Three Cs of learning at LBS.

Three weeks into the MBA program and I have gained clarity on three key things; I call them my three Cs of learning at LBS.

• Collaboration – In a cohort with over 40 students, we are bound to meet people from all works of life, educational backgrounds, and different life experiences. Leveraging on these people as a resource is key to learning at LBS. The peer-to-peer learning process happens within and outside the classroom, creating access to knowledge at your disposal through your peers. You can learn a subject from someone today and teach the person another subject tomorrow. As a policy, the school creates study groups to encourage teamwork among students. These group sessions are not limited to academics; we can prepare for interviews, discuss cases and also work on group assignments. I believe this structure stems from research and the success of the model over the years. When you extend a helping hand to someone, you also get one for yourself.

• Critical Thinking – Learning at LBS requires clear thinking. We must learn to evaluate, critique and break apart situations based on facts and data. Critical thinking requires self-discipline, efforts and dedication. It may appear tough at first, but it is a necessary skill in today’s fast-paced world. As a top business school, LBS has curated its curriculum to include, ‘Analysis of Business Problems’(ABP); a course designed to hone critical thinking and problem-solving skills in students. The ABP course is expected to guide us into building an appreciation for the relationship between ideas, identify the assumptions we make as managers and question inconsistencies. We should be comfortable asking searching questions and objectively analyse facts of a situation without interference from our emotions and personal bias. Learning at LBS requires thinking in new, innovative and strategic ways to mould critical thinking individuals that will make significant contributions to the society.

• Confidence – This is perhaps going to be the greatest intangible asset from the MBA program. But first, we must drown the white noise from imposter syndrome and believe in ourselves and abilities. We must be willing to make ourselves active participants in class, group sessions and even optional presentations. The MBA program creates ample opportunities to try new things and the success (or even failure) from these activities will test our strengths and build confidence. Leading the study groups for a month, serves as team leadership practice where we are forced to speak, manage people, resolve conflicts and create structure for the team. This period of leadership, albeit short, will force everyone out of hiding and boost confidence. A confident manager takes calculated risks and makes better judgement for the economic benefit of the organisation. LBS encourages and expects us to challenge legacy thinking, construct innovative ideas and debate respectfully.

In the real world, these three skills and traits will transform our daily lives, thought process and decision-making capabilities. This paradigm shift is crucial to our ability to become conscious managers who can create triple bottom-line impact of profit, people and planet, for our businesses, organisations and the environment.