The MBA Oath

June 1, 2009

Nitin Nohria and Rakesh Khurana published an excellent article in the Harvard Business Review earlier this year about making management a true profession.  In one illustration of the disconnect between management and other professions, the article points out that while med school graduates take a Hippocratic oath to do no harm and law school grads swear to uphold the constitution, business school grads have no equivalent.

This may be changing.  As the NYT reported, a group of HBS students has responded to the economic moment by creating an MBA Oath. The pledge is built on the idea that a manager’s purpose is to “serve the greater good by bringing people and resources together to create value that no single individual can create alone.”  The oath’s definition of greater good is broad, touching on everything from global prosperity to leadership development, but at its core is a powerful challenge to the conventional wisdom that a manager’s only true responsibility is to maximize shareholder value and stay within the letter of the law.  Students and grads can go to mbaoath.org to sign the oath.


No, Sir, I Have a Results Problem

April 22, 2009

I had the privilege of hearing Gen. David Patraeus interviewed about leadership yesterday at Harvard Kennedy’s School’s Institute of Politics Forum. I expected a politicized discussion about the torture memo, but the crowd was there to find out who this man is and what leadership means in the context of a modern battlefield.

We learned the most from the opening remarks and examples of Maura Sullivan and Seth Moulton, both veterans of the Iraq War now getting joint degrees in business and government. Moulton pushed off his degree for an extra year to serve a fourth tour in Iraq as a Special Assistant to Patraeus. His words were heavy with respect and affection, and they had nothing on the weight of his choices. The crowd got it immediately.

My overwhelming response was that we’re lucky to have the general at the front of the line. He was visibly uncomfortable taking credit for anything, and the leadership themes he stressed were the importance of teams, service and staying connected to reality.

He told the Harvard crowd that they may walk into rooms where they think can do anyone’s job better, but they certainly can’t do everyone’s job better, and so this leadership thing matters. He identified a shift in mental models towards the Iraqi people – a shift towards service and living and working together – as a key reason for the current progress. He talked about how much he learns from direct communications with all levels of his team, and how he made one of the war’s most critical strategic pivots while on a casual run with lower-ranking soldiers.

His most memorable story was about receiving congressional delegations in Iraq that would inevitably pull him aside and tell him that he had a “messaging problem.” “No, sir,” he would say, “I have a results problem. When I get the results, the messaging will take care of itself.”