The Roberto C. Goizueta Award for Leadership is the highest honor a student graduating from Goizueta can receive. Funded by The Goizueta Foundation, the school awards this honor to two students who embody a love of learning; inspirational leadership; creative thinking; courage and commitment; transparency and trust; and excellence and integrity. The Goizueta Foundation established this endowed award at the business school in 2019 in honor of Roberto C. Goizueta on the school’s 25^th Naming Anniversary.

Honoring the Award Recipients

“At Goizueta, we are preparing principled leaders to have a positive influence on business and society,” says Gareth James, John H. Harland Dean of Goizueta Business School.

Students like Jonathan and Nick have left an enduring mark on Goizueta. I can’t wait to see the ways in which they will continue to thrive and leave their mark on the world.

Gareth James, John H. Harland Dean of the Goizueta Business School

“We are immensely grateful to The Goizueta Foundation for their commitment to preparing the future’s brightest minds to lead business forward,” says James.

Ross and Brown each receive a $25,000 award. They have also identified a faculty or staff member at Goizueta who had the greatest impact on them during their time as a student. Each faculty and staff selected receives a $5,000 honorarium.

“We are proud to support The Roberto C. Goizueta Award for Leadership,” says Olga Goizueta Rawls, Board Chair and Chief Executive Officer of The Goizueta Foundation. “I congratulate Jonathan and Nick on their many important contributions to the Goizueta Business School community and their peers. Today more than ever, business schools must prepare students to lead in an ever-changing world. Jonathan and Nick have shown they possess the leadership qualities to do exactly that.”

Jonathan Ross Honored for Strong Moral Compass and Putting People First

During his time in business school, Ross has embodied the values of Goizueta. He achieved academic distinction in his coursework and served as a fellow for the Business & Society Institute. He also exhibited superior strategic insights by taking first place at two intercollegiate case competitions. An inspirational leader, Ross is a sought-after mentor, sounding board, and teammate, who shares an authentic concern for others.

While serving as president of the Emory Impact Investing Group, Ross created a new way to educate potential new members about the different aspects of impact investing. This ultimately led to the creation of an ‘early analyst’ experience for students. Ross took it upon himself to create open lines of communication with the administration to help adapt to new policies and procedures implemented for students.

Ross also served as president of the Goizueta Consulting Group. He and fellow club leaders revamped the group’s website and resources to better serve members. He created networking nights, casing workshops, and a mentorship program.

“In every interaction, Jonathan considers the weight of his decisions against what is ethical, what is allowed, and most importantly, what is intended,” staff nominations noted. “What this means is that he asks questions that may result in an answer that he does not like or that creates more work for him. But his moral compass is always pointed in the direction of what is right.”

Strength in the Goizueta Community

Receiving such an award is an honor for Ross, who feels fortunate to have such a supportive and helpful community.

“I am incredibly honored to have been selected for the Robert C. Goizueta Award for Leadership,” Ross says.

During my time as a Goizueta student, I was incredibly lucky to have access to many mentors and resources. The students above and below me helped me to find my passions and community.

Jonathan Ross 24BBA

“Faculty like Professor Roberts have equipped me with skills and guided me toward resources,” Ross continues. “Staff members like Dean [Andrea] Hershatter have made Goizueta the incredible place that it is. They have all contributed deeply to my success and inspired me to give back to the community.”

Honorarium Recipient: Peter Roberts

In recognition for his mentorship, Ross selected Peter Roberts to receive one of this year’s $5,000 honorariums. Roberts serves as a professor of organization and management at Goizueta. He is also the academic director of specialty coffee programs at the Business & Society Institute.

Professor Roberts has taught me the importance of utilizing my studies at the intersection of business and society. He consistently pushed me throughout college and my recruitment to consider how I could remain involved with social impact at school and after graduation.

Jonathan Ross 24BBA

“I would not have the direction I do if it were not for Professor Roberts,” Ross says. “With that said, his impact extends far beyond my experiences. As one of the founders of Goizueta’s Start:ME program and an internationally recognized supporter of the sustainable coffee industry, he has embraced impact and business and used his faculty to help hundreds of students do the same.”

Nick Brown Rises to the Challenge and Helps Students Succeed

There was never a doubt that Nick Brown knew how to take on a challenge. With a military background guiding him, Brown served as president of the Finance Club at Goizueta. There, he implemented improvements to the recruiting process, doubling the amount of investment banking interns from the previous year. By uncovering issues in the recruitment process, Brown created a more balanced evaluation criteria to help students succeed.

“Nick has always stepped up into roles and responsibilities to help his classmates,” fellow student Harman Lindsey 24MBA says. “Coming out of the military, Nick was very much behind a lot of civilian peers to start. That never stopped him from stepping up and being ready to assist and help his classmates.”

As an active member in the Finance and Veterans Clubs, fellow students appreciated his honest advice. “Nick’s character is unwavering,” Goizueta student Patrick Forrestal 24MBA says. “As a Marine, he learned to always stand for that which is right. He carries that ethos with him to this day.”

Sharing the Honor

Receiving this award is a momentous accomplishment for Brown who wishes to share this honor with everyone who helped him along his journey.

Receiving the Roberto C. Goizueta Award for Leadership is an extraordinary honor. It underscores the values and vision that Roberto C. Goizueta exemplified for Emory’s business community.

Nick Brown 24MBA

“This recognition is deeply meaningful,” Brown says. “It connects my journey to the legacy of an individual who profoundly shaped our institution. I share this honor with my supportive family, fellow students, faculty, staff, alumni, and the Marines I have served with. They have all greatly influenced my development. This award is a testament to the high standards of integrity and leadership we uphold at Goizueta Business School.”

Honorarium Recipient: Ken Keen

Brown recognized Lieutenant General USA (Ret.) Ken Keen, associate professor in the practice of organization and management and associate dean for leadership, as the faculty member who most impacted his MBA journey.

Lieutenant General (Ret.) Keen’s dedication to developing principled leaders to have a positive influence on business and society inspires all of us at Goizueta. His steadfast support for veterans and his mentorship have been instrumental in my personal and professional growth.

Nick Brown 24MBA

“His guidance has taught me to effectively apply the skills and experiences from my military service and MBA education in meaningful ways as I embark on this new chapter of my career.”

Find out how Goizueta Business School is preparing principled leaders to have a positive influence on business and society.

Learn more about the meaningful work of The Goizueta Foundation.

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Lanzone joined John H. Harland Dean of Goizueta Business School Gareth James earlier this month for a sit-down discussion as part of Learning & Leading: Goizueta’s Distinguished Speaker Series. Dean James poked fun at Lanzone’s “New York Formal” look. But his casual appearance didn’t stop him from captivating a room (and two overflow rooms) full of students, faculty, and staff with the story of his unconventional career path.

Lanzone’s work experience started with an internship with Information America. The company shared public records with lawyers and businesses via dial-up. He had no credentials other than, “I use the internet a lot,” he said with a laugh. Lanzone started from square one, learning how to build a website. The experience would later help him launch a start-up with two classmates at Goizueta.

He and his classmates started a company called eTour, a provider of information and cost-per-lead services. The company was eventually acquired by Ask Jeeves. With that purchase, Lanzone became the product manager and eventually the senior vice president and general manager of Ask.com.

The Road to Yahoo

Lanzone went on to serve as CEO of both CBS Interactive and Tinder. Having been a part of many turnarounds in his career, however, Yahoo just seemed to be in the cards for him.

“I always had my eye on Yahoo. Pretty much from the minute they flicked the lights on for Google to be the search engine on Yahoo, which happened in June of 2000.” The company spent the next 17 years “trying to figure out… what its purpose was, how could it survive. It was a hard time,” Lanzone said.

But his path to Yahoo was an unusual trajectory. “I didn’t plan out anything I did in my career,” he said. “Really, as I’ve gone along, I’ve just jumped from thing to thing along the way. But what ended up happening is, for 25 years, I’ve worked solely in consumer internet companies. I was a part of the search wars, the streaming wars… and at Yahoo there’s almost no division of what we do that I haven’t already run before.”

By the time Lanzone became CEO, Yahoo had been through a lot. “To me, this was the best possible turnaround that had amazing bones to work with,” he said. Despite its highs and notable lows over the years, Yahoo still competes with the best. It has been a top-five Internet property every month since its inception 29 years ago. “We’re No.1 in finance, No. 2 in sports, No.1 in news, this is by total traffic, No. 2 in email… [and] we’re still No. 3 in search, believe it or not,” Lanzone said. Yahoo now boasts hundreds of millions of viewers every month. So, it’s hard to believe Verizon purchased Yahoo for only $5 billion in 2021 shortly before Lanzone became CEO. 

Moving Yahoo Forward

Having been a part of company turnarounds before, Lanzone knew what the blueprint looked like. “It was almost exactly what I expected but at a different scale,” he said. Restructuring, parting ways with a lot of people, and bringing in a new team while trying to promote from within paved the way for Yahoo.

The most important thing any of us can do as managers… is hire well. For this company, that meant bringing in people who were product leaders first to run every division… If you have that, they will adjust to the changing landscape.

Jim Lanzone 98JD/MBA

While some still think of Yahoo as a relic web guide from the 90s, Lanzone sees the Yahoo of 2024 as something else entirely. “Today, it’s about goal achievement. You come here when you need to get something done,” he posited. “Having a single pane of glass that is personalized to you… You don’t even have to know what Yahoo used to be to know how useful that is.” He went on to add, “[We will] be that trusted guide to help you achieve your goals, no matter how big or small… We can just focus on doing that really, really well and know that we don’t have to be the trillion-dollar company to win big here.”

Dean James concluded his interview by asking Lanzone to advise his 22-year-old self. The Yahoo CEO shared “I don’t know [if] I could have done it any other way.” The one thing he seemed most sure about was his gap year in Barcelona, but he spoke highly of his time getting a JD/MBA. “Coming here… it was like seeing in color… everything made sense,” he shared.

Throughout the talk, Lanzone urged students to follow their passion. He encouraged them to try a startup rather than seeking a more traditional employment opportunity. He gave the same advice to his son who found he was much happier than his peers who took more conventional routes. The key takeaway from Lanzone’s career seems to be that if you follow your passions, the path will make itself clear. You don’t have to have everything set in stone when you’re fresh out of undergrad.

Ready to start your own success story? Learn more about Emory’s MBA programs.

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Barron’s last role working with the organization was as director of patron services. She says the highlight of that job was interacting with visitors and donors and “seeing them experience something special at concerts.” That position also had her engaging with the fundraising, finance, and marketing departments—learning the ins and outs of a smaller-scale organization.

During her tenure at the Erie Philharmonic, Barron discovered a passion for marketing strategy. Eventually, she reached a point where she was ready to pivot her career. It seemed to Barron the only way to move into a new-to-her industry, such as hospitality or tourism, was to return to school. She decided an MBA would help her hone her business skills and continue refining her leadership acumen.

So, she moved from Pennsylvania to Atlanta to join Goizueta Business School’s One-Year MBA program.

“When looking at different MBA programs, Goizueta drew me in with its small size as well as the people I met in the process. They were welcoming and friendly, exactly what I wanted in a program,” shares Barron.

Growth Through Feedback

Pursuing her MBA at Goizueta has provided Barron with the knowledge and skillset to pivot from the nonprofit sector. Her long-term career goal is to bring her skills back to the arts nonprofit arena one day. In the meantime, her self-confidence has grown during the short time she’s spent on campus. There’s one refrain that Barron and her classmates have heard over the last year. “Feedback is a gift.” It’s through this feedback that she has been able to learn and grow the most.

“Outside of my coursework, the thing that will help me the most post-graduation is how I have grown as a person,” shares Barron. “I also believe it’s important to learn different leadership styles, especially ones that you’re not very comfortable with.”

With that in mind, Barron dove headfirst into the bevy of leadership opportunities that Goizueta has to offer. She served as the vice president of the Goizueta Board Association, which hosts the famous weekly KEGS. Additionally, Barron spent time as a Delta Leadership Coaching Fellow and Goizueta IMPACT Coaching Fellow. She also is finalizing her Certificate of Advanced Leadership. This program requires students to complete a few extra courses, activities, and a capstone in their last semester.

“I wanted to take advantage of all opportunities during my one year at Goizueta,” says Barron about her full workload.

The IMPACT experience, which she is currently involved in, has been particularly profound, says Barron. She’s been able to compile everything she’s learned over the course of her degree and practically apply it before she graduates.

“Leading a team when you’re not doing the day-to-day is a very important thing to know. It’s common in the workplace,” says Barron. “IMPACT has been one final learning opportunity, helping a first-year student group work with a real client. It has given me real-life experience.”

This May, hundreds of Goizueta graduates will walk through our doors ready for the workforce. Learn more about the celebration and register for Goizueta’s Commencement activities. Continue to check out the stories of our amazing students all month long.

Whether you’re looking to accelerate your career or make a career pivot, our full-time One-Year MBA will prepare you to challenge business as usual and become the innovators who disrupt it. Learn more here.

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According to one anonymous student reviewer, Allison “gets to know all of her students, every semester. Seriously; within the first week, she knows every student by name; by the second, she knows a detail of each of their lives; and by the end of the semester, she’s developed deep relationships with as many students who care to get to know her.”  

In fact, Allison gets to know every student’s life passion and “demonstrates this by referencing these details hilariously on her written exams,” making her students feel unique and seen.  

It was this kind of feedback and more that helped Allison secure the Poets and Quants Best Undergraduate Business School Professors Award. The award is granted to only 50 professors across the nation each year. Over 650 professors were nominated for the 2023 awards. 

“I cannot think of a professor more deserving of this honor,” says Will Bashur 20BBA, quoted in Poets and Quants. “Professor Burdette was far and away my favorite professor during my time at Emory…she could take the most dense, dry legal concepts and turn them into captivating lessons. I worked as one of her Teaching Assistants during my senior year and for several months after graduation, giving me the opportunity to observe firsthand how much she cares for her students. Burdette is relentlessly determined to see all of her students succeed.”  

A Passion for Excellence 

It comes as little surprise to her contemporaries that Allison was both nominated for and awarded the Poets and Quants Best Undergraduate Business School Professor Award. 

During her long and illustrious tenure, Allison has accumulated several awards and accolades, including the Marc F. Adler Prize for Teaching Excellence; the Emory Williams Distinguished Teaching Award; the Brit Katz Award; and the BBA Distinguished Educator Award, which the student population has awarded her nine times. Bloomberg Businessweek has twice recognized Allison as one of the top 10 undergraduate business professors in the country. 

“Allison is a ‘once in a lifetime’ faculty member who uniquely shapes BBA students’ educational experience,” says Associate Professor in the Practice of Organization & Management and Senior Associate Dean of Undergraduate Education Andrea Hershatter. “Her impact goes far beyond the way she engages them with the material and extends into helping them become more nuanced and analytical problem solvers. She pushes each of them to evaluate issues contextually, to ask hard questions rather than seek simple answers, to draw inferences and parallels across disparate situations and to trust logic (and themselves) in arriving at conclusions.

She demands the best from them, and they rise to her expectations. The combination of personality, intellect and commitment she brings to the classroom is incredibly powerful.

Andrea Hershatter

Referred to simply as “Burdette” by many of her students and even “B-School Mom,” by others, countless students cite Allison as the favorite professor of their entire academic career. The business law course is known to incorporate some of the most difficult content of the entire BBA program, and students report that Allison encourages and expects only the best from them; yet they also report that “she makes the hardest, most difficult class I’ve taken at Emory also the most enjoyable.” 

Inspiring and Innovative Teaching Style 

Students cite her exemplary lectures and her unique story telling ability as one of the ways she keeps the class entertained and excited about learning. Of particular note is Allison’s sense of humor. Students reported that she was not above performing unique dances and gestures to help students connect to material.  

Coursework is often collaborative and goes beyond the textbook as she helps students connect theory to the real world, sourcing content from podcasts, current events and pop culture. Discussions and debates are encouraged in the classroom, as she coaxes students to challenge her and ask questions. 

Allison’s commitment to excellence goes beyond winning awards and setting high standards for her students; she applies fastidious demands to her own teaching, adapting content, offering making up exams and tutoring, and doing whatever is in her power to help them reach success. 

As one student recalls, “after getting a 73 on my first midterm, I met with her several times to learn how to approach studying for her tests. Through keeping me engaged in class with active student participation and hilarious stories, I was able to improve on my test scores and end the class with an A.” 

Another student summarizes it neatly: “Burdette refuses to give up on people.” 

An Unexpected Path 

Curiosity is at the heart of Burdette’s life. It is the quality she admires most in her students, and a mind frame she embodies herself. A woman of many interests, Allison enjoys opera, gardening, and taking trips out west to Colorado and New Mexico. In another life, she could picture herself as a basketball or track and field coach. 

Like many successful careers, Allison’s was not a straight shot. Environmental law was her first professional love, and it still holds a special place in her heart.  

So how did she make her way here? After completing her J.D. at Harvard Law School, she was influenced by a mentor. 

“I knew I wanted to become a Business Law professor when I met with Nancy Mansfield at Georgia State University. She said that I would be the perfect fit teaching Business Law, and she sold me.” 

Allison still finds ways to incorporate this passion into her teaching, pushing students to factor the environment into their decision making. When asked about what companies and organizations need to be doing better, she’s emphatic: “Now is the moment our innovative efforts should focus on sustainability.” 

A Member of the Greater Community  

In addition to presenting to student groups, judging case competitions, and even mentoring students in other departments who seek her assistance, colleagues remark on how Allison serves the greater business school beyond her department, joining townhall meetings and suggesting numerous ways Goizueta can improve and integrate more with the university. 

Allison maintains strong relationships with alumni and remains connected with former students as both a mentor and friend. She’s a familiar face around campus, where she enjoys attending Emory concerts, theater productions, and sporting events and encourages her students to do the same, often joyfully running into many of her students along the way. 

As one student reports from their review, “She taught us how to be good and caring people in the world.” 

Goizueta faculty are pushing industries forward, solving today’s toughest business problems, and applying business knowledge to challenges we all face. In research and classrooms, they go beyond because that’s how change is made. Learn more here. 

You can celebrate the outstanding achievements of esteemed faculty members like Allison Burdette by contributing to the Goizueta 2036 campaign. Join us in shaping the business leaders of the future. 

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Lieutenant General USA (Ret.) Ken Keen began his journey at Goizueta Business School in 2013. That’s when he first accepted the new position of associate dean of leadership. Since then, he’s become an an integral member of the faculty. His most recent initiative is spearheading the new Master in Business for Veterans program. It comes after a decade of developing programming and coursework designed to instill MBA students with the leadership acumen they need to succeed in business and in life.

“You need to learn how to inspire, influence, persuade, show empathy, listen to others, communicate effectively, and be present,” says Keen. “These programs allow students to put leadership into action.”

Forging Future Leaders

Leading by example is a core tenet of Keen’s curriculum, as evidenced in the many hands-on learning opportunities he oversees.

Through the one-day Leader’s Reaction Course, every Goizueta MBA student tackles several challenging obstacles at the U.S. Army post at Fort Moore, learning leadership along the way. The Goizueta Advanced Leadership Academy offers students the opportunity to put their skills to the test in a high-pressure, weeklong sailing adventure. In the Delta Air Lines Leadership Coaching Fellows program, students work one-on-one with an executive coach. They train to become peer coaches for other MBA students, learning to effectively interact with teams and individuals to improve performance.

People often ask Keen about the importance of leadership programming in higher education. “It’s important that students have a balance between learning hard and soft skills,” says Keen. “If you want to make a huge difference in society and business, you must know how to lead others effectively.”

Leading Beyond the Classroom

Today, Keen puts his own leadership skills to work in and out of the classroom. He currently serves on the advisory boards of HOPE Atlanta, the Witness to War Foundation, and the Foundation for Atlanta Veterans Education and Research. He also acts as Chairman of the Board of the U.S. Army Ranger Hall of Fame.

Keen often speaks to students about “showing up” as leaders. He tells them that good leaders know when to roll up their sleeves and do the work they’re asking others to accomplish.

I often remind my students that leadership is easy, but leading is hard.

Ken Keen

Spoken like a true leader.

The Master in Business for Veterans is specifically for military veterans, active duty, National Guard, and Reserve personnel looking to transition to a civilian career in business. The program leverages veterans’ management and leadership experience from the military. It pairs this experience with the business knowledge needed to transition into a wide range of industries. Learn more here.

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“The Leadership Reaction Course presents Goizueta students with a series of challenges that force them to work as a team to achieve a common, difficult goal,“ says Keen.

The course invariably takes students out of their comfort zone. Not only is it mentally challenging and physically demanding, but the course places students in positions they may never have been in before. 

Ken Keen

The Transformative Power of Teamwork 

Keen developed the course nearly a decade ago when benchmarking Goizueta against other leading business schools. Fond memories of team building with his military peers led him to design the Leadership Reaction Course, which is now a required one-day event for all graduate programs within Goizueta. This year, about 70 undergraduate students in the Bachelor of Business Administration leadership development program have also chosen to participate. 

Once they arrive at Fort Moore just outside Columbus, Ga., Keen breaks the participating students into groups of five to six individuals, then tasks each group with completing six lanes, or challenges, out of 15 total. Groups have 25 minutes to complete a lane, then they regroup for a 10-minute debrief before beginning the next challenge. Each group’s combination of lanes will be different, but one thing is for sure: they won’t be easy. 

Current MBA candidate Jake Linton 24MBA, who recently completed the course, says, “My main takeaway from the Leadership Reaction Course was the importance of actively listening to others. Every team member offers a different perspective, and to complete difficult tasks, we must iterate rapidly through alternative solutions if the first attempt stalls.” 

Coaches: Catalysts for Growth 

Each team of students pairs up with a coach for the day. This person provides moral support, manages safety precautions, and leads an after-action review. “Goizueta students are extremely intelligent, but many have only used their intellect in safe environments. Coaches understand what it takes in terms of both physical and mental resilience to successfully navigate the course. It is really beneficial for the students to have someone who can guide them through the personal growth journey and leadership opportunities the experience fosters,” says Kat Kaelin, a frequent Leadership Reaction Course coach and Army Veteran. 

Jeff Mellinger, another military veteran who met Keen while serving together in the 1st Ranger Battalion, frequently helps manage the course and participate in these debriefs. He reiterates that the role of coaches is to help facilitate personal reflection and group growth, especially when a team fails to complete a lane. Says Frank Pacheco, Retired Army Ranger and coach, “From the moment the whistle blows, we’re evaluating everything the students do and don’t do. Are they ensuring everyone understands the mission and what success looks like? Are they using their teammates’ ideas to help formulate a plan? Are they mitigating the risks involved in the task? We start out in viewer mode, but by the end of the challenge, we have a wealth of feedback to share with the leader and team as a whole.” 

After-action reviews are particularly important for the lane leader’s growth journey. Each student must lead at least one lane, giving them a chance to put their leadership skills to the test. “It makes them responsible for accomplishing the mission,” adds Keen.

Some people have never been put in this type of leadership position before, and for many students, it’s a challenge, particularly when it comes to managing peer relationships.

Ken Keen

Adds Linton, “As a leader, I cannot know everything. I have to trust my peers and subordinates and truly listen to them, even if I think I already have the answer.” 

At the end of the day, the measure of student success is whether or not they had fun, learned something new about themselves, and learned how to work better with their team. Bragging rights for the team with the best track record are just icing on the cake. 

Says Mellinger, “Students preparing for the LRC should come in with an open mind, be ready to lead when it’s their turn, and provide all the assistance they can when they’re in a follower position.” It doesn’t take an MBA to see how this lesson can be applied to school, business, and beyond. 

At Goizueta, leadership is more than a mindset. That’s why we make cultivating leadership skills central to our MBA programs. Learn more about Goizueta’s robust MBA programs and how we’re preparing principled leaders through integrated learning, hands-on practice, and immediate feedback. 

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The two-day event kicked off with a private tour of the National Center for Civil and Human Rights Museum. A highlight of the summit was a conversation with Reverend Dr. Bernice A. King and Emory University President Gregory Fenves surrounding the role of business schools in promoting diversity, equity, and inclusion. The discussion provided an opportunity for the business school deans to discuss how they can create more diverse and inclusive learning environments and prepare students to be effective leaders in a rapidly changing world. 

The summit also featured a panel of business leaders, moderated by Goizueta Business School’s Dean Gareth James, and featuring Dennis Lockhart, retired president and CEO of the Federal Reserve Bank of Atlanta, Katie Saez, Georgia region president of Truist, and Mike Anderson, senior vice president of Georgia Power and president & CEO of Georgia Power Foundation.

“I am energized by the conversations at the Summit and optimistic about the future of business education,” shared Gareth James, John H. Harland Dean of Goizueta Business School. “As deans, we face many of the same challenges and opportunities in delivering a world class education to our students and redefining business in real time.”

It’s critical that we continue to develop principled and impactful leaders and entrepreneurs, foster innovation for a data and technology driven world, and grow a global presence fueled by local synergies – and our success depends on collaboration with the leading minds in the industry. 

Goizueta Business School’s Dean Gareth James

The summit included a series of panel discussions and presentations, covering topics including

• Capturing the Value of Specialized Master’s Program led by Ohad Kadan, Charles J. Robel Dean of Arizona State University’s W.P. Carey School of Business and Ash Soni, Interim Dean of Indiana University’s Kelley School of Business 
• Challenges of Managing Staff Working Partially or Fully Remote led by Lillian Mills, Dean of the University of Texas, Austin’s McCombs School of Business 
• The Future of Business School Rankings led by Geoff Garrett, Dean of the University of Southern California’s Marshall School of Business and Frank Hodge, Orin and Janet Smith Dean of the University of Washington’s Michael G. Foster School of Business 
• Increasing the Impact of Faculty Research led by Andrew Karolyi, Charles Field Knight Dean of Cornell University’s SC Johnson College of Business and Isabelle Bajeux-Besnainou, Dean of Carnegie Mellon University’s Tepper School of Business
• Developing Future Faculty Leaders for Senior Administrative Roles led by Scott Beardsley, Dean of the University of Virginia’s Darden School of Business and Matthew Slaughter, Paul Danos Dean of the Tuck School of Business at Dartmouth

The summit concluded with a reception and dinner at the Michael C. Carlos Museum.

Goizueta Business School combines a century of experience with a modern take on business education. Learn more about how we are shaping the future of business education.

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One of his first tasks was to revamp and enhance the leadership program at Goizueta. Drawing on his tenure in the military, and researching what other business schools were doing, he proposed a fellowship program: building a curriculum that cultivated the coaching style of leadership in students.

“I felt our students who wanted to do a deeper dive into what kind of leader they wanted to be and how they could evolve as a leader could benefit from this opportunity, so the program is really about being a better listener, asking powerful questions, and helping others solve problems, instead of being the problem-solver yourself,” explains Keen.

The Leadership Coaching Fellows Program (LCF) officially launched in 2014 as a co-curricular opportunity for students in the One-Year MBA, Two-Year MBA, and Evening MBA programs. In 2017, Goizueta received a generous endowment from Delta Air Lines to continue to improve and advance the program.

We’re training them to use skills as a leader to help others individually and collectively improve their performance of themselves and their team.

Ken Keen

On December 1, the LCF program celebrated five years of partnering with Delta, while also taking the time to honor the hard work and success of the 2022 fellows. This year, the program had 50 Full-Time MBA and 17 Evening MBA Leadership Coaching Fellows.

The 3 Pillars and the Student Experience

In Goizueta’s MBA programs, students are placed into the teams they’ll work with during their first semester in all their core classes. Whether it’s in the Leadership Reaction Course that’s part of onboarding  or in the classroom, these individuals have to be able to work together to complete projects.

This is where the LCFs come in. Second-year MBA students (or One-Year MBA students who have completed their summer coursework) can take on the role of a coaching fellow, if selected for the LCF program. Their task: Help lead first-year graduate students through the difficulties of working as a team to accomplish a goal.

“One of the aspects of being a leader is not just making sure people know how to technically do the work, but ensuring that they are actually working together effectively and efficiently,” says Keen. “Do they have the emotional intelligence to make sure they listen to one another and communicate effectively to solve a problem? LCFs help students gain the soft skills of working together.”

The Delta Leadership Coaching Fellows program, which runs August through December, is designed around three pillars: academic learning, experiential learning, and reflection learning. All three aspects work in tandem to create a growth opportunity for students looking to advance their leadership capabilities.

“Our LCFs, by the nature of where they’re at, are coming into the program as problem-solvers because that’s the way young leaders are wired,” explains Keen. “We’re challenging them to help others solve their own problems.”

Learning to Lead as a Coach

In addition to seminars and workshops for the academic pillar, LCFs meet with their student groups and in one-on-one sessions to put the skills they’re learning in class in action.

“Through the LCF program, the focus shifts from being a leader to coaching leaders,” says Rajpal Sagoo 24EvMBA. “It’s about empowering other people to make the decisions without you being directly involved.”

As an Evening MBA student, Sagoo spends his days as a managing partner at MDD Holdings. He describes the LCF program as an “incubator” of learning.

“The huge benefit for the evening students who do the LCF program is that you get coaching and mentorship. You’re able to play around with strategies and see what the strengths and weaknesses are, then immediately turn around and apply them to the real world,” says Sagoo.

It’s allowed me to empower my people who I work with on a daily basis to take ownership, which allows me to reprioritize and focus on company needs, instead of worrying about the small daily tasks that my team is perfectly capable of handling.

Rajpal Sagoo 24EvMBA

A Circle of Observation

Included in the LCF program is the chance to work closely with a professional executive coach. Whether it’s a Zoom meeting debriefing of what went well and what strategies could be improved upon or an in-person observation of an LCF in action, the executive coaching aspect acts as additional layer of learning. “The executive coaching aspect is an invaluable part of the LCF program,” says Sagoo.

“Getting that real-time feedback really helped cement a lot of things we learned in the LCF program almost immediately instead of allowing those lessons to fall through the cracks over time,” Sagoo continues. “The executive coaches would be my biggest selling point of the program to interested students.”

As an executive coach, Ashley Freeman 08C 18EvMBA brings a unique skillset, as she not only completed the Evening MBA program at Goizueta (so she knows the difficulty of balancing work, life, and school), but she also spends her days coaching executives through her business.

“A lot of the leaders I coach in my practice are totally burned out because they’re not coaching their teams. They’re unintentionally micromanaging or doing all the work,” says Freeman. “Whereas if you learn the skill of coaching, you help direct reports become more independent. Then, you as the leader can focus on the tasks only you can do, and they learn to do their tasks without always needing to come ask you questions.”

Drawing on her own experience as an LCF and the techniques she applies in her practice, Freeman says the LCF program is an invaluable and multi-faceted approach to learning how to be a coach of leaders. Between the executive coach observations, classroom instruction, group learning with other LCFs, hearing from guest speakers, and applying what they’re learning to the students they’re helping, “they’re actively practicing the art and science of coaching.”

Freeman has been an executive coach for the LCF program for two years and says she’ll continue to participate for as long as she’s invited.

Having the honor and privilege of a front-row seat to the LCF’s transformation, watching that lightbulb come on when they realize not only how to be a coaching leader, but also why it matters, it’s a real joy.

Ashley Freeman 08C 18EvMBA

The Power of Reflection

The last pillar of the LCF program is an underappreciated skill: reflection. “You can’t learn from the things you do unless you reflect upon them and examine them in terms of what is working well and what isn’t,” explains Keen.

LCFs have multiple reflection points throughout the program, including meetings with their executive coach, journaling assignments, and a final paper.

For former-LCF, Kait Capone 21MBA, sessions with her executive coach allowed her to identify her strengths, instead of solely focusing on her weaknesses, and dig deeper into her reflections. “I don’t know if you can have a really great reflection without first having that conversation with your coach.”

Capone joined the MBA program as a people leader. In her new role, as senior brand manager at SiriusXM, she doesn’t currently have direct reports, but still uses the skills she learned in her professional and personal life.

The biggest skill you’re taught in this program is how to use questions to do the heavy lifting.

Kait Capone 21MBA

Capone says that asking questions prompts others to think about problems in new ways, “sparking different kinds of thoughts.”

Freeman shares that the LCFs she’s coached have followed a growth progression over the semester, where they begin as problem-solvers, shift to coming to meetings with a prescribed list of questions, then culminate as coaches, who are active listeners and ask probing, open-ended questions in the moment. It’s through those reflection moments that the learning experience is “crystallized.”

Capone says, “Asking questions allows others to come to a solution that might be better than what I would have recommended on my own. It’s a more thoughtful way to lead. It’s a more thoughtful way to have relationships, so it’s something I apply in my personal life as well.”

Advice for Interested Applicants

As each spring semester winds down, Keen emails the rising second-year MBA students, seeking new LCFs. “I tell students the criterion for applying is simply based upon why they want to be a leadership coaching fellow. What are you trying to achieve in your own personal development?”

In addition to their academic standing and time commitment of being a fellow, anyone in the Full-Time and Evening MBA programs can apply.

“As an LCF, watching students open up, be vulnerable, and truly look for my advice and expertise was the coolest feeling,” says Capone. “We’re lucky at Emory because they offer so many opportunities to be practitioners of what we’re learning without the fear and risk of having someone’s careers in your hands as you learn. I was always trying different things in the LCF program, and I’m so happy I did because I found what works for me and a foundation as I go into the real world.”

Goizueta graduates of the Leadership Coaching Fellows Program are principled leaders. Our MBA program consistently produces talented graduates who are prepared to positively impact the business world.

The post Goizueta’s Delta Leadership Coaching Fellows Celebrate 5 Years appeared first on EmoryBusiness.com.

Although women have driven significant progress in the last several decades, business school—and MBA programs, in particular—are still heavily male.

When Renee Dye joined Goizueta’s faculty in 2017, she saw a gap in the woman experience of business school. “I saw an opportunity to enhance women’s performance in business school and within their careers by offering a targeted set of programs to grow their leadership potential,” says the associate professor in the practice of organization and management.

Drawing on her decades in corporate America, Dye launched the LeadHership Program.

“Women thinking about attending business school are looking for an ecosystem that will provide them with specific supports, role models, mentors, and opportunities to prepare for the unique challenges women face during their professional careers. It is exciting to see the growth and development of this type of programming for our women students,” says Melissa Rapp, associate dean of graduate admissions.

From application through to being alumni, women will have meaningful engagement specifically for them at Goizueta.

Melissa Rapp

The Purpose of Goizueta’s LeadHership Program

The program is a series of workshops, gatherings, and speaking events hosted throughout the year for women in Goizueta’s full-time MBA program.

“The LeadHerShip program at Goizueta is all about engagement, community and belonging for our students,” says Brian Mitchell, associate dean of the Full-Time MBA Program and Goizueta Global Strategy and Initiatives.

Events vary in size with some promoting an intimate or workshop environment with only 10-20 attendees while the program’s two signature events cater to a larger crowd. The LeadHership Program is divided into two general types of events: community-building and network-focused and events focused on enhancing professional skills and success.

 “We create spaces and conversations with women at the center, providing mentoring and coaching opportunities that prepare our students to lead in any business culture,” says Mitchell.

Our programming is led by women who have established themselves as thought leaders and powerful executives from a variety of industries. From the moment women join the Goizueta community, the LeadHership program makes a powerful statement about redefining how voices are shared and heard in the world of business.

Brian Mitchell

The year kicks off in August with a welcome dinner, featuring an address from leaders across the school, as well as a keynote message by Dye on how to create a successful business school experience by enhancing their performance in the classroom. Throughout the rest of the year, there’s a mid-year check-in and offboarding event for graduating students.

The community-building aspect of the program drew Abigail Sepich 25JD/MBA to continue attending programming after the welcome dinner. “I found myself wanting that community of people who just get it, who I don’t necessarily have to explain the struggles I’m facing, particularly when it comes to family planning and life,” says Sepich. “Plus, these events have been chances for me to meet other women across multiple programs, whom I might not have interacted with otherwise.”

Let’s Talk Work-Life Balance

The other half of the LeadHership Program covers the professional sphere. During the 2022-2023 academic year, events include topics such as managing family obligations and career advancements, attracting and cultivating advocates (which Dye spoke about on the Goizueta Effect podcast), and crafting and communicating your personal workplace brand.

A popular event this year was the Financial Management for Professional Women workshop, led by Usha Rackliffe, associate professor in the Practice of Accounting, that touched on financial planning issues unique to professional women with advanced degrees.

“Financial planning has always given me anxiety due to lack of knowledge, so I jumped at the chance to attend the workshop when I saw that it was being offered,” says Morgan Brown 23MBA. “Plus, the chance to learn in a more intimate setting from strong female leaders such as Professor Dye and Professor Rackliffe was really exciting for me. I’m looking forward to seeing how the LeadHerShip Program develops next semester and beyond, as I think it could attract more women to Goizueta in the future.”

Another event, the Executive Style and Presence Workshop, dives deeper into how women can assert themselves in the classroom—and in their future jobs—building off the skills they’re already learning in class.

“We’re taught executive style and presence in class, but the additional practice and tips on how to emulate women speakers we admire was awesome. Having a background in law, I never had to give the types of presentations we do here in the MBA program, so having that extra time to learn to project the image I want made me so much more confident both in and out of the classroom,” says Sepich.

Fellow LeadHership Program participant, Yaa Bema Tutu 24MBA/MPH, also benefited from the Executive Style Workshop: “It was an opportunity to discuss and learn about important life decisions with a small group of women. As someone who is new to the business world, I found the Executive Style Workshop such a breath of fresh air because it made me really think about how I present myself to others within a corporate space.”

These life-planning events also provide space to learn about different fields and what’s required to secure those roles. Other students have spoken up and shared advice from their experience, further cementing the community feel and intimate nature of the LeadHership Program as a safe space. Sepich’s feeling of belonging to a group has also extended outward, to the faculty members who participate in the programming. “Academically, I have access to professors who I might not have otherwise met, except in large classroom settings, and I’m also getting to know Professor Dye outside the classroom,” says Sepich.

A Gathering of C-Suite Women at the Carlos Museum

In early November, the LeadHership Program welcomed several C-Suite women to talk about their experiences along their career journey. This brunch is scheduled each year with the hope of inspiring students and offering tactical advice on career management.

“There’s never been a better time to be a woman who’s leaning into success in the business world because businesses have a lot of vested interest in helping make women successful,” says Dye. “The Women’s LeadHership Program is designed to give a broad set of tools that will enhance and facilitate future success and the achievement of career aspirations, whatever those are.”

This year’s panel of guests included Hala Moddelmog, president and chief executive officer of the Woodruff Arts Center; Martha Brooks, former president and chief operating officer of Novelis, Inc; Kathy Waller, retired executive vice president, chief financial officer, and president of enabling services at Coca-Cola; and Kelly Janzen, senior vice president, chief financial officer, and treasurer of BlueLinx Corporation. All four women spent decades of their career in leadership and C-Suite positions. Dye moderated the event.

“Drawing on the expertise of women who have already navigated obstacles that you will likely face and seeing their success—knowing that could also be you—and having their advice was priceless,” says Sepich.

For Grace Chi 24MBA, the LeadHership programming offered opportunities to learn from and grow with other strong females along her professional journey. “The LeadHership Program provided the opportunity for me to work closely with the female professors and peers to reflect on my leadership styles, work on plans for further improvement, and get inspired by the open and honest sharing during the workshop. Leadership is hard to teach, but the LeadHership program has been very effective in advancing our leadership skills through observing, analyzing, and listening to the successful female leaders across various business segments.”

Goizueta has long been committed to empowering women in business and redefining how voices are heard. Continue learning about the LeadHership Program here.

The post Intimate Network at Goizueta Cements Women’s Place in LeadHership appeared first on EmoryBusiness.com.

“At that time, I honestly had no idea you could make a career in the airline industry,” admits Antilla, who thought the industry was strictly made up of pilots and flight attendants.

But the travel industry held an appeal to the international traveler since he was young. Growing up in Singapore, Antilla and his family flew across the world to visit relatives in the states. So, as a college student at Washington University, the job posting for then-Northwest Airlines (now Delta), calling for pricing analysts, lured him to apply.  

That job launched a 17-year (and counting) career with Delta Air Lines, where he is now vice president of the company’s Latin America and Caribbean region. 

Reporting for Duty from Santiago

Antilla remembers his second day working as a pricing analyst for the airline’s Asia-Pacific region, when he was told to “put Bangkok on sale.” He turned to his computer with confidence, then immediately realized he had no idea what his supervisor was talking about. So, Antilla started asking questions.

That inquisitiveness—and the courage to ask questions—didn’t go unnoticed and contributed to his winding career at Delta, where he’s held numerous leadership positions, culminating in recently becoming the vice president of Delta’s Latin America and Caribbean region. Antilla is now based in Santiago, Chile, due to Delta’s recent investment and joint venture with LATAM, the largest airline in Latin America.

“I had to describe what success would look like for this region for Delta, and I think that’s what got me the job,” he says. “I had the confidence that what I talked about is achievable. I outlined the steps we need to take to be successful.”

Antilla identified four factors that could lead to success: customer metrics, employee metrics, profitability metrics, and partnering with the right companies in the region.

And those metrics, those areas that converge to create success at Delta, are a cycle. The better you take care of your employees, the better they’ll treat the customers and stakeholders.

It all starts with the folks on the team. If they feel empowered, if they feel motivated, then they’re really good to your customers. Customers who are happy will spend more on Delta, which takes care of the employees.

As vice president, Antilla oversees all aspects of the airline for markets south of the U.S. border, including the Caribbean and Central America. From the employees and burgeoning partners to how well the various routes are doing in the market, Antilla has the final say on it all—a long way from not knowing how to put a flight on sale when he started as a recent college graduate.

“The industry is so fascinating. It’s difficult, but that makes it fun and challenging. And that concept kept being reinforced as I took different roles and jobs,” says Antilla.

During his tenure at Delta, Antilla has been a manager in the Pacific region and the director of strategy and alliances in the Latin America and Caribbean region. He’s lived in the Netherlands and handled pricing and revenue management at the director level. Though this list of accomplishments is not exhaustive, it illustrates Antilla’s varied background, love of travel, and skills that helped him secure a vice president role.

Advice for Aspiring Airline-Industry Leaders

Antilla describes the airline industry as capricious. It’s ever-changing. Plans made on Monday could be the opposite by Tuesday.

If a volcano erupts in Iceland, planes can’t fly. If Cancun has an invasion of foul-smelling seaweed, affecting their tourism, then less people want to travel there. “Every single global event impacts us in some way,” he says.

Given that inherent ambiguity, Antilla looks for individuals who are curious and motivated for his teams. “Ask questions, and don’t take things at face-value. If you understand why things are the way they are, then you can understand how to make it better,” he says.

Giving Back on an International Scale

Whether it’s managing customer relations or helping to raise three children under the age of four with his wife, Antilla has had others in mind since he started a nonprofit organization with a couple of college friends.

As single 20-somethings without (many) responsibilities, the group planned a wild and crazy international trip each year and decided to dedicate one day each trip to volunteering somewhere. The money raised through the organization went to purchasing school supplies or sporting goods to give away. Though the friends gave back in Bosnia, India, the Dominican Republic, Loas, and Atlanta, Antilla vividly recalls one visit in Brazil to an orphanage for children with cancer.

“They were the happiest kids I had ever seen, even though they weren’t in great shape. That was about eight years ago now, before I had kids, but that perspective…if we could give them a couple of soccer balls to make them even happier, then that’s the right thing to do.”

More locally—before his family moved to Santiago for the new gig—Antilla spent several years on the board of Our House, an organization dedicated to ending the cycle of homelessness in Atlanta.

“Having kids was even more of an impetus for me to give back. You get a better perspective of why we’re all here,” he says.

(Finally) Obtaining the MBA

Another question Antilla is asked often as an MBA graduate is whether an MBA is worth it. It’s an easy answer for Antilla, who always had the goal of getting that additional degree. “I just wanted to get my MBA,” he says, and that was it.

But when he decided it was time for the MBA, he was enjoying his stint with Delta far more than he imagined. With these two goals converging, he researched part-time programs, leading him to one of the best in the country (and the best in Georgia): Goizueta Business School’s Evening MBA program.

“My MBA experience is ingrained in everything,” says Antilla. “Going back to school was the opportunity for me to try new things. It was a safe space to debate different topics and figure out things for my life and career, which I then applied at Delta. I think a big reason why I’m in the position I am in now is because of the experience that I got from people at Emory, the classmates, the professors, and the administration.”

Learn how you can tailor a top-ranked Evening MBA program to fit your life. Working professionals, head here.

The post Love for Travel Launches This MBA Grad’s 17-Year Career with Delta appeared first on EmoryBusiness.com.

Throughout this month, Emory Business will highlight veterans from each branch of the military and share insight into the life experiences that brought them to Goizueta.

Camaraderie Builds at Goizueta

Lieutenant General, U.S. Army (Ret) Ken Keen, is Goizueta’s senior lecturer of Organization & Management and associate dean for leadership. “Our veterans support one another as they transition from the service and during their MBA experience,” he says, noting the camaraderie they share. “It is not just the classroom experience, but what they do to help one another and integrate with their classmates and community.”

Matthew Ball 23MBA served as squad leader for the 75^th Ranger regiment with six combat deployments across Afghanistan, Iraq, and Syria. At Goizueta, he leads the Goizueta Veterans Club for 2022-2023, which has 18 full-time MBA students and 21 Executive MBA and Evening MBA students for a total of 39 active members.

After transitioning from the military, many of us, if not all, lose part of the camaraderie and sense of belonging that is an inherent part of serving in the military.

Matthew Ball 23MBA

“Becoming president of the Goizueta Veterans Club has filled me with a new sense of purpose to be able to put on events for the members of our club that allow them to feel like they are a part of a team again,” Ball says.

The club meets informally several times a month. “PT with the Troops” helps veterans stay in shape and engage in team sports. “Rendezbrews” are get-togethers at local bars or breweries. “What these events have turned into is a special time on our calendars where we can share stories of our time in the service or where the second-year students can offer advice and guidance to first-year students who may still be navigating military transition or the job-recruiting process.”

Ball will lead this year’s time-honored Veterans Day ceremony on November 11 at 11 a.m. on the Emory quad. The program will include remarks from Emory University Provost and Executive Vice President for Academic Affairs Ravi Bellamkonda and Matt Wain, Emory University Hospital chief executive officer and retired United States Army helicopter pilot.

During the Veterans Day ceremony, Ball notes “the school will take time to pay tribute to not only the veterans but the school which has done so much for its veteran student body.” Student veterans will attend the ceremony in dress uniforms, and the community is invited to attend.

Emory Resources for Veterans

The Goizueta Business School Veterans Association is committed to advancing the careers of military veterans and active-duty service members through one of the top MBA programs in the country. The association leverages its extensive network to mentor student-veterans to overcome the unique challenges that military veterans face as they transition into the civilian workforce.

Goizueta also offers many types of assistance to veterans who will be financing their education.

Yellow Ribbon Program

Goizueta Business School is proud to have been a Yellow Ribbon partner school since 2009. The Yellow Ribbon Program is a provision of the Post 9/11 Veterans Educational Assistance Act of 2008 (aka Chapter 33), and students must first be eligible for the Post 9/11 GI Bill. Please contact the U.S. Department of Veterans Affairs (VA) to see if you are eligible and to request a Certificate of Eligibility (COE). According to the VA, you must use your full GI Bill funding before Yellow Ribbon funding is used. Goizueta Business School provides up to 50 Yellow Ribbon awards per year for $22,250 annually, which is matched by the Veterans Administration. Candidates eligible for Yellow Ribbon funding will also be considered for merit-based scholarships.

Goizueta Business School Military Fellowships

The Goizueta Business School Military Fellowship recognizes one or more current Goizueta MBA students with a fellowship and financial stipend up to $10,000 for each student to serve in a formal role to support the Goizueta Business School in its military recruiting efforts for all graduate level programs (MBA, MS Business Analytics, Master of Analytical Finance).

Goizueta Military Scholarship

The Goizueta Military Scholarship provides funding support to active-duty military or veterans enrolled in any Goizueta degree program. The funding amount and number of scholarships awarded varies each year.

Military Consortium

To demonstrate our support of military applicants, Goizueta is associated with the Military Consortium, an organization under the umbrella of The Graduate Management Admission Council (GMAC). Through this association, we offer the following benefits for applicants with military experience:

• Waived application fee for military persons who have been on active duty within three years of applying.
• A one-year deferment if an admitted military student’s plans are delayed by their service branch.
• Applications from deployed military personnel are accepted after our standard application deadlines.

Each of our five MBA programs offers a competitive advantage for students from all U.S. military branches. Learn more about the different funding options for our current military and veteran applicants.

In addition to these Goizueta-specific resources, Emory offers veterans additional resources in healthcare and law.

To heal the sometimes invisible wounds of military service including post-traumatic stress disorder (PTSD), the Emory Healthcare Veterans Program provides expert, collaborative care for post-9/11 veterans and service members dealing with a variety of mental health concerns. These include PTSD, traumatic brain injury, military sexual trauma, depression, and anxiety. Treatment options include traditional outpatient and intensive outpatient programs that integrate care in multiple areas including psychiatry, neurology, sleep, rehabilitative medicine, wellness, and family support.

The Emory Law Volunteer Clinic for Veterans provides pro bono legal services for veterans, assisting them and their families with legal issues, including disability claims before the Veterans Administration and subsequent appellate proceedings, estate work, and discharge upgrades before the Department of Defense.

Learn more about veteran-focused programming at Goizueta, including On-Ramp, professional development, and Veteran Connections.

The post Goizueta Honors its Military Veterans with Ceremonies, Community Support Groups, and Scholarships appeared first on EmoryBusiness.com.

Since its invasion of Ukraine in February 2022, Russia has brazenly targeted populated urban areas—hitting schools, hospitals, and residential areas with bombs and missiles—and wreaked havoc on the nation’s infrastructure. The war has displaced more than 7 million Ukrainians, most of them children and women, according to UNICEF, the United Nations (UN) Children’s Fund.

“What makes the humanitarian crisis in Ukraine unique has been the speed with which so many people have been forced to leave the country,” says Michael J. Nyenhuis 12EMBA, president and CEO of UNICEF USA. “It’s been challenging for neighboring countries to take them in and support them. UNICEF works to help these refugees find a place to live and cope with the trauma of everything they’ve left behind, which includes family members who remained in Ukraine to fight.”

Established by the UN shortly after World War II, UNICEF has become the world’s largest humanitarian aid organization dedicated to protecting children’s welfare. Operating in more than 190 countries and territories across the globe—including Ukraine for the past 25 years—UNICEF strives to make sure every child in every nation around the globe is healthy, educated, protected, and respected.  

“Following Russia’s aggression and annexation of Crimea in 2014, we scaled up UNICEF’s presence and programming in Ukraine,” says Nyenhuis, an Emory alumnus who received an executive MBA from Goizueta Business School in 2012. “As the current war shows no signs of stopping, we have deployed hundreds of workers to provide safe water and medical supplies for children and families, as well as longer-term assistance such as education and psychosocial care.”

The organization has not only provided aid inside Ukraine, but also across the country’s borders.

“We’ve set up refugee support centers—which we call Blue Dot Centers—in neighboring nations like Poland, Moldova, Romania, and Hungary,” Nyenhuis says. “These centers are safe spaces equipped to receive thousands of refugees a day. They help children and their families find lodging and transportation, register them for counseling and protective services, and check on their overall health.”

Working from the United States, Nyenhuis and UNICEF USA have played critical roles in building public awareness, promoting advocacy initiatives, and leading fundraising efforts for those affected by the Ukrainian crisis.

“The US is ultimately UNICEF’s biggest financial supporter,” he says. In 2021, UNICEF USA raised more than $1 billion in private resources to support children’s welfare needs globally. And since the war in Ukraine, an outpouring of continued donations has instrumentally helped fund the setup and operation of these Blue Dot Centers on the country’s borders.

This past spring, Nyenhuis flew to the Ukraine-Romania border to see firsthand how the centers were providing children and families with safe spaces at border crossings. While there, he met with a large group of children who had fled an orphanage in Ukraine—and the experience shook him.

“These kids fled with their caregivers, who in the midst of all that fighting and trauma, somehow loaded all of them up on a bus, drove them to the border, and crossed over into the country,” he says. “I can’t imagine the fear and confusion they felt as the life they knew was upended. Luckily, we were able to welcome these children and give them refuge, make sure they were fed and clothed, and then place them in a group home in Romania.”

Nyenhuis also had the opportunity to speak with many women and children whose husbands and fathers stayed put in Ukraine to fight for their country. “So many families are being split up by the war—the long-term mental and social ramifications are devastating,” he says.

The UNICEF USA leader returned to the US fired up to reinforce the urgency of his organization’s efforts—and the impact the Blue Dot Centers were having. Unfortunately, that sense of urgency is difficult to sustain over time due to distractions and donor fatigue, Nyenhuis says.

“It’s easy for Americans to lose interest in what’s going on thousands of miles away in a foreign land,” he says. “It’s easy to turn our short attention spans to whatever crisis comes next in the news cycle. But with crises like the one in Ukraine, it’s important to keep telling these stories and urge more and more people to get involved—to be active participants and not just casual observers.”

Continue reading this feature and learn more about Nyenhuis’s career and UNICEF response to humanitarian crises like this around the world on Emory Magazine.

The post A Refuge for Every Child appeared first on EmoryBusiness.com.