At Deepak Chopra’s two-day Kellogg executive course, participants were equipped with pads, pencils, highlighters and eight-packs of Crayolas.
The crayons were for making “mind maps,” abstract webs of thoughts and ideas connected to specific words, including “fun,” “success,” “leadership” and “opportunities.” Chopra, a physician who has become famous for his teachings on connections between mind, body and environment, said all of his undertakings begin with a mind map.
The course, called “The Soul of Leadership,” has been taught twice a year through the Kellogg School of Management since 2003. This year, 16 participants from public, private and federal organizations participated in the seminar, which carried the message that success comes from improving the world.
Chopra’s course focused on the qualities that got successful leaders where they are today. He told the participants to focus on team-building, to “put the right people on the bus, in the right seat.” He warned against seeking personal gain and glory, and told them success comes from good relations between employees. He also discussed the impact of new technology on leadership.
“You don’t have to sell anything on Twitter; you just have to stay in touch.” Chopra said. “If you say something that clicks, it seeds the collective consciousness.”
He discussed the causal role of poor leadership in the recent recession.
“We are so used to spending money we don’t have to buy things we don’t need to impress people we don’t like,” Chopra said.
The course, taught at the James L. Allen Center, 2169 Campus Drive, had much lower enrollment this year with just 16 participants, said Michelle Buck, Kellogg’s associate director of executive education. Buck teaches the course alongside Chopra.
“This number of people is smaller than usual and that is because all executive programs in all business schools are down now because of the economy,” she said. This two-day program with Chopra costs $4,000. “Normally, this has been between 30 and 40 participants.”
But those who participated this year said they appreciated the small number.
“I feel really lucky to have had the opportunity to take part in this,” said Sunanda Kane, a doctor who attended the course through a scholarship from the American College of Gastroenterology. “There are people who pay really good money to hear (Chopra) speak, and I sat and had dinner with the man. He’s very gracious with his time.”
Kane said she would apply what she had learned to her work at the Mayo Clinic in Rochester, Minn., and to her involvement with the American College of Gastroenterology.
“I came to take leadership training in anticipation of my taking on more leadership responsibility within the college,” she said.
Buck said teaching the course with Chopra has allowed her to gain insights in the way she leads at Kellogg and in her life.
“Each time I participate it renews me in the same way,” Buck said. “There’s something about this program that grounds me. It refocuses me on what’s more important, what’s possible.”
After finishing his last lecture, Chopra signed copies of his bestselling books and posed for pictures with participants. He continued talking about a main theme of his lecture after it was over about the need for change in the way leaders interpret their role.
“Leaders are more worried about themselves, and I think if you really want to be a leader you have to think more about other people,” Chopra said.
