A programme for leaders who want to be more inclusive: to lead diverse teams, serve diverse customers and work with diverse stakeholders.
Leaders who are inclusive and agile. Leaders who can lead diverse teams, serve diverse customers and work with diverse stakeholders. That’s why Common Purpose is running the streetwise mba.
Inclusive leadership: the next step
For modern leaders, the next step in their leadership development is Cultural Intelligence (CQ). CQ doesn’t just encourage inclusive thinking, it translates it into action. CQ enables leaders to work across different cultural boundaries: geographies, generations, sectors, specializations, backgrounds and beliefs.
The best place to develop CQ is in the great cities at the points where cultures collide. That’s why the streetwise mba takes participants to learn from the leaders operating at these points of collision, who, through their leadership, prevent crashes and create sparks of energy and creativity.
Participants work within a group that could well be the most diverse community they will ever be a part of. In doing so, they begin to unpick their own culture—and the blind spots it may have created—in order to become agile, inclusive, culturally intelligent leaders.
"Common Purpose creates experiences so powerful that the things you learn about leadership and yourself will last a lifetime.”
The programme is for emerging leaders in the city. They could be leaders who are:
They could be leaders who are:
Every streetwise mba includes up to 50 participants: all from different backgrounds and with hugely varied experiences; all leaders from across the public, private and NGO sectors. Past Participants include:
"It’s rare for us leaders to find time to reflect, but the streetwise mba provided a unique opportunity for both learning and self-reflection. The programme encouraged open and direct questioning amongst the participants in our group which included representatives from a wide range of organizations.”
I think I’m so open minded, I try to be politically correct, I’m sensitive to other people’s views and opinions, so I don’t really need to work on anything. But only because I had that experience I realized, Leslie you do sometimes have more bias than you realize. Even sometimes having the expectation of people acting like you do. One important aspect that I took away was the aspect of not assuming that you’re getting it right.
Experiences, like the ones we had on the course, are some of the most valuable experiences one can have. The variety of people in there, on every level, was extraordinary and it was an opportunity to be much more accepting across the board, in all sorts of nuanced ways. The walls came down – my walls, everyone walls - and we just became much more porous.
The streetwise mba develops leaders to become inclusive and agile, with the CQ to work more effectively with diverse colleagues, customers and stakeholders. They will:
Develop as leaders
Becoming inclusive leaders, with the skills and the understanding to inspire different people in uncertain, complex environments.
Make better decisions
Learning to recognize their biases and blind spots—and even move beyond them—so they can make better decisions.
Gain broader networks
Seeing the world through other people’s eyes; and forging new relationships with a broader range of people.
Drive bold innovation
Learning how to lead diverse groups to create innovative solutions by seeking out difference and even discord, instead of avoiding them.
“What do we need from the next generation of leaders? I believe we need adaptability, a genuine love of—as opposed to comfort with—change and ambiguity and a broad intelligence encompassing the practical, the emotional and the cultural. The capability is there, but we do need to hone it.”
Throughout the streetwise mba, participants investigate CQ. They use the Core and Flex® framework to digest their learning, explore their own culture (its strengths and weaknesses) and translate this learning into changed leadership behaviours. Most of all, participants learn from each other, in possibly one of the most diverse groups they will ever be a part of. They use the Core and Flex language to hold difficult conversations with peers from very different backgrounds.
Our participants want maximum access to the city and its leaders; each day is hosted in a different venue in a different part of the city.
Masterclasses allow participants engage with leaders in the city who have learned to work in places where cultures collide. They may have had to overcome the constraints of their own culture, recover from knocks, reconcile worlds, stand up in difficult situations or adapt and flex without compromising on who they are.
Immersions place participants at the city’s cultural collision points, to learn from the successes and the failures of the people who lead there— whether that’s bankers, police, artists, activists or religious leaders.
Peer coaching allows participants to unpick leadership challenges—and reflect on their streetwise assessments—within a group of people from different backgrounds, who approach problems in completely different ways
The streetwise mba sustains the impact of the programme as participants apply their learning back to their organization. Our light but structured post-programme follow-through allows them to:
Translate (face-to-face: one evening)
Participants attend with their line manager, mentor or coach, who will be helping them translate the learning back into the organization.
Exchange (online: four hours)
Participants reflect on their learning and share challenges and insight through an online platform. This is a chance to reconnect with peers who approach problems in completely different ways.
Participants complete a second streetwise assessment three months later to identify where they need to place renewed energy.
Participants become Common Purpose Alumni, continuing their learning in a community of over 66,000 leaders worldwide
We work with many organizations who see the streetwise mba as a way of delivering current strategies in Talent, Leadership and Diversity & Inclusion.
The programme’s focus on real-world experiential learning as part of a diverse group can be a highly effective way of supporting existing initiatives. We work with you to understand your objectives and offer ways to create organizational impact.
Cohorts: Our cohort model is designed to ensure that learning is embedded within the organization. Nominate a cohort of people across different departments who, together, could use their learning to promote a more inclusive culture. The streetwise mba runs multiple times a year and can support six members of the cohort in each instance.
Assessments: We compile comprehensive reports based on assessment data taken during the programme. As a result, you can track individual or cohort’s behaviour change during and after the programme, and how that change can create impact in their organizations.
Bespoke workshops: After the cohort has completed the streetwise mba, we deliver a bespoke workshop in your offices for members of the cohort, their line managers, their mentors and their guides. This helps to ensure that the learning is translated back to their teams.
“The learning from the course has enabled me to significantly challenge myself, and my team, to work more collectively and inclusively.”
“In our ever more complex and interconnected world which has no obvious historical parallel, Common Purpose has developed a breakthrough idea about the importance of Cultural Intelligence (CQ) in order to navigate both this new world and its contradictions.”