Strengths and weaknesses

Common Questions Interviews Ask to Elicit Your Strengths and Weaknesses

• What are your three greatest strengths and three greatest weaknesses?
• What are your greatest management strengths?
• What are your greatest management weaknesses?
• In what ways could your performance improve?
• If managers were describing you, what would they say?
• How would your colleagues describe you? What would you add to their description? In other words, what is something that others are surprised to learn about you?
• What are your personal strengths?
• What are your personal weaknesses?
• What is the weakness of your application?
• What will the admissions committee perceive to be your greatest weakness as an applicant?
• What areas do you need to develop?
• What are your development needs?
• What personality trait would you most like to improve?
• What is one thing you would like to change about yourself?
• Tell me about a team experience that was a failure for you.
• Tell me about a time when you failed to persuade someone of your view.
• Tell me about a time when you failed to resolve a conflict.
• Describe a significant failure in your life and what you learned from it.

When brainstorming weakness, consider your:

• weaknesses as a leader
• weaknesses as a team member
• weaknesses working cross-functionally
• weaknesses working cross-culturally
• weaknesses managing time
• weaknesses managing details
• weaknesses thinking about big picture / abstract issues
• weaknesses conveying bad news
• weaknesses confronting others
• weaknesses beginning new tasks
• weaknesses maintaining energy mid-project
• weaknesses being patient
• weaknesses persuading subordinates
• weaknesses influencing seniors
• weaknesses closing projects

Examples from Stanford LoR Rubric:

• Displays limited range of influence techniques
• Builds bonds with team members in immediate area of organization
• Completes assigned tasks; frequently misses opportunities if not identified by others
• Sometimes lets distractions or setbacks reduce effectiveness
• Sometimes underestimates or overestimates own capabilities
• Generally paces work though occasionally must rush to meet deadlines

ADAM's ADVICE and METHOD (use it!)

Strategies for talking about your strengths and weaknesses:
Advice from Adam's blog:


HAVE AS MANY WEAKNESSES AS POSSIBLE, NOT JUST ONE OR TWO. TRY FOR THREE TO FIVE. Here you be preparing answers to the very common questions that are asked about weakness, but in addition you will need to think about how the MBA program and/or some other aspect of yourself will make it possible for you to overcome this weakness. Weaknesses should be real and not abstract.


You should have clear stories that demonstrate your weaknesses, something many applicants initially have a problem with. Additionally knowing how a program will help you overcome your weakness will explain why you want to attend that school. Finally, SOME, BUT NOT All weaknesses make for great failure stories, another very common topic for interviews.

Strengths/Contributions/Future Potential/Personality

1. One of my key strengths is X. A story that demonstrates this strength is... Another story that does is... This strength will be a contribution at your school because... This strength will contribute to my future goals because...
2. Another of my key strengths is Y. A story that demonstrates this strength is... Another story that does is... This strength will be a contribution at your school because... This strength will contribute to my future goals because...
3. Another of my key strengths is Z. A story that demonstrates this strength is... Another story that does is.. This strength will be a contribution at your school because... This strength will contribute to my future goals because...

For each X, Y, Z insert a keyword describing your strength. Connect keywords to specific stories. If possible, find more than one story that demonstrates the keyword. Next think how this strength could be a contribution when you are student. Next think how this strength will contribute to your goals. By using this method, you will have prepared answers to such common questions as "What are your strengths" and "How will you contribute to our school." Additionally you will be ready to show how your past experience will help you achieve your goals. Additionally when asked questions which are less direct about your strengths, you will already have keywords and stories ready for those questions you can't predict. Keep in mind that your strengths might include particular skills as well as personality characteristics. You should think about strengths in the widest sense. Try to develop about 6-12(or more) keywords and 12-20 (or more) stories that relate to your strengths, contributions, personality, and future potential.

IS IT A GOOD STRENGTH OR WEAKNESS?

Some questions to ask yourself:
1. Does the strength demonstrate one's potential for future academic and/or professional success? If so, it is a probably a good topic. If not, why does your interviewer need to know about it?
2. Is a weakness fixable? If you are writing about a weakness that cannot be improved upon through your program at school X, why does your interviewer need to know about it?

source: http://adam-markus.blogspot.com/2007/11/mba-application-interview-strategy.html

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HERE IS A SAMPLE ANSWER I LIKE

1. What is your greatest weakness? 
   Some advisors will tell you to select a strength and present it as a weakness. Such as: I work too much. I just work and work and work. Wrong. First of all, using a strength and presenting it as a weakness is deceiving. Second, it misses the point of the question.
   
   You should select a weakness that you have been actively working to overcome. For example: I have had trouble in the past with planning and prioritization. However, Im now taking steps to correct this. I just started using a pocket planner . . . then show them your planner and how you are using it.
   
   Talk about a true weakness and show what you are doing to overcome it.
   

source:
http://www.collegegrad.com/jobsearch/Mastering-the-Interview/Ten-Tough-Interview-Questions-and-Ten-Great-Answers/

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Please fill out this chart: Strengths (+) and Weaknesses (-)

	Keyword	Professional Example 1	Professional Example 2	Personal Example 1	Apply to MBA Life	Apply to Future Career
Strength 1 analytical (mind)					how strength helps you contribute to classmates
Strength 2 technical (hands)
Strength 3 interpersonal (heart)
Strength 4
Strength 5
Weakness 1		⇒ failure?			how improve through MBA experience?	n/a
Weakness 2						n/a
Weakness 3 as a leader	e.g. delegation	⇒ setback?				n/a
Weakness 4 as a team member	e.g. time management	⇒ interpersonal conflict?				n/a
Weakness 5 as a professional	e.g. overspecialized					n/a

Tools for brainstorming your strengths and weaknesses

http://delicious.com/admissions/bundle:Brainstorming
Good luck with your self-study and practice!

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-Updated by Vince on 14 March 2012

• I am a graduate admissions consultant who works with clients worldwide
• If you want my help preparing for your interview, please email interviews@vinceprep.com
• Let me know when you plan to interview and when you want to practice with me
• I will confirm if I have the capacity to help you
• My interview service details and fees are here
• Please note that initial consultations are not offered for interview training

• Watch Vince videos on YouTube
• I invite you to follow me on Twitter at twitter.com/tokyovince and join me on Facebook.

Q and A

Q: HOW CAN I ASK GOOD QUESTIONS AT THE END OF MY INTERVIEW? 

A: TWO WAYS. 

• FIRST, PREPARE TWO OR THREE QUESTIONS AHEAD OF TIME THAT HIGHLIGHT YOUR STRENGTHS AND RELATE TO YOUR GOALS. 
• SECOND, KEEP YOUR MIND OPEN FOR INSPIRATION. IF YOUR INTERVIEWER SAYS SOMETHING DURING THE INTERVIEW THAT INTERESTS YOU, ASK FOR MORE INFORMATION.

The last 5-10% of every interview is perhaps the most important. You need to leave a strong final impression by asking good questions.

Your interviewer may ask

• Do you have any questions for me?
• What else can I tell you about School X?

TIP: be ready to ask at least 3 questions to confirm your belief that "school x" is your best match. 
 

Make sure your questions are:

• not easily answered by checking a website
• directly related to you and your goals
• relating to topics your interviewer is likely to know.
  
• appropriate to your interviewer (alum vs. current student vs. adcom member).

Nearly every interviewer gives you the chance to ask questions. If you fail to ask good questions, they will assume you are not very interested in attending their school. Think about it. MBA is going to be one of the biggest investments you will ever make. If you were buying a car or a house, wouldn't you have LOTS of questions to ask before making such an important purchase?

Questions for Adcom (professional staff, either at an off-campus "hub" interview location or on-campus)	Questions for Current Student (adcom volunteer on campus)	Questions for Alumni Interviewer (in your home country)
1. Ask about trends that affect your goals. For example, a client recently asked adcoms to confirm a rumor he heard that the school would open a new program on another continent. Since my client's long-term goals involve expanding to that market, he could ask about while reinforcing his future vision.	1. In general, you want to know her advice (based on her current / recent experience as a student at your "dream school).	1. You want to ask alumni for advice based on their experience before, during, and after attending your "dream school".
2. Ask questions about the school's future plans / mission / direction (but be sure to ask in the context of your goals).	2. What surprised you most after enrolling in School X? (In other words, how have your perceptions changed as you moved from applicant to student?)	2. How did attending School X affect your career?
3. Ask how the school is related to the alumni community in your city / country. Ask about ways the want alumni to be more active (if you can show your potential contributions).	3. Why did you chose this school?	3. How have you leveraged School X' alumni network in your professional (and/or personal) life?
4. If you know your interviewer's name before meeting her, use Google, LinkedIn, etc. to find out if the interviewer herself is an alumna of the school. If so, you can ask some "alumni-type" questions since she has a dual perspective (former student; current staff member).	4. What has been your most valuable academic experience, and why?	4. What surprised you most after enrolling at School X?
5.Ask if there are ways to contribute case studies or other curricula (based on your experience).	5. What has been your most valuable non-academic (club, experiential learning) experience?	5. Where else did you apply? Why did you chose School X?

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Getting In October 23, 2008, 4:53PM

The Admissions Interview: Your Questions

http://www.businessweek.com/print/bschools/content/oct2008/bs20081023_316382.htm

A good admissions interview involves asking questions as well as answering them. Here's how to be prepared

By Dan Macsai

During every business-school admissions interview, there's a moment where the tables turn. Usually, it's near the end, after you've been probed ("What sets you apart?") and prodded ("How was the workforce?"), and you're ready to head home. "So," the questioner chirps, "do you have anything to ask me?"


This is, of course, an optional request. But it's also an opportunity to make an impression, or blow your chances, says Randall Sawyer, director of admissions at Cornell University's Johnson School of Business. "You have to be prepared," says Sawyer. While asking smart, informed questions can set you apart, soliciting information that's readily available on a school's Web site ("What's your class size?") might irritate your interviewer.


What constitutes a "good" question? BusinessWeek recently spoke with several private consultants and deans of admission, all of whom recommended a variety of questions. Following are a selection, and some tips on how to ask them. And remember, these are general guidelines; the most impressive inquiries are case-specific.


What to ask deans, board members, and other officials:

• In your opinion, what really sets this school apart?

Officials know this is an important inquiry, especially if you're choosing between multiple schools. To win points, Sawyer suggests prefacing your question with some original thought (e.g., "I've read that Professor X just received the Nobel prize" or "As an entrepreneur, I was impressed with your 'Fund My StartUp Program"). Otherwise, you may get the retort: "Well, what do you think sets this school apart?"

• Can you talk a little about the student job search?

When you're about to drop $100,000-plus on an MBA, you're entitled to ask about career prospects, especially during the current financial crisis. But tread carefully, says Chioma Isiadinso, the CEO of Expartus, an admissions consulting company. Putting an official on the spot ("Can your school find me a job?") is awkward and offputting. Before you broach the subject, show enthusiasm ("I've heard great things about your alumni network") and emphasize that you're willing to be proactive.


For students, current and former:

• How have you most benefitted from attending this school?

This question is crucial, especially if the interviewer pursued your concentration. According to Sawyer, it shows that you're "in the game, and interested in success." Be careful with phrasing, though: "How have you most benefitted?" is much more engaging (and much less skeptical) than "Have you benefitted?"

• What was your favorite class? Who were your favorite professors?

O.K., these two are pretty obvious. But they're still good bets, says Dawna Clark, director of admissions at Tuck School of Business. Students (and former students) love to impart wisdom, especially with like-minded interviewees. Give them time to shine, and everyone wins: They'll get to relive a positive academic experience, and you'll pick up some inside information.

• What's a typical day like?

Beyond engaging your interviewer, this question shows you care about more than academic factoids, says Linda Abraham, president of Accepted.com, an online hub for college counseling. After all, you're applying for an experience. It's only human to care about the little things, like when and where you'll eat, sleep, learn, and let loose.


For anyone: 

• Is there anything else I can further address?

This should be your final question, says Beth Flye, the assistant dean and director of admissions at Northwestern's Kellogg School of Management. It's proactive, it's accommodating, and it's a great way to hint that you're eager to attend (as opposed to, say, asking when you'll get your acceptance letter). Also, on the off-chance that you made a mistake on your application, this request could spawn a shot at redemption.

Macsai is a writer for BusinessWeek. 

http://www.businessweek.com/print/bschools/content/oct2008/bs20081023_316382.htm

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Admissions Tip: Interviewing the Interviewer

Posted by Clear Admit on November 8, 2010, at 3:00 am
http://blog.clearadmit.com/2010/11/admissions-tip-interviewing-the-interviewer-5/

We’ve been offering a good deal of advice lately on how to conduct oneself and prepare responses to MBA interview questions.  Today we’d like to highlight the importance of thinking about what you might ask. Virtually all business school interviewers conclude their discussion by offering the applicant a chance to ask some questions about the program. While it might be tempting to claim that you’ve already learned all you need to know about the school, this is actually a great opportunity to gain additional insight, show your enthusiasm about a specific element of the curriculum or community, and demonstrate that you appreciate the opportunity to learn from your interviewer’s experiences.
Here are a few simple guidelines to keep in mind while thinking about what you might ask:

1. Focus on the positive. Now is not the time to conduct due diligence or express skepticism about a school’s academic program or career resources. You’re still marketing yourself to the adcom at this stage of the process, so you’ll want to project enthusiasm and demonstrate a desire to become more familiar with a program’s merits and your potential fit.
2. Avoid the obvious and the obscure. Because this is an opportunity to tap the interviewer’s unique knowledge and point of view (and he or she will assume that you did your basic research before applying), it’s best to avoid asking questions that could be answered by perusing the school’s website or speaking with anyone you might happen to encounter on campus. On the other hand, you don’t want to ask something so obscure or specific that your interviewer might not have an answer. Seeking the interviewer’s opinion on or impression of some element of the program often makes for a discussion that both parties will find interesting and enjoyable.
3. Mind your audience. Remember that students, alumni and admissions staff will all have a different perspective on and level of familiarity with the program, and that it’s wise to pose inquiries tailored to his or her experience with the school. For instance, alumni interviewers generally feel strongly about their schools but might not have the most current information on the academic programs and campus culture, so a good question might focus on the classes they have found most useful in their post-graduation career.

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-Updated by Vince on 14 March 2012

• I am a graduate admissions consultant who works with clients worldwide
• If you want my help preparing for your interview, please email interviews@vinceprep.com
• Let me know when you plan to interview and when you want to practice with me
• I will confirm if I have the capacity to help you
• My interview service details and fees are here
• Please note that initial consultations are not offered for interview training

• Watch Vince videos on YouTube
• I invite you to follow me on Twitter at twitter.com/tokyovince and join me on Facebook.

Vince's Interview Intensive Seminar

Please go this this page for the latest information. Thank you for your interest.


http://www.vinceprep.com/interviews/seminar

Homework

1. Please read Vince's interview blog: http://mbainterviews.blogspot.com/search/label/seminar
 
2. Please prepare and practice your answers to the following core topics, which you will also practice in front of Vince and other seminar participants
    * self-introduction (two styles: WMTYR and TMAY, see Vince's blog for details)
    * keywords and examples of your strengths and weaknesses
    * keywords and examples of your teamwork and leadership styles
    * why MBA / goals / why now / why school x (in this case, Kellogg!)
    * how you plan to contribute to school x
    * questions you plan to ask your school x interviewer

3. Please email Vince your answers to the following three questions the night before our class
    * What are your biggest concerns about your interviews?
    * What specific (types of) questions scare you the most?
    * How else can Vince help you prepare for and pass your interviews?

Please refer to previously asked FAQs here
http://mbainterviews.blogspot.com/search/label/FAQ

4. Please print and bring 5 copies of your resume to the class

5. You are also welcome to bring a voice recorder, but please note that all information presented in the class is completely confidential. Thanks in advance for your understanding and cooperation.

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Interview criteria

What are they looking for?

KELLOGG'S INTERVIEW CRITERIA (as of 2009)

1. English Ability

• Comprehension
• Conversational Ability

2. Interpersonal Skills

• Maturity
• Team Skills
• Communication Skills
• Listening Skills

3. Impact on Student Life

4. Career Progression

5. Career Focus

6. Intellectual Ability

7. Leadership Potential

8. Overall impression of applicant

COLUMBIA INTERVIEW CRITERIA 
(as of 2002)

1. Personal Presentation and Communication Skills 
Is the applicant poised, energetic, nervous, articulate, perceptive, enthusiastic etc.?

2. Leadership/Teamwork Skills 
Ask the candidate about leadership style, examples of taking taking initiative, effectiveness in a team, etc.

3. Goals 
What are the candidate’s post-MBA goals? Are they realistic?

4. Knowledge of and interest in CBS 
Is the applicant aware of CBS’s program? 
What is his or her level of commitment to CBS in comparison to other schools? Where else did he or she apply?

5. Red Flags 
Any concerns or possible problems? Please give examples.

6. Points of Interest/Strengths 
What, if any, unique qualities or experiences make this candidate stand out?

7. Recommendation 
Would you want the applicant as a classmate or colleague? 
Consider intellectual ability, contribution to the program, hirability, and commitment to CBS

LONDON BUSINESS SCHOOL – FULL TIME MBA PROGRAMME INTERVIEW SCORE SHEET (from 2004)
 
Communication / English Language Skills 

Team Skills   (from your interpretations of essays / interview)

• Proactive contributor to teams/groups?      
• Thinks about how teams work together and succeed?    
• Understands contribution he/she makes to teams?     
• Has insight into his/her weaknesses as team member?    
• Able to resolve personal conflicts between self and others?   
• Helps to resolve personal conflicts between others?    

Leadership Skills

• Level of insight into their own leadership style?     
• Grasp of own leadership strengths / weaknesses?     
• Has identified some leadership development goal(s)?    
• Able to see themselves as future business leader?    

Motivation/Drive and Energy   

• Estimated level of motivation / drive?      
• Has long-term career and personal goals?      
• Manages self to sustain energy levels?      

Intellectual Skills

• Evidence of strategic perspective?       
• Able to analyse/evaluate business situations?     
• Has own ideas?         
• Able to link ideas and communicate concepts?     
• Original approach to problems?       

International Perspective

• Exposure to cultural diversity?      
• Interest in people with different backgrounds / perspectives?   
• Aware of positive/negative impact of cultural diversity?     

Expectations and Interest in LBS MBA

• Convinced you of strong interest in taking an MBA?     
• Convinced you of strong interest in LBS MBA specifically?    

LBS Contribution and ‘Fit’ - In your view:

• Did the candidate ask good/relevant questions?     
• Do you think this candidate will contribute to the LBS MBA?   
• Will the candidate work well with a group?      
• Will the candidate contribute to the Campus Community? (clubs etc)  
• Is LBS the right choice for this candidate?      

Post MBA Career Objectives: What does the candidate wish to achieve by doing an MBA? (tick more than one if applicable)

• Vertical move
• Change career direction
• Run own company 
• Move into consulting
• Move into banking
• Move into industry

More links here http://delicious.com/admissions/criteria (not interview specific, but still helpful)

HBS Admissions Criteria

Genuine business talent cannot be narrowly defined. Instead of looking for an "ideal" candidate, HBS invites MBA applicants who exhibit a variety of skills, accomplishments, and temperaments. The true common characteristics of our students are demonstrated leadership potential and a capacity to thrive in a rigorous academic environment.

Indeed, to create the most stimulating environment possible for all students, we consciously select a diverse student body, one that not only reflects a variety of backgrounds, cultures, and nationalities, but a wide range of personal interests and professional ambitions.

A Habit of Leadership

We recognize — and welcome — leadership that may be expressed in many forms, from college extracurricular activities to academic or business achievements, from personal accomplishments to community commitments. We appreciate leadership on any scale as well, from organizing a classroom to directing a combat squad, from running an independent business to spearheading initiatives at work. In essence, we are looking for evidence of your potential - a portfolio of experiences, initiatives, and accomplishments that reflect a habit of leadership.

Capacity for Intellectual Growth

Harvard Business School is a demanding, fast-paced, and highly-verbal environment. We look for individuals who will thrive on sophisticated ideas and lively discussion. Our case-based method of learning depends upon the active participation of prepared students who can assess, analyze, and act upon complex information within often-ambiguous contexts. The MBA Admissions Board will review your prior academic performance, the results of the GMAT or GRE, and, if applicable, TOEFL IBT and/or IELTS, and the nature of your work experience. There is no particular previous course of study required to apply; you must, however, demonstrate the ability to master analytical and quantitative concepts.

Engaged Community Citizenship

So much of our MBA experience - including the case method, section life, and student-organized events - requires the active collaboration of the entire HBS community. That's why we look for students who exhibit the highest ethical standards and respect for others, and can make positive contributions to the MBA Program. The right candidates must be eager to share their experiences, support their colleagues, and teach as well as learn from their peers.

Please note that there is no minimum work experience requirement for the MBA Program. Successful candidates are able to demonstrate strength in the criteria outlined above, regardless of their number of years of work experience. They include college seniors with significant leadership experience, as well as individuals with as little as one to two years of full-time work experience.

It is important for you to assess your own readiness when deciding when to apply.

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The Core 10

Please prepare your answers to these 10 questions for your first mock interview training with Vince

1. SELF-INTRODUCTION: Walk me through your resume since university (Strategy - emphasize the choices you have made that led you to your current position) OR Tell me about yourself (quick "snapshot" of your professional and personal life)
   
2. STRENGTHS AND WEAKNESSES: What are your three greatest strengths and three greatest weaknesses? (Strategy: try to show a range of hard and soft skills)
3. TEAMWORK: Tell us about a time that you had to work on a team that did not get along. What happened? What role did you take? What was the result? Based on that example, what would you do if your MBA study team members were not getting along with each other?
   
4. GOALS: What are your short and/or long-term goals? (Strategy: also practice answering if asked in general about your goals w/o the interviewer specifying short or long-term)
5. WHY MBA: Why do you need an MBA? (Strategy: give three reasons, balancing hard and soft skills)
6. WHY NOW? (Strategy: balance external "pull" and internal "push" factors)
7. WHY SCHOOL X? (Strategy: rank your top three reasons PLUS be prepared to discuss "Why School X" in comparison to where else you applied)
8. POTENTIAL CONTRIBUTIONS: (Strategy: brainstorm how you can add unique value in classes, study groups, special programs, student clubs, and as an alumni member)
9. ONE LAST THING ABOUT YOU: If interviewer says, "Tell me something else about you that you want me to know", you might repeat your fit with their school. On the other hand, if she says, "Surprise me", you might consider mentioning an unusual hobby or "fun fact" that your interviewer would not otherwise guess)
10. Q and A: Ask your interviewer three good questions (Strategy: blend fact-based "closed" questions and more subjective "open-ended" questions* to get your interviewer talking about her passion for the school) 

*By definition, open-ended questions require full, multiple-word responses (as opposed to fact-based or "yes/no" answers). Open-ended questions generally encourage opinions, elaboration and discussion.

How to Practice The Core 10

I do not encourage you write a full script. (Any significant hours spent writing at this stage is a waste of time!)

Instead, write bullet points.

Use PAR for behavioral (event-based) questions. 

PAR stands for Problem-Action-Results; in other words, first you state the problem that existed in your workplace, then you describe what you did about it, and finally you point out the beneficial results.

Here’s an example: “Transformed a disorganized, inefficient warehouse into a smooth-running operation by totally redesigning the layout; this saved the company thousands of dollars in recovered stock.”

Another example: “Improved an engineering company’s obsolete filing system by developing a simple but sophisticated functional-coding system. This saved time and money by recovering valuable, previously lost, project records.”

More templates and tips here

http://mbainterviews.blogspot.com/2010/07/templates.html

For every hour you spend practicing with Vince or any other mentor / counselor, you should practice 10 hours by yourself.

Use my "mirror method"
http://mbainterviews.blogspot.com/2009/09/mirrormethod.html

Best of luck!

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-Updated by Vince on 14 March 2012

 

• 
  I am a graduate admissions consultant who works with clients worldwide
• 
  If you want my help preparing for your interview, please email interviews@vinceprep.com
• 
  Let me know when you plan to interview and when you want to practice with me
• 
  I will confirm if I have the capacity to help you
• 
  My interview service details and fees are here
• 
  Please note that initial consultations are not offered for interview training

 

• 
  Watch Vince videos on YouTube
• 
  I invite you to follow me on Twitter at twitter.com/tokyovince and join me on Facebook.

Core 21 most common interview questions

WHAT TO PRACTICE
You can never prepare for every possible question, and you should not try. Instead, focus on your core messages. To begin, I suggest you develop convincing, strategic answers to these "Core 21" common interview questions:

1. Please walk me through your resume.
2. Tell me about yourself.
3. What are your short and/or long-term goals?
4. Why do you need an MBA?
5. Why is now the best timing for your MBA studies?
6. What are your three greatest strengths?
   
7. What are your three greatest weaknesses?
   
8. What are the most important traits of a leader?
9. Please tell me about your most substantial work-related accomplishment.
10. Have you ever failed at doing something?
11. Have you every faced an ethical dilemma? How did you handle it? What did you learn? 
12. Have you ever experience culture shock? What did you learn from the experience?
    
13. Tell me about a difficult team project. What role did you play? What you learned from the experience? How does this lesson help you contribute to your MBA study team?
    
14. Why do you want to come to our school?
15. Where else did you apply?
16. Which of our professors do you most want to learn from and why?
17. How will you contribute to our school?
    
18. Tell me about your undergraduate university experience.
19. What do you do in your private time?
20. Tell me something else about you that you want me to know.
21. What would you like to ask me?
    

HOW TO PRACTICE

Use Vince's "Mirror Method" to practice your interview answers at home.

Although I majored in History (US), I took more every acting class Stanford offered. My professor was Patricia Ryan (read her book!) She taught me how to use the mirror to prepare for challenging roles.

I have modified her method to help you pass your MBA interviews:

Supplies needed:

• "post-it" notes
• your interview outlines
  
• a mirror
• a timer
  

MIRROR METHOD (Interview Self-study)

1. Write the "Core21" most common questions on post-it notes
2. Assemble the notes on the mirror in random order (different every time)
3. Go through the answers one by one 
4. Keep eye contact (with yourself) as you talk
5. Start the timer as you begin speaking
6. Try to keep answers to three minutes or less
   
7. Try not to look at any notes
8. Give your answer
9. After you are comfortable, interrupt by asking yourself "why" and "how" wherever appropriate
   
10. Every time you practice, make sure to ask yourself your core questions in a different order. Reason: my cognitive science professor at NYU (link) taught us that human memory is built through repetition in random order (here is more research that supports this idea)
    

More templates and tips here

http://mbainterviews.blogspot.com/2010/07/templates.html
http://www.delicious.com/admissions/bundle:Interviews

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Go to Vince's MBA Interviews blog

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-Updated by Vince on 14 March 2012

 

• 
  I am a graduate admissions consultant who works with clients worldwide
• 
  If you want my help preparing for your interview, please email interviews@vinceprep.com
• 
  Let me know when you plan to interview and when you want to practice with me
• 
  I will confirm if I have the capacity to help you
• 
  My interview service details and fees are here
• 
  Please note that initial consultations are not offered for interview training

 

• 
  Watch Vince videos on YouTube
• 
  I invite you to follow me on Twitter at twitter.com/tokyovince and join me on Facebook.

templates

I have compiled several templates to help clients structure essay and interview answers. Use them well! -Vince

PAR

PAR stands for Problem-Action-Results; in other words, first you state the problem that existed in your workplace, then you describe what you did about it, and finally you point out the beneficial results.

Here’s an example: “Transformed a disorganized, inefficient warehouse into a smooth-running operation by totally redesigning the layout; this saved the company thousands of dollars in recovered stock.”

Another example: “Improved an engineering company’s obsolete filing system by developing a simple but sophisticated functional-coding system. This saved time and money by recovering valuable, previously lost, project records.”

Source for above plus other "par" related info here:

http://delicious.com/admissions/par

Accepted.com editor, Paul Bodine, recently sent the following "outtake" from his new book, Great Application Essays for Business School. This tip could help you structure an answer to an interview question or a short essay question.

• It sometimes goes by the fancy names “PAR” or “CAR” exercise (for Problem/Challenge—Action—Result), but what it really is a method for analyzing the achievements you choose to include and expressing them as mini-stories. You, the hero,  face down a work-related dragon and through your own traits, expertise, or leadership create a happy ending that can be described in concrete terms.
• As you inventory your accomplishments ask yourself: (a) What was the obstacle, challenge, or problem that you solved in this accomplishment—a tight client deadline? A complex merger transaction? A new product launch amidst fierce competition? (b) What did you do to rise to this challenge—motivate your team to work overtime? Sell senior management on the deal’s long-term upside? Identify a marketing profile for your product that no competitor can match? (c) What facts demonstrate that your intervention created a “happy ending”—Your team submitted the project deliverables a day early despite being 20% understaffed? Your client approved the $500 million merger, the largest ever in its industry? Your new product has 20% market share after only one year?

Break down your accomplishments into these three-part mini-stories, and you’ll have the raw material for a compelling short essay or interview response.

http://blog.accepted.com/acceptedcom_blog/2005/12/9/par-or-car-anyone.html

Write Accomplishment Statements

For each accomplishment, write out not only what you did (the key skills and actions you took), but describe the problem as well as the result. Accomplishment statements can highlight one primary action and result or may contain a few lines of information that stress additional skills and specific results.

Use the Problem-Action-Result (PAR) approach for each accomplishment

State the Problem - (The challenge, need, opportunity or goal.) Aim to state the main problem/challenge in one to two sentences. This provides the context for the actions you took.

State the Key Actions Performed - (Begin each sentence with a key skill word.) This helps to target your skills to the requirements of the job.

State the Result - (Quantify the result(s) when possible.) Use percentages, numbers etc. to demonstrate the significance of your actions. If you cannot quantify the result, try to qualify the result by stating the type of improvement you observed.

Example:

Problem (in this case a need)

A large non-profit agency lacked a volunteer program. Valuable staff time was used to perform services which volunteers could do.

Action (key skills used)

Researched volunteer management theories. Interviewed volunteer coordinators. Prepared a cost/benefit analysis of hiring a coordinator to recruit and train volunteers. Drafted and submitted a proposal.

Result (quantify or qualify benefits of your actions)

The organization created a full-time position that expanded the agency services and maximized staff time.

Summarized P.A.R. for Use in Resume

Expanded agency's service and maximized staff effectiveness by researching and recommending new volunteer program with a full-time volunteer coordinator.

Incorporate your completed accomplishment statements into the body of your resume and expand upon these accomplishments in your interview to communicate the specific skills and unique benefits you bring to the position.

http://www.skillscan.net/intro/Cap/Self-Promotion/SPTips.cfm

Variation 1: PART

• Problem
• Action
• Results
• Takeaway

STAR

http://web.mit.edu/career/www/guide/star.html

1. Situation: give an example of a situation you were involved in that resulted in a positive outcome
2. Task: describe the tasks involved in that situation / what was your ultimate goal? try to define your task as narrowly as possible
3. Action: talk about the various actions involved in the situation’s task. Show your progress in implementing your idea / trying to reach your task. This should include:
   
• Problems - what obstacles did you encounter that threatened your project / kept you from achieving your task? How did colleagues and/or supervisors resist your efforts?
  
• Solutions - specific actions and decisions you took to overcome the obstacles. How did you overcome the resistance of others?
  
4. Results: what results directly followed because of your actions? show the impact of your success as broadly as possible
   
5. Takeaways/Learnings: what did you learn from this experience?
   
6. Application: when have you applied your lessons in another situation (optional in many cases but good for brainstorming to test if your "learning" was real).
   

Example of a STAR Answer

Situation: During my internship last summer, I was responsible for managing various events.

Task: I noticed that attendance at these events had dropped by 30% over the past 3 years and wanted to do something to improve these numbers.

Action: I designed a new promotional packet to go out to the local community businesses. I also included a rating sheet to collect feedback on our events and organized internal round table discussions to raise awareness of the issue with our employees.

Result: We utilized some of the wonderful ideas we received from the community, made our internal systems more efficient and visible and raised attendance by 18% the first year.

ADAM MARKUS

To learn more, I strongly suggest downloading a copy of MIT's excellent guide to behavioral interviews, The MIT Sloan Interview Guide,

The behavioral essay questions that MIT and Stanford ask have their origins in behavioral interviewing. “Bill Byham, CEO and founder of Development Dimensions International, originated the behavioral interviewing method in 1970.”

In fact, the STAR technique outlined in MIT’s guide was developed by Byham as THE WAY to answer behavioral questions:

Byham calls an example of past behavior a STAR, because a complete example consists of a situation or task, the specific action you took and the result of your action. The result you describe doesn't have to be positive; it could be that you learned a valuable lesson from doing something the wrong way.

In his book "Landing the Job You Want: How to Have the Best Job Interview of Your Life" (Three Rivers Press, 1997), Byham tells candidates how to identify the skills for a job; explore their own "behavioral dimensions" (the behaviors they use every day to get things done); and recognize and present a STAR with positive impact in an interview.

In addition to the MIT SLOAN Guide, I suggest also taking a look at the slightly different guide to the Star Technique that MIT Career Services provides.

The STAR technique is really the core method you need to use for answering behavioral questions in Stanford's essays. It is simply this (taken from the MIT Sloan Guide):

• Situation: define the situation or “set the stage.”
• Task: identify the task/project performed.
• Action: describe the action you took.
• Result: summarize the outcome

Just keep in mind that you need to be introspective as well, so write what you thought as well as what you did. because reading it first will maximize the value of my comments below.Don’t just present “the facts” but actively interpret your actions. There is really nothing overly complicated about this as long as you understand that you need to tell a DETAILED story. Pure abstractions disconnected from a concrete set of action steps are highly likely to result in a weak answer. Similarly, grand actions not told in any depth are also likely to be weak. Identify specific actions that contributed to the result so as to establish a clear link between cause and effect.

As when answering any kind of question, another important consideration is to think very critically about what your story selection, understanding of the task, actions taken, and results say about you. Keep in mind that the whole point of asking behavioral questions is to determine how someone acts and thinks as a basis for selecting or rejecting that person. It is obviously critical to be aware of your own message.



source:
http://adam-markus.blogspot.com/2010/06/stanford-gsb-mba-essay-3-for-20102011.html

OTHERS

ZOOM INTERVIEWS

Use the SOAR method (Situation, Obstacle, Action and Result) to provide a structured framework to keep your answer clear and concise, while conveying how you effectively overcame the challenge.

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