Issue link: http://www.e-digitaleditions.com/i/61380
From Editors the Groomed for Improvement think we're performing at a high level—but we have to be focused on improving.We have to shake free of our ordinary, everyday distractions.We have to say, "This time, I'm giving this particular job everything I've got." It's easier for all of us to make that stretch when we've received the training that A woman I know recently attended a self-improvement seminar designed to stimulate extraordinary achievement. In the first class exercise, the teacher asked students to approach the chalkboard, stretch to their limit, and make the highest mark they could. Once they returned to their seats, the teacher commented that most people only thought they were doing their best at any moment. If they really concentrated, they could better their best performance every time. So challenged, each student returned to the black- board, and each made a second mark. In every case, the second mark was higher. The moral of this story, it seems to me, is that all of us can improve, even when we ness schools? In terms of their missions, nothing. Their goal is still to give students a top-notch education that covers all the fundamentals. In terms of their approach- es, potentially plenty. More than ever, they need to offer real-world relevance in the classroom so that students are equipped for the problems they'll face in the board- room. Business schools also must be prepared to work in concert with corporations to offer lifelong learning options to top managers, whether through their own executive education programs or through corporate university classrooms. Obviously, business schools are already performing at a very are investing in onsite education through corporate universities. Like Siemens, these companies are looking for a measurable return on their educational invest- ment. They want employees to obtain new knowledge or upgraded skills that will enable them to achieve an even higher mark when they stretch to do their best. With so much emphasis on learning in the workplace, what's changed for busi- high level. But if all deans were to approach the blackboard, one by one, would all be able to leave behind an even higher mark? ■ z oping companywide programs that enhance employee excellence and lead to increased competitiveness for the parent corporation. In "OneMan, One Business," von Pierer discusses Siemens' top+ program, which allows managers to set personal goals for improving their performance and measure whether or not they've succeed- ed. Since bonuses and stock options are tied to improved performance, top execu- tives have even more of an incentive. Worldwide, as we examine in "The B-School at Company X," more businesses will help us uncover our greatest potential. The mission of business schools, of course, is to groom future business leaders to perform at their very highest levels. But these days, many corporations are also taking it upon themselves to train employees and executives in new skills and techniques. Heinrich von Pierer, CEO of global giant Siemens, is a staunch advocate of devel- 6 BizEd MAY/JUNE 2004 BILL BASCOM