Tag: Executive Education

Olin’s executive education programs, spanning the Midwest and the nation’s capital through WashU programming at the Brookings Institution, placed 12th nationally and 32nd in the world in a new Financial Times ranking released Sunday night.

Olin also ranked fourth in the nation in the percentage of women participating in executive education programs, with 47 percent female participation. Olin’s programs also placed highly in terms of program growth, ranking 11th globally and third in the nation. The Times based that metric on revenue growth in open programs as well as growth in revenues from repeat business.

“We help develop business executives at over 150 companies across the nation, amounting to more than 2,000 leaders every year,” said Samuel Chun, assistant dean of executive education and professor of management practice. “We’re gratified that the Financial Times rankings recognizes this, and we’ll strive to increase our reach and impact.”

Olin provides a wide variety of “open enrollment” executive education programs on the St. Louis campus, on topics ranging from marketing strategy and motivating people to emotional intelligence and finance for non-financial managers. The program also encompasses courses through the Brookings Executive Education program, where participants can take courses in leadership, strategic thinking, and leading change, among others.

Olin Executive Education designs content to allow leaders to apply what they’ve learned immediately when they return to work. While Olin frequently draws executives from the St. Louis region, it also works with corporate partners across the nation and around the globe.

Most programs are held at the Charles F. Knight Executive Education & Conference Center on Washington University’s campus. However, the Olin Executive Education team can conduct programs at venues around the world. Since 1993, Olin corporate programs have successfully served thousands of employees from a diverse client base.




Allison Halpern, BSBA ’18, wrote this post on behalf of Bauer Leadership Center.

Last week, the Bauer Leadership fellows discussed the challenges and responsibilities of a leader. All fellows are MBA students serving as Center for Experiential Learning team leads for a project within their practicum program. In this role, they need to manage relationships with their teammates, mentors, and clients.

To navigate these winding roads successfully, they collaborated and role played tough situations to understand how to solve problems and create impact as a leader. To extend this conversation beyond the meeting walls, I wanted to share their words of wisdom here to continue building values-based leaders here at WashU.

Communicate Early; Set Goals; Manage Expectations

Many fellows discussed coming into a team with prior friendships with other members. Established relationships can be difficult to break, especially if you are coming into a role as a superior with a team of fellow students. It is important to set the goals up front for you as a leader and other team members in various roles to give them freedom and leadership.

This allows everyone to have responsibilities where they can shine. It also grounds you with a sense of authority and respect.

And these conversations go beyond the team, too. Each group has a mentor to guide them through the practicum. They are there for guidance and to provide a more experienced perspective, but making sure they are doing this properly can be difficult.

Taylor Ohman, previous CEL team lead and BLC Fellow, said it well: “This is the Center for Experiential Learning—the point is to work through the struggles and learn how to do better.”

With this in mind, its important for this mentor to let students solve problems to learn and grow in this safe space.

Take on the Responsibility of the Team

As one of the fellows said it, be a “leader servant.” Leaders will get much of the praise when things go well—and all of the brunt if they don’t. If another teammate is having an off week, it is on the leader to pick up the slack.

And if nitty-gritty administrative work needs to be done, it is important for the leader to pick up on it to allow the rest of the team to focus on the parts that matter most to them. As a leader, it is your job to bring the best out of your team.

Sometimes, that means doing the not-so-glamorous work and taking the fall when things go wrong. But it’s also important to know how to bounce back.

Adapt, Improvise, and Shift Plans, If Needed

Of course, you can set goals and take on hard responsibilities, but some things just might not go as you thought—and that’s OK. As a leader, it is critical to learn how to act on your feet and continually manage performance.

If someone is not performing up to par, discuss it with this person in a direct, mature, and decisive manner. Improvise on what their responsibilities are to provide tasks that can be benchmarks for success. Every team member will work differently, so work to understand these differences to create a cohesive team dynamic.




Sarah Kaplan, BFA 2018, wrote this post on behalf of the Bauer Leadership Center.

Through a panel discussion cohosted by the Bauer Leadership Center and the Century Club Business Series, the 2018 Distinguished Alumni Award honorees shared how value systems have shaped their career paths.

  • Zack Boyers, MBA 01’, chairman and CEO, U.S. Bancorp Community Development Corp., St. Louis.
  • Shirley Cunningham, MBA ’08, executive vice president, AG Business and Enterprise Strategy, CHS Inc., Inver Grove Heights, Minnesota.
  • Munir Mashooqullah, MBA ’98, founder and custodian, Synergies Worldwide, Thailand.
  • Richard Ritholz, BSBA ’84, partner, senior portfolio manager and head of global commodities trading, Elliott Management Corporation, New York City.

A defining theme throughout the discussion was the significance of having a global perspective while relying on a focused value system.

Global Thinking

Richard Ritholz described not understanding globalization as going into a fight with one arm tied behind your back. In an increasingly “fast-changing and globalized world,” an appreciation for how other people think is incredibly important.

Having spent time abroad in England, Italy, Norway, and Holland working for Mobil Oil, Ritholz had to assimilate across many cultures.

“It really opened up my mind,” he said. “Without the experience of internationalization, I just don’t think I would have thought about things with as open a mind as I was able to, and I am not so sure I would have been as successful.”

Shirley Cunningham likewise shared how in her experience working around the world, a global perspective makes you think more broadly. “It makes you think in a more rounded way if you think about the globe as the opportunity versus just a narrow strip.”

With global opportunity also comes global responsibility. Munir Mashooqullah pointedly stated that all of us now have a global footprint.

“You cannot be a leader or a manager or have skills without understanding how things work around the world,” he said. Mashooqulla shared a tip he picked up from the president/CEO of Bain: CEOs have to be the leader of an ecosystem, not just a singular asset. This applies to not only global corporations, but also national organizations.

As Zach Boyers shared that working in a primarily US-based company, technology and global change still affect national organizations. In handling these global shifts and changes, it is important to have a dedicated core set of values to act upon.

Focused Values

In addressing a global business world, all four alums agreed on the importance of not just having core values, but focusing on implementing them within one’s own organization. Boyers got to the heart of the matter: “The question really becomes, what do values mean in practice and in an operating model in your business?”

To implement a core value of teamwork into his own operating model, Ritholz starts by understanding the impact of teamwork, then “I work backward and try to figure out what we need in order to engender that type of teamwork, spirit, and camaraderie.”

Mashooqullah shared another strategy implementing a values-based culture: Values must start at the top.

“We put on our website that reputation is what other people think of you, and that character is what you are,” he said. “Culture is important because without that, you cannot pre-populate an organization with what you think.”

Without a cultivated culture, it is difficult to act on specified values. Cunningham also emphasized a values-based culture. She shared an experience working in a blame-oriented culture.

From relying on her core values of integrity and problem solving, she was able to re-align with a business environment, which also supported that belief system. When it comes to values in a global world, a resounding reminder from these alums is that you cannot just talk to the talk, but you must walk the walk.

Be sure to click this link to see the Distinguished Alumni Symposium on April 12, 2018, or view the video below.




Don Dorsey, pictured in 2004,

Don Dorsey, pictured in 2004

C. Donald Dorsey, a member of Olin’s National Council, a longtime scholarship supporter, and distinguished alumnus, died on Thursday (May 3, 2018). He was 76.

Mr. Dorsey served as a senior executive for PetSmart during its rapid expansion from seven stores to more than 500. He even served a stint as interim CEO for the company’s operations in the UK, where he was credited with stabilizing its operations in the late 1990s and positioning the overseas unit for continuous improvement at that time.

Longtime members of the Olin community recalled Mr. Dorsey as a tireless booster for Olin and Washington University, where he received his BSBA degree in 1964.

“He was pretty close to me,” said Robert Virgil, dean emeritus at Olin. “He was one of my very first students when I started teaching. I go back a long way with him. I remember him well as a good student, a leader of his class and after graduating, a dedicated alum of Washington University—very generous.”

Virgil recalled Mr. Dorsey being very active in Washington University’s Scholarship Initiative Campaign. Indeed, he and his wife have been benefactors of the Donald and Lydia Dorsey Scholarship since 2006. Two years earlier, Mr. Dorsey had received Olin’s Distinguished Alumni Award for his career accomplishments.

“Don was a very special friend for Olin Business School and Washington University,” said Mahendra Gupta, former Olin dean and Geraldine J. and Robert L. Virgil Professor of Accounting and Management. “He loved his school and his university and was always there to support them and to be a great ambassador.”

Gupta recalled recruiting a reluctant Mr. Dorsey to the National Council by inviting him to a meeting, where he was impressed by the membership of the group and the intense dedication each member shared for the future of the school. He joined the council in 2009.

“Don was an engaged member of the Olin community through his service on our National Council,” Dean Mark Taylor said. “His commitment to supporting students is inspiring and I am grateful for how welcoming he was during my first year as dean.”

Career Highlights

Mr. Dorsey was a St. Louis native through-and-through, graduating from Normandy High School, attending Washington University, and signing on for his first job with Price Waterhouse locally. He worked there 12 years before moving into general management with retailers in the grocery, automotive, and eye-ware industries.

In 1989, Mr. Dorsey joined PetSmart—three years after it launched—as senior vice president and chief financial officer, helping the company through enormous growth. The chain had blossomed to more than 500 stores and Mr. Dorsey helped guide the company through its 1993 IPO before he retired in 1999.

“Being a CPA was a strong background for moving into general management,” Mr. Dorsey said upon receiving recognition as a distinguished alumnus. “In building PetSmart, we began by working with consumer focus groups to discover what our customers really needed. From that basis, we built on the concept of one-stop service for their pets.”

At about that time, after his leadership, the company’s UK unit was acquired by UK-based Pets at Home in December 1999. PetSmart later went private after its 2015 takeover by BC Partners for $8.7 billion.

Following his retirement, Mr. Dorsey worked as an adviser and investor for several development-stage consumer-related companies such as Ulta Beauty and Five Below.

His wife Lydia and his children were with him at the time of his death. Mr. Dorsey is survived by his wife, Lydia; daughter, Lisa. and son-in-law, Ken Stewart; daughter, Christine Dorsey; stepsons, Eric Bazarnic and Cliff Bazarnic; daughters-in-law, Lynn Ducey and Zoja Bazarnic.

Funeral arrangements are pending.

Pictured above: National Council member and BSBA ’64 Don Dorsey with Frank Duan, BSBA ’16, recipient of the Donald and Lydia Dorsey Scholarship.




Joe Piganelli, MBA ’18, wrote this post on behalf of Bauer Leadership Center. Olin Blog is running it today, the day of the Cardinal’s home opener against the Arizona Diamondbacks.

While the common fan may not view baseball this way, running a baseball team is just like running a business. Both require focus, discipline, and leadership skills. There are revenues, expenses, profits, and losses that must be managed for the team owners.

John Mozeliak, president of baseball operations for the St. Louis Cardinals, holds these responsibilities. He has implemented a unique system of coaching and feedback spanning the entire Cardinals organization.

Recently, the “Defining Moments” class at Olin had the opportunity to hear Mozeliak. He told us what leadership means to him, sharing the correlation between leadership and success within the Cardinals organization. What stuck out to me most about Mozeliak’s leadership tactics were his discipline and adherence to systems and his ability to focus on areas where he can have the most impact.

In the Cards’ organization, individuals receive bimonthly feedback on whether they are at a constant level of performance, improving performance, or declining performance. Those with constant or declining performance levels learn how they can achieve improving performance. This system sounds simple and intuitive, but is difficult. It requires amazing discipline, prioritization, and consistent management to stick to and maintain it.

Mozeliak’s strict adherence to systems, routines, and concepts of organizational management have provided him the means to sustain and enhance the mystical “Cardinal Way.” The key element to managing these systems is his ability to not micro-manage.  The “Cardinal Way”—the organizational philosophy of the team—depends not only on discipline, but also trust.

Mozeliak trusts his people and likewise his people trust him. He provides his team the autonomy and space to run these systems, creating a stronger team on and off the baseball field.

The privilege of listening to our (favorite) baseball team’s president of baseball operations was unforgettable. Mozeliak gave us a window into the hard work and discipline that goes into leading any organization to success—especially a winning baseball team.


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