How Booth's Advanced Management Program Builds Leadership Courage, Perspective, and Capability

Jacky Cross, Leader, Digital and Organizational Transformation: I learned things here that I didn't know I needed to learn until I got here.

Tony Orr, Head of Supply Chain Strategy, Easyship: There's no formulas. There's no silver bullets. They teach you how to think.

Harry L. Davis, Roger L. and Rachel M. Goetz Distinguished Service Professor of Creative Management Emeritus: What I think is really needed are the skills to translate knowledge into action. I like thinking of our executives here as whole people, and we're interested in all that they can bring as a human being into their work and into their life.

Chris Collins, Clinical Associate Professor of Leadership: AMP is a rich context to engage with the kind of learning that is very difficult to do on a day-to-day basis.

Becki Lindley, Executive & Leadership Coach: I think most of the participants are surprised by the impact of the program on how they see themselves. They tell us that and share with us that they feel more resilient, more capable, more agile, more effective.

Peter Antonenko, President, Jetcraft: I spent a good deal of time searching all the different schools that you can think of, and finally landed on Booth. It has been a really good experience for me to get outside myself, break down some of the ruts or the traditional thinking that I had, which has been great, and I'm hopefully bringing it to the company.

Joan Shao, Director, Strategy & Operations, Baxter International Inc.: It's one of the weeks in the year that I look forward to. There's such a diverse group of colleagues that bring their experience and their way of looking at the world, and the 101 Nobel laureates behind the school also make a big difference.

Becki Lindley: One of the things that's great about having a cohort is that they have the ability to reach out to each other.

Amy Curry, Chief Strategy Officer, Dermody: During the off times in between either the cores or the electives. I've been in touch with various cohort members about business opportunities. The program's broken up where you've got the three core cohort weeks and then three elective weeks. You can already tell on day one of week three, they were that much closer than we were on day one.

Oguzhan Orucoglu, Senior Director and Supply Chain Leader, Procter & Gamble: I'm the highest level in my area of operation. I need the peers from other companies that we can exchange discussions about industry, society, emerging trends. So that's one of the things that I really get out of the AMP.

Joan Shao: And of course, there's a lot of dinners, drinks. It's a great bonding to be able to do.

Harry L. Davis: I'm seeing more courage, courage in the sense of I don't have to be a spectator. We can all make a difference. And the question is, what kind of a difference do I want to make, and why is it important?

Jacky Cross: In my daily work, I really focused on my team and our culture and our organization, and really wasn't taking the time to invest in myself so I could show up as the best person that my team, our culture, and the organization needed. Being able to pour into myself, so I could go back and pour into others, whether it be at work, or at home, or in my community, it's been really empowering.