Your Internet identity – what others see when they “search the net” using your name – is a function of what the search engine can find that relates to your name and also importantly how the results of that search are then displayed. This means that results from such a search will often display items that relate to individuals with names similar or the same as yours or information that is no longer relevant, either socially or professionally. As a result, the search engine is managing your Internet identity, and it will continue to do so unless you become actively engaged in its management. Internet identity management is not complex; however, it does require some time and effort to regularly execute a few action steps that are tailored to meet your individual needs. This article identifies some action steps.
A recent Wall Street Journal (WSJ) article on how people make decisions caught my attention, not because of the headline or topic but because of the number of Tweets – more than four thousand. This seemed like a large number for a “Life and Culture” section article in the WSJ. However, after reading the article, I could see why – it focused on couples and how their decision styles can affect their relationship and happiness. Changing the focus from social to work, I want to suggest that decision styles can also play a role in the relationships of people working in teams or work groups.
Most of us, MBAs included, never developed good study and learning skills during our primary, secondary or undergraduate education. Moreover, we tend to associate these skills with the formal education process and not often enough with career success. However, discovering how to study and learn can be of benefit, both academically and professionally. Fortunately, it is never too late to learn the techniques and methods that can help us improve how we study and learn which, in turn, can help improve our overall wellbeing and career success. The following is a brief discussion of the role effective studying and learning skills can play in an MBA’s life.
MBA students typically have a gap between the time they earn their undergraduate degrees and when they start their MBA programs. When the gap is years, MBA students often forget there are benefits available to them because they are students again. Sometimes, these benefits are unique to a program, college or university, while other advantages are available to any MBA student – no matter what his or her program affiliation. Accordingly, the following may serve as a useful reminder to current MBA students – or anyone contemplating enrolling in an MBA program – of the benefits that are available to them while they are MBA students.
MBAs will play many different roles during their lives. However, there is one role all MBAs have in common, one they play every day whether they want to or not. They serve as role models for others. In a previous MyeEMBA article, I suggested that knowing what roles people play provides a useful starting point for managing the daily and weekly activities of their lives so that there is a higher probability that they will achieve the things that matter most to them. However, most of us would not include being a role model as one of our priority roles. While we may have no choice about the people who select us as their role models, we can decide how we will behave when interacting with them. Intentionally deciding which behaviors to exhibit can have a significant impact on one’s career. This article describes two ways to proactively manage the behaviors that will make a difference.
Most MBA alumni realize their degree increases in value when their program’s image and reputation grows. However, many of these same alumni do not realize how they can contribute to their program’s image and reputation growth. I believe that engaged alumni contribute that growth while unengaged alumni actually detract from it. Alumni engagement varies from program to program and individual to individual, and I think engagement and degree value will increase if MBA alumni do any of the following ten things:
Good leaders usually know how to ask the right question at the right time and in the right way. Asking the right question at the right time is generally a function of the leader’s subject-matter expertise and ability to apply that knowledge to the situation. On the other hand, asking the question in the right way has more to do with interpersonal skills. Typically, the MBA curriculum emphasizes the development of subject-matter expertise to the exclusion of interpersonal skill development. This means MBAs may graduate with an understanding of what questions they need to ask but not know how to ask them in a way that is impactful and that helps differentiate their performance from that of their peers. With this dilemma in mind, I want to share with the MyeEMBA readers some of my thinking about what it takes to ask a value-added question.