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Мне всег­да нра­вилось ра­ботать с людь­ми, по­это­му еще в шко­ле я оп­ре­дели­ла для се­бя эту сте­зю. Это, дей­стви­тель­но, очень ин­те­рес­но по­нять внут­ренние цен­ности че­лове­ка, его стрем­ле­ния, це­ли. По­нима­ние лю­дей есть ключ к дос­ти­жению эф­фектив­ности их ра­боты. Далее…

Представители приемных комиссий о том, у кого просить рекомендательные письма

Wel­co­me to Bscho­ol­talk, the we­ek­ly on­li­ne web se­ri­es that pro­vides in­si­der in­forma­ti­on from so­me of the di­rec­tors of ad­missi­on as le­ading bu­siness scho­ols aro­und the world. I am your host, Ju­dith Ho­dara.

In this we­ek’s epi­sode we dis­cuss who might ma­ke a go­od per­son to ask for your let­ters of re­com­menda­ti­on.

Ka­te E. Klep­per (Col­le­ge of Bu­siness Ad­mi­nist­ra­ti­on, Nort­he­as­tern Uni­ver­si­ty) : The most im­portant thing to ke­ep in mind when you’re se­eking re­com­menders is not on­ly what the re­com­mender is go­ing to say but what the re­ader of the re­com­menda­ti­on is lo­oking for. So if you can put your mind in­to the mind of the ad­missi­ons com­mittee, re­ad the qu­es­ti­ons that we are as­king the re­com­menders, un­ders­tand how this is go­ing to be part of an eva­lu­ati­ve pro­cess and ha­ve that con­versa­ti­on with a re­com­mender.We ty­pical­ly tell can­di­dates, you know, col­le­agues are not as help­ful a re­com­mender as a for­mer su­per­vi­sor and so­me­one who you work for di­rect­ly, who knows your work sty­le, who re­al­ly re­cog­ni­zes your po­ten­ti­al, so so­me­one who you’ve wor­ked for over a pe­ri­od of ti­me. If you’ve on­ly be­en in a po­siti­on for fo­ur to six months that per­son might not ha­ve se­en the po­ten­ti­al that you ha­ve. If the­re’s so­me­one who you’ve wor­ked for for a num­ber of years in a pre­vi­ous job, even if it’s not your cur­rent su­per­vi­sor, they pro­bab­ly know you a litt­le bit mo­re in depth, they can spe­ak mo­re di­rect­ly to your ta­lents and po­ten­ti­al — that will be much mo­re help­ful to the ad­missi­ons com­mittee.

Wen­dy Ma (Sa­uder Scho­ol of Bu­siness, Uni­ver­si­ty of Bri­tish Co­lum­bia) : Be­ca­use the MBA prog­ram is mo­re of a pro­fes­si­onal prog­ram, most MBA ad­missi­on di­rec­tors and com­mitte­es are lo­oking for pro­fes­si­onal re­feren­ces as op­po­sed to aca­demic re­feren­ces. So cer­ta­in­ly, cur­rent su­per­vi­sors, for­mer su­per­vi­sors or, if you’re run­ning your own bu­siness, bu­siness cli­ents, or pe­op­le that you work with, whet­her it’s your la­wy­er, your ac­co­un­tant, etc. Pe­op­le that I wo­uld ref­ra­in from using as a re­feren­ce wo­uld be pe­op­le li­ke re­lati­ves. So, any­one who is re­lated to you or a fa­mily fri­end is pro­bab­ly gon­na be not as strong as so­me­one who is go­ing to be ab­le to com­ment on your pro­fes­si­onal abi­lity.

John M. Ro­eder (Owen Gra­du­ate Scho­ol of Ma­nage­ment, Van­derbilt Uni­ver­si­ty) : It is ve­ry im­portant to bu­siness scho­ols. At Van­derbilt, we lo­ok at the let­ters of re­com­menda­ti­on as a cri­tical ele­ment wit­hin a stu­dent’s app­li­cati­on, be­ca­use we wan­na le­arn from so­me­one that knows the app­li­cant ve­ry well in a job si­tu­ation, how that app­li­cant has im­pacted the or­ga­niza­ti­on in which they’ve wor­ked. So re­al­ly the on­ly way to le­arn that is to talk to tho­se who wor­ked with that par­ti­cular app­li­cant and that’s thro­ugh the re­com­menda­ti­on let­ters. So fin­ding so­me­one that, one, knows you well, but, two, has re­al­ly se­en you per­form in a work­pla­ce, is es­senti­al. Of­ten ti­mes the­re will be re­com­menda­ti­ons that may co­me in from a so­ur­ce that, per­haps, is high up in the or­ga­niza­ti­on or from a Se­nator, or a Cong­res­sman, and if that per­son do­esn’t know the can­di­date well, it’s not re­al­ly be­nefi­ci­al at all in the ad­missi­ons pro­cess, be­ca­use we can tell the­re’s not eno­ugh depth in the ans­wers to the qu­es­ti­ons that we’re as­king, that it re­al­ly do­esn’t help the can­di­date in an any way.

Chris­tie St-John (Dart­mo­uth Uni­ver­si­ty) : You ne­ed to ask pe­op­le who re­al­ly know you ve­ry well, and I think that it’s a ve­ry dif­fi­cult thing for most pe­op­le to think of that as «oh, if I can get so­mebo­dy, the pre­sident of the com­pa­ny,then that’s gon­na be mo­re imp­res­si­ve» and it re­al­ly isn’t. I on­ce had a stu­dent from Is­ra­el send us a let­ter of re­com­menda­ti­on from Mo­she Da­yan, which is pret­ty imp­res­si­ve, but ba­sical­ly what he told abo­ut the stu­dent was that he was a gre­at sol­di­er and co­uld re­al­ly hand­le an AK-47 ve­ry well, which is not so­met­hing you wan­na know abo­ut in bu­siness scho­ol par­ti­cular­ly, so I wo­uld say, le­ave it to so­mebo­dy who knows you, who can talk abo­ut the ad­ded va­lue you’ve bro­ught to the job, to the com­pa­ny, and you ne­ed to pre­pare them, don’t just say «oh hey, by the way, to­mor­row can you send us a let­ter in», be­ca­use if the let­ter do­esn’t help you, it hurts you. If the per­son do­esn’t gi­ve us examp­les of things that you’ve do­ne, it do­esn’t add anyt­hing, so it’s just an ext­ra pi­ece of pa­per and you are was­ting the­ir ti­me and your ti­me.

Ann W. Ri­chards (Cor­nell Uni­ver­si­ty): You know, let­ters of re­feren­ce are re­al­ly cri­tical, and I think that’s so­met­hing that stu­dents se­em to over­lo­ok so­meti­mes. I think the best pro­cess is to, first of all, ask so­me­one if they co­uld wri­te you a go­od let­ter of re­com­menda­ti­on. It may va­ry by scho­ol who they wo­uld pre­fer to see a let­ter of re­com­menda­ti­on from, but you cer­ta­in­ly wo­uld. We re­com­mend that you find so­me­one or ask so­me­one who has ex­pe­ri­en­ce eva­lu­ating you in a pro­fes­si­onal si­tu­ation, that can spe­ak to your le­aders­hip qua­liti­es, your abi­lity to cont­ri­bute to the or­ga­niza­ti­on. Ma­ke su­ret­hat you gi­ve the re­com­mender ti­me to wri­te a go­od let­ter of re­com­menda­ti­on and wo­uld al­so pre­pare the re­com­mender with a co­py of your re­sume. If it’s so­me­one that you re­por­ted to pre­vi­ous­ly, ma­ke su­re that they ha­ve a list of your ac­comp­lis­hments and ac­hi­eve­ments du­ring the ti­me that you wor­ked for them.

Gra­ham Rich­mond (Cle­ar Ad­mit Scho­ol Gu­ides) : With let­ters of re­com­menda­ti­on I think one of the ten­denci­es that app­li­cants ha­ve is they go for the kind of most fa­mo­us «the big­gest pla­yer» on the­ir list, you know, the CEO of the­ir com­pa­ny or so­mebo­dy that knows so­mebo­dy that knows so­mebo­dy, you know, and do­esn’t re­al­ly ha­ve a re­al con­necti­on to the can­di­date. And so the first thing you wan­na do is tar­get pe­op­le who know you re­al­ly well and ha­ve wor­ked clo­sely with you. Most of the scho­ols re­qu­ire that it be, you know, cur­rent or for­mer su­per­vi­sors, and they can see right thro­ugh the let­ter from the CEO who cle­ar­ly do­esn’t know you and se­es you in a hall­way, you know, on­ce a we­ek or so­met­hing. So, it’s re­al­ly im­portant that you pick so­me­one who knows you and so­me­one who is wil­ling to ta­ke the ti­me and in­vest in this pro­cess. The scho­ols ask a lot of qu­es­ti­ons of re­com­menders abo­ut the can­di­date and so the­re you’ve got­ta ha­ve a re­com­mender who is wil­ling to sit down and ans­wer the ten qu­es­ti­ons and do so with the sup­port of anec­do­tes. So it’s ne­ver eno­ugh for re­com­mender to just say, «John is the most fan­tastic emp­lo­yee we’ve ever had», they ne­ed to ac­tu­al­ly sup­port that with anec­do­te of evi­den­ce. In fact, I’d rat­her see a re­com­menda­ti­on let­ter that has a lot of gre­at sto­ri­es abo­ut a can­di­date that al­lows me, the ad­missi­on’s re­ader, to conc­lu­de that that per­son is fan­tastic rat­her than one with a re­com­mender just tel­ling me over and over aga­in how won­derful this can­di­date is but not sup­porting it with any evi­den­ce or kind of il­lust­ra­ti­ons of the­ir work.

Jac­kie Za­vitz (Whar­ton Scho­ol, Uni­ver­si­ty of Penn­syl­va­nia) : I think when it co­mes to let­ters of re­com­menda­ti­on the na­tural inc­li­nati­on for app­li­cants is to want to cho­ose so­me­one who is imp­res­si­ve, who, you think, will pre­sent to your re­ader of your app­li­cati­on so­mebo­dy who wo­uld be ab­le to de­ter­mi­ne, who wo­uld be a go­od fit for scho­ol. When the re­ali­ty is so­me­one who can spe­ak best to your ex­pe­ri­en­ce re­gard­less of tit­le, pe­dig­ree, that sort of thing, it’s pro­bab­ly your best cho­ice. At Whar­ton, we find that the most in­sigh­tful re­com­menda­ti­ons co­me from re­com­menders who work di­rect­ly with you. Whet­her or not they are alum­ni, whet­her or not they ha­ve imp­res­si­ve tit­les is re­al­ly not a con­si­dera­ti­on and rat­her it’s the le­vel of in­sight and fe­ed­back they are go­ing to gi­ve. So al­so ke­eping in mind that we of­ten lo­ok at re­com­menda­ti­ons and the cho­ice of re­com­menders as a ref­lecti­on of an app­li­cant’s self-awa­reness, so ke­ep that in mind.

Ju­dith Ho­dara: Well, it might be temp­ting to ask the CFO or the CEO of your or­ga­niza­ti­on, we find it’s much mo­re help­ful to get a let­ter of re­com­menda­ti­on from so­me­one that you work with ve­ry clo­sely on a da­ily ba­sis. Most scho­ols will pre­fer that that per­son is a su­per­vi­sor, they can tell us a lot abo­ut your le­aders­hip and te­am­work po­ten­ti­al. Ad­di­ti­onal­ly, it’s a go­od idea to prep that per­son be­fore-hand, ha­ve a con­versa­ti­on with them in which you exp­la­in why it is a par­ti­cular scho­ol ma­ke sen­se and what it is abo­ut your own back­gro­und that you wo­uld li­ke them to high­light in the fra­mework of the let­ter. Alt­ho­ugh, it’s al­so temp­ting to ask for an aca­demic re­feren­ce from a past pro­fes­sor, most scho­ols wo­uld re­al­ly li­ke to see so­me­one that you’re wor­king with in a pro­fes­si­onal set­ting.

Tu­ne in next we­ek, as we dis­cuss the im­portan­ce of com­mu­nity ser­vi­ce in your bscho­ol app­li­cati­on. Thanks so much for watc­hing. Re­mem­ber that we wel­co­me your com­ments and qu­es­ti­ons and will be hap­py to ans­wer them in the up­co­ming epi­sodes. Un­til next we­ek, I am Ju­dith Ho­dara.

Trans­cripts by Agen­cy Es­say.Kz

Co­pyrights by http://b-scho­ol­talk.net

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