It's Fall in Dallas. And it's 104 Degrees F.

I have a sinking feeling that the posting frequency is going to stay like this for a while. It's been three weeks since my last post and it feels much longer.

I am now through the second week of the Fall semester, Mod A (25% complete). This semester is quickly shaping up to be the most onerous thus far. Between work, school, family and referee assignments my schedule is full. At least it's the best season of the year.

* * * * *

I wrapped up the summer semester the first week in August leaving a healthy two week break before the next round of classes began. It wasn't that healthy.

These breaks can be your death knell. For many of us, after pushing for a long period without coming up for air, when the break does finally come, not only do you mentally check out, your body takes a break also. Your immune system goes AWOL. The slightest strain of anything in the air attacks you and sets you back for the entire break.

Of course, you have enough time to recover; however, this time I spent so much time physically recovering, I left no time for mental recovery. The most difficult thing after a break like this is getting motivated again. You see the same cases you have during undergraduate. You're still going over your core coursework that most likely is not all that interesting to you. And it's still nice outside. Again, for those of you who look down on the MBA, people that overcome this alone should develop at least some level of respect.

Bottom line: Avoid breaks if you can. Just suffocate yourself for two years. At least, that's what I'd prefer.

* * * * *

This semester's first module presents the final two core courses of the program; it's all electives and concentration coursework after this.

My schedule includes:

• Strategic Management; and
• Operations Management.

Both classes are decent capstones to the core coursework, but not remarkable. The assigned reading for Ops Management is "The Goal," which is required reading for nearly every undergraduate business student. I'm reading it for the fourth time. Still good, but basic.

The Ops course covers the following:

• Process Analysis and Improvement
• System Design
• Project Management
• Queue Management

This course will be common to every MBA program.

The Strategy course covers the usual as well:

• Industry Analysis (Porter's Five)
• Competitive Advantage
• The Value Chain
• Competitive Intelligence

Both courses are a good way to round out the first stage of the program. I'm just anxious to get them done.

Long Overdue Update

It's been nearly a month since I last posted. I will resume normal posting status in September once the Fall semester is in full swing.

A quick update about the last module in the summer semester:

I wrapped up Marketing Management and Corporate Finance this week with a take home final and an in class final, assigned respectively. This module was the most valuable series thus far in the program. The marketing course was case based and had the best mix of quantitative vs. qualitative instruction I've ever experienced.

Finance covered the core principles:

1. Time Value of Money
2. Net Present Value
3. Capital Budgeting
4. Stock Valuation
5. WACC
6. Etc.

The professor was a visiting lecturer. He was phenomenal. He returned to his home in Utah this week, and if you are studying at Utah in SLC, be sure to take Karl Lins as often as you can.

I'm still wrestling over which direction to take my strategy concentration: I can choose between Ops/Marketing Strategy or Finance Strategy. I have interest in both sides. I just don't have the time to adequately pursue each. I'd end up diluting them too much.

Maybe its time to do a decision tree for this.

Personal MBA Reading List Announcement

I have posted before about the Personal MBA run by the venerable Josh Kaufman and want to make sure that readers here don't miss the opportunity to see the new reading list he's compiled.

The list hasn't been posted yet, but the announcement can be found here. Take a look at what is coming and be sure to check back regularly. I'll keep you updated here as well.

Summer Semester, Module B Summary

I'm in the middle of my seventh and eighth program courses. Where does the time go? As a side note, those of you who are putting off joining a program because you don't have the time, reconsider. Time accelerates and compresses so much, you don't have the opportunity to consider what you've gotten yourself into. Just get started.

This module marks the first two classes that represent what I wanted to get out of this program:

• Marketing Management & Strategy; and
• Corporate Finance

Both professors are exceptional and leaders in their fields.

A word on course methodology: When deciding which school to attend, I implore you to dig deep about teaching style. I've had two professors that claim to use the case method thus far: one thought he used the method and the other actually uses the method. Case studies are - hands down - the best way to go through B-School. I can prove this empirically - ask me for the digression. Make sure that whatever school you choose, this is the primary methodology.

I will touch on material covered in each course in future posts.

On Conflict Management

It's bound to happen at least once during the program. At least once. My quota was met this last week and it involved an assigned final grade.

The grade was not reflective of my work and did not account for the situation that ended up yielding four different professors for a single seven week course. My goal was to get a grade that was accurate and base it on reason and rationality; I didn't want the change because I was a squeaky wheel.

So here is what I learned based on the solid tactics I employed and the mistakes made:

1. Keep it professional: Before each correspondence with a faculty member or administration office, I committed to an hour long break after learning something new that got my blood levels up. I forced myself to write down all the arguments I was thinking and distill them to the pertinent and reasonable base. The result was that I was thanked and complimented by more than one person for taking the professional approach to the situation.
2. Follow the chain of command: I made an early mistake here. I took issue with how my exam was graded and rather than speak first with the grading professor, I went to the chair of the department. The student body was instructed to do this, but that is no defense for myself: I should have been aware of how this would make the grading professor feel and respond. He didn't appreciate it. If you have an issue, take it to the professor first and follow the chain of command only as necessary.
3. Pick your battles: I had an issue. I was not happy with my grade. I was not happy with how the overall situation was handled. I was not happy with the department's initial response. On and on it goes. My biggest pitfall came at not deciding which point to get across. It all came down to the grade change. I needed it to move up. My dissatisfaction with everything else became moot. And I brought some of it into the discussion which was ill advised. When a conflict is coming, you need to decide your endgame. If you want the other party to do something you need to identify the points of contention immediately and only the relevant issues. Don't fall into the trap of pointing out all the faults with the situation. It won't help and only makes the other party defensive.
4. Honestly appraise the good things: This can sound like flattery; however, sincere appraisals of a professor's good performance can go a long way. If you've listened to the other person's complaints, you can reinforce or reaffirm them with honest feedback that convinces them that you both want the same thing: you want to maintain an amicable relationship.

The result was I got what I needed.