The Princeton Review Ranks Howard MBA Program "Greatest Opportunity for Minorities" for 10th Time

The Princeton Review,  2013 Edition, Best 296 Business Schools ranked Howard University School of Business MBA program as the #1 "Greatest Opportunity for Minority Students", for the the tenth year in a row.  The Howard MBA program ranked #6 in the "Most Competitive Student" category.

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Source: The Princeton Review 2013 Best 296 Business Schools

Howard MBA Featured on Ernst & Young's Meet Our MBAs

Ernst & Young gives the scoop on the  ey.com career's section from a few MBAs that chose Ernst & Young upon graduating. Below you will find the interview of a Howard MBA recruited onto their Financial Services team in New York.

Jason

MBA school: Howard University School of Business
Undergraduate degree: Finance, University of Hartford
Office: New York
EY business group and specialty: Advisory — Financial Services Office — Performance Improvement
Rank: Senior
Time with Enst & Young: One year

EY: What was the transition from business school to Ernst & Young like?
Jason: The transition from business school to Ernst & Young was pretty smooth. The first month or two was a definite change, as you have to get used to the longer work schedule, and learning curve associated with consulting. However, Ernst & Young has a great team of people that assists in acclimating new individuals into the team. What surprised me was how fellow Ernst & Young colleagues welcomed me with open arms.

EY: Which MBA courses have helped you the most since joining Ernst & Young?
Jason: Various classes at my business school helped me achieve some success at Ernst & Young. I think two classes in particular — Project Management and Cases in Finance — were very valuable. Project Management helped me understand the traits and characteristics that are needed to serve on a project, and ensure a project is completed in a timely manner and provides value to the client. In my Cases in Finance class, I was able to give group presentations and work in a team environment. These skills are expected at Ernst & Young.

EY: What was Ernst & Young's interview process like for you?
Jason: The interview process was challenging, yet exciting. I met with Senior Managers, Partners and Directors who asked questions about the various work and school experiences that would translate to success at Ernst & Young. I got the opportunity to meet other colleagues from various schools throughout the Northeast and learn about their experiences. The most challenging aspect of the interview was participating in a group presentation in front of senior leadership at Ernst & Young. Fortunately, I did well.

EY: What's a "week in the life" at Ernst & Young like for you?
Jason: Monday morning is spent traveling to the client site to perform work on my engagement for the week. I communicate with my Senior Manager and get a solid understanding of my responsibilities. During the week, I'm busy performing client work, conducting interviews and documenting my findings and recommendations. The end of the week consists of providing status updates to the client and Ernst & Young senior management on our progress. On Friday afternoon, I head back to New York to enjoy my weekend.

EY: What has been your favorite project or client experience so far?
Jason: Helping a large financial services organization in establishing a vendor and affiliate management program has been a great experience. The client truly needed our assistance in establishing an effective management structure of their vendors that would improve their operational efficiency, and would help them satisfy external regulators. The client has been satisfied with our work thus far, allowing us to expand our relationship with them.

EY: What interests or hobbies do you have outside of work?
Jason: In my spare time, I enjoy running, lifting weights, playing basketball and relaxing at the beach during the summer.

EY: Why did you choose Ernst & Young?
Jason: I chose to join Ernst & Young due to the extensive experience I would get working on challenging projects within exciting industries for Fortune 100 companies. Also, I knew choosing Ernst & Young would allow me to work and foster relationships with like-minded driven, ambitious individuals.

Source: Ernst & Young websit Meet our MBAs

New Life As A 1st Year Howard MBA Student

By Autumn Smith, MBA Candidate, 2014

First two months of school, done!

The past two months have been filled with classes, studying, meetings, networking, and so much more. At times, it still feels surreal that I am in the MBA program at the Mecca, Howard University. The HUMBA family has welcomed me with open arms, and the guidance thus far is most appreciated.

The Howard MBA program has been everything I expected, and more. We have already had the opportunity to connect with employees in leading companies, such as Deloitte, to discover the opportunities available. We took an excel VBA crash course in preparation for use in course analysis and practical business.  In addition  the case competition training prepared us for the rigors of deconstructing a business  problem and using the available tools to analyze it, present scenarios, generate business models and project possible disruptive outcomes.  

 The two important factors that build confidence for me, were reinforced in my first few weeks; which were to  schedule priorities and  prepare. Arriving in a new and exciting city with unlimited academic, professional, cultural and social activities available can entice one to loose focus. Hence, the opportunities presented with in the HUMBA program to participate in  professional organizations, volunteerism, consulting,  and professional development classes are incredibly important to ones career.  The key to a successful outcome requires prioritization and maximization of said opportunities. These  two years  will greatly effect my career development.  Therefore, it's critical to learn the ins and outs of navigating  the waters post HUMBA, by mastering the use of the tools, techniques, connections and information to accelerate.

In just two months, I've grown immensely.  I look forward to my continued transformation within the Howard MBA program.  Moreover, the connections I've acquired thus far,  have made memorable impressions and hopefully lasting relationships throughout my career and for years to come. 

Autumn Smith is currently an MBA candidate at the Howard University School of Business, Class of 2014. Autumn earned a B.S. in marketing from DePaul University and worked for the Chicago Tribune Media Group as a Social Media specialist before entering the Howard MBA program.  

HUMBA Spring 2012 Study Abroad Trip

China: May 17, 2012- May 31, 2012

By Adebowale Asaya, MBA candidate at the Howard University School of Business, 

Class of 2013

 

            If I could sum up my trip to China in May of 2012 with a few words, those words would be; amazing, cultural, celebritism, & shopping! The trip was motivated by China’s recent economic and social reforms. We visited Beijing, Shanghai, and Guangzhou….all tier 1 cities. As business students, personal observation on the people of China, and business practices in China is essential. I planned to develop an understanding of how to generate business and do business in Asia.  The trip started on May 17(a day after my birthday!), from Dulles airport. The first leg of our trip was from Washington to NJ, and then from NJ to Beijing. Our trip to China began in Beijing, which presented a wonderful experience and more importantly a rich, cultural journey. Beijing is the capital of the People’s Republic of China so there were a lot of other tourists in the city with us. One of the first things we did upon arriving in Beijing was enjoying a meal in one of Beijing’s finest restaurants close to our hotel. We ate family style, which was new to many of us. The Chinese culture measures very high on the “collectivism” scale along with Japan and Korea compared to most western cultures. This means that the Chinese, in general, is a collective society that strives for harmony and group belonging. Eating with a lazy Susan and sharing entrees was something that was very new to us. However, as we progressed meal after meal, we got a lot better with chopstick handling, and interacting with each other using the lazy Susan. I was particularly impressed with the Beijing duck, some sweet and sour sauces, sizzling fish pans and others.

            While in Beijing, we also saw the Forbidden City, Summer Palace and the Great Wall of China. In visiting those sites, one thing that we had to get used to was the staring. So many people were looking at us.  After a while we never noticed it anymore, but some got bothered by it. Lots of people even came up to me and asked if they can have a picture with me. In America, and more specifically in Washington, DC, the cultural landscape is more diverse. The amount of different cultures and people you meet in one day out in the city is almost countless and endless. In Beijing, commoners were shocked and very excited to us.

            Another interesting piece of my experience in China was the shopping. One thing about shopping in China is that many things are much cheaper than in the US.  This is due to manufacturers in China and their ability to compromise intellectual property. Of course the quality of items in the marketplace were very questionable, prices were so unbelievably low that we almost were left with no choice but to consume! China is currently taking advantage of their huge population and low labor cost structure to intentionally keep the value of their Yuan low. In turn, this almost forces other nations to continue to buy from them with no other options because of such low cost. China’s economy also benefits from foreign OEMs and multinational companies who NEED China’s consumer because there are 1.3 BILLION of them. Many US Manufacturers are experiences their highest sales from China now.

Business in China

While in Beijing, we visited both Lenovo Corp and HiSoft Technology International Limited. Lenovo hails as one of the world’s largest makers of personal computers. We took a tour of their headquarters, and heard a bit of their strategy to surpass Hewlett-Packard, who currently is #1 in world market share. The tour of their facility was very enlightening, and there was a certain level of humility that lingered in the headquarters of both Lenovo & HiSoft. This was because of the relationship – based culture that exists in China. Chinese and Westerners often approach a deal from opposite ends.

Westerners normally build transactions, and if they are successful, a relationship will ensue. However, the Chinese believe that prospective business partners should build a relationship, and if successful, commercial transactions will follow. Virtually all successful transactions in China result from careful cultivation of the Chinese partner by the foreign one, until a relationship of trust evolves. Business clauses might form a useful agenda, but obligations came from relationships, not paper. Today, a signed piece of paper is a symbol of progress, but nothing more. The Chinese may sign a contract to humor their guests. The idea of a friendship leading to business is attractive. The logical development of close relationships is the Chinese concept of guanxi, pronounced “guan xi”. The kernel of guanxi is doing business through value-laden relationships.

            Its very difficult to BRIEFLY describe what are the must-knows in doing business in China. But If I had to summarize here goes…..

Business and culture

l   Western business visitors are often deadline-driven and unwilling to slow down to the Chinese pace when discussing business.

l   Negotiations can seem to drag on when the Chinese side is consulting internally or has other reasons for delay.

l   Western thought is dominated by linear logic, whereas Chinese thinking is influenced by early philosophers who saw a paradoxical balance of opposites in all things.

l   Where Westerners tend to look for clear alternatives (option A instead of option B), Easterners may examine ways to combine both option A and option B.

l   Westerners normally build transactions, and if they are successful, a relationship will ensue.

l   However, the Chinese believe that prospective business partners should build a relationship, and if successful, commercial transactions will follow.

l   This difference underlies many misunderstandings arising from business negotiations.

l   Virtually all successful transactions in China result from careful cultivation of the Chinese partner by the foreign one, until a relationship of trust evolves.

l   The logical development of close relationships is the Chinese concept of guanxi, pronounced “guan xi”. The kernel of guanxi is doing business through value-laden relationships.

l   The idea of a friendship leading to business is attractive.

l   Chinese and Westerners often approach a deal from opposite ends.

l   Traditionally, commercial law scarcely existed in China and indicated bad faith—the early appearance of a draft legal contract being inappropriate irrelevant since it carried no sense of commitment.

l   Business clauses might form a useful agenda, but obligations came from relationships, not paper. Today, a signed piece of paper is a symbol of progress, but nothing more. The Chinese may sign a contract to humor their guests.

l   The challenge of learning to speak fluent Chinese, complexities of the Chinese way of doing business, and a strong sense of national pride mean a foreigner will very rarely be accepted on equal terms.

l   Having “face” means having a high status in the eyes of one's peers and is a mark of personal dignity.

l   “Face” is an essential component of the Chinese national psyche. Causing someone to lose face could ruin business prospects or even invite recrimination.  Examples include: Insulting an individual or criticizing them in front of others; Making fun of them in a good-natured way; and treating someone as a subordinate when their status is actually higher.                                                      

Observations From a Howard MBA Student's Visit to Dubai

Spring Break is a time for HUMBA students to catch up on reading, traveling, securing internships, and taking a break from the demands of deadlines and analyzing cases. I relish the opportunities to get more stamps in my  passport from countries where I can learn the culture and business. I had the opportunity to spend several days in Dubai, United Arab Emirates.  The experience was enlightening.  Dubai is an extremely large landmass; a sprawling city with about 5 million people, that is modern and very clean. The 2008 economic crisis  grossly slowed construction projects.  Although, there is a ton of unfinished construction sites throughout the city, it appears business and tourism continues on; as infrastructure is steadily growing.   

I visited the Dubai Marina District, and was awed  by the number of sky scrapers with such an incredibly  gorgeous sky line. I assumed they were all corporate based entities. But, I discovered the buildings were mix use with apartments and condos. The inventory in that city appears to be pretty high at present.  I also visited the Sheikh Zayed Mosque in Abu Dhabi.  This is an amazing architectural structure and  an important worship center in the region.  Etiquette is extremely important at the Mosque. Women must cover their hair and any exposed leg.  Once inside, it's even more breathtaking and impressive.

I really enjoyed my time in Dubai.  The food was magnificent, and the night life was festive.  Dubai appears to be very safe, with no tolerance laws. Things such as public intoxication and offensive language will quickly land one behind bars. The people were so pleasantly welcoming,  and customer service was exceptional.  Experiencing a taste of the tourist life in the Middle East and of Arabic culture has expanded my view.  I've obtained a higher level of cultural sensitivity. Though, there are several differences, the similarities between  large US cities and Dubai are the follow: 1) There is an enormous amount of diversity. 2) The people are trying to take care of their responsibilities and provide for their families. 3) Commerce is the driving factor in the economy.  4) Infrastructural development is moving forward. AND 5) Opportunity is on the horizon. 

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With sputtering globalization tinkering along,  I suspect the future holds enormous growth for Dubai. Hence,  I look forward to returning for another visit to the United Arab Emirates. But the next time will be for business. 

Rachel Victoria Dawson is currently an MBA candidate at the Howard University School of  Business Class of 2013, and CEO of the Point Group LLC in Washington DC. 

Howard (MD '94/MBA '11) Alum, Wayne A. I. Frederick, Named Howard's Provost and Chief Academic Officer of Howard University

WASHINGTON (June 11, 2012) – Today, Howard University President Sidney A. Ribeau, named Director of Howard University Cancer Center, Interim Deputy Provost for Health Sciences, and Howard alumnus Dr. Wayne A.I. Frederick (B.S. ’92, M.D. ’94, MBA ’11) Provost and Chief Academic Officer. The appointment is effective June 18, 2012.   “A trusted leader, a revered expert in his field and a champion in his community, Dr. Frederick embodies Howard’s unwavering pursuit of ‘Truth and Service.’ With his appointment, we reaffirm our commitment to the vision of a University prominent in research and education across all disciplines,” said Ribeau.  This appointment follows a rigorous, open, national search chaired by the Dean of the College of Pharmacy, Anthony K. Wutoh Ph.D., that included discussions with constituents throughout the entire Howard University community.   Dr. Frederick’s knowledge of the University is broad and deep. As interim deputy provost, he demonstrated university-wide leadership, engaged in academic planning, implemented priorities and worked collaboratively with deans, faculty, staff and students on all levels.   Dean Kurt Schmoke, interim Deputy Provost for Academic Affairs, points to this diverse background as a major strength that Dr. Frederick brings to the new role of Provost. “I have been impressed by his keen intellect and his wonderful enthusiasm of the future of Howard University," he said.   As Professor in the Department of Surgery at Howard, Frederick is a master teacher who has received teaching awards every year since the beginning of his tenure. As a member of the faculty, he fulfilled what he called “a career aspiration” of working with his mentor, LaSalle D. Leffall, Jr., M.D. – an opportunity that was expanded during this current academic year when Dr. Leffall asked Dr. Frederick to serve as Interim Deputy Provost for Health Sciences. “We are indeed fortunate that Dr. Frederick has accepted President Ribeau’s request to serve alma mater,” Leffall said. He is an accomplished surgeon, teacher, administrator, leader and public servant.”  Frederick, originally from Port of Spain, Trinidad, is a bright and passionate son of Howard. He earned his Bachelor of Science degree in Zoology, his medical degree from the College of Medicine, and his Masters in Business Administration from the School of Business.  He completed a post-doctoral research fellowship and a surgical oncology fellowship at MD Anderson Cancer Center, where he spent his final year as Chief Administrative Fellow. At the University of Connecticut Health Center, he became the Associate Director of the Carole and Ray Neag Comprehensive Cancer Center, the Director of Surgical Oncology and Assistant Professor in the Department of Surgery.  Dr. Frederick is a respected clinician and researcher with dozens of peer-reviewed publications including articles, book chapters, abstracts and editorials. His research focuses on health disparities with a particular emphasis on cancer outcomes among African Americans and other underrepresented groups. He has also served as the principal investigator for major collaborations with the National Cancer Institute, Johns Hopkins University, as well as local and national minority-serving oncology programs. He has received several awards including being named a “Super Doctor” by the Washington Post and listed on Ebony Magazine’s Power 100 in 2010. Beyond his innumerable outstanding achievements and international recognition, Dr. Frederick is a well-rounded scholar, with a passion for the arts and service.  ------------- Source: Media Contact: Rachel Mann Communications Specialist 202.238.2631 rachel.mann@howard.edu

A Marketing Mind At Work

Marketing is a passion of mine, as well as my vocation, having spent the last 15 years working in Marketing, in one shape or another.  While the principles of Marketing have remained constant, the methods of generating revenue, have ballooned. In my posts, I’ll review trends in Marketing and Advertising, and their impact on business or the wider society.  Hang on for the ride. 

EXCITING NEW SHOW COMING TO A MOVIE THEATER NEAR YOU

CMOR, the robot host of Screenvision's preshow

When last have you checked out the pre-show at the movies?  A lot has happened while you were out.  Screenvision, a giant in the pre-movie advertising world, recently announced the rollout of a social media app called Screenfanz.  Screenfanz will engage movie goers with ads and interactive games in the movie theater before the main feature.    

The Screenfanz mobile app interacting
with the  in-theater preshow

Viewers who download the Screenfanz app will also be able to watch movie trailers, find showtimes, check in at the theater, and earn points that can be redeemed towards the purchase of movie concessions.  Research indicated that more than 75% of those in the focus group would “definitely”, or would “likely” get to the movies earlier in order to engage in the “pre-show”.

I’m all in favor of brand interaction.  A fulfilling brand experience is rewarded at the register with increased sales.  Time will tell however if the 20 minute pre-show will motivate my family to get to the movies sooner. What do you think?  

Adrienne Noel, MBA 96, is an alumna of Howard University, MBA and the owner of Marketing Minds At Work, in Orlando FL.  

Howard Law Professor & Distinguished Attorney Benjamin Wilson, Elected to Dartmouth Board of Trustees

A 1973 graduate of Dartmouth College, Benjamin F. Wilson, along with two other Dartmouth Alumni, Nathaniel C. Fick and Richard H. Kimball, were elected to the Dartmouth College Board of Trustees, following a nomination vote by Dartmouth’s alumni. They will join the board on June 11, following Commencement ceremonies. Stephen F. Mandel Jr., board chair, said, “My fellow board members and I are very pleased to welcome these three outstanding new trustees. Nate, Rick, and Ben bring tremendous enthusiasm, expertise, and dedication to their roles and we look forward to working with them.”

Wilson is the managing principal of Beveridge & Diamond, P.C., the nation’s largest environmental law firm. Ben litigates extensively in federal and state courts, and advises clients in complex business negotiations. He is lead counsel for major corporations and government agencies. Ben serves on the boards of the Northwestern Mutual Life Insurance Company and the Environmental Law Institute. He is an adjunct professor at Howard University Law School and a graduate of Harvard Law School. At Dartmouth, Ben was vice president of his class and a member of the varsity football and track teams. After graduation, he founded a mentoring program to foster academic success by minority college students and has been active in fundraising activities. Ben’s three brothers (Harrison ’77, John ’80, and Richard ’84) also attended Dartmouth.

The Board of Trustees has ultimate responsibility for the financial, administrative, and academic affairs of the College, including long-range strategic planning, approving operating and capital budgets, managing the endowment, overseeing the educational program, leading fundraising efforts, setting tuition and fees, and approving major policy changes.


Source:Black Alumni Dartmouth Association

Howard University Online Executive MBA Launches New Website

Howard University’s School of Business is excited to announce the launch of its new website for the Online Executive MBA: executivemba.howard.edu.

For Immediate Release
Kim R. Wells, Director, HUEMBA and Executive Education
Howard University School of Business
202.806.1610

Washington, DC (PRWEB) April 12, 2012 Howard University’s School of Business is excited to announce the launch of its new website for the Online Executive MBA: http://www.executivemba.howard.edu. The site features robust content about this distinguished degree, including information about admission requirements, online learning, frequently asked questions about earning an Executive MBA, Howard University’s legacy and tradition, and tuition and financial aid.

The Howard University Online Executive MBA combines Howard’s heritage with the prestige of the School of Business. The convenient online Howard Executive MBA is designed to provide accessible management education to those who work full-time but also have the desire and drive to obtain an executive graduate degree. The program provides a comprehensive understanding of the industry and prepares individuals to strategically think and act from the perspective of senior leadership.

Bookmark the website and check back for periodic updates on networking opportunities, current student profiles, informational videos and program announcements.
Interested in speaking with an enrollment advisor now about this program? Contact us today at 1-877- 398-3053.


About Howard University
Howard University is a private, research university that is comprised of 13 schools and colleges. Founded in 1867, students pursue studies in more than 120 areas leading to undergraduate, graduate and professional degrees. Since 1998, the University has produced two Rhodes Scholars, two Truman Scholars, a Marshall Scholar, 24 Fulbright Scholars and 11 Pickering Fellows. Howard also produces more on campus African-American Ph.D. recipients than any other university in the United States. For more information on Howard University, call 202-238-2330, or visit the University's Web site at http://www.howard.edu.

Did you know the Howard MBA Program is on Twitter ?

Howard University MBA program is on twitter. The tweets are curated by Rachel Dawson,MBA candidate c/o 2013 with a concentration in entrepreneurship. She is also a new contributor to the HUMBANetwork News blog. Rachel will keep us up to date on the great things happening, and various developments within the MBA programs in the School of Business. Follow at @howardu_mba.

John Baldoni reveals the "Great Communications Secrets of Great Leaders", because "Leadership Branding Is More than a Buzz Word"!

John Baldoni's book, Great Communication Secrets of Great Leaders, provides real-world insights that can help executives turn their spoken and written words into leadership messages that inform, exhort, and inspire others to achieve improved results for themselves, their teams, and their people.

This book, Great Communication Secrets of Great Leaders, explores how leaders can develop, deliver and sustain their leadership messages to build greater levels of trust and to achieve desired results.

Great Communication Secrets of Great Leaders, speaks to Managers. It combines easy-to-read theory with practical tips along with stories about Leaders. Featured in the book are profiles of Winston Churchill, Mother Teresa, Rudy Giuliani, Colin Powell, Shelly Lazarus, Jack Welch, Rosabeth Moss Kanter, Vince Lombardi, and Bill Veeck.

Although the book was published nearly ten years ago, the principles remain true today. Hence, in the January 11, 2012 video below, John Baldoni articulates how leadership branding is more than a buzz word.


John Baldoni is an internationally acclaimed leadership consultant, executive coach, author and speaker. He is the author of eight published books on leadership, published by the American Management Association and Mc-Graw-Hill; translated into Spanish, Chinese, Japanese, Thai, & Korean. He has authored some 200 columns for HBR, and more than 100 columns to FastCompany.com. Currently he writes for CBS/MoneyWatch and contributes regularly to Bloomberg/Businessweek, Inc. com and the Washington Post.
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Source: John Baldoni's blog

Don't Mistake Leadership for Management

TheLadders.com CEO and founder, Marc Cenedella said entrepreneurs need to remember the difference between leadership and management. Both are important, but for startups and heads of enterprises, leadership is really crucial.

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Source: Big Think!

Mentorship Best Practice

FoundersCorp consists of members with a history of success, as business founders and leaders. The following is their published Mentorship Best Practice.

What is Mentorship?

The mentor/mentee relationship is a unique and personal relationship, which transcends a mere advisor or board relationship. It is one of the most rewarding things people can be involved in outside of their family relationships. Mentorship doesn’t happen by accident. Both the mentor and the mentee have their parts to play in a successful mentor/mentee relationship.

A “mentor” is a person who has had professional and life experience that can be used to help others learn and develop. The mentor is willing to share these experiences in a manner that the mentee can react to and understand. While there may be commercial aspects to a mentor’s engagement, at its best the advice and help that is offered is provided freely and without expectation of immediate reward. The mentor is the “vendor” of the mentor/mentee relationship and for the mentee the value of the relationship is driven by the quality and objectivity of the mentor’s advice and assistance.

A “mentee” is a person who receives the help and assistance of the mentor. The mentee is willing to be engaged and respectful of the mentor’s time and accomplishments. While there may be commercial aspects to the mentor’s engagement, the mentee should understand that the best mentors are not motivated by money but by personal satisfaction. The mentee is the “customer” of the mentor/mentee relationship and for the mentor the value of the relationship is driven by the ultimate value that the mentee places on the mentor’s help.

Mentorship is not merely advice. It is a bilateral commitment between two people, based upon mutual trust and a commitment. The commitment of the mentor is to provide advice and help to the mentee with the mentee’s best interests in mind. The commitment of the mentee is to be ready to listen to the advice and take the help and act upon it. The currency of the mentor/mentee relationship is personal satisfaction and shared accomplishment.

Is Mentorship the Same Thing as Providing Advice?

A mentor/mentee relationship often is centered upon the giving of advice. Therefore, many advisory relationships can become mentor/mentee relationships over time. And, the most likely way for a mentor/mentee relationship to be created is through an advisory relationship. However, they are not the same. An advisory relationship is one that is predicated upon a particular role or structure (for example, Board of Advisor member, Board of Director member or supervisor) where advice is generally given through the role. A mentor/mentee relationship is more than merely providing advice; it is a bi-lateral relationship where the mentor and the mentee both work with and benefit from the other. There is a very important aspect of shared mission that exists at the core of a mentor/mentee relationship. A mentor doesn’t merely provide war stories or open ended advice. A mentor provides advice in context with the best interests of the mentee in mind.

Why Aren’t Directors, Advisors and Supervisors Mentors?

Mentorship sometimes occurs through formal or commercial relationships where one person supervises or assists another. However, they are distinct. In a formal relationship, such as a Board of Directors or supervision in a corporate environment, there is an advisor, who offers advice and instruction, and the advisee, who receives advice and instruction. These relationships are generally commercial in nature, and the relationship is defined by an expectation that advice or help provided is actionable. Generally, where advice and help is offered in these relationships, a failure on the part of the recipient to act in accordance with such advice and help usually conflicts with a broader commercial purpose. The best interests are generally defined as the best interests of an enterprise where the advisor and advisee are engaged. If there is a conflict between the best interests of the advisee and the enterprise, the best interests of the enterprise are controlling.

Many of the attributes that we believe are part of a successful mentor/mentee relationship, also occur in a formal advisory relationship. FounderCorps believes that the best advisors will share the positive attributes of a mentor. However, the recipient of advice in a formal relationship should be mindful of the potential for conflict between what is best for the advisor/advisee and what is best for the entity.

Mentorship Must be Free of Conflict

Conflict in itself is neutral – it is merely a lack of congruence between the best interests of the person giving advice, the person getting the advice, and the organization (if any) through which the advice is given. The conflict does not mean that the various parts of the relationship are destined to fail, or that the conflict cannot be resolved in a way that serves the best interests of all. In an ideal situation, any conflict should be identified and discussed. We believe that in any advisor/advisee relationship conflicts should be identified and acknowledged. This does not defeat the possibility of a successful advisor/advisee relationship, and results in an honest relationship where parties will know which best interests will ultimately control. For example, in a Board of Directors relationship, the board members may give advice to a CEO in a manner that is similar to a good mentor, but in the event that the CEO does not follow advice, the CEO may be fired if it is in the best interests of the CEO’s employer.

The mentor/mentee relationship should usually be free of conflict. The best interests of the mentee should be tantamount. Following from this is an expectation that the mentor is not exposed to liability or financial obligation. The best mentor/mentee relationship is based upon advice and support freely given and freely ignored.

What Supports a Successful Mentor/Mentee Relationship?

The currency of a successful mentor/mentee relationship is personal satisfaction. It is not a commercial relationship, and relies upon participants deriving psychic benefits. Nevertheless, there can be possibilities of ancillary benefits – reputational benefits, introductions to subsequent commercial opportunities and networking. These possibilities motive many mentors and mentees. However, in the moment or period when a mentor/mentee are engaging, the ancillary benefits must be of secondary concern.

How Does the Mentor/Mentee Relationship Begin?

Mentorship relationships can arise out of formal relationships; however they cannot be created formally. Board of Advisor, Board of Directors and supervisors may offer advice, but they are not mentors. The mentor/mentee relationship arises informally through positive association over a period of time. Its success requires a personal relationship, based upon trust. This allows it to be more useful for the mentee, but also more difficult to obtain. As is the case of any personal relationship, consistency and integrity over an extended period are usually required to establish the deep connection of a mentor/mentee relationship.

Does That Mean Mentor/Mentee Relationships Should Always Be Informal?

The mentor/mentee relationship has to work for both parties. This often means that the best relationships are those that have clarity of expectations, for example, time commitment per month or time period. Both parties should acknowledge that most mentor/mentee relationships have an end point, where they do not work for one or the other. Therefore, the best mentor/mentee relationships often arise out of a formal interaction, for example, assisting in a business plan competition. Or, around a specific time period. In the absence of a formal initial structure, mentors/mentees should include in their interactions a regular check-in discussion, to make sure that both are getting the positive benefits they need for it to be a rewarding relationship. Expectations and motivations need to be understood and acknowledged at all times.

What is the Best Way to Find a Mentor?

Mentorship cannot occur until the mentee is ready for a mentor’s assistance. Mentors are best found through positive interactions in a formal advisory setting or through referral to a mentor from a trusted referral source. A mentor wants to know that the mentee is ready to be mentored and has the characteristics necessary for the mentor to have a positive experience working with the mentee. Formal vetting programs, like an advisory program operated by a University or community group are often the best place to find mentors. Professional service providers are often a good source of mentors, because successful service providers that work with entrepreneurs tend to have deep relationships with many experienced people who would be suitable mentors if asked.

What Are the Most Important Attributes of a Successful Mentor/Mentee Relationship?

The most successful mentor/mentee relationships have many of these characteristics.

▪ Understanding of each other’s “winning strategy”. One of the interesting things about people is that under stress they tend to go back to the behavior patterns learned in childhood to get their way. Inorder for mentors and mentees to communicate well they must appreciate how the other deals with challenges, and speak to each other in a way that the other can hear. Mentors/mentees don’t have to have the same winning strategy, but when they don’t match up there is a need for a higher level of sensitivity and care.

▪ Both mentor and mentee have to be coachable. Both parties in a mentor/mentee relationship must be self-aware and able to take criticism and modify their behavior. Without coachability you don’t have a real exchange of information and a shared experience – you have one-directional communication.

▪ Both are respectful of time commitments. Mentor/mentee relationships generally are not professional in nature, and occur as an adjunct to the participants’ day jobs, family responsibilities and hobbies. It is not always convenient to be a mentor or mentee. Therefore it is essential that each party be flexible whenever possible, and tries to limit emergencies to real emergencies.
Both must act on information received. Each party must listen to the other and demonstrate through conduct some sort of acknowledgment. A good mentor does not need to have her advice followed, but if a mentee continually ignores advice and thoughts without discussing why, he runs the risk of creating for the mentor the sense that she is wasting her time. For the mentor, not listening to the mentee and modifying advice or how it’s delivered, creates for the mentee a sense that the mentor isn’t really interested in a bilateral relationship.

▪ There must be honesty and transparency. Very simple to say, but hard to do. The best mentor/mentee relationships are valuable because there is a real exchange of viewpoints and feedback. This can’t happen if critical facts are omitted, or words are measured to protect feelings.
Mentors must be willing to provide substantial benefits. Mentees look for mentors to provide support, empathy and contacts. They should also look to their mentors to provide an external monitoring process of the mentee’s progression against the shared goals identified by the mentor/mentee.

▪ Mentees must not embarrass or abuse their mentor’s trust. Mentees should ensure that any introduction or other extension of assistance by the mentor is treated with respect and that there is follow through. A mentee should treat each introduction by a mentor seriously and professionally. There needs to be an appreciation that when a mentor acts to assist a mentee by making introductions or otherwise using his own influence, there is a reputational risk to the mentor if the mentee does not perform. A mentee who embarrasses a mentor will not likely get a second opportunity.

▪ There must be discretion. Along with honesty, keeping confidences is essential. A successful mentor/mentee relationship is likely to be based upon the sharing of personal information and feelings. The more comfortable the participants are in sharing sensitive information, the more valuable and lasting the mentor/mentee relationship. There is not a specific requirement for a confidentiality agreement to be in place between a mentor/mentee (unlike professional advisors). However, all communications carry the expectation of confidentiality and should be treated carefully.

▪ Each party must be open to having the relationship change over time. As is the case with any other personal relationship, the mentor/mentee relationship evolves. Many relationships are situational, or are relevant for a limited time period. Also, at times one party “outgrows” the other. “Breaking up” with a mentor/mentee can be emotionally difficult. However, since most mentor/mentee relationships occur in business, it is essential to be professional and not demeaning when the relationship is no longer satisfying to one party or the other. The business community is surprisingly small.

▪ A mentor/mentee relationship is not a family relationship. Finding a mentor is something that many look for in the business world. A mistake that many mentor/mentees make is to analogize their relationship to a family relationship, like a big sister or uncle. But, mentors/mentees are not your relatives. They are people who are in a mutually beneficial relationship, based upon positive psychic rewards. You should never take a mentor/mentee for granted. They don’t have to understand if you are having a bad day, or if you have always been nasty around the holidays.

▪ Evaluate professional mentors the same as amateurs. Even where there might be a conflict of duties (i.e., whose “best interests” are to be served), if these conflicts can be acknowledged, a mentor/mentee relationship can be created. Conflicts are not disabling, so long as the conflict can be managed to not undermine objectivity. There are some jobs where people are professional mentors, for example venture investors or executive coaches. The best mentor/mentee relationships in these circumstances mirror the best practices described above. For instance, where VC/entrepreneur relationships failure, you often find the basis of the failure in their inability to establish an effective mentor/mentee relationship.
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Source: Foundercorps.org Experienced Entrepreneurs for Entrepreneurs.

HUAA MBA Network Re-Launch & Workshop

The Howard University Alumni Association MBA Network (HUAA MBA) Coordinating Committee, with support of the Office of Graduate Programs, extends a special invitation to fellow HUMBA Alumni on Friday, March 9, 2012, twelve o'clock P.M. at the Howard University School of Business, 2600 Sixth street NW Washington, DC, for the official Howard University Alumni Association MBA Network re-launch.

The coordinating committee encourages you to join the Howard University Alumni Association MBA Network, and commit to a lifetime of an influential network of friends and colleagues that can make a difference. There will be a 1/2 day workshop at no cost that includes:

*HUMBA Program Updates from the Director of the Howard University MBA & office of Graduate Programs, Verna Supel, and the Dean of the School of Business, Barron Harvey Ph.D.
*Re-establishment of the HUAA MBA Network discussing plenary stakeholder engagement, officer responsibilities, HUAA dues, & vision
*HUMBA Alumni Networking
*Lunch

Please RSVP no later than February 20, 2012 to humbaalumni@gmail.com. Please include your first and last name, and year of graduation. Pass along this invitation to all HUMBA Alumni.

The Howard University Alumni Association(HUAA MBA)MBA Network Coordinating Committee are:
Dexter Webster, AT&T Associate Director, HUMBA c/o '07
Latonya Clark, IBM Managing Consultant, HUMBA c/o '07
Travay Jacks, Genentech Sales & Marking, HUMBA c/o '07

Click The Howard University Alumni Association MBA Network Facebook page

Howard University Charter Day Dinner Gala Invitation from the HUMBA c/o 2007

Dear HUMBA Alumni and friends:

145 years ago, March 2, 1867, the 17th president of the United States Andrew Johnson, approved the Howard University Charter for an institution dedicated to the betterment of humanity. Each year the University-wide celebration is marked by a special Charter Day Convocation on Friday morning and the gala Charter Day Dinner on Saturday evening.

On behalf of the Board of Trustees, the Howard MBA Class of 2007 cordially invites you to join us at the 88th Annual Howard University gala Charter Day Dinner, Saturday evening March 10, 2012. The Charter Day Dinner gala is a fabulous black tie event, where Howard University honors alumni who have achieved distinction in their professions. It is also the flagship event for rallying alumni and friends to provide philanthropic support for the University. Some of the most distinguished and famous Howard Alumni in industry attend this black tie fund raiser.

In celebration of our five year Alumni reunion, the class of 2007 will be coordinating the Howard MBA tables at the gala Charter Day Dinner. I am excited to reconnect, celebrate and network with Alumni and friends while contributing back to our Alma Mater.

CHARTER DAY DINNER 2012
Saturday, March 10, 2012, at six o'clock
Hilton Washington and Towers Hotel
1919 Connecticut Avenue, NW
Washington, DC 20008
Tickets: $250
RSVP: Dexter Webster (HUMBA c/o '07) at drwebster162@gmail.com

CHARTER DAY CONVOCATION
Friday, March 9, 2012 at nine o'clock A.M.
Cramton Auditorium
455 Sixth Street, NW
Washington, DC 20059

Sincerely,
Dexter Webster

Howard University Alumni Association (HUAA MBA) MBA Network Coordinating committee:
Dexter Webster, AT&T Associate Director, HUMBA c/o '07
Latonya Clark, IBM Managing Consultant, HUMBA c/o '07
Travay Jacks, Genentech Sales & Marking, HUMBA c/o '07

Howard University online Executive MBA

Today, Monday January, 9, 2012, the Howard University online Global EMBA launched with 28 Executives. executivemba.howard.edu