In the guest post below, Jordan Sorkin, Darden GEMBA student and executive advisor for the Marketing Leadership Council on the Corporate Executive Board, discusses the close bonds formed between him and his classmates:
As students and professionals, we commit to an executive MBA program after running through a predictable and slightly tailored list of attributes that meet our needs. We view these through our biases and process them through our “inference ladder” (as Professor Lynn Isabella would say), but what’s really powerful is when your mental model is disrupted or changed. For me, this experience is in regards to GEMBA’s tight-knit community.
It’s 1:25 a.m., which means I’ve been working on my Global Economies and Markets final for just shy of five hours. I can’t believe I got as late of a start as I did for this seated contiguous exam, but alas, life gets in the way. A day full of client meetings led into a night of preparing our house for a weekend family visit with more planned activities than the Olympics — all centered on my two-month-old daughter. I shrug off my hankering for a third cup of coffee and think about the four hours of sleep I’m running on, wondering why I do this to myself.
The answer isn’t solely based in the desire to converge my work life with a deeply-seeded existential yearning to be a pilgrim for continuing education, although Darden helps me appreciate that ability. The answer is actually much more:
- It’s the series of text messages about upcoming travel I was exchanging with a colleague in my class who was also up late and couldn’t sleep.
- It’s the group e-mail I had sent earlier this week planning a trip from D.C. to Charlottesville to visit a Japanese classmate while he’s in the U.S. for an extended stay.
- It’s the three hour study group with local classmates, followed by burgers and beers at a restaurant on Capitol Hill, and finishing with a mixed learning team review session for our Finance class.
The incorrect assumption that I made when jumping into a Global Executive MBA program was that the format of distance learning courses in combination with two-week residencies would diminish the bond I’d have with my peers — that executive programs did not facilitate a community-building atmosphere.
The reality underneath is that I am closer with many of my peers in GEMBA through managing relationships via e-mail, Skype and text message than I am with friends who reside in my own city. The GEMBA program has taught me how to manage time more efficiently, and more importantly, how to stay connected with colleagues in a way that is more global and consistent with how I will need to be with professional endeavors in my global career.
Tags: community, distance learning, Executive MBA, GEMBA, Global MBA for Executives, guest blog, student