Tag: Building Olin



The Consortium for Graduate Study in Management, founded in 1966 at Washington University’s Olin Business School, has been a national leader in promoting diversity and inclusion in business education and corporate leadership. When the organization launched under the leadership of Olin professor Sterling H. Schoen, it began with just three schools—WashU, Indiana University-Bloomington, and the University of Wisconsin-Madison.

Now, the organization has announced it will add a 20th university to its membership ranks effective July 1, 2018: The University of Washington’s Michael G. Foster School of Business.

The highly ranked Seattle-based university officially joins The Consortium at the start of the organization’s new fiscal year following approval on Dec. 4, 2017, by The Consortium’s board of trustees and the signing of the university’s membership agreement on May 3, 2018. The Consortium works with top-ranked MBA programs around the country to increase the ranks of underrepresented minorities in business education and corporate leadership.

“It’s been clear from the start that Foster would be a strong, enthusiastic and energetic partner in furthering our mission,” said Peter J. Aranda III, The Consortium’s executive director and CEO. “We’re eager to begin working with Dean James Jiambalvo and the rest of his team.”

Dean James Jiambalvo

Dean James Jiambalvo

Since 2005, Jiambalvo has led the Foster School of Business, which has embraced diversity and inclusion as a hallmark of its work, weaving that commitment into its academic programs, the student experience and its community relationships through formal programming, student clubs and activities, scholarships, and internships.

“We’re excited to extend our work in diversity, equity, and inclusion through membership in The Consortium,” said Jiambalvo. “Our membership provides an opportunity to live values fundamental to the Foster School and the University of Washington, namely that commitments to diversity, equity, and inclusion in America’s classrooms and boardrooms make for resilient thinkers who have the power to lead and inspire the world toward better outcomes for all.”

UW is the second university to gain membership in The Consortium in the past year. Rice University officially joined on July 1, 2017, and will participate in its first Orientation Program & Career Forum—an annual conference for new MBA students and Consortium constituents—in June 2018.

Read the full announcement on The Consortium’s website and see the full list of Consortium member schools

 




The Bauer Leadership Fellows Program provides experiential leadership development for team leaders who lead CEL practicum teams. Recently, the BLC fellows had the opportunity to go to Creve Coeur Lake for a leadership development rowing retreat. BLC fellows reflect back on what they took away from the rowing experience.

Place Trust in the Team

BLC fellow Elizabeth Hailand, MBA ’19, described how effectiveness in crew widely paralleled effectiveness in team leadership. Like a team, a crew requires trust in all members to stay afloat. As rowing is a coordinated team activity, if one crew member is out of sync, the entire team is put at a disadvantage. Trust in each other is vital to rowing an effective boat.

Lead by Listening

Trusting the team also means allowing others to naturally take the lead. To keep the boat balanced, rowers with more practice stepped forward. BLC fellow Perri Goldberg, MBA ’18, reflected how the rowing retreat pushed natural leaders to listen, and allowed those with more experience to take the lead. This was a reminder to those in charge not to get caught up in their own status, but focus on the team vision.

Understand How to Motivate Your Team

Success in rowing is also attributed to effectiveness in coaching. As rowing is an exhausting workout, having the right motivation is essential. A fellow shared how the coach would sometimes “cold call” a single member of the boat to row.

While this fellow enjoyed this type of personal coaching, they learned that it did not suit all of their crew members. This helped the fellow appreciate the importance of a leader to understand the team dynamics. A strong leader knows how to motivate and encourage each individual team member, while not compromising the project goal.

Apart from proving its worth as a physically strenuous workout, the Creve Coeur rowing retreat was a great opportunity to reflect first hand on leadership values and implementation. As one fellow shared after the rowing experience, since January, they have grown as leaders from driving meetings to now acting as facilitators of great and healthy content within meetings.




Ben Kosowsky, BSBA ’20, wrote this post on behalf of Bear Studios LLC.

“Life can only be understood backwards; but it must be lived forwards.” — Soren Kierkegaard

Take a moment and think about yourself five years ago—or even just one year ago. Consider the day-to-day issues you were facing and your near-term worries. I would bet that you cannot remember most of your troubles. And even if you can, they are likely not the same as those that bother you today.

Contemplate your attitudes and outlooks and reflect upon how different they are from your current perspective. If you are anything like me, it borders on absurd to think that you were the same person who had those thoughts and took those actions just a short while back.

Now, recognize that much of what you are concerned with and think about today will likely seem petty in five years’ time—or even just one year from now. The appreciation that you always have grown and always will grow is certainly important, yet it is only the first step in orienting your mindset toward personal growth.

Before I continue, let me introduce myself. My name is Ben Kosowsky and I am a sophomore at Olin Business School triple majoring in finance, economics and strategy, and philosophy. I consider myself to be a growth-oriented person. What follows are some of the strategies I use to maximize my personal growth.

Self-Reflection

Self-reflection can and should be different for everyone. For me, the most successful strategies have been documentation, meditation, and rebuke.

I became inspired to keep a journal after an interview with a “brother” in Delta Sigma Pi during my pledging process freshman year. Since then, I have spent at least 15 minutes every night reflecting on my day, focusing on what and how I can improve.

At first, meditating even for five minutes was very hard for me, but I have now reached the point where I can meditate for 30 minutes at a time. This contemplative time has trained me to let go of unproductive thoughts, focusing intensely instead on critical matters.

Finally, the strategy of rebuke, derived from the Jewish concept of Tochacha, involves inviting your closest friends to criticize you and explain how you can improve. This requires a tremendous amount of trust, but hearing your flaws from those closest to you can open your eyes to issues that documentation or mediation won’t bring to light.

Openness

Throughout your life, the vast majority of your thoughts and beliefs have changed, and they will continue to change. To embrace the inevitability of this change, you should actively seek out new ideas by exposing yourself to as many different perspectives as possible.

Everyone has things you can learn from them and taking the time to listen will help you truly understand their vantage point. Realize that you already know any potential things you will say, so you can maximize learning and growth by listening to what others have to say, and then determining what is valuable.

Perspective

While it is critical to be open to new ideas, it is equally as important to not care too much about other’s perceptions of you. Reflect on how much you cared about what the cool kids in middle school thought about you, and how little you care about their perceptions now.

On a more macro level, realize that societal definitions of success are sometimes just as arbitrary as “coolness” was in middle school. Additionally, notice how large of a role randomness plays in life and allow yourself to take some of your accomplishments and failures with a grain of salt.

This should help you realize how important it is to live your life only according to your own value system and not according to anyone else’s.

Challenge

One thing most people try to avoid is the feeling of being uncomfortable. My objective throughout college has been to challenge myself with a set of goals that push me beyond my comfortable limits, while still giving myself a chance at success.

In my first semester at WashU, I challenged myself to join as many on-campus organizations and to take on as much leadership and responsibility as possible. In my second semester at WashU, I challenged myself to think outside the box in terms of my career path and began to pursue opportunities in growth equity, instead of a more traditional path.

Last semester, I challenged myself to eat meals one-on-one with as many people as possible in order to deepen my relationships. My challenges this semester have been to meditate, to work-out, and to read at least one hour of philosophy every day.

None of these tasks were (or are) easy for me, but the key to growth is pushing your limits by setting your mind to overcome what makes you uncomfortable.

Failure

Embracing failure is not about being content with losing or not caring about success; instead, it is realizing that every struggle is an opportunity for learning and growth. Everyone struggles through failures in life. Learning to deal with and bounce back from them is the true test of one’s character.

One way I think about struggle is through the lens of what I call Type 1 versus Type 2 situations. A Type 1 situation is one you enjoy during the moment and will remember as a positive experience. A Type 2 situation is one where you are struggling during the moment and will likely remember it as a negative experience.

If you train yourself to recognize the potential growth opportunities of a Type 2 situations while in the midst of one, you can focus on how you can learn and grow from the struggle instead of dwelling on the struggle itself.

These strategies should be continuous processes that push you and keep you from becoming complacent. If you make a “wrong” decision, don’t dwell on your mistake (the “right” answer always seems obvious in 20/20 hindsight), but focus on how you can learn and grow from it.

If you consistently learn about yourself through self-reflection, open yourself to new ideas, take other people’s perceptions less seriously, push your comfortable limits with challenging goals, and learn to embrace failure, then you are well on your way to achieving personal growth.

Guest blogger: Ben Kosowsky, BSBA ’20, is a triple major in finance, economics and strategy, and philosophy; he is a strategy fellow at Bear Studios LLC.




This past spring break, members of the Missouri Botanical Garden Practicum team packed their bags and traveled 30 hours to Antananarivo, Madagascar—the capital city, known as “Tana.”

So, what is going on in Madagascar with two Center for Experiential Learning programs there (yes, there is Madagascar Sustainability Initiative, too)? The world’s fourth-largest island has a fascinating history, geography, and climate. Consequently, the country features tremendous biodiversity; in fact, more than 90 percent of all the plant species in Madagascar are found nowhere else in the world.

Therefore, Madagascar is of particular significance to conservationists and botanists. The Missouri Botanical Garden has been present in Madagascar for more than 30 years. They currently manage 13 ecologically unique sites around the country, collecting data and discovering new plant species each year. In short, the botanical garden has partnered with a CEL team of students to consult on improvements to their work in Madagascar while focusing on the future sustainability of the ongoing effort.

Prior to the trip, the team met with several staff members of the Missouri Botanical Garden, learning about the Garden’s history, goals, and efforts. Afterward, the staff gave them a tour of the research facility, with more than 7 million unique plants catalogued and stored in a botanist’s heaven. With this foundation in place, they were ready to venture to Madagascar to learn more.

The team set out on this trip with a mission in mind: To meet with the Missouri Botanical Garden’s staff in Madagascar and to learn about the operations and the conservation work of the organization at the national and local levels. Here is Laini Cassis’, MBA, ‘19, account of the trip on how they reached their goals during each day:

Diving into the First Day

On our first day in Tana, we met with the botanical garden’s staff members at their headquarters. The following day, we embarked on a full day of driving and sightseeing to one of the garden’s 13 conservation sites: Analalava, which is home to 12 plant species that are not found anywhere else on Earth. This protected forest on the east coast of Madagascar is home to lemurs, tree frogs, and bats—all of which we saw on a guided hike.

While at Analalava, we visited the site’s fishponds and tree nursery, and a local rural community called Fokontany Bongabe. While there, farmers brought us to their community garden, which generates additional income for their families. We learned about important crops such as vanilla and cloves.

The employees at Analalava work closely with surrounding communities like this one to create livelihood alternatives to protect the forest. It was incredible to see such community engagement for environmental action

Our stay at Analalava was rustic, but we had a fantastic time. We were lucky to not face a thunderstorm, or worse: a cyclone! Every meal included tropical fruits such as longans, pineapples, lychees, avocados, and coconuts (without straws). In such a rural place, the night sky revealed the dazzling Milky Way. We also went to the Indian Ocean and took a stroll along the beautiful beach in the nearby town of Foulpointe.

After another day of driving, we returned to Tana. The CEL team delved into our observations and reflections, and then presented to the MBG staff in Tana about our work objectives and project expectations.

On our final day in Madagascar, we did some sightseeing around the capital. We walked downtown, took some thrilling taxi rides, visited the highest point of the city, and toured the botanical garden and zoo. It was an eventful and eye-opening week, but it was time to leave Madagascar with another series of long flights.

Our team’s success and safety in Madagascar was largely thanks to the local Missouri Botanical Garden staff, who provided expert advice and guidance every step of the way—from ordering food to bargaining souvenirs, to handling logistical details.

We are thankful for the assistance that enabled us to focus on our assignment without disruption. Now recovered from jet lag, the team looks forward to crafting our final product and delivering impact to the Missouri Botanical Garden.




Ben Rosenkranz, MSBA ’18, BSBA ’17, wrote this post on behalf of Olin’s Center for Experiential Learning.

Sports often connect people across regions and nations. Soccer is known as the world’s game and one CEL team got to experience this firsthand by traveling to Quito, Ecuador, to work with Independiente del Valle, an Ecuadorian soccer team competing in the country’s first division.

The CEL practicum student consulting team is helping Independiente capitalize on the momentum it gained following a Cinderella run to the final of the Copa Libertadores tournament in 2016 by building a new stadium, expanding its fan base, and increasing overall revenue. Learning about and getting immersed in the culture of fútbol and food helped them progress on their project.

We found it difficult to fully understand a client and a country simply through Google searches and a few Skype calls. Spending five days in Quito with our client gave us a much better perspective on how our client operates within the greater landscape of Quito.

Given that our project involves real estate—helping evaluate where in the region the team should build a stadium to optimize attendance growth and generate revenue—spending some quality time on the ground in Ecuador and seeing the stadium’s current location was imperative. We did our best to maximize the time we spent in the country. This led to many long days (and not as much sleep as we would have liked) as we jumped from presentations, to work sessions, to games and dinners with the client.

We started our trip with an extended presentation to the marketing team, but drastically refined it until our final meeting discussing our recommendations in front of the ownership group on our final day in Quito. In between, we experienced what it means to be a professional soccer club in Ecuador.

We spent time at the club’s impressive academy—it is said to be the second best in all of South America—we met academy and first-team players, coaches, and executives, and we spoke to anyone we came across about the current state of Ecuador soccer, politics, and culture.

Our faculty advisor, Juan Pablo Espinosa, seemingly knew everyone in the city. His introductions to his friends, family and colleagues, whether directly connected to Independiente or not, all provided us with further context on the opportunities and challenges of economic development in Ecuador.

We also immersed ourselves in Quito’s culture through our meals in local restaurants, long drives through beautiful valleys to the suburb where the team played, and visits to two vastly different soccer stadiums in the area. Through our travels, we developed a fondness for nata, a creamy Ecuadorian condiment, and an obsession with taxo, a fruit that looks like a cross between a banana and pomegranate.

We all improved our Spanish, testing it out when we appeared as guests on the club’s local radio show. We hopped in on a soccer scrimmage at the academy between the coaches and the trainers, and some of us showed them that Americans have a few fútbol skills as well.

In the end, we provided Independiente’s management team with four case studies of MLS teams that faced similar location and financing situations in the United States, providing a roadmap of references and best practices to follow when the final location is determined. The team was impressed with our progress at the halfway point, based on our presentation.

Going forward, we are looking to pivot a bit from the original scope to provide more directed recommendations based on the experience and knowledge we gained in Quito.

We were humbled to have the opportunity to represent the CEL and Olin in Ecuador and cannot wait to get started working on the second leg of our project, building on our current progress as seen by our client lead.

“We have had the opportunity to work in two projects with the CEL,” said Santiago Morales, CEO of Independiete Del Valle. “In both projects, we have received great ideas and valuable recommendations to increase fan engagement.”


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