Mba Student Quotes

MBA students are not the only ones overconfident about their abilities. The “above average” effect is pervasive. Ninety percent of all drivers think they are above average behind the wheel,

Paradoxically, then, network effects businesses must start with especially small markets. Facebook started with just Harvard students—Mark Zuckerberg’s first product was designed to get all his classmates signed up, not to attract all people of Earth. This is why successful network businesses rarely get started by MBA types: the initial markets are so small that they often don’t even appear to be business opportunities at

Seeing the way leadership works in the real world is a tad more enlightening than reading case studies as an MBA student at Harvard Business School.

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Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

I had a strong bias in favor of Russian scientists; many can be put to active use as chess coaches (I also got a piano teacher out of the process). In addition, they are extremely helpful in the interview process. When MBAs apply for trading positions, they frequently boast “advanced” chess skills on their résumés. I recall the MBA career counselor at Wharton recommending our advertising chess skills “because it sounds intelligent and strategic.” MBAs, typically, can interpret their superficial knowledge of the rules of the game into “expertise.” We used to verify the accuracy of claims of chess expertise (and the character of the applicant) by pulling a chess set out of a drawer and telling the student, now turning pale: “Yuri will have a word with you.

Along with saying no, the easiest thing you can do to become more influential is just ask. Ask more often, ask more directly, and ask for more. People who ask for what they want get better grades, more raises and promotions, and bigger job opportunities and even more orgasm. This might seem obvious but apparently it isn't. Most people do not realize how often they are not asking until they start asking more often. Whenever our MBA course ends and students share the biggest thing they have learned - after we have done so much together - the most common answer is “just ask”. The full realization comes from practice. What if you’re not sure how to ask? Just ask the other person. Seriously. One of the simplest and most surprising influence hacks is that if you ask people how to influence them, they will often tell you. Most of us are reluctant to ask because we fundamentally misunderstand the psychology of asking and we underestimate our likelihood of success. In one series of experiments, employees were more likely to turn in mediocre work than to ask for deadline extension, fearing their supervisor, would think them incompetent if they asked for extra time. But they had it backward: Managers saw extension requests as a good sign of capability and motivation. Pg 64, 65

As one female Executive MBA student said to me, “The cases we study are almost all selected by male professors.

Make sure they know you’ll act as a flesh-and-blood argument for their importance. Once you’ve bent their reality to include you as their ambassador, they’ll have a stake in your success. Ask: “What does it take to be successful here?” Please notice that this question is similar to questions that are suggested by many MBA career counseling centers, yet not exactly the same. And it’s the exact wording of this question that’s critical. Students from my MBA courses who have asked this question in job interviews have actually had interviewers lean forward and say, “No one ever asked us that before.” The interviewer then gave a great and detailed answer. The key issue here is if someone gives you guidance, they will watch to see if you follow their advice.

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Even so ordinary a ritual as sharing a meal can make a difference in how well a group thinks together. Lakshmi Balachandra, an assistant professor of entrepreneurship at Babson College in Massachusetts, asked 132 MBA students to role-play executives negotiating a complex joint venture agreement between two companies. In the simulation she arranged, the greatest possible profits would be created by parties who were able to discern the other side’s preferences and then work collectively to maximize profits for the venture as a whole, rather than merely considering their own company’s interests. Balachandra found that participants who dined together while negotiating—at a restaurant, or over food brought into a conference room—generated 12 percent higher profits, on average, than those who bargained while not eating.

The theory is that there are two types of people in the world. Everyone has self-control problems, so that isn’t the distinguishing characteristic. Rather, some of us have come to terms with our impulsivity and are willing to take steps to rein it in. Behavioral economists call these people “sophisticates.” But not everyone in the world is a sophisticate, as evidenced by the debate that rages whenever I teach Wharton MBA students about Green Bank’s unusual savings product. Lots of people are instead overly optimistic about their ability to overcome their self-control problems through sheer willpower. These types of people are “naïfs.

What does it take to be successful here?” Please notice that this question is similar to questions that are suggested by many MBA career counseling centers, yet not exactly the same. And it’s the exact wording of this question that’s critical. Students from my MBA courses who have asked this question in job interviews have actually had interviewers lean forward and say, “No one ever asked us that before.” The interviewer then gave a great and detailed answer. The key issue here is if someone gives you guidance, they will watch to see if you follow their advice. They will have a personal stake in seeing you succeed. You’ve just recruited your first unofficial mentor.

When Jia Jiang graduated with an MBA from Duke, he wanted to be an entrepreneur. Like so many of us, however, his fear of hearing no was holding him back. To face this fear head-on, he started a video blog called 100 Days of Rejection Therapy. His endearing, perplexing, and absurd videos document what happened as he approached complete strangers, day after day, with off-the-wall requests: to speak over Costco’s intercom, to become a live mannequin at Abercrombie and Fitch, or to borrow a dog from the Humane Society. I love his rejections so much that I challenge my students to replicate them. Jia’s tolerance for rejection and vulnerability reveal the delight and playfulness that can emerge out of the most awkward situations.

The kids used their time much more efficiently by constructing right away. They tried one way of building, and if it didn’t work, they quickly tried another. They got in a lot more tries. They learned from their mistakes as they went along, instead of attempting to figure out everything in advance. The point of the marshmallow experiment was not to humble MBA students (if anything, that was a side benefit), but rather to better understand how to make progress when tasked with a difficult challenge in uncertain conditions. What we learn from those kids is that there’s no substitute for quickly trying things out to see what works. Looking at this through the questioning prism: The MBA students got stuck too long contemplating the possible What Ifs, while the kids moved quickly from What If to How. As soon as they thought of a possible combination, they tried it to see how it would work.

I have engaged my students in the quest as well. In my MBA course, Building and Sustaining a Successful Enterprise, we study theories regarding the various dimensions of the job of general managers. These theories are statements of what causes things to happen—and why. When the students understand these theories, we put them “on”—like a set of lenses—to examine a case about a company. We discuss what each of the theories can tell us about why and how the problems and opportunities emerged in the company. We then use the theories to predict what problems and opportunities are likely to occur in the future for that company, and we use the theories to predict what actions the managers will need to take to address them.

Business schools don’t create wealthy and well-connected people. They accept them, then take credit for their success. If you get in, the school will do what it can to help you get a well-paying job within a few months of graduation, but making things happen will always be your responsibility. If you’re successful in the years after graduation, the school will hold you up as a shining example of the quality of their program and will use the “halo effect” of your name to recruit more students. If you lose your job and go broke, you’ll get neither publicity nor help, but the loan bills will keep rolling in. Sorry about your luck.

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In Brain Rules, John Medina shares how he’s able to keep the attention of his students in classes that last more than an hour: he plans his class in modules that last no more than ten minutes. Each module starts with a Hook—an interesting story or anecdote, followed by a brief explanation of the key concept. Following this format ensures that his audience retains more information and doesn’t zone out. (That’s the primary reason this book is organized in short sections that take less than ten minutes to read.)

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Teaching is a nobel profession just as the work of a Doctor is. Don't belittle this noble profession for the sake of money, followers, and fame. To all the MBA Gurus / Motivational Gurus/ Teachers/ Trainers - don't use students for your need to increase your followers or your need to earn more money. Give service and to those students who need it. You may live a life of poverty but you will live an inspirational life. - Avijeet Rabindranath Das My Dad, Dr Rabindranath Das, is a doctor who never cheated any of the people just to become rich. He still lives in his old house in my hometown.

Teaching is a noble profession just as the profession of a Doctor is. Don't belittle this noble profession for the sake of money, followers, and fame. To all the MBA Gurus/ Motivational Gurus/ Teachers/ Trainers - don't use students for your need to increase your followers or your need to earn more money. Give service and to those students who need it. You may live a life of poverty, but you will live an inspirational life. - Avijeet Rabindranath Das My Dad, Dr Rabindranath Das, is a doctor who never cheated any of the people just to become rich. He still lives in his old house in my hometown.

Teaching is a nobel profession just as the profession of a Doctor is. Don't belittle this noble profession for the sake of money, followers, and fame. To all the MBA Gurus/ Motivational Gurus/ Teachers/ Trainers - don't use students for your need to increase your followers or your need to earn more money. Give service and to those students who need it. You may live a life of poverty, but you will live an inspirational life. - Avijeet Rabindranath Das My Dad, Dr Rabindranath Das, is a doctor who never cheated any of the people just to become rich. He still lives in his old house in my hometown.

I have failed many times in my life. But I don't give up. - Avijeet Rabindranath Das Teaching is a noble profession just as the profession of a Doctor is. Don't belittle this noble profession for the sake of money, followers, and fame. To all the MBA Gurus/ Motivational Gurus/ Teachers/ Trainers - don't use students for your need to increase your followers or your need to earn more money. Give service and to those students who need it. You may live a life of poverty, but you will live an inspirational life. - Avijeet Rabindranath Das My Dad, Dr Rabindranath Das, is a doctor who never cheated any of the people just to become rich. He still lives in his old house in my hometown.

I have failed many times in my life. But I don't give up. There is a voice that tells us not to give up. Listen very carefully. In the midst of cacophony, you will hear a voice. It is your own voice. It will tell you not to give up. - Avijeet Rabindranath Das Teaching is a noble profession just as the profession of a Doctor is. Don't belittle this noble profession for the sake of money, followers, and fame. To all the MBA Gurus/ Motivational Gurus/ Teachers/ Trainers - don't use students for your need to increase your followers or your need to earn more money. Give service and to those students who need it. You may live a life of poverty, but you will live an inspirational life. - Avijeet Rabindranath Das My Dad, Dr Rabindranath Das, is a doctor who never cheated any of the people just to become rich. He still lives in his old house in my hometown.

To all the MBA Gurus / Motivational Gurus/ Teachers/ Trainers - don't use students for your need to increase your followers or your need to earn more money. Give service and to those students who need it. - Avijeet Rabindranath Das My Dad, Dr Rabindranath Das, is a doctor who never cheated any of the people just to become rich. He still lives in his old house in my hometown.

A study of some nine hundred funds (either growth funds or growth and income funds) from 1988 to 1994 found that the returns posted by managers with degrees from universities whose entering students have high SAT scores—such as the Ivy League colleges—beat competitors from lower ranked schools by more than a full percentage point. Younger managers and M.B.A. holders also out-performed their older and non-M.B.A. rivals. The reason behind the superior performance was both simple and predictable. The researchers found that “high SAT” managers and those with M.B.A.s tended to invest in high-risk, high-return stocks! Sound familiar? You don’t need an M.B.A. and you don’t have to pay an active money manager large fees to generate superior returns. All you really need is a faith that markets work—that risks and returns are highly correlated.4

His name is C. J. Skender, and he is a living legend. Skender teaches accounting, but to call him an accounting professor doesn’t do him justice. He’s a unique character, known for his trademark bow ties and his ability to recite the words to thousands of songs and movies on command. He may well be the only fifty-eight-year-old man with fair skin and white hair who displays a poster of the rapper 50 Cent in his office. And while he’s a genuine numbers whiz, his impact in the classroom is impossible to quantify. Skender is one of a few professors for whom Duke University and the University of North Carolina look past their rivalry to cooperate: he is in such high demand that he has permission to teach simultaneously at both schools. He has earned more than two dozen major teaching awards, including fourteen at UNC, six at Duke, and five at North Carolina State. Across his career, he has now taught close to six hundred classes and evaluated more than thirty-five thousand students. Because of the time that he invests in his students, he has developed what may be his single most impressive skill: a remarkable eye for talent. In 2004, Reggie Love enrolled in C. J. Skender’s accounting class at Duke. It was a summer course that Love needed to graduate, and while many professors would have written him off as a jock, Skender recognized Love’s potential beyond athletics. “For some reason, Duke football players have never flocked to my class,” Skender explains, “but I knew Reggie had what it took to succeed.” Skender went out of his way to engage Love in class, and his intuition was right that it would pay dividends. “I knew nothing about accounting before I took C. J.’s class,” Love says, “and the fundamental base of knowledge from that course helped guide me down the road to the White House.” In Obama’s mailroom, Love used the knowledge of inventory that he learned in Skender’s class to develop a more efficient process for organizing and digitizing a huge backlog of mail. “It was the number-one thing I implemented,” Love says, and it impressed Obama’s chief of staff, putting Love on the radar. In 2011, Love left the White House to study at Wharton. He sent a note to Skender: “I’m on the train to Philly to start the executive MBA program and one of the first classes is financial accounting—and I just wanted to say thanks for sticking with me when I was in your class.

ran—at separate times—a boutique investment banking firm and a small mortgage company. He served as the Treasurer for the multinational vitamin manufacturer USANA Health Sciences years before becoming CFO for MonaVie. Devin squeezed in two brief stints in government, including two years working for Jake Garn on the U.S. Senate Banking Committee Staff and another year working for an independent state agency called USTAR, where he helped foster technology entrepreneurship during Governor Jon Huntsman’s administration. Devin is proud to be a Ute, having graduated from the University of Utah David Eccles School of Business, which recognized him as a Distinguished Alum in 2006. He also earned an MBA at Cornell University where he ran the student newspaper, Cornell Business.

MBA students are not the only ones overconfident about their abilities. The “above average” effect is pervasive. Ninety percent of all drivers think they are above average behind the wheel, ==========

An MBA student during his campus interview was asked, "What is your salary expectation?" His answer was, "Sir, that is for you to decide at this stage. At the end of six months let us review my performance. Then I will tell you what my expectation is." He was immediately recruited.

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Go to law school if you want to be a lawyer. If you want to party, go get an MBA. The Rat

Jason Gesser is one of the leading players who has always benefitted the team. In addition to this, Jason delves into the efforts in his role with the Cougar Athletic Fund to reconnect with the past student-athletes to the WSU and shares about his thoughts on earning his executive MBA degree from the WSU Carson College of Business.

David and Neil were MBA students at the Wharton School when the cash-strapped David lost his eyeglasses and had to pay $700 for replacements. That got them thinking: Could there be a better way? Neil had previously worked for a nonprofit, VisionSpring, that trained poor women in the developing world to start businesses offering eye exams and selling glasses that were affordable to people making less than four dollars a day. He had helped expand the nonprofit’s presence to ten countries, supporting thousands of female entrepreneurs and boosting the organization’s staff from two to thirty. At the time, it hadn’t occurred to Neil that an idea birthed in the nonprofit sector could be transferred to the private sector. But later at Wharton, as he and David considered entering the eyeglass business, after being shocked by the high cost of replacing David’s glasses, they decided they were out to build more than a company—they were on a social mission as well. They asked a simple question: Why had no one ever sold eyeglasses online? Well, because some believed it was impossible. For one thing, the eyeglass industry operated under a near monopoly that controlled the sales pipeline and price points. That these high prices would be passed on to consumers went unquestioned, even if that meant some people would go without glasses altogether. For another, people didn’t really want to buy a product as carefully calibrated and individualized as glasses online. Besides, how could an online company even work? David and Neil would have to be able to offer stylish frames, a perfect fit, and various options for prescriptions. With a $2,500 seed investment from Wharton’s Venture Initiation Program, David and Neil launched their company in 2010 with a selection of styles, a low price of $95, and a hip marketing program. (They named the company Warby Parker after two characters in a Jack Kerouac novel.) Within a month, they’d sold out all their stock and had a 20,000-person waiting list. Within a year, they’d received serious funding. They kept perfecting their concept, offering an innovative home try-on program, a collection of boutique retail outlets, and an eye test app for distance vision. Today Warby Parker is valued at $1.75 billion, with 1,400 employees and 65 retail stores. It’s no surprise that Neil and David continued to use Warby Parker’s success to deliver eyeglasses to those in need. The company’s Buy a Pair, Give a Pair program is unique: instead of simply providing free eyeglasses, Warby Parker trains and equips entrepreneurs in developing countries to sell the glasses they’re given. To date, 4 million pairs of glasses have been distributed through Warby Parker’s program. This dual commitment to inexpensive eyewear for all, paired with a program to improve access to eyewear for the global poor, makes Warby Parker an exemplary assumption-busting social enterprise.

[I]magine that a 25-year-old first-year MBA student is considering merging his future economic interests with those of a 25-year-old day laborer. The MBA student, a non-earner, would find that a “share-for-share” merger of his equity interest in himself with that of the day laborer would enhance his near-term earnings (in a big way!). But what could be sillier for the student than a deal of this kind?

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