Archive for March, 2012

The “Why MBA” Essay

The “Why MBA” essay is a requirement that every school demands of its applicants, although not everyone asks for it in the same way. However it is posited, it’s clear that the way a candidate responds pretty much determines his or her fate.

I recall gently rejecting one candidate as a client, a doctor who had fantastic potential as a B-school candidate. However, there was one tiny problem. He was unable to explain to me exactly why he wanted an MBA. All he could tell me was that he was fed up working as a doctor in socialized medicine. While I understood his trials and tribulations, I had to explain that he couldn’t possibly mention that as a reason to go through the MBA. I told him to come back when he figured out what he would like to do in life. A career change is welcome; but you really do have to know what career you have in mind.

The above is an extreme example of not being able to explain what it is you expect to do once you graduate, or why you want to attend B-school at all. I’m sure some of you are smirking right now, thinking that this sort of thing could never happen to you. But, with many variations, it does happen to numerous applicants. They don’t know exactly what they want to do or how they are going to get there. Not everyone has a clear cut path to follow, but you still need to lay it out as reasonably as possible.

And one thing leads to another. In the “Why MBA” essay, you are usually asked to briefly cover your work history, and how that ties into your current short- and long-term goals. You are also expected to explain why a particular school is the right fit for you, as you demonstrate accurate and up-to-date knowledge of what the program provides. How can you do any of this if you don’t know why you want or need an MBA?

The “why MBA” essay also has ramifications for the B-school’s reputation. After all, summer internship recruiting starts three months into the first year and applicants will not have time to figure out what they want to do during the program. If a student ends up without an internship or unhappy with his job it’s harmful to the school’s statistics and reputation.

For some of you “Why MBA” comes easily. Perhaps you are a computer engineer who has worked on software for a medical device company, and wish to acquire the business skills to move up the management ladder. That makes it easy to explain why you need an MBA and what it can do for you going forward. A more nebulous example is when you are interested in making a career change. You have no experience in the field you would like to enter, but hopefully you have tangential experience that makes such a career change viable. That’s reasonable as well. I worked with one candidate who had vast experience in quality control of a food product, but wished to make the switch to healthcare. She successfully explained her interest in the field and noted that many of the skills she had developed in quality control would be useful in healthcare as well. Coupled with her ability to tell a good story (always of utmost importance) and a strong GMAT she made the case for a career transition that would require a specific business education. Naturally, she learned about the schools she wanted to apply to in depth, so that eventually she was able to convince the admin that she would do well in transitioning to the world of healthcare. In short, she knew exactly how to respond to the sometimes difficult question: Why MBA?

So, to sum up. Make sure you know what you are looking for in your graduate education and why you are applying to a specific school. If you can utilize the skills you have, explain the skills you need, and forcefully present your case you can satisfy the demands of this critical question. Essays tend to have a tone, not something quantifiable or especially measureable, but evident nonetheless. If you show uncertainty or hesitancy about why you need an MBA a good, experienced reader will pick up on it and eliminate you from contention. It may be helpful to realize that gaining acceptance to any club, school, or organization is a game that has its own set of rules. Your job is to play the game and make a convincing case. In real life, you may well go on to do something very different from what you presented in your essays, but schools require you demonstrate the confidence that you know where you are heading. In a perfect world a candidate could say “I don’t know why I want an MBA. I’ll let you know when I finish.” In our world, that simply won’t work.

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What does the NBA have to do with the MBA?

What does the NBA have to do with the MBA? No, I’m not dysgraphic. Well I am, but that’s not the problem here. The connection I’m thinking about concerns the lin-credible Jeremy Lin, the New York Knicks great new point guard. I promise not to use any more silly made-up words like Lin-derella Story, or the Lin-sanity that has overwhelmed people the world over. There. It’s out of my system.

Ok. All joking aside, I think we have a number of MBA lessons to learn from this NBA feel-good story.  Just a brief recap for those of you who have been out of touch with planet earth and aren’t acquainted with the Jeremy Lin saga. Lin, an Asian American point guard who graduated Harvard with a degree in economics, went undrafted, was  cut by two NBA teams, played in the developmental league, was picked up by the Knicks, and made his debut about two weeks ago and has become a star. His play has transformed the Knicks from a dysfunctional group of talented individuals, to a finely meshed team that could conceivably challenge for the NBA championship. How is this possible, and why should MBA applicants

care?

It’s possible because basketball, like business, is a team game. If everyone is out doing her own thing, without taking team goals into consideration, the end result won’t be pretty. So it was with the Knicks, and so it is with many businesses. A team, whatever type, needs a leader. And Jeremy Lin has given new meaning to the term leadership. See. I didn’t say Lin-dership.

Lin has a number of great qualities that make him an outstanding point guard, the ultimate position of leadership on the court. First, he has great vision, so he is able to get the whole team involved in the game. Players no longer stand around while one star goes one-on-one. If you are open for a shot, there’s a good chance that Lin will find you and you can score. He sacrifices his own glory for the good of the team and plays very hard on defense, which is contagious. Everyone is influenced by his unselfish play and tries to emulate him. Even the big “stars” have bought into his philosophy. Lin, like every great point guard or leader, has a gestalt effect on the team. That is, the team is better than the sum total of its parts because of his great leadership. He leads by example, which is exactly what we expect from a great leader.

We know that leadership is an important part of the curriculum of every business school because it is so important in determining the success of a business venture. The MBA programs devote much time and effort to honing leadership skills and I think Jeremy Lin has many of the qualities a great leader must have. He is smart, understands the big picture, is able to learn from his mistakes, is humble, caring, and desires to share the success with everyone on the team. He inspires his team to reach its full potential, and will always make sure that everyone is involved.

Another lesson we can learn from the Lin story is that you have to be in the right place at the right time. Lin has the type of skills that are best utilized in the system preferred by the Knick’s coach. It’s not certain he would do as well in other systems. Perhaps that is why he was overlooked by every other team, and even the Knicks let him warm the bench for most of the season. How can we apply this to the MBA? I would say that a candidate must have a clear sense of who he is and what he is suited to do. You might be an ideal candidate for healthcare and less suitable for finance. So as it is with so many other areas of life, you must know your strengths and weaknesses and seek out a career accordingly.

Everyone loves an underdog, someone who comes out of nowhere, defeats the odds, and becomes a star. This state of affairs isn’t limited to sports; it can also happen in an MBA program. I recall a candidate who took the GMAT five times, overcame his learning disabilities, was accepted to Cornell,  made a significant contribution to the program, and ended up with a very good job. But the thing that is most important to learn from my sports analogy is that leadership is something we can learn and develop, both in the classroom and on the playing field. Go Jeremy! After all, he might end up with an MBA after his career in the NBA.

Bennett Kravitz

ZoomInterviews essay expert

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