the mirror to figure out the next step, so too should business schools examine how they can position themselves to meet the needs of an uncertain global market.
The best will do so by understanding that their mission is more important than ever, since business occupies a space at the convergence of many fields—from the social sciences to the physical and life sciences. Acting on this insight, business schools can become interdisciplinary knowledge centers inspired by diverse ideas and a passionate engagement with the world. If the marketplace is too complicated for clear prediction, then leaders instead must learn to anticipate change, managing with the knowledge that comes from multiple sources and perspectives. These schools will unite science and philosophy to let students make data-driven arguments that create actionable processes that deliver results.
Equally important, by turning imagination and analysis upon serious social challenges—poverty, hunger, environmental degradation—business schools can redouble their efforts to produce successful, significant graduates who make the world a better and safer place. Top schools will understand that the curriculum must go beyond traditional notions of business education. They will cultivate an interdisciplinary, collaborative approach that focuses on global leadership as well as functional expertise. “
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