What to expect on your first month of the Cass Executive MBA
A new fresh start
This September it really was back to school. A new satchel, calculator and some weighty textbooks proved useful accessories to distract from the natural apprehension of meeting new classmates. A round of 60 second introductions only whet my appetite to find out more about my forty-five or so fellow passengers on this much-anticipated journey.
Time is tightly scheduled from the beginning on the Cass Executive MBA (EMBA). The whole induction journey has been well choreographed. It is no accident that a personal development workshop and Organisational Behaviour module are timetabled upfront to ensure study groups bond quickly.
The first professional development workshop built on a pre-course question to identify our strengths. Strengths are defined as the underlying qualities that energise us, and that we either excel at, or have the potential to excel.
These strengths may overlap with technical skills, but also recognise that you may not always thrive on your technical competencies. You may have the capacity to be detail orientated, though it could be nurturing external relationships that puts the spring in your step.
Awareness of our strengths helps to manage performance and helps team-mates spot warning signs of strengths tipping into overdrive. For example, an overwhelming focus on future scenarios and a strategic perspective could mean current realities are overlooked. Sharing this snapshot with our new study buddies was an effective ice breaker!
Identifying our strengths
The lectures that followed on team dynamics, motivation and leadership provided a rich theoretical framework to reflect on our respective team roles. Belbin’s theory describes nine team roles clustered under three headings: action; social or thinking roles.
Overlaying our Belbin scores onto Strengthscope scores and patterns started to form; a Monitor-Evaluator carefully noting scores in the Excel spreadsheet; a Shaper encouraging those who had missed a session to find out their scores; a Plant seeing the patterns between the two reports; and an early warning that we are short on Completer-Finishers! Myers-Briggs Type Indicators, the popular personality test completed the trio of ‘type’ tests.
Early on we were invited to suggest a collective noun for a group of MBA students. The winning entry was a ‘muscle of MBAs’. It is already evident embarking on the Cass EMBA is going to require a lot of heavy lifting in terms of textbooks, time and commitment.
It is clear the motivation for many is not the extrinsic reward (Herzberg’s theory of motivation) of a higher salary or corporate sponsorship but intrinsic drivers of personal growth and accomplishment. The textbook example of intrinsic reward is a mountaineer which is fitting as we have heard how Cass aims to cultivate an explorer’s mindset: there is even a Cass MBA Expeditionary Society.
Our cohort reflects a spirit of enquiry and respectful challenge. Executive presence sessions working in small groups and one-to-one provided immediate feedback on how I show up. It also provoked early reflections on what leadership looks like, and could look like for me.
When people ask me why I wanted to do an MBA, I explain it is to kick start my career after working part-time while my daughters were young. It is also an opportunity to brush up on technical skills; Accounting and Financial Reporting is underway. More than that, embracing the spirit of adventure and trusting in the process – I am ready to explore how I can reach my best potential.
The alchemy – in the truest sense of the word – has already begun.
Executive MBA (2020)