I encourage all MBA applicants to read the BW article, "Crisis Hits the Business Schools," by Alison Damast. This does not make for happy reading, but is great reporting on both the job outlook for graduates and the increase in applications this year.
-Adam
MBA留学
November 14, 2008
November 13, 2008
One word version is "Booth" not "GSB"
DON'T CALL IT GSB. DEALBREAKER has published an email from Dean Ted Snyder on what to call Chicago Booth. All Booth applicants should only use one of the three names below. When you want to only use one word, call it "Booth," and never call it "GSB." And if you applied before the announcement, don't worry. Here is the email:
"From: Dean Ted Snyder
Date: Tue, Nov 11, 2008 at 4:02 PM
Subject: How to refer to our school
Chicago Booth Community,
Our announcement of David Booth's very generous and powerful vote of confidence in our business school and our rebranding the school The University of Chicago Booth School of Business have been nothing short of historic. The feedback has been as extraordinary as the gift and the naming of the school itself.
To clarify, there are three ways to refer to our school:
*The University of Chicago Booth School of Business
*Chicago Booth
*Booth
The rebranding of the school has empowered us to move away from a generic description, Graduate School of Business or GSB, to Chicago Booth, which has the potential to become a world class brand befitting this world class institution. Our goal is for Chicago Booth to be the best business school in the world and to be recognized as such.
We believe that referring to the school by name rather than by its initials will go a long way in helping us achieve this goal. We would like to elicit your support and help in successfully launching our new brand. When referring to your school, please use The University of Chicago Booth School of Business, Chicago Booth or simply Booth. Please resist the temptation to call the school the BSB or the Booth School of Business.
I am confident that propelled by David's record breaking gift and the amazing press coverage we've already received, your thoughtful stewardship of the Chicago Booth brand will be just what we need to achieve unprecedented levels of broader recognition, familiarity and respect exceeding that of any other business school.
Thanks for your help and support.
Ted"
Questions? Write comments or contact me directly at adammarkus@gmail.com. Please see my FAQ regarding the types of questions I will respond to. Before emailing me questions about your chances for admission or personal profile, please see my recent post on "Why I don't analyze profiles without consulting with the applicant." If you are interested in my graduate admission consulting services, please click here.
-Adam Markus
アダム マーカス
ビジネススクール
November 07, 2008
The University of Chicago Booth School of Business
The financial change the University of Chicago Business School has been looking for has arrived. Chicago GSB is dead. Long live Chicago Booth! It will be about three months before I can change the "Chicago GSB" name and tags in my posts, but what is in a name? Well in this case $300 million. Chicago Booth has not yet fully changed its website to reflect the name change, but I suggest you call it "Chicago Booth" and not "Chicago GSB." Here is the full press release (11/6/08):
Alumnus David Booth gives $300 million to University of Chicago business school; Largest gift in the University’s history. School to be renamed in his honor.
Alumnus David Booth gives $300 million to University of Chicago business school; Largest gift in the University’s history. School to be renamed in his honor.
An entrepreneur and visionary marketer who built his successful investment firm on finance principles he learned at the University of Chicago Graduate School of Business has returned the favor by making the largest donation in the University’s history and the largest gift to any business school in the world, the school announced today (Thursday, November 6).
The donor is David G. Booth, founder and chief executive of Dimensional Fund Advisors, an investment firm, his wife Suzanne Booth and their family. David Booth received an M.B.A. from the school in 1971. The combination of an up-front payment, the income stream, and the equity interest provided by the Booth gift is valued at $300 million. In recognition of the gift, the school will be renamed the University of Chicago Booth School of Business.
“The very first course I took at the University of Chicago was taught by Eugene Fama and it was a life-changing event for me,” said Booth, who was a Ph.D. student at the business school and a research assistant to Fama, the Robert R. McCormick Distinguished Service Professor of Finance. Fama is the founder of the efficient market hypothesis, which says investors in stocks should not be able to beat the market since there is no way for them to know something about a stock that is not already reflected in the stock’s price. Instead, market efficiency suggests investors are better off buying and holding widely diversified portfolios – the basic thinking behind index funds.
“I remember Professor Fama standing up the first day of class and saying ‘This is the most practical course you will ever take,’ and it turned out to be true,” Booth said. “We built Dimensional Fund Advisors around his set of ideas. I am hoping that others will join me in giving back to this amazing business school. Dean Snyder and his colleagues will need tremendous resources to realize their vision of maintaining and enhancing Chicago’s influence on business and markets.”
President Robert J. Zimmer called the gift a vivid illustration of the power of ideas.
“This gift is extraordinary in both its generosity and its endorsement of the University’s mission,” said Zimmer. “The relationship between David Booth and Eugene Fama – and the idea that captivated them both – is another example of how groundbreaking theory, rigorous examination and application of principles come together often at the University of Chicago.”
“Given the profile of our school and its role in the world, it is imperative that the person who names the school embodies its values and, moreover, is a person who is of great integrity and who commands respect,” said Edward Snyder, dean of the University of Chicago business school. “In David Booth, we have a person who exceeds all the relevant criteria.”
“This gift provides our school with a perfectly-timed opportunity to move aggressively forward, ensuring that we continue to attract the best faculty in the world,” said Snyder, who also is the George Pratt Shultz Professor of Economics.
When he was a student in the business school, Booth decided that rather than continuing with his plan to return to his home state of Kansas for an academic career, he would apply his training to the real world.
After founding Dimensional Fund Advisors in 1981 with University of Chicago classmate Rex Sinquefield, a 1972 M.B.A. graduate, Booth leveraged his Chicago education and the ongoing flow of ideas from its business school to develop strategies for his firm that were grounded in the efficient market hypothesis which says stock prices reflect all available information. Dimensional Fund Advisors now manages $120 billion for institutional investors and clients of registered financial advisors. The firm has U.S. offices in Austin, Chicago and Santa Monica, and international offices in London, Sydney and Vancouver.
Dimensional Fund Advisors relies on Eugene Fama as well as other faculty members from the University of Chicago business school to provide thought leadership to the firm. George Constantinides, the Leo Melamed Professor of Finance; John Gould, the Steven G. Rothmeier Professor and Distinguished Service Professor of Economics; and Abbie Smith, the Boris and Irene Stern Professor of Accounting are members of a DFA advisory board.
“By using the efficient market hypothesis developed at the University of Chicago business school, we have been able to document clearly that you don’t have to try to outguess the market in order to have a good investment experience,” Booth said.
“It would be hard to find anyone who benefited more from a University of Chicago education and from the faculty at Chicago than I have,” said Booth, who has been a member of the Council on the Graduate School of Business since 1999 and a member of the University of Chicago Board of Trustees since 2002. “I believe the quality of a business school’s faculty will determine the quality of a business school over the long run. The school is already in a strong position. This gift is intended to help it keep moving forward.”
The school plans to use the money for several new initiatives, including aggressively attracting and retaining star faculty. Other uses being considered include developing new faculty groups in academic areas not normally associated with business schools, expanding existing research centers, and launching ambitious programs to better leverage the school’s intellectual capital.
The gift may also be used to expand the school’s international presence beyond its existing campuses in London and Singapore.
Booth earlier gave the University of Chicago business school $10 million to help fund construction of the Charles M. Harper Center on the school’s Chicago campus.
His latest gift, from the Booth Family Trust, represents an economic interest in a portion of the trust’s shares in Dimensional Holdings, Inc., parent company of Dimensional Fund Advisors. The business school will receive an income stream from the shares and the terminal value of the shares if they are sold.
Before Booth’s gift, the largest gift to a business school was $105 million given to Stanford University’s Graduate School of Business in 2006 by Philip H. Knight, founder and chairman of Nike. Other large gifts to business schools include $100 million to the University of Michigan in 2004 from Stephen M. Ross, $85 million to the University of Wisconsin at Madison in 2007 from a combined partnership of 13 alumni and $60 million to the Darden School at the University of Virginia from Frank Batten Sr., retired chairman and chief executive of Landmark Communications.
The previous largest gift to the University of Chicago was $100 million from an anonymous donor in 2007. The funds were designated for undergraduate student aid.
The University of Chicago Pritzker School of Medicine was named in 1968 and the University’s Harris School of Public Policy Studies was named in 1990.
The University of Chicago Booth School of Business is one of the leading business schools in the world. The school’s faculty includes many renowned scholars and its graduates include many business leaders worldwide.
The Chicago approach to management education is distinguished by how it leverages fundamental knowledge, its rigor, and its practical application to business challenges.
Chicago Booth offers a full-time M.B.A. program, an evening M.B.A. program, a weekend M.B.A. program, an executive M.B.A. program in London and Singapore in addition to Chicago, a Ph.D. program, open enrollment executive education, and custom corporate education.
Questions? Write comments or contact me directly at adammarkus@gmail.com. Please see my FAQ regarding the types of questions I will respond to.
-Adam Markus
アダム マーカス
ビジネススクール シカゴ
-Adam Markus
アダム マーカス
ビジネススクール シカゴ
October 23, 2008
Northwestern University Kellogg MBA interviews
I know that there is some repetition in this series of posts on interviewing for specific schools, but since most readers are likely to only look at posts for specific schools, I thought it best that each of these posts be self-contained.
I have reviewed reports of Northwestern University Kellogg School of Management MBA applicant interviews found at accepted.com and clearadmit.com (As I have mentioned previously, both companies should be praised for collecting these reports for all to see. I should state as a matter of disclosure that I am a member of AIGAC, a professional organization, with consultants from both organizations). These reports reveal that there are five key things to consider when preparing for Kellogg interviews:
1. You need to know your resume completely as you will likely be asked about content in it. Review it carefully and consider what your interviewer might ask you to explain more thoroughly. If it is on your resume, it is fair game. Kellogg interviews are conducted blind, so your interview will not have read your application. The only thing they will have is your resume. Most interview reports indicate extensive questions about the contents of the resume.
2. You need to be prepared to answer routine MBA questions. Most reported interviews simply consist of them. See my previous post on MBA Application Interview Strategy.
3. Kellogg interviewers do not really ask an unexpected hypothetical and/or critical thinking questions,instead, as previously stated, you can expect more standard questions. Common notable questions include:
- What do you do in your free time? / What do you do for fun?
-Walk me through your resume (both admissions officers and alums ask this)
-Why Kellogg?/ What clubs or activities would you participate in?
-In your latest performance review, what strengths were highlighted and what weaknesses was it recommended that you work on?
4. Interviewers (adcom or alum) usually try to create a very relaxed interview atmosphere. As some adcom interviewers are 2nd year students, be aware that a campus interview might not be with an admissions officer. I know of a few instances when student interviewers were not necessarily that friendly to the applicant. In any case, this is an interview about fit (just like Kellogg Essay 2), so make sure you can explain in depth why you want to become a part of the Kellogg community and how you will contribute to it. Previous contact with alum, visits to campus, and/or intensive school research are all great ways to prepare. If you have not previously read my Kellogg Essay analysis for Fall 2009 admission, I suggest doing so as it contains my analysis of Kellogg's culture.
5. Reported interview length could be from 30 to 60 minutes, with most reported interviews taking 30-45 minutes.
Questions? Write comments or contact me directly at adammarkus@gmail.com. Please see my FAQ regarding the types of questions I will respond to. Before emailing me questions about your chances for admission or personal profile, please see my recent post on "Why I don't analyze profiles without consulting with the applicant." If you are interested in my graduate admission consulting services, please click here.
-Adam Markus
アダム マーカス
ビジネススクール カウンセリング コンサルティング 大学院 合格対策 MBA留学
I have reviewed reports of Northwestern University Kellogg School of Management MBA applicant interviews found at accepted.com and clearadmit.com (As I have mentioned previously, both companies should be praised for collecting these reports for all to see. I should state as a matter of disclosure that I am a member of AIGAC, a professional organization, with consultants from both organizations). These reports reveal that there are five key things to consider when preparing for Kellogg interviews:
1. You need to know your resume completely as you will likely be asked about content in it. Review it carefully and consider what your interviewer might ask you to explain more thoroughly. If it is on your resume, it is fair game. Kellogg interviews are conducted blind, so your interview will not have read your application. The only thing they will have is your resume. Most interview reports indicate extensive questions about the contents of the resume.
2. You need to be prepared to answer routine MBA questions. Most reported interviews simply consist of them. See my previous post on MBA Application Interview Strategy.
3. Kellogg interviewers do not really ask an unexpected hypothetical and/or critical thinking questions,instead, as previously stated, you can expect more standard questions. Common notable questions include:
- What do you do in your free time? / What do you do for fun?
-Walk me through your resume (both admissions officers and alums ask this)
-Why Kellogg?/ What clubs or activities would you participate in?
-In your latest performance review, what strengths were highlighted and what weaknesses was it recommended that you work on?
4. Interviewers (adcom or alum) usually try to create a very relaxed interview atmosphere. As some adcom interviewers are 2nd year students, be aware that a campus interview might not be with an admissions officer. I know of a few instances when student interviewers were not necessarily that friendly to the applicant. In any case, this is an interview about fit (just like Kellogg Essay 2), so make sure you can explain in depth why you want to become a part of the Kellogg community and how you will contribute to it. Previous contact with alum, visits to campus, and/or intensive school research are all great ways to prepare. If you have not previously read my Kellogg Essay analysis for Fall 2009 admission, I suggest doing so as it contains my analysis of Kellogg's culture.
5. Reported interview length could be from 30 to 60 minutes, with most reported interviews taking 30-45 minutes.
Questions? Write comments or contact me directly at adammarkus@gmail.com. Please see my FAQ regarding the types of questions I will respond to. Before emailing me questions about your chances for admission or personal profile, please see my recent post on "Why I don't analyze profiles without consulting with the applicant." If you are interested in my graduate admission consulting services, please click here.
-Adam Markus
アダム マーカス
ビジネススクール カウンセリング コンサルティング 大学院 合格対策 MBA留学
Dartmouth Tuck MBA Essay Questions for 2008-09
In this post I will analyze the Tuck School of Business at Dartmouth MBA Application Essay Questions for 2008–09. The Questions for 2008-09 have not changed from the previous year, but I have modified my analysis somewhat. To read a testimonial by my client accepted for Tuck for Fall 2008, see here.
I will begin this post with a discussion of the Tuck Reception I attended last year. Tuck will be coming to Tokyo on November 4th, 2008 but since I can't attend, I thought I might as well include the information from last year as it appears that not much at Tuck has changed. Actually the details for the coming event seem to be the same as those for last year's event.
I attended the Tuck School of Business at Dartmouth's November 2, 2007 Tokyo Reception. It had some unusual features.
First, it was held on the very same evening as the MBA World Tour, which required me to visit the MBA World Tour quickly in order to make it to the Tuck event. That really was no problem because my main objective at the World Tour was to get some brochures. Of course, for some applicants this must have been a more difficult decision. That said, anyone really interested in going to Tuck should attend one of their receptions.
Second, the number of those allowed to attend was extremely limited (maybe to about 40 or so, sorry I did not count the number of chairs that had been set-up). Actually, they could have allowed more reservations, because about half the chairs were empty.
Third, the reception was just that initially. It was held at the New Otani, one of Tokyo's most famous hotels. They served a cold and hot buffet that was delicious. The presentation did not actually begin till about 7:30, 30 minutes after the official start time. This was nice because it gave everyone a chance to chat, eat, and drink (no alcohol).
The admissions officer's presentation was brief and delivered without the use of Power Point! Yes, Tuck is the only school that as far as I know does not use Power Point. This was fine for me, but maybe hard for those whose native language is not English (that said, if you can't follow the admissions officer's presentation, you really need to think whether your English skills are strong enough to apply). After about fifteen minutes, she invited four alums up to the stage and started asking them questions. The audience also asked questions. This lasted for about forty-five minutes, I guess. Following that, there was plenty of time to talk, eat, and drink.
I mention the above apparently mundane events, not because I want to bore you, but because the event itself says something about Tuck.
As both the alums and the admissions officer emphasized Tuck is about being part of a community. The Tuck Reception I attended reflected that. They intentionally hosted a small scale event that would give everyone in the room a chance to mingle and to easily have a chance to talk with the admissions officers and alums. If someone was not comfortable in that cocktail party(albeit without alcohol) environment, they have no business applying to Tuck. Each person counts and each person will need to participate. After the presentation, one admissions officer made the rounds circulating among the participants while the other, the presenter, took questions at the front of the room. This communicated at least to me, the same message of "friendly community" that had been made by the admissions officer: students, their families, faculty, and staff at Tuck are all part of one community.
Not using Power Point is also a very interesting tactic because it eliminates a formal barrier between the presenter and the audience. Additionally people who are part of the same community don't need to make presentations to each other, they talk to each other. The admissions officer was just doing that. Those looking for a more formal or impersonal approach can find that elsewhere, but not at Tuck.
Anyone applying to Tuck, should most certainly watch the video series "Applying to Tuck: The Inside Scoop" with Dawna Clarke, the Director of Admissions. I will make reference to Ms. Clarke's advice below.
THE IMPORTANCE OF VISITING AND NETWORKING
If you are really interested in attending Tuck, I strongly suggest making a real effort to visit or at least to attend a reception. This will be a great way to meet with admissions officers in a very friendly environment. It is also an amazing way to network with the alum at the event and afterwards. At the Tokyo reception, we were actually provided with a list of alums who would be happy to communicate with potential applicants. In "Tips on Applying," Ms. Clarke emphasizes the importance of getting in touch with Tuck alum. She in fact, specifically says that mentioning that you met with alum is something you should do both in your essays and interviews. She also mentioned that she considers notes from alum as being in an applicant's favor.
Essay Questions for 2008–09
Let's take a look at the essay questions. I took the questions from the pdf.
Please respond fully but concisely to the following essay questions. Compose each of your answers offline in separate document files and upload them individually in the appropriate spaces below. Although there is no restriction on the length of your response, most applicants use, on average, 500 words for each essay. There are no right or wrong answers.
Please double-space your responses.
I don't suggest writing much more than 500 unless you really need to. That said, admissions will not be counting the words, so anything in the range of 450-600 is safe. Of course, if you need to write more, there is no absolute restriction, but I would tell a client to keep it to 750 maximum.
1. Why is an MBA a critical next step toward your short- and long-term career goals? Why is Tuck the best MBA program for you? (If you are applying for a joint or dual degree, please explain how the additional degree will contribute to those goals.)
This is a very standard version of the Why MBA essay question. See my Chicago Essay 1 analysis as it applies here. Keep in mind the real importance of the second part of the question. Tuck's program is small, according to Businessweek, there are 500 students in the full-time program. According to the Tuck Class of 2008 Profile, the target class is 240. For the Fall 2007 Class, Tuck admitted 19% of 2584 applicants who applied, the yield was 51% (admitted who attend), so making the case that you really belong is critical.
2. Tuck defines leadership as “inspiring others to strive and enabling them to accomplish great things.” We believe great things and great leadership can be accomplished in pursuit of business and societal goals. Describe a time when you exercised such leadership. Discuss the challenges you faced and the results you achieved. What characteristics helped you to be effective, and what areas do you feel you need to develop in order to be a better leader?
I suggest looking at my analysis of HBS 3:2, Stanford C, and Wharton 3 to craft your initial answer. Keep in mind that according to Dawna Clarke in "Tuck's holistic admissions process" video, leadership ability and/or demonstrated potential is one of three key common characteristics of Tuck students (see my analysis of question 4 for the other two). You should most certainly provide a full answer to this question, one demonstrating that you really understand your strengths and weaknesses as a leader. Weak versions of this essay will focus so much on simply telling a leadership story and not enough on self-analysis of leadership ability.
3. Discuss the most difficult constructive criticism or feedback you have received. How did you address it? What have you learned from it?
It is possible to write this based on the topic used for a standard failure essay (see my analysis of Wharton 2.), but that is only one possibility. The basic structure for this essay is clear enough:
1. Briefly describe the situation where you received constructive criticism or feedback. Who did you receive it from and why? Why was it the most difficult? Explaining why is the most important part of this section of the essay.
2. Specifically state your response to the constructive criticism or feedback. This might take the form of a brief summary of your action steps or description of your change in attitude.
3. Explain what you learned. Often the best ways to help your reader understand this is to provide them with a different situation where you applied what you learned.
In addition to the standard reasons for asking this question- a test of ability to show how you learn from feedback, a test of your ability to honestly assess your own limitations, and a test of your ability to think critically about your past actions- this question makes particular sense for a program like Tuck where learning in a community is critical. The structure of the first year program including mandatory study groups of 5-6 students in the Fall and Winter terms, the Cohen Leadership Development Program, and the intensely community-focused nature of the environment certainly requires that all students be open to receiving and issuing positive, but critical feedback.
4. Tuck seeks candidates of various backgrounds who can bring new perspectives to our community. How will your unique personal history, values, and/or life experiences contribute to the culture at Tuck?
Please see my analysis of Kellogg Essay 2 as it applies here. Keep in mind that in addition to leadership, the two other common characteristics of Tuck students that Ms. Clarke mentions are teamwork skills and communication/interpersonal skills. So if you have not effectively covered those two categories in another essay, you should address them in one way or another here. Keep in mind that this essay is not just a way for admissions to understand some important aspects of who you are, it is also a place for them to see whether you know enough about Tuck to provide effective examples of the way you would contribute. Kellogg and Tuck are both schools were the ability to make a contribution is taken seriously, so make sure you are very serious about the way you state that you can contribute.
5. (Optional) Please provide any additional insight or information that you have not addressed elsewhere that may be helpful in reviewing your application (e.g., unusual choice of evaluators, weaknesses in academic performance, unexplained job gaps or changes, etc.). Complete this question only if you feel your candidacy is not fully represented by this application.
Like the optional question for Wharton, this is primarily a place for explaining something potentially negative. Under no circumstances include an essay clearly written for another school.
Finally, if you need to prepare for a Tuck interview, please see my earlier post on that. I might update it sometime, but I doubt that much will change.
Questions? Write comments or contact me directly at adammarkus@gmail.com. Please see my FAQ regarding the types of questions I will respond to. Before emailing me questions about your chances for admission or personal profile, please see "Why I don't analyze profiles without consulting with the applicant." If you are interested in my graduate admission consulting services, please click here.
-Adam Markus
アダム マーカス
ビジネススクール カウンセリング コンサルティング 大学院 合格対策 エッセイ MBA留学
I will begin this post with a discussion of the Tuck Reception I attended last year. Tuck will be coming to Tokyo on November 4th, 2008 but since I can't attend, I thought I might as well include the information from last year as it appears that not much at Tuck has changed. Actually the details for the coming event seem to be the same as those for last year's event.
I attended the Tuck School of Business at Dartmouth's November 2, 2007 Tokyo Reception. It had some unusual features.
First, it was held on the very same evening as the MBA World Tour, which required me to visit the MBA World Tour quickly in order to make it to the Tuck event. That really was no problem because my main objective at the World Tour was to get some brochures. Of course, for some applicants this must have been a more difficult decision. That said, anyone really interested in going to Tuck should attend one of their receptions.
Second, the number of those allowed to attend was extremely limited (maybe to about 40 or so, sorry I did not count the number of chairs that had been set-up). Actually, they could have allowed more reservations, because about half the chairs were empty.
Third, the reception was just that initially. It was held at the New Otani, one of Tokyo's most famous hotels. They served a cold and hot buffet that was delicious. The presentation did not actually begin till about 7:30, 30 minutes after the official start time. This was nice because it gave everyone a chance to chat, eat, and drink (no alcohol).
The admissions officer's presentation was brief and delivered without the use of Power Point! Yes, Tuck is the only school that as far as I know does not use Power Point. This was fine for me, but maybe hard for those whose native language is not English (that said, if you can't follow the admissions officer's presentation, you really need to think whether your English skills are strong enough to apply). After about fifteen minutes, she invited four alums up to the stage and started asking them questions. The audience also asked questions. This lasted for about forty-five minutes, I guess. Following that, there was plenty of time to talk, eat, and drink.
I mention the above apparently mundane events, not because I want to bore you, but because the event itself says something about Tuck.
As both the alums and the admissions officer emphasized Tuck is about being part of a community. The Tuck Reception I attended reflected that. They intentionally hosted a small scale event that would give everyone in the room a chance to mingle and to easily have a chance to talk with the admissions officers and alums. If someone was not comfortable in that cocktail party(albeit without alcohol) environment, they have no business applying to Tuck. Each person counts and each person will need to participate. After the presentation, one admissions officer made the rounds circulating among the participants while the other, the presenter, took questions at the front of the room. This communicated at least to me, the same message of "friendly community" that had been made by the admissions officer: students, their families, faculty, and staff at Tuck are all part of one community.
Not using Power Point is also a very interesting tactic because it eliminates a formal barrier between the presenter and the audience. Additionally people who are part of the same community don't need to make presentations to each other, they talk to each other. The admissions officer was just doing that. Those looking for a more formal or impersonal approach can find that elsewhere, but not at Tuck.
Anyone applying to Tuck, should most certainly watch the video series "Applying to Tuck: The Inside Scoop" with Dawna Clarke, the Director of Admissions. I will make reference to Ms. Clarke's advice below.
THE IMPORTANCE OF VISITING AND NETWORKING
If you are really interested in attending Tuck, I strongly suggest making a real effort to visit or at least to attend a reception. This will be a great way to meet with admissions officers in a very friendly environment. It is also an amazing way to network with the alum at the event and afterwards. At the Tokyo reception, we were actually provided with a list of alums who would be happy to communicate with potential applicants. In "Tips on Applying," Ms. Clarke emphasizes the importance of getting in touch with Tuck alum. She in fact, specifically says that mentioning that you met with alum is something you should do both in your essays and interviews. She also mentioned that she considers notes from alum as being in an applicant's favor.
Essay Questions for 2008–09
Let's take a look at the essay questions. I took the questions from the pdf.
Please respond fully but concisely to the following essay questions. Compose each of your answers offline in separate document files and upload them individually in the appropriate spaces below. Although there is no restriction on the length of your response, most applicants use, on average, 500 words for each essay. There are no right or wrong answers.
Please double-space your responses.
I don't suggest writing much more than 500 unless you really need to. That said, admissions will not be counting the words, so anything in the range of 450-600 is safe. Of course, if you need to write more, there is no absolute restriction, but I would tell a client to keep it to 750 maximum.
1. Why is an MBA a critical next step toward your short- and long-term career goals? Why is Tuck the best MBA program for you? (If you are applying for a joint or dual degree, please explain how the additional degree will contribute to those goals.)
This is a very standard version of the Why MBA essay question. See my Chicago Essay 1 analysis as it applies here. Keep in mind the real importance of the second part of the question. Tuck's program is small, according to Businessweek, there are 500 students in the full-time program. According to the Tuck Class of 2008 Profile, the target class is 240. For the Fall 2007 Class, Tuck admitted 19% of 2584 applicants who applied, the yield was 51% (admitted who attend), so making the case that you really belong is critical.
2. Tuck defines leadership as “inspiring others to strive and enabling them to accomplish great things.” We believe great things and great leadership can be accomplished in pursuit of business and societal goals. Describe a time when you exercised such leadership. Discuss the challenges you faced and the results you achieved. What characteristics helped you to be effective, and what areas do you feel you need to develop in order to be a better leader?
I suggest looking at my analysis of HBS 3:2, Stanford C, and Wharton 3 to craft your initial answer. Keep in mind that according to Dawna Clarke in "Tuck's holistic admissions process" video, leadership ability and/or demonstrated potential is one of three key common characteristics of Tuck students (see my analysis of question 4 for the other two). You should most certainly provide a full answer to this question, one demonstrating that you really understand your strengths and weaknesses as a leader. Weak versions of this essay will focus so much on simply telling a leadership story and not enough on self-analysis of leadership ability.
3. Discuss the most difficult constructive criticism or feedback you have received. How did you address it? What have you learned from it?
It is possible to write this based on the topic used for a standard failure essay (see my analysis of Wharton 2.), but that is only one possibility. The basic structure for this essay is clear enough:
1. Briefly describe the situation where you received constructive criticism or feedback. Who did you receive it from and why? Why was it the most difficult? Explaining why is the most important part of this section of the essay.
2. Specifically state your response to the constructive criticism or feedback. This might take the form of a brief summary of your action steps or description of your change in attitude.
3. Explain what you learned. Often the best ways to help your reader understand this is to provide them with a different situation where you applied what you learned.
In addition to the standard reasons for asking this question- a test of ability to show how you learn from feedback, a test of your ability to honestly assess your own limitations, and a test of your ability to think critically about your past actions- this question makes particular sense for a program like Tuck where learning in a community is critical. The structure of the first year program including mandatory study groups of 5-6 students in the Fall and Winter terms, the Cohen Leadership Development Program, and the intensely community-focused nature of the environment certainly requires that all students be open to receiving and issuing positive, but critical feedback.
4. Tuck seeks candidates of various backgrounds who can bring new perspectives to our community. How will your unique personal history, values, and/or life experiences contribute to the culture at Tuck?
Please see my analysis of Kellogg Essay 2 as it applies here. Keep in mind that in addition to leadership, the two other common characteristics of Tuck students that Ms. Clarke mentions are teamwork skills and communication/interpersonal skills. So if you have not effectively covered those two categories in another essay, you should address them in one way or another here. Keep in mind that this essay is not just a way for admissions to understand some important aspects of who you are, it is also a place for them to see whether you know enough about Tuck to provide effective examples of the way you would contribute. Kellogg and Tuck are both schools were the ability to make a contribution is taken seriously, so make sure you are very serious about the way you state that you can contribute.
5. (Optional) Please provide any additional insight or information that you have not addressed elsewhere that may be helpful in reviewing your application (e.g., unusual choice of evaluators, weaknesses in academic performance, unexplained job gaps or changes, etc.). Complete this question only if you feel your candidacy is not fully represented by this application.
Like the optional question for Wharton, this is primarily a place for explaining something potentially negative. Under no circumstances include an essay clearly written for another school.
Finally, if you need to prepare for a Tuck interview, please see my earlier post on that. I might update it sometime, but I doubt that much will change.
Questions? Write comments or contact me directly at adammarkus@gmail.com. Please see my FAQ regarding the types of questions I will respond to. Before emailing me questions about your chances for admission or personal profile, please see "Why I don't analyze profiles without consulting with the applicant." If you are interested in my graduate admission consulting services, please click here.
-Adam Markus
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