I often have similar conversations with my executive clients.

Client: “I feel the need for a change. I’m considering enrolling in an EMBA program. What do you think?” Me: “How can an EMBA help you achieve your interim goals and reach your destination?” Client: “I don’t know…”

At this point, I usually suggest that the client first outline their career development vision and adopt a strategy of starting with the end in mind, working backward to determine current actions and decisions. Rather than discussing whether to enroll in an EMBA as an isolated decision, it’s more important to broaden the perspective, examine all possible paths between the vision and the current position, and evaluate the feasibility of various options. In this decision-making framework, an EMBA might be one of the choices, but it might not be.

These kinds of conversations are more common with mid- to senior-level executives. New managers are often busy learning how to lead effectively and adapting to their new roles. In contrast, experienced executives who excel at their work, or senior executives who see fewer upward opportunities, are more willing to pause, clarify “Where do I want to go? What do I want?” and then outline a vision.

Answering “What do I want?” is difficult for many because we are not accustomed to thinking about this topic. We unconsciously follow social norms or others’ expectations. Most people seem to succeed this way, and by adhering to universal values, they more easily gain recognition and support from those around them. As a result, we start to rely on others’ approval to define our worth, gradually losing connection with our own needs. Therefore, we are better at answering “What should I do?”