Why do people decide to earn an MBA degree? If you look at one applicant's list of reasons compared to another's list, the common element is likely to be a desire for faster career progress. Most MBAs want to make it to the top, to become the leader of an organization.
When you walk into an organization, it's usually not too hard to spot the MBA graduates. They are continually looking for the toughest assignments, are willing to do whatever it takes to succeed, and use the most academic business jargon.
How do other people in an organization see the MBAs? It's not unusual for everyone else to see MBAs as arrogant, self-absorbed, inclined to seek too much glory, and over paid. When a tough assignment comes along, people may avoid volunteering when an MBA is the leader . . . fearing that they will become cannon fodder for the MBA's ego and ambitions.
As a result, many MBAs do better at climbing the management ladder than they do helping their organizations outperform the competition. Is it any wonder that many venture capitalists favor investing in a humble scientist or engineer who leads a new business rather than an MBA?
Despite these perceptions of MBAs being focused on "what's in it for me?" many MBAs want to help their organizations gain industry leadership and then set higher standards from there. Many other MBAs want to head their own start-up organizations and be funded by venture capitalist MBAs. Some other MBAs want to enjoy close connections with their colleagues, whether they are MBAs or not.
How can MBAs outgrow the self-limiting perspectives that originally led them to want to earn their degrees? I believe the solution lies in choosing to become a breakthrough leader, someone whose organization continually outperforms its own justifiably high opinions of what's possible.
This shift in focus helps the MBA and the organization because such a leader must look out more for the interests of others than for self interest. Demanding times require organizations to accomplish more to succeed and thrive than was previously the case, and leadership has to improve for that to happen.
To explore this idea of making MBA leaders more effective, I asked Dr. Terry Lee (a Ph.D. graduate of Rushmore University whose dissertation on breakthrough leadership was recently published) to assist me. He kindly shared his research with me.
Dr. Lee found that many leaders emphasize the IQ (Intelligence Quotient) side of a business, emphasizing strategy and execution -- what to do, in other words.
Typically, the business challenge was more on the EQ (Emotional Quotient) side, emphasizing culture and values -- how to do what needs
to be done. In this EQ dimension, MBAs were likely to exhibit weaknesses through being seen as focused on their own careers rather than on being inspirational leaders for the organization. Most employees want to work for an inspirational leader, but most find that they do not.
Through his research, Dr. Lee developed this definition of a breakthrough leader: "Someone who inspires people to fulfill their potential by removing the impediments to that development."
What does it take to perform as a breakthrough leader? For those who don't think of themselves as being very inspirational, there's good news: You don't need the charisma of a world-class personality. Dr. Lee's research shows that these twelve performance factors describe what breakthrough leaders do:
1. They set useful expectations (establish and communicate an appropriate vision of what the organization must accomplish).
2. They define priorities (set a winning strategy).
3. They build teams (encourage a culture of high-performing cooperation).
4. They motivate people (inspire people to develop their potential and perform).
5. They set a positive personal example (model the appropriate behavior).
6. They operate according to the organization's values (act with integrity).
7. They provide feedback (coach others to perform better).
8. They challenge the status quo (encourage change where it's needed).
9. They build trust (assist, encourage, facilitate, and collaborate without hidden or personal agendas).
10. They confront people issues (focus on achieving performance).
11. They persist during adversity (increase organizational resilience).
12. They develop talent (encourage and help people learn).
You may have noticed while reading this list that you don't need an MBA degree to be a breakthrough leader. At the same time, having an MBA degree doesn't disqualify you from developing this important competence.
Okay, now you know what's required to be a breakthrough leader. How can you learn to employ those twelve performance factors? I offer these suggestions (which are not intended to be mutually exclusive) for your consideration:
1. Have a long talk with yourself about what kind of leader you want to be.
2. Find a breakthrough leader and ask for her or his help.
3. Study breakthrough leadership while earning an MBA degree.
4. Tell those you report to, those who report to you, and your peers that you want to become a breakthrough leader, explain what you need to do, and ask for their help through formal and informal feedback.
5. Hire a coach who is expert in helping people learn to improve their breakthrough-leadership techniques.
6. Perform studies of breakthrough-leadership effectiveness based on your performance and learn from your history.
7. Study and apply advanced breakthrough-leadership methods, such as developing and teaching 2,000 percent solutions.
The only question left is when you will get started: How about now? Those you lead will be grateful.
Author Resource:-
Donald W. Mitchell is a professor at Rushmore University, an online graduate school, who often advises MBA and PhD candidates on how to become breakthrough leaders. For more information about ways to engage in fruitful lifelong learning at Rushmore to increase your effectiveness and improve your career, visit
http://www.rushmore.edu
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