Building a cohesive study group can help INSEAD MBA participants gain self-awareness and develop the interpersonal tools they need to be more effective leaders – plus a network with long-lasting impact
“What will my study group experience be like? Will it really be worth investing my time and energy – and what are the benefits?”
At INSEAD, we often hear these questions at the start of the MBA programme. Yet many students go on to find that during the initial four months of core coursework, there’s great potential for study groups to become collaborative environments. Studying with classmates can strengthen understanding of course materials, make it easier to complete group assignments and provide networks of peer support.
INSEAD MBA students also engage in leadership development activities within their study groups such as simulations and role plays, receiving feedback from expert coaches. This is part of the INSEAD Personal Leadership Development Programme (PLDP), which aims to improve interpersonal skills, communication awareness and leadership styles.
Members often form strong bonds that persist even after graduation. One group from the 2019 December INSEAD MBA cohort has proved exceptionally cohesive. With members spread around the world – from Singapore to Tokyo, London, Dubai, Riyadh and Amsterdam – they still meet up regularly online to support each other’s personal and professional growth.
We sat down with some team members to discover how they managed to create these lasting connections and establish a flourishing ‘work family’ – even surviving a global pandemic. We also asked these alumni if the skills learned via the PLDP have helped them become better leaders, now that they’re back in the workplace.
Navigating initial differences to form bonds
INSEAD study groups are curated to ensure a diverse mix of backgrounds and perspectives, enhancing the learning experience for all members. That very diversity can also make it more challenging for a group to develop trust.
“I vividly remember our very first session. We were all quite shy and hesitant to share our true opinions and I left thinking the group was not going to be an important part of my growth. It’s ended up being the exact opposite,” says Federico Bonini, Principal, Boston Consulting Group, Saudi Arabia.
“Those first few weeks weren’t that easy,” says Irina Okuneva, Engagement Manager, McKinsey UK. “Cultural differences had to be navigated, with some people not being used to sharing their feelings."
"People also came with different goals – some were really keen on the academic side of things, while for others the MBA was more about networking. Also, one team member wanted to be our study group leader but then didn’t feel like he could step up, which created a conflict dynamic.”
The team sought the advice of Darryl Chen, the INSEAD Executive Coach assigned to their group, who suggested that they discuss the issues openly. “We tackled everything, including the conflict dynamic – the elephant in the room – and it brought real awareness into the group. It definitely helped to build trust,” Irina recalls.
Deepening trust
As the first teaching period progressed, the group realised more needed to be done. Some individuals worked proactively to organise a series of social events, where each team member was tasked with arranging a night out based on their culture’s food.
“We held six events in the first four months, and that really helped – I think you have to have a certain number of positive experiences with a group for the relationships to be strong enough to overcome disagreement, or for everyone to feel comfortable sharing ideas,” explains William Park, Managing Partner at Singapore-based consultancy firm, MAPX Group.
Supporting team members through challenges
This new-found cohesion was soon put to the test as group members encountered challenging moments on their INSEAD journeys.
“During my first couple of months, I took a while to adjust to the intensity and rigour of the course, especially the academic side of things’” says Irina.
The study group helped Irina assess her situation and encouraged her. As she puts it, “I realised the MBA is multi-faceted, and that for me, the most important element was the people I was meeting, including my fellow study group members who were becoming my ‘thought partners’. My fellow team members helped shift my perspective, and I still draw on that today.”
Learning from professional coaching
The group’s coaching sessions were also instrumental in helping it become a highly functional unit.
“Darryl, our PLDP coach, gave us the tools to ‘look from the balcony’ and observe team dynamics from a different perspective. He showed us how, when team members don’t see eye to eye, you can have the necessary conversations to understand differing perspectives better and work things out.
In short, we gained new ways to know ourselves as professionals – insights I’m still using in my job today,” says Jacqueline Liao who is currently based in Amsterdam.
Coaching also helped the team learn from each other’s strengths as they collaborated on assignments.
“Some people, like me, are tree huggers who need to talk about feelings. For others, it’s more ‘don’t give me this fluffy stuff. Show me hard evidence that this is going to work and I need a roadmap for it,’” William explains.
“The coaching helped us start to take it for granted that whatever our approach, we could express authentic views, ask questions and argue without fear of ruining relationships. We began to trust that we all cared about each other and were sincerely invested in each other’s success.”
Delivering consistent long-term support
As group members explain, the depth of their connection, and meaningful impact on their personal and professional growth, go beyond the INSEAD programme’s academic and professional benefits.
“We graduated in December 2019, just before COVID-19. Suddenly, it was as if everything in our lives was in flux, from global economic uncertainties and lockdowns to personal changes, such as career relocations and transitions,” Jacqueline recalls.
“We started holding regular group video calls during the pandemic. I think for all of us, it was amazing to have that space to share anxieties and questions, while also celebrating career milestones or success stories. And because we had put in so much work to build the group, that level of consistent support has been maintained.”
Five years later, the group still has regular catch-ups.
“We all make a conscious effort to stay in touch. Alongside our WhatsApp chat group, we have a group video call every three months or so. But there’s no pressure – we fix a date and time, and then don’t move it. Whoever can join, joins,” explains William.
“It works out pretty well because whoever shows up changes the dynamic. Smaller groups tend to lead to deeper conversations, while larger groups are a bit more light-hearted with quick updates. Basically, we talk about everything – whether that’s work issues or shifting priorities from careers to family to dating strategies!”
Boosting leadership skills
Now that they are back in the workplace, team members are also applying what they learned from their coaching sessions and study group interactions.
“Our coach Darryl really helped me raise my awareness of how I operate as a leader by shining a spotlight on my need for control and what – counterintuitively – I lose by not being a bit more chaotic sometimes,” says William.
“I apply his methods all the time at work. For instance, I recently took a contrarian view in a meeting with a very senior client, a company CEO. I pointed out that our joint project might fail after nine months of work – and that would be okay. It provoked him to come up with alternative ideas and solutions, which probably wouldn’t have happened otherwise. I’d never have considered applying that kind of tactic, had I not had the experience of testing it out in the safe space of our group coaching sessions first.”
Building powerful networks and relationships
The team members agree that the study group experience offers incoming participants a unique opportunity to enrich their MBA experience.
“For me, the people I met and the network I built have been a huge chunk of my ROI from the MBA programme, so I’d say invest in the group as much as you can. It’s definitely going to be one of the most reliable components of your future network,” says Federico.
Jacqueline puts it this way: “MBA study groups offer a unique opportunity to get to know each other and bond as a team. Some people may hesitate because the group is ‘just’ for four months. But as our experience shows, it can develop into a valuable bond that delivers benefits over months, years and perhaps even a lifetime. The choice is in your hands.”
