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Soojin Kwon

Managing Director, MBA Admissions and Student Experience - Univ of Michigan Ross School of Business

Soojin Kwon is a former Managing Director of Full-Time MBA Admissions and Program at the University of Michigan Ross School of Business. She held this position from 2017 to 2022, overseeing both MBA admissions and the overall MBA program experience.13 Kwon has a long history with Ross, having joined the school in 2004 and serving as Director of Admissions from 2006 to 2017.3

Kwon's educational background includes:

  • BA in Economics & Political Science from Yale University (magna cum laude)
  • Master in Public Policy (MPP) from Harvard University Kennedy School of Government
  • MBA from the University of Michigan Ross School of Business3

Her professional experience includes:

  • Manager in Strategy & Operations at Deloitte Consulting (1999-2004)
  • Various roles at Ross School of Business (2004-2022)
  • Presidential Management Fellow, working with the U.S. Senate Budget Committee, House Appropriations Committee, and Department of Commerce3

During her tenure at Ross, Kwon was instrumental in:

  • Developing recruitment strategies and evaluation processes for MBA candidates
  • Launching a unique group interview method to assess communication and interpersonal skills
  • Collaborating on marketing and go-to-market plans for the MBA program
  • Designing onboarding, student experience, and leadership development programs3

In May 2022, Kwon announced her departure from Ross to join McKinsey as Senior Manager of People Initiatives.2 Currently, she is the Founder & CEO of Talent Peak Advisors, LLC, where she focuses on professional and leadership development workshops and individual coaching.3

Highlights

May 22 · linkedin

How many times have you left a meeting thinking, "What was the point of that?"

It's too many to count for me.

Meetings without a clear purpose - where attendees leave with no new information, decisions or action- are frustrating and painful.

And yet, many view these meetings as essential for collaboration and information-sharing.

But is that really what happens at those meetings?

How do organizations end up stuck in this cycle?

Often it’s habit - regularly scheduled meetings that have long lost their initial intent but continue because “that’s how it’s always been done.” Leaders might feel compelled to hold these meetings because they think they should, or because their predecessors did.

The cost is immense. Poorly managed meetings not only interrupt focus time but drain energy, engagement and productivity.

According to research, executives spend an average of 23 hours a week in meetings. Over 70% of senior managers say meetings are unproductive and inefficient. Additionally, 65% said meetings prevent them from completing their own work. Another study found that ineffective meetings lower employees’ job satisfaction.

This is a challenge I’m working on with a couple organizations.

Here are a few high level remedies to transform meeting culture:

  1. 𝗘𝘃𝗮𝗹𝘂𝗮𝘁𝗲 𝘁𝗵𝗲 𝗡𝗲𝗰𝗲𝘀𝘀𝗶𝘁𝘆: Regularly assess whether each recurring meeting is necessary. Could the goals be achieved through another mode of communication? If a meeting no longer serves a clear purpose, it’s time to let it go.

  2. 𝗗𝗲𝗳𝗶𝗻𝗲 𝘁𝗵𝗲 𝗣𝘂𝗿𝗽𝗼𝘀𝗲: Clearly state the meeting’s objective with every invite. Is it to decide, inform, or brainstorm? Identifying the expected outcome helps keep the discussion focused.

  3. 𝗦𝗲𝘁 𝗠𝗲𝗲𝘁𝗶𝗻𝗴 𝗡𝗼𝗿𝗺𝘀: Establish clear rules about what information will be shared, when, and how. Designate a leader or facilitator. Define expectations for engagement.

  4. 𝗖𝗼𝗻𝗰𝗹𝘂𝗱𝗲 𝘄𝗶𝘁𝗵 𝗖𝗹𝗲𝗮𝗿 𝗡𝗲𝘅𝘁 𝗦𝘁𝗲𝗽𝘀: End every meeting with a summary of decisions and assign action items with deadlines. This ensures everyone knows what is expected of them.

Meetings should drive progress, not hinder it. If they’re not adding value, it’s time to rethink your meeting norms and processes.

What’s one practice or norm that makes your organization’s meetings productive? Share your tips below.

How many times have you left a meeting thinking, "What was the point of that?"  
 
It's too many to
May 17 · linkedin

Imagine starting a new job and knowing how your boss operates. Wouldn't that be nice?

One of my clients shares her leadership tipsheet with new team members. It’s resulted in high performance and positive team dynamics.

𝗪𝗵𝘆 𝗶𝘁 𝘄𝗼𝗿𝗸𝘀:

𝗖𝗹𝗮𝗿𝗶𝘁𝘆. No guessing games about what you want.

𝗣𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝘃𝗶𝘁𝘆. Clear expectations boosts efficiency.

𝗧𝗿𝘂𝘀𝘁. Openness builds trust and accountability.

𝗪𝗵𝗮𝘁 𝘁𝗼 𝗶𝗻𝗰𝗹𝘂𝗱𝗲:

𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘀𝘁𝘆𝗹𝗲. How do you make decisions? How do you prefer to communicate?

𝗘𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀. What do you expect from your team in terms of performance and behavior?

𝗦𝘂𝗽𝗽𝗼𝗿𝘁. What can your team expect from you?

Creating a tipsheet requires self-awareness and honesty. Sharing it benefits both you and your team. Research shows that clear expectations can increase productivity by 10% and reduce turnover by 22%.

It’s never too late to create one and discuss it with your current team.

They’ll probably thank you for it.

What else would you include on a leadership tipsheet?

Imagine starting a new job and knowing how your boss operates. Wouldn't that be nice?  
 
One of my

Related Questions

What inspired Soojin Kwon to transition from Deloitte to Michigan Ross?
How has Soojin Kwon's role evolved since she started at Michigan Ross?
What are some of the notable achievements of the Michigan Ross MBA program under Soojin Kwon's leadership?
How does Soojin Kwon ensure diversity and inclusion in the Michigan Ross MBA program?
What are the key components of the Michigan Ross MBA admissions process?
Soojin Kwon
Soojin Kwon, photo 1
Soojin Kwon, photo 2
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Location

Ann Arbor, Michigan, United States