Yeah, I think one of the key themes from the first part of the advanced management program, which is carried through the second part, is that of authentic leadership, being honest and forthright, being transparent in communications and being true to the leader that you can be. And that was a very powerful message for me. Particularly at senior levels in companies, sometimes it gets to be easy to be complacent or to be overly political or to be very shielded. And what I've learned is that it just reinforces, I think, everyone's instinct that the courage on acting with authentic behaviors are really important in a leader. I was really fascinated by the fact that when I came here, I really expected that the most valuable part of the experience would be professional training. How to read a financial statement at a very high level, how to manage a board of directors, very concrete educational, sit in a lecture room and pursue that. 

And what I found to be most helpful for me was, most transformational for me was much more than kind of understanding myself aspects. What's my leadership style, really? What are my core values, really? How do we put those values into a communication style that's authentic and real and transparent to the people that we're trying to lead and to our colleagues at our level? And that was a big surprise to me, but was very powerful. I think people have generally commented that I seem to be more energized, I seem to be more engaged. Some of that is that I genuinely am more energized and engaged, and some of that is that I'm more authentically directing my communications and my demeanor and my decision making.

Stephen Doberstein