MBAs must learn to "sell" ideas

       One of the biggest mistakes an inexperienced MBA can make is not involving and "selling" other people on their ideas for change.
       During the recession, many college students opted to continue their education rather than graduate and enter a depressed job market. Some decided to collect their master's degree in business ("MBA") with little or no work experience.
       When these MBA students graduate, they will have advanced academic credentials and the mettle to make it to the executive suite. But what they might lack is one other essential skill needed for success: The ability to sell ideas to others.
       Most MBA programmes provide the traditional business school curriculum that sharpens technical skills such as finance and accounting, builds decision-making effectiveness via case studies, and enhances collaboration through group problem-solving. These experiences equip students with rudimentary management skills and a better understanding of the business world.
       But to make an impact in the post-recession era, an MBA degree must be accompanied with a healthy dose of what it takes to sell change - new ideas for growth, different strategies or tough re-structuring. A brilliant MBA graduate who doesn't know how to sell his ideas is like a sports car with a big engine but no wheels. It has a lot of horsepower, makes a lot of noise, but doesn't go anywhere.
       "One of the biggest knocks against inexperienced MBAs is that they are book smart, but don't know how to deal with people to get things done," said Khun Siriporn, HR director at a multinational here in Thailand. "They think the quality of their ideas will fly on their own merit and can't understand when they don't."
       The problem occurs when an inexperienced MBA comes up with a good idea, but meets resistance because he has not involved others in developing that idea. Often alternative ideas are accepted not because they are better, but because more people have been consulted and involved. This creates ownership.
       "Often times MBAs are frustrated when their ideas are put on hold for several months and then nothing happens," said Khun Siriporn. "You need other people to champion your ideas to push them through."
       Take, for example, the classic method for problem-solving in the workplace. A young MBA is faced with a business problem to solve so he refers to the three-step MBA playbook. First, he clarifies the situation, second, he identifies the correct problem, and third, he proposes a text book solution.
       Although he followed a logical approach, he neglected to involve and sound out others who would be affected. As a result, when his idea is presented for approval, there isn't enough buy-in to push it through.
       In the real world, even the cleverest leaders with the smartest ideas need to gain support. Without this support, their ideas remain purely academic.