PG Lab made me rethink what being a good leader means

Taking an entire batch of MBA students to a resort in Thane for two days sounds like a standard getaway. But at S.P. Jain Institute of Management & Research (SPJIMR), it’s PG Lab, a break from classes and presentations that quickly turns into something a lot more revealing.

The whole point of PG Lab is to pull organisational behaviour out of the textbook. Instead of sitting in a lecture hall discussing leadership and trust, we were thrown into situations where we had to actually use them. And usually, things didn’t go according to plan.

We were constantly shuffled into different groups. One hour, we were inventing our own non-verbal language to guide blindfolded batchmates. The next, we were trying to build a chair out of nothing but balloons and tape that could actually hold the weight of two people. We had to figure out how to move a ball across a field using only a web of strings. In one challenge, we realised the only way to beat an obstacle course was to stop competing and actively help the ‘rival’ teams cross too.

They were fun, chaotic tasks, but one activity in particular really stuck with me: a simulated airplane-crash rescue.

We had maps, items to locate, rules to follow and a command centre to report to. I was leading one of the rescue teams, and I immediately went into problem-solving mode. I divided up the map, assigned areas to specific people and prioritised our targets based on where the hospital and first-aid stations were.

Inside my team, everything was clicking. We had a plan, and everyone knew their role. But the real problem started when our communication with the command centre broke down. Information gaps began causing confusion, making it incredibly hard to coordinate with the larger group.

Looking back, I realised my first instinct was to just focus on what I could control. I felt good about organising my specific team and making sure we were efficient. But I completely ignored the communication mess happening between the teams. I was so focused on making my own squad work fast that I wasn’t paying attention to how we fit into the bigger picture.

It was a slightly uncomfortable realisation. It made me rethink what it actually means to lead. Is being a good team leader just about making sure your own people perform well? Or does the actual job involve stepping outside your own boundaries to clear up misunderstandings so that everyone reaches the goal?

Beyond the reflections, the two days were just a great way to see my batchmates outside the usual campus grind. You get to understand people a lot better when you’re trying to solve weird problems together, rather than just seeing them in group project meetings.

If you’re heading into PG Lab, my biggest advice is not to get caught up in just winning the games. Pay attention to how you react when a plan falls apart, how you talk to people when you’re frustrated and how you handle conflicting opinions.

I went in expecting a fun break from the MBA routine. I came back with great memories, but also a pretty clear look at my own leadership blind spots. I definitely don’t have all the answers now, but I did leave with a much better question: am I just helping my team succeed, or am I helping everyone succeed together?