Lifelong learning has become imperative for everybody, and particularly for those responsible for strategy, implementation, and are accountable for stakeholders and shareholders. And after that, I could say: "That's who I am.In a world that is rapidly changing, the demands placed on senior executives are constantly increasing. So now they have an espresso machine at Wharton. It became a case study-an example of bringing together people of different backgrounds, and pursuing a common need. Our group decided to get a machine, and I found myself championing the cause. We had to go across the street to get our espresso, and we were losing time. The one thing the Wharton program did not have was an espresso machine. The program provided decision processes that made me a much better negotiator and a more global thinker. But now I saw myself as a leader in charge of a business. I was already leading a unit at SNC-Lavalin, and I had thought of myself as chief-financial-officer material. Because I was able to take the time, I saw that I really wanted to be president of a large organization.
It made me look very differently at the second part of my career. We talked about finding your own preferred way of thinking, as opposed to spending endless time on accounting cases.
Because of pressures of time and speed, we often lose the ability to reframe an issue, and to understand there are various methods of thinking.Īt Wharton, we studied leadership in different contexts for example, leadership of a city, or leadership in the context of an orchestra. One big reason for choosing Wharton was that its program was about becoming a transformational leader, gaining agility of thought.
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