The MSL and Post-Graduate Success: An Interview with Alumna Claudia Ritter

This month we had a chance to sit down with Claudia Ritter, a graduate of the BU Brussels Masters of Leadership degree in 2011.  In response to many applicant inquiries as to how the MSL degree is used post-graduation, we focused the conversation on how she's found value in applying her knowledge in the work world.

Claudia, thanks for joining us today.  I'd like to talk about your experience with BU Brussels's MSL program.  What initially interested you about getting a Masters in Leadership degree at BU?

I was at the time cycling through a career transition, leaving a highly politicized working environment to set up my own consultancy in cross-cultural communications in Brussels. I had held senior management positions in EU public affairs for twenty years. I had gathered significant experience building international teams, managing international projects, organizing European-wide campaigns and developing international media strategies. And I felt ready to design and deliver leadership programs for companies and organizations challenged by the complexity of multicultural working environments: when seeking to enter new markets, when sub-contracting to other countries, when driving a change process...

At the same time, I wanted to update my knowledge, preferably in an academic environment. The BU Masters in Leadership degree seemed to fit my objective: the courses are being taught by industry-experienced  professionals who combine their practitioner’s skills with academic structure.

Did you have any expectations about what you would be learning?  If so, what were they?

My expectations were clear, at least I thought so. I wanted business-focused knowledge for immediate use in my daily work. But I got so much more out of it than just topical content. I learned about strategy, finance, negotiating, leadership and team dynamics. But I also learned that good leadership development programs – whether in higher or in executive education – are not just a series of classes you sit through to obtain your degree or certificate.

Good leadership development programs are those that have a long-term value because they become a transformative journey. They do not simply teach you about leadership, telling you what you should do to be successful. They also help you capture the spirit of leadership by integrating emotionally intelligent leadership practices. They are not only about achieving learning goals, they also address the powerful drivers of leadership behaviors. And those are skills you need in today’s international workplaces. Ignore the real state of an organization you work for, ignore the norms of the groups you interact with in your professional relationships, and you are set up for failure. Know how to navigate complexity, and organizational systems and cultures will support you.

Every choice to go back to school involves weighing out time and money investment against what you perceive the value of the program will be.  What did you expect the value of the MSL to be for you specifically (not just value to the typical student)?  Were there certain issues you wanted to address, or career goals you wanted to obtain?  Did you use the MSL to help you in a career transition to a new career, or to advance in your current position?

I wanted to position myself on the market. There are many consultants around- many competent colleagues. So how would I make a difference? I already had my academic credits, but I felt that a postgraduate Masters from a renowned American University would help.

And indeed, it has. Not only have I embarked on new learning, I have accessed new networks. Two former co-students of mine in Brussels have become business partners. A professor on the campus in Boston has given me valuable advice relating to my professional activity, though we never met in person. I can present myself as a seasoned professional who combines twenty years of experience in the industry with up-to-date academic learning. This has by the way helped me win an important contract last month. The MSL has opened many doors for me: to new learning, to exciting business partnerships, to an academic community I feel that I belong to, and to new clients.

How have you applied the knowledge from the program in your work life?

I integrate much of my theoretical learning at BU into my own leadership programs. But, most importantly, I use a lot of BU’s teaching methodologies, blending them with my own. I love bold mixtures of learning techniques that are conducted over a period of time.

My programs are not designed as one-time quick-fixes – or correctives -, but built as multifaceted processes that permeate the three layers of any organization I work with: the individuals, the teams in which they work,  and the culture of the organization. They combine intellectual and emotional learning. They blend contextualized content with action learning and coaching, where participants use what they are learning to diagnose and solve real problems in their organizations.

No doubt BU has inspired me to design leadership programs that are different from what you normally find in the executive training arena.

Do you look at others (peers, underlings, bosses, clients) differently now?  If so, how?

Studying leadership, if taken seriously, transforms you. It changes the way you relate to colleagues, business partners and clients, because it changes your mindset. You learn that being a good leader does not mean that you have to be the toughest gal or guy on the block, nor that you have to head a team or an entire company. You learn that leading is about inspiring people, about creating places of resonance, and about making sense. You learn that leadership effectiveness goes well beyond the management of resources and the rational operation of organizations. And, yes, studying Leadership has fundamentally changed the way I look at others. I have become more open, more tolerant, more curious – and more aware of the need to create innovative leadership practices. Interestingly, I seem to always be meeting people – new colleagues, partners, friends – who share my interest in helping leaders cultivate a broader range or depth of social and emotional competencies not just for added leadership strength in their own organizations, but for the vitality of our economy. That’s synchronicity at its very best…

Why do you think that leadership is such a hard topic for people to understand?  I've found that many people feel they should be interested in it, but very few actually go forward and try to learn more about it.  Do you agree?

I believe that strong leadership programs have to be focused on intellectual and emotional learning. They are not just about tackling reality, they are about implementing ideals too. This is not what you typically find in most business schools and executive training centers, at least not yet. They continue to operate according to traditional metrics, such as financial performance and organizational strategy. These will of course always be important considerations. But in today’s diverse and constantly changing global market we need a new generation of leaders with that extra dimension that makes the difference, with that extra set of new skills. We need people not only responding to economic challenges, but to ethical and cultural challenges too. People not only interested in  aligning their underlings, but also in developing attuned relationships.

This is a principle that many colleagues of mine, my business partners and myself apply when developing our leadership programs targeting the executive education arena: we increasingly build on the concepts of authentic leadership and emotional leadership. Our clients love this approach as it combines business-focused know-how with techniques to uncover their own strengths and ideals, and to use their daily work as a laboratory for learning and personal development.

I am convinced that the most forward-thinking business educators will over time recognize the importance of transmitting, alongside topical content, certain skills and behaviors in higher education to help their graduates become true leaders instead of mere managers. That would be long-term value for people and organizations. Imagine what our societies would be like if  they were structured around the concepts of resonant leadership. What would our parenting be like, our schools, our businesses, our communities…

And I am sure that we will get there. Remember how unusual the breakthrough concept of « emotional intelligence » (EI) seemed to us when Daniel Goleman first coined the term in the early nineties of the last century ? How could EI possibly exist when it could not be measured, unlike the intelligence quotient, the IQ ? Today, EI is a respected area of academic research. We know from two decades of analysis within top organizations that resonant leaders excell not only through skills and smarts, but also by connecting with others.

One question we've been asking people is "Why Leadership and Why Now?"  If someone were to ask you why they should learn about leadership now as opposed to later, what advice would you give them?

Today’s markets are complex and highly competitive. The sooner you position yourself with a degree from a top-ranking university, the better. And Leadership it should be, provided that the classes blend proven traditional management models with these new work skills: self-awareness, empathic understanding, self-mastery, and personal responsibility. Learning about leadership now makes you fit for the future. It helps you navigate international business environments - building trust, developing attuned relationships with colleagues and clients, detecting differences in management and leadership styles in other countries or organizations - and adapt your strategy. It will take you into the ranks of leaders-to-be benefitting not only their own organizations, but also their families, their communities, and society as a whole. I have witnessed it myself when  enrolling as a student with BU: learning about leadership in an academic context not only changes the way you interact in your professional, but also in your personal relationships, in addition to opening up great networks. 

Thank you for your time Claudia.  Congratulations on all your successes.

Why Leadership Matters for the Best Jobs of the 21st Century

Leadership is hard to define.  It is a concept, much like acceleration, which is only theoretical until it is applied to an actual set of tangible circumstances.  While leadership a hot topic these days, with books on the subject selling briskly and degree programs opening up worldwide to address the interest, many people feel that it is important without really being able to explain why.

As a concept, leadership can be thought of as an accelerant, something that increases the velocity of that upon which it acts.  Is your career stagnating?  Learning what it is to be a leader, and the nuts and bolts of how effective leaders work through traits, behaviors, and relationships, will help boost you from where you are to where you want to be.  Are you an entrepreneur?  Leadership studies will help you learn how to attract and gain the loyalty of followers, who will in turn elevate you and your ideas.  You will learn how groups select a leader from amongst peers, and learn how to maximize the chances that you will be that leader chosen.  If you already lead others, you can learn about how a leader creates meaning for others and shapes the reality they see, so that others decide on a course of action that the leader desires.  You can study how leaders align the efforts of others towards a common goal by shaping and perfecting that goal (through storytelling, charisma, and emotional intelligence) and motivating followers to come along.

Leadership as a topic is not one to be kept in books.  It provides value by being taken out, tested, and wrestled with every day.

Recently a book was published which highlighted the best jobs for the 21st century.  In the midst of financial crises, increasing unemployment, and globalization, many of us are happy to just have a job, and are not worrying about if ours is the best.  But these negative factors define the reality in which we operate, and the best jobs are a reflection of these conditions.

In short, the best jobs are those which cannot be outsourced: high-touch, on-site jobs.  But these are not the only factors.  After all, you can't get your car repaired overseas that easily, so it would seem that being a car mechanic would be a safe job.  But it isn't, because you are highly replaceable, and when this is the case, wages are driven down and you don't make that much (because everyone competes on price).

The key is to not be a commodity.  Be unique.  Be hard to replace.  Here I'll quote directly from an article that discusses the book:

Therefore, the best jobs for the 21st century--the high-growth, high-paying, job-creating occupations--will be in services that require some combination of creativity, sophisticated decision making, interpersonal sensitivity, and adaptability to a changing environment. This last factor, adaptability, means the ability to learn new skills and the flexibility to change work roles and possibly employers as opportunities emerge. It also means that a college degree, while serving as the entry ticket to one of these highly rewarding jobs, does not free the worker from the need for additional education or training. Continuing education is a legal requirement for many of these jobs and a practical necessity for the others.

Two points above are critical.  First, the highlighted skills- those which make you unique and valuable- are all direct aspects of leadership development.  They ARE leadership.  Second, it isn't ever too late to go back to school and further develop your skill set.  This is the beauty of a leadership graduate program: it is applicable to everyone.  


Every year we watch students advance their skill sets and become more valuable in the workplace with our Masters in Leadership degree.  Where they take those skills, how they apply them, and how far they go is up to them.  What's certain is that as we head further into the 21st century, more and more indicators are showing that becoming a better leader in your field is the path to more stability, satisfaction, and apparently a shot at the "best jobs" the century has to offer.

Differentiate yourself.  Consider BU Brussels.

The BUB Newsletter - Dec / Jan

For the holidays, we are combining two months' of newsletter into one.  Click on the image below for the full pdf version of the December / January newsletter for Boston University - Brussels:

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Communicating as a Leader with today's Electronic Media

As a leader, you have many options for communication at your disposal.  Traditional (now called "rich forms") of communication remain the best option for sensitive or confidential matters, or arenas where the style of delivery (such as tone of voice) are important.  Rule of thumb: no sarcasm in email!  It doesn't translate.  In addition to the context of the message, it's important not to over-rely on electronic communications in general.  Psychologists have noted that there are several hidden problems that result- people need human interaction to remain connected, motivated, and stimulated.  Simply turning to the computer or smart phone for every message won't do. 

So tip #1 is: Combine new methods of communication with old "human interaction."  Take a walk around your office to chat with people.  See what comes up.  Often when this unstructured space for communication is available, simmering issues can come up and be addressed before turning into big problems.  If you have virtual workers, try to organize periodic events where you can all meet in person.

Next, consider the existing level of relationship in your communications.  Do you all know each other well in person?  Have you been working together for some time and "gelled" as a group?  If so, you probably have existing communication patterns, which can then be supplemented with electronic communications.  In other words, if you've known each other for a while, you can read "between the lines" of emails and text to understand what is meant over and above what is simply said.  If you are new to working together, try not to rely too much on emails or texts at first.  You may not know the other well enough to know what they truly mean in these short communications.

It's also important to READ AND RE-READ your messages before yous send them off!  This applies both to emails and to texts.  Simple errors in emails can lead to misunderstandings and hurt feelings.  These days the autocorrect feature on your smartphone can turn a regular text into an embarrassing missive.  Typing "ok Bob I will call client now" quickly while driving (which you shouldn't be doing anyhow) can turn into a whole different message if call is autocorrected to kill.  It's happened!  A quick Google search shows innumerable examples.  Also be sure to check who you are replying to.  Many a career has been ended over hitting "Reply to All" instead of "Reply." 

Finally, know when it's in poor taste or tacky to use email or texts.  Some interactions just need to happen in person.  Important issues, the loss of a loved one (even a pet!), and other sensitive topics should be addressed in person, or if that is not possible due to distance, at least over the phone.  If you're not sure- ask!

BU Class Spotlight: Negotiations

Of the three "axes" of leadership optimization- Personal Traits, Interpersonal Skills, and Environment, perhaps one of the easiest to improve upon through training is Interpersonal Skills.  Similarly, Interpersonal Skills are a cornerstone of effective Diplomacy and International Relations.

For these reasons BU Brussels has long been offering negotiation classes as part of its curriculum.  In this months' blog, we had a chance to talk with one of BUB's current students, Noemie Civino.

During Noemie's studies of Applied Economics at the Catholic University in Louvain, Belgium, she found her finance and logistic courses most interesting. She graduated in June 2010 and decided to continue her education with a Graduate Diploma in Finance at BU which would give her the opportunity to have a more practical education after my four years of theoretical education. Because these courses took place in the evenings she found it a good opportunity to have some real experience in the field and she started her internship at a start-up Be Park (www.bepark.be) in Brussels where she worked on the Business Plan, Financial plan and is currently doing business development for the Flemish part of Belgium.

Noemie, thanks for taking the time to talk with me.  Why did you decide to take the negotiations class?  What were your expectations of what you would learn (if you had any), and what value did you think you would take from it (before you actually began the class)? 

I decided to take the negotiations class it because I never had a class regarding the way of approaching situations, deals, negotiations and conflicts. This seemed the perfect opportunity for me to have a more interactive class with a lot of participation and "learning by doing". We "do" first, and afterwards we reflect on the negotiations, and the tactics used. The class met my expectations regarding the interactive part of it. Currently I'm doing an internship where I experienced that knowledge about how to approach discussions can be vital. I thought it would be a good idea to analyze the way I am negotiating and discussing with people. So what I really expected is to see which tactics I could use to improve my way of handling situations in relation to people.

Had you found the need for negotiation skills previously in your work or academic life?  If so, in what context?  

Not so in my academic life, but I did have many groups at work.  However, I didn't recognize that approaching my discussions and negotiations in another way would change things. Now that I think about it, it could have been very helpful indeed. Currently, I recognize the need for these skills very much at my internship at a start-up in Brussels. I always want to keep my work relationships at its best and by actually learn more about how to approach these relationships it seems helpful in achieving that.

I know Professor Rancourt uses a lot of role-playing exercises in class to bring the concepts to life.  Walk me through one of your experiences of these.  What was the exercise?  How did you do?  How did the other side perform?  Were there any take-away lessons from the exercise?

The exercise was about a company, Eurotechnologies, who's primary product is an elaborate bioelectronic detection system. To get a contract, the company was in the need for cost cutting so it was trying to keep its employees but move them to another location so they could shut down a redundant site. 

I liked the exercise because it is a situation that is not uncommon and was a mix of emotional and rational (for the company) concerns. The company was in desperate need of saving money to get an important contract from the government. The most money would be saved by shutting the oldest plant. We wanted to keep the staff because it concerned the R&D staff, which was one of the most important resources for the company. 

To reach that goal we came up with a lot of suggestions to make the move easier for them. Because the savings of shutting down the plant was that substantial we offered things like investing in de infrastructure of the newer plant where they would move to like renovation of the laboratory and the cafeteria to maintain a positive spirit. The most important thing we offered were the scholars and seminars we offered, as well as the ability of some R&D employees to go sometimes to the current plant location to keep the contacts theu were having and invite stagiaires from university to come to the new plant so the level of knowledge would be maintained. 

We decided to let everyone speak, so addressing a topic to every person so there wouldn't be just one spokesperson and we could all respond best to the reaction of the other side, taking into account how our topic should be handled. For example, I stressed the ability of keeping their knowledge and contacts up-to-date, which was an important issue for them as well as for us. So I took a rational and collaborative position by doing this. My team members focused on the emotional issues like guidance for them moving, for example looking for good schools for their kids etc., and like the renovation of the plant they were moving to keep their working environment as it was before and even better with new equipment.

In the end we succeeded in them moving to the new plant and compromised on their learning and contacts which was also in our advantage since it benefits the performance of our product.

Do you feel that the material and approach of the class has better prepared you for negotiating outside of the classroom?  Are you using any of the techniques in your internship?

I was surprised that I actually started to use the tactics. I focus on keeping my voice low and show the person I'm listening to them and that I understand their position.

I recognized I did everything before to avoid conflicts but realized I just avoided discussion which can actually be good sometimes. Now I talk about how I would like to approach things and every time I had a good response. Now, when I'm getting advice I take it as something I can learn and not as critique. I knew before they were some guidelines and advice but always felt I had to justify why I did it different while it actually was better to change my way of approaching my task.

I know I like my internship a lot, the negotiations course maybe has contributed to that!

One final question: An assumption I've seen people hold is that negotiation is only for high-pressure office and career situations, and that no everyone needs to learn it.  Do you see applications in everyday life of your new skills?

Negotiations and discussions happen every day, with friends, parents, everyone does it daily. Do you like to avoid conflict with your friends or are you always honest? That's an example that can make you recognize it is good to know some skills. Everyone approaches most situations differently. In my case, and I guess for most people, I negotiate in another way to different persons. Most of the time I use the collaborative (win-win) strategy so I can make the other person feel good in pointing out his/her advantage of the solution. I also use an ingratiation tactic in many discussions so I can achieve a good atmosphere and make the other person feel good.

In the working environment I try to justify my approach to things using the rationality tactics by backing up my argumentation with explaining and argumenting the benefits of it for both parties.


Great.  Thank you for your time Noemie.

Join Noemie and the rest of the BU Brussels students in one of our high-impact classes offered as part of our Master of Science in Leadership, Master of Arts in International Relations, or many certificate programs.  Contact us today for more information.

November Newsletter

The Boston University in Brussels November Newsletter is out!  Click on the image below to access the full pdf:

 

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Basic Leadership Skills- Learning from Experience

One of the texts that MSL students use in class is Hughes, Ginnett, and Curphy's Leadership: Enhancing the Lessons of Experience.  From this text is adapted this week's blog topic: Basic Leadership Skills in regards to Learning from Experience.

Create Opportunities to Get Feedback. Even for (especially for) the most powerful leaders, feedback is critical.  We all need to know not only how we're doing objectively (through performance metrics and goal achievement), but how we're doing subjectively (how do other see our performance).  A leader who loses his followers is no longer leading anyone.  Leadership is a function of the leader, the followers, and the situation, so that means two-thirds of leadership has to do with elements outside of the leader herself.  For this reason it is important to solicit feedback from multiple sources.

For instance, a small business owner may measure his own performance on year end profitability and sales numbers.  But he should casually gather feedback from employees on their satisfaction, customer comments and interactions, and ways the organization might be run more smoothly.  It's usually the front-line people that have the best ideas for how to improve the customer experience and reduce redundancies, because they have to deal with both every day.

He could also discuss the business with his spouse (whether she works there or not) and see what her observations are on how it's run and how it might be improved.  She might be ready to tell him his own areas for improvement as well (as husbands and wives usually like to do).

A third way to solicit advice is from a Trusted Advisor.  Much like the "in the family but not of the family" idea in the Concigliere role, the Trusted Advisor is one who is close enough to see the inner workings of the organization and personalities involved, experienced enough to know how to improve it, and trusted enough to speak plainly and truthfully to the owner (without fear of bias).  Many leaders benefit from the incorporation of a Trusted Advisor.

Take a 10 percent stretch.  No matter where you are today, and in what direction you want to head, the journey begins with taking a step forward.  As much change is daunting, keep in mind that you don't have to change everything at once.  Shoot for a 10% change, define it in real, measurable goals (so that you can hold yourself accountable later), and start working towards it.

Maybe you want to increase gross sales from $10M to $11M next year.  Say you want to reach 10% more customers, or expand your network by 10% (say from 200 to 220 connections on LinkedIn).  This can be as simple as wanting to post five more posts for the weekly food blogger or as complex as wanting to rate 10% better on your annual 360 degree review. 

Keep a Journal.  Now this one I think can be taken literally (have a journal that you write in regularly to reflect upon- and get perspective on- issues that you are dealing with), or it can be taken figuratively (remember to take time regularly to look back and think about your progress, issues with the organization, challenges, and successes).

The key to either approach is to revisit events so that you can (a) get a better perspective on them and (b) learn from them so that you are better prepared for the next time around.  Too often busy business owners rush from one crisis to another simply putting out fires without any chance to look back and consider events, performance, and meaning.

Create a Development Plan.  This is simply a matter of asking "Where am I going with all of this?"  It may seem obvious to say you need to know where you want to go before you try to get there, but many times we rush towards a vague notion of "better" without having clear, articulated, and measurable goals along the way.  This isn't to say that a plan can't change along the way, just that having it written down will help focus efforts towards real results.

This can be applied on many levels:

• personal (I am going to master these skills this year); 
• organizational (a plan to increase employee satisfaction by 25% and reduce turnover by 10%); 
• performance-driven (a monthly detailed budget to plan for $40M in sales and $500K in profit by fiscal year end).

To conclude, learning from experience takes some effort.  Although most people learn lessons passively as they go through life, what distinguishes you as a leader will be your ability to actively- and assertively- use the techniques above to accelerate your performance and the performance of those around you.