Spring 12 MASTER.indd - My Thunderbird - Thunderbird School of ...

spring p g 2012magazineTo Mexicoand beyondThunderbird consultingteams deliver resultsin emerging marketsInterimPresidentAmbassador Barrettto lead ThunderbirdDialoguewisdom111 leadership lessonsfrom historic eventFORADrebornThe hardest class you evertook gets a makeover

TEAMWORK ■ Listen to the quietest voice in the room—Bob Dudley ’79, CEO, BP Group ■Hire the best-educated, most creative people you can find and then get the hell out of the way—Craig Barrett, retired CEO and Chairman, Intel ■ Hire the best talent into your organization,empower them with what they need to move forward, and then let them lead—José María Figueres,former President, Costa Rica ■ Make sure that the heap you may be standing upon doesnot comprise your own employees—ProfessorChristine Pearson, Ph.D., ThunderbirdSchool of Global Management ■ Give powerto your employees—Maha Shawareb, VicePresident, Business Development Center■ They were smart enough to get past your interviewprocess. They earned a seat at the table,so listen to them—Elizabeth Sullivan, ChiefOperating Officer, UBS Russia ■ Get theright talent that is passionate about making a Panelists discuss sustainability Nov. 10, 2011, during the ThunderbirdGlobal Business Dialogue in Glendale, Arizona. Participants, from left,difference, and let them do what they do best—include Alice Korngold, Suhas Apte, Tracy Bame, Laura Clise ’08, JedMikan van Zanten, Head of Mainstream Emerson and Carrie Norton ’03.Private Equity, Robeco ■ We need to replace B2B with P2P, people to people—EkaterinaWalter ’08, Social Media Strategist, Intel ■ Labels are for jam jars, not people—CarolineCasey, Founder, Kanchi ■ You’re only as good as the people you employ around you—KatherineGarrett-Cox, CEO, Alliance Trust ■ You can never communicate enough—MichaelZuieback ’91, Executive Vice President, Discount Tire ■ If you’re running a large, complexorganization, you’re not going to do it on your own. You need to develop others and be part of ateam—Jim Balaschak, Partner, Deloitte & Touche ■ The biggest mistake I ever made wasthinking I could do it all—MartyEvans, Rear Admiral (retired),U.S. Navy ■ When we hire people in our organizations, we have an obligation to removethe barriers to their success—Marty Evans PERSONAL DEVELOPMENT ■ Go toward yourfear—Gayle Lemmon, Author of “The Dressmaker of Khair Khana” ■ If you’re not passionateabout what you’re doing, you need to stop doing it—John Hope Bryant, Founder, Chairmanand CEO, Operation HOPE ■ Denial is the worst enemy in crisis management—Bob Dudley’79 ■ Acknowledge when you’re wrong—Justin Fox, Editorial Director, Harvard BusinessReview ■ Do or do not; there is no try—Brad Feld, Managing Director, Foundry Group (quotingYoda from “Star Wars”) ■ A small deed done is better than a big deed planned—CraigBarrett (quoting a fortune cookie message) ■ No risk means no return—Katherine Garrett-Cox ■ The most common mistake I have seen among leaders is when they believe they know itall—José María Figueres ■ Listen a lot more than you talk—Shelly M. Esque, President,Intel Foundation ■ Check your ego at the door so you can walk into a room and listen to everybody’sopinion—Patricia Meier, CEO, HSM-U.S. ■ Sometimes you get so absorbed in runningyour company that you forget to listen—Mia Haugen, Executive Producer, TheStreet ■GO TOWARD YOUR FEAR16 spring 2012

111Leadership lessons from theThunderbird Global BusinessDialogue on 11-11-11Compiled by Daryl James / Photos by Tim ClarkeKnowledge flowed from Glendale, Arizona, when more than1,000 participants gathered to converse with 95 speakersfrom 79 organizations and 48 countries at the inauguralThunderbird Global Business Dialogue. “The world needsglobal leaders,” Thunderbird School of Global ManagementPresident Ángel Cabrera, Ph.D., said during his welcoming remarksat the Renaissance Glendale Hotel & Spa near campus. “We need peoplewho can seize opportunities created by globalization, who can createvalue, and who can contribute to a more sustainable and more inclusiveglobal economy—one that does not put at risk those who come behindus and does not leave people out.” Panelists and keynote speakers fromgovernment, business and social sector organizations shared ideas oneverything from global finance to social media strategy during the twodayevent Nov. 10-11, 2011.thunderbird magazine 17

Be able to listen. Don’t just be a forceful pounderof the table—Terry Newendorp, Chairman andCEO, Taylor-DeJongh ■ We make mistakesevery day. We need to surround ourselves withpeople who tell us when we’re wrong—BruceGrossman, Board Member, Arca-Contal ■Ego can be a problem if you think you have allthe answers. On the other hand, indecisivenesscan be a problem. There is a difference betweenego and confidence—Larry Thomas, CEO,Fender Musical Instruments ■ You cannotassume you will always hold the higher ground.Partnerships are crucial—R. Paul Kinscherff,Chief Financial Officer, Boeing International■ Let people see the person behind the professional—KatharinaLichtner, ManagingDirector, Capital Dynamics ■ Girls, “ambition”is not a dirty word. Don’t apologize for wantingto be out there—Gayle Lemmon VISION ■Numbers plus creativity equals strategy—MarkPenn, Global CEO, Burson-Marsteller ■Don’t think about the present. Think about whatwill exist in five years and start planning for itnow, because it will happen in two years—MattBerg ’05, Millennium Villages Project, ColumbiaUniversity’s Earth Institute ■ If youdon’t know your customers, you will not providevision for your organization—KurtGeiger,FAILURE CAN BE A BADGE OF HONORChairman of Advisory Board, Alpha Associates ■ Totally focus on the customer you are serving—MerleHinrichs ’65, Executive Chairman, Global Sources ■ Understand your customer.That’s the most important thing—Parag Saxena, CEO and Founding Partner, New Silk Route■ The most common leadership mistake I see is people relying on the past to define the future—Nico Posner ’00, Principal Product Manager, LinkedIn ■ Even great leaders fight the lastwar—Stuart Holliday, President, Meridian International Center ■ You need a true north.Otherwise, the world will whip you around from one crisis to the next, and the urgent will alwayscrowd out the important—John Hope Bryant ■ We need a North Star out there that illuminatesour short-term decision-making process—José María Figueres ■ Even when you’re under fire,you need a quiet sense of optimism that comes from having a clear direction—Bob Dudley ’7918 spring 2012

Thunderbird Global Business Dialogue participants attend a leadership panel that includes Thunderbird Trustee Merle Hinrichs ’65.INNOVATION ■ Technology is not the barrier; imagination is—Shelly M. Esque ■ Solutions tothe complex problems of the 21st century will not be found in the mainstream, but rather in thefringe—Jed Emerson, Executive Vice President of Strategic Development, ImpactAssets ■Don’t punish failure—Michelle Guthrie, Director of Strategic Business Development, GoogleAsia Pacific ■ Failure can be a badge of honor—Mark Heesen, President, National VentureCapital Association ■ Let the employees know that it’s OK to make mistakes, and it’s OK to trynew things—Thor Hauge, Vice President of Business Development, Western Union ■ Failureis not the worst thing. It’s how you wear your failure and how you learn from your failure that counts—Caroline Casey ■ Let the ideas flow to the top—R. Paul Kinscherff ■ Create a culture of collaboration—LarryThomas ■ Don’t overwork your team. Once you overload people, they will spendall their time just getting their basic job done. They won’t have the bandwidth to innovate—SunderKimatrai ’92, Senior Vice President for Asia Pacific, Twentieth Century Fox Internationalthunderbird magazine 19

■ The best way to foster innovation is through education, education and some more education—Paul Huibers ’90, General Manager for Central America, Caribbean, Andean Region andSouthern Cone, Eli Lilly & Co. ■ Challenge the old ideas; ask questions in a different way—Tracy Bame, President, Freeport-McMoRan Foundation ■ You need to find the synergybetween the public, private and social sectors—Wiebe Boer, Ph.D., CEO, The Tony ElumeluFoundation ■ If you are the benchmark, you have to constantly improve what you have built tokeep othersLANGUAGES OPEN UNIVERSES from gettingahead of you—Danny Ayala, Executive Vice President, Wells Fargo Bank ■ There are nocomplex problems. There are simple problems that we make complex. If you break every problemdown into smaller and smaller pieces, you solve them one step at a time—Rashid Skaf ’93, Presidentand CEO, AMX ■ I’m a big fan of history. You can’t reinvent the wheel every fi ve minutes.You’ve got to look at some tried-and-true solutions to things—Lynn Sherr, former Correspondent,ABC News GLOBAL MINDSET ■ A global mindset is the activity of reaching out, engagingand being inclusive; it is not a destination—Merle Hinrichs ’65 ■ No leader today can affordto be an ostrich—Mark Penn ■ Immerse yourself in other cultures—Yousuf A. Alireza, Directorand Partner, Xenel Industries ■ Be a continual learner—Felicia Fields, Vice President ofHuman Resources, Ford Motor Co. ■ When you travel, do less of the touristy things and immerseyourself in the local culture—Sonita Lontoh, Head of Marketing, Trilliant ■ You haveto be able to deal with paradoxes—Milind Sathe ’91, CEO, Nidan Juices ■ Go beyond themyopia of your own realm of affairs—Indu Shahani, Ph.D., Sheriff of Mumbai ■ A globalleader must function like a bridge. You must build connections between people, cultures, businessesand locations—Peter Yam, Chairman, Emerson Electric ■ Connect, create and contribute—ÁngelCabrera, Ph.D., President, Thunderbird ■ A global mindset has never beenmore important as the developed countries experience slower rates of growth—Joseph Quinlan,Managing Director and Chief Market Strategist, U.S. Trust, Bank of America PrivateWealth Management ■ If you don’t speak a second language, you are falling behind—KevinSellers, Vice President of Advertising andOnline Marketing, Intel ■ Languages openuniverses—Athanasios Moulakis, Presidentand Provost, American University of Iraq, Sulaimani■ Even if you share the same passport,there are many different cultures and socioeconomicdifferences in any one place—SherryCameron ’87, CEO, Bill Johnson’s Big AppleRestaurants ■ Expose yourself to new ideas,and do it again and again and again—KatharinaLichtner, Managing Director Capital Dynamics■ Negotiation can be a discussion, but firstThunderbird Global Business Dialogue participants mark their homecountries on a world map Nov. 10, 2011.you need to understand the frames of reference of20 spring 2012

Retired Intel CEO and Chairman Craig Barrett, Ph.D., delivers the lunch keynote address Nov. 10, 2011, in Glendale, Arizona.the people you’re having the discussion with—Terry Newendorp SOCIAL MEDIA ■ After Chinaand India, Facebook is the largest nation in the world—Ángel Cabrera, Ph.D. ■ The communicationplatform is different today. You cannot take the loudspeaker and pretend you’re going to have one-waycommunication—Manuel Sánchez, President and CEO BBVA U.S. ■ Naming and shaming insocial media brings the transparency necessary for us all to move forward—Suhas Apte, Vice Presidentof Global Sustainability, Kimberly-Clark ■ People come up with good ideas all the time.The trick is, can you connect that idea with someone who can make it evolve into something? Todaywith the Internet and Skype, LinkedIn, Facebook and all the tools we have, you can have an idea thatimmediately becomes reality—Ian McCluskey ’82, Principal, Thought Leadership International■ Customers are now the content creators. They are defining your brand—Ekaterina Walter ’08 ■You need to enable every employee within your company to engage online with your customers—Ekaterina Walter ’08 ■ This world has been built on fi nancial leverage; now it will be built on socialleverage—Howard Lindzon ’91, CEO and Founder, StockTwits ■ There are no social mediaexperts—Howard Lindzon ’91 ■ Delete “personal branding” from your vocabulary. Just be authentic—BradFeld ■ Egypt was overthrown with Twitter—Brad Feld ■ We are no longer millions ofpeople. We are individuals—Michael Márquez, Partner, CODE Advisors ■ Do yourself a favor,every single person here who spends 30 minutes a day watching television news or reading the newsthunderbirdmagazine 21

paper: Stop, you’re wasting your time—Brad Feld ■ The only place youshould read a magazine is in the bathroom—Brad Feld ■ Having to relyon a little machine 24/7 is tough. It has taken out personal communication.It has taken out understanding amongst cultures—Bruce Grossman■ Just to annoy the Twitter people, I brought a newspaper—ProfessorJarl Kallberg, Ph.D., Thunderbird EMERGING MARKETS ■As the emerging economies begin to develop, you’re going to see ideascoming at a more and more rapid pace—R. Paul Kinscherff ■ China isa miracle—Professor Roe Goddard, Ph.D., Thunderbird ■ China hasbeen one of the most remarkable stories of economic development theworld has seen since a small colonial nation called the United Statesemerged—Doug Guthrie, Dean, The George Washington UniversitySchool of Business ■ The divide between the haves and the have-notsis increasing in India, but the whole base has moved up as well—LalitAhuja, Chairman and President, Target Corp. India ■ Every sixmonths, Russia is a new country. You have to run to keep up—SergeyRiabokobylko, Co-founder, Cushman & Wakefield ■ In Nigeria they joke about being on thebrink of the BRINC; some already call it BRICS to include South Africa—Wiebe Boer, Ph.D. ■The entrepreneurs and value creators of the futurewill come from all corners of the planet—John Cook ’79, Chairman, Rock Lake Associates■ Ideas no longer flow from thedeveloped world into the developing world. Ourbest ideas today come from places such asMexico or Turkey—Manuel Sánchez ■ Today,venture capitalists have to follow entrepreneursnot just in Silicon Valley, but around the world—Mark Heesen SOCIAL RESPONSIBILITY ■Take as many people as you can on the journey—KatharinaLichtner ■ If we leave tooBurson-Marsteller Global CEO Mark Penn delivers the concludingkeynote address Nov. 11, 2011, in Glendale, Arizona.many people behind they will be lost, and lostpeople are dangerous—Katharina Lichtner ■ If you do things the right way, life will pay youback—José Antonio Rivero Larrea, CEO and Chairman, Grupo Ferrominero ■ If all youfocus on is the financial return and don’t take into account the social impact, you probably willhave a less sustainable business—WiebeBoer, Ph.D.■ Foster an environment where your employees can be socially responsible—Ted Sarandos,Chief Content Officer, Netflix ■ If you’re coming out of business school today and you don’tunderstand social entrepreneurship, you’re not really prepared to go into the workplace—BillCarter, Africa Diamond Leader, Ashoka ■ The greatest opportunity for leadership and talentTAKE AS MANY PEOPLE AS22 spring 2012

Social media panelists, from left, include Howard Lindzon ’91, Brad Feld, Michael J. Marquez, Nico Posner ’00 and Ekaterina Walter ’08.Save the dates■ Global Business Dialogue Berlin: Beyond Uncertain Times,May 25, 2012, Germany (Thunderbird alumni reunion May 24-27)■ Thunderbird Global Business Dialogue,April 11-12, 2012, Glendale, ArizonaMore onlineWatch session videos,download podcasts and readmore at www.thunderbird.edu/dialoguedevelopment among corporate executives is serving on nonprofi t boards of directors—Alice Korngold,President and CEO, Korngold Consulting ■ Do not rob us because you can—Indu Shahani,Ph.D. (quoting an Occupy Wall Street sign) ■ The idea of blaming the poor when really it wasreckless risk-taking by the rich is outrageous. There needs to be engaging debate, not fi ghts betweenthe top 1 percent and the bottom 99 percent—Matthew Bishop, Chief Business Writer, The Economist■ Financial literacy is the civil rights issue of our time. Without a bank account, you are aneconomic slave—John Hope Bryant ■ If you build a compelling product and create value, the dollarswill follow—Larry Thomas ■ Sustainability has to equal profitability—Professor Greg Unruh,Ph.D., Thunderbird ■ There don’t have to be tradeoffs between people, planet and profi ts—LauraClise ’08, Director of Sustainable Development & Continuous Improvement, Areva ■ Wehave to create the enterprises of tomorrow in ways that use resources differently and impact communitiesdifferently. We have to do so in ways that actually restore the economy, as opposed to depletingYOU CAN ON THE JOURNEYit—Carrie Norton ’03,Founder and PresidentGreen Business BASE Camp ■ Business leaders today have to look broadly at what their obligationsare. It’s one thing to make sure they are running a good business, that they’re innovative and thatthey have quality products. But at the same time, they have to be good citizens. They have to be goodstewards of the planet—Mark Penn ■ There is no planet B—José María Figueresthunderbird magazine 23