In this in-depth Harvard MBA Essay Tips, we cover
• Overview of the Harvard MBA Program
• Vision, Mission, and Values of the Harvard MBA Program
• Ideal Candidate
• What to Include in the Essay
• Essay Tips
Overview of the Harvard MBA Program
The Harvard MBA is a two-year, full-time, general management curriculum divided into two key segments: the Required Curriculum (RC) in the first year and the Elective Curriculum (EC) in the second.
In the RC, all students study together in small sections, following a structured case method approach across courses in leadership, finance, marketing, operations, strategy, and ethics. This foundation ensures that all graduates share a common toolkit and framework for managerial decision-making.
The case study method remains central to the Harvard experience. It requires students to prepare over 500 real-world business cases over a two-year period, analyzing situations from the perspective of decision-makers. Classroom discussions are dynamic, peer-driven, and focused on practicing judgment under uncertainty.
Experiential learning is integrated into the curriculum through FIELD (Field Immersion Experiences for Leadership Development), which begins in the first year and involves team-based projects that take students into real-world organizations. Many students also participate in Immersive Field Courses (IFCs) or Short Intensive Programs (SIPs) in the EC year, giving them exposure to global challenges and decision-making environments.
Harvard’s global emphasis is evident in its Global Immersion Program, which includes overseas consulting experiences and international student-led treks. The school also draws on the reach of Harvard University, allowing cross-registration with other graduate schools like the Kennedy School or School of Public Health, giving students broader academic flexibility.
Mission, Vision, and Values of the Harvard MBA Program
Mission Statement: “We educate leaders who make a difference in the world.”
This mission is not symbolic; it is operational.
Harvard defines “leaders” not simply as those in charge but as individuals who earn trust through competence and character.
The distinction lies in how one uses influence: not for personal gain but for collective progress.
When Harvard says, “make a difference,” graduates are expected to create value for society before claiming value for themselves. This emphasis reflects a growing concern with ethical capitalism, long-term thinking, and shared prosperity.
The phrase “in the world” is both literal and strategic. The ‘world’ truly refers to the school’s global orientation and its belief that the world’s most pressing problems, climate, inequality, and governance, cannot be solved without the active participation of business leaders.
The strong evidence was the school’s position against the current government administration when the governance standards were aimed to be compromised in return for federal funding.
Only the outcome of the legal battle and the negotiations behind the doors will tell if the mission statement is the ‘defining’ character of HBS.
Most peer schools have folded when federal funding was a negotiation term.
Through its curriculum, faculty research, and alumni impact, Harvard attempts to influence institutions far beyond its own campus. It does not measure success by enrollment figures alone but by the reach and relevance of the ideas and people it cultivates.
Core Values
Excellence in Education and Scholarship: Harvard prioritizes the rigorous pursuit of the subject matter, an attitude of intellectual curiosity, and the advancement of knowledge through research and teaching.
Truth and Inquiry: The university lives its motto of Veritas - "The Pursuit of Truth"- through reasoning founded on the latest data, critical thinking that dissects motivations and global trends, and a culture of open inquiry.
Diversity and Inclusion: Harvard values viewpoints and perspectives and believes that true innovation can happen only when the debates and discussions are driven by faculty, students and thinkers, from diverse backgrounds.
Service: The institution encourages the application of knowledge for the public interest, with a focus on leadership and global impact.
Integrity and Responsibility: HBS values the highest ethical standards, accountability, and responsible ownership of resources.
Community: Harvard promotes cross-functional collaboration across the university and encourages the community of students, faculty, and staff to tackle complex global challenges.
Ideal Candidate for the Harvard MBA Program
Harvard doesn’t look for a single personality trait; it looks for candidates with 10 key traits that can be grouped into three key traits:
1. Business-Minded
Harvard defines business-mindedness not by background but by intention.
You don’t have to be an investment banker or consultant; what matters is your interest in using business frameworks to solve important problems. This includes creating or scaling ventures, redesigning public services, or improving industry systems.
In your application, show that you have interpersonal acumen (how you’ve worked with or led others), quantitative readiness (your ability to engage with data, numbers, or models), and a clear trajectory for how you intend to apply business skills to real-world contexts.
2. Leadership-Focused
Leadership at HBS is less about the title and more about the initiative.
The school is interested in people who take ownership of outcomes, mobilize others, or shift thinking.
You might have led a small team, influenced a system from behind the scenes, or started something in your community.
Demonstrate what changed because of you and how you earned others’ trust in the process.
Harvard favors stories where leadership requires both courage and collaboration.
3. Growth-Oriented
Harvard wants students who are willing to be challenged, intellectually and personally.
Curiosity, adaptability, and a willingness to reflect are critical.
The case method and global components demand active listening, openness to dissenting views, and constant self-reinvention.
In your application, you may reflect on how you've responded to failure, how your worldview has shifted, or how diverse experiences have shaped your learning mindset. The point is not perfection; it’s evolution.
What to Include in the Harvard MBA Essay?
Given Harvard Business School’s mission to “educate leaders who make a difference in the world” and its focus on character, competence, and contribution, the essays should help the admissions team understand not just what you’ve done but how you think, who you are becoming, and why it matters.
Here are five guiding themes students should consider weaving into their essays, regardless of the prompt:
1. Alignment with the Mission: Leadership with Purpose: Every Harvard essay should reflect an understanding of what it means to be a leader, not just in the role, but in impact, too. This means choosing stories where the applicant moved others toward a meaningful outcome, navigated complexity, or led by principle.
Whether in professional or personal settings, what matters is how you earned trust and showed judgment, not just that you got results.
2. Evidence of Business Thinking and Problem-Solving: Applicants should show how they engage with complexity through strategy, data, systems thinking, or innovation.
Whether working in the private, public, or nonprofit sector, Harvard looks for individuals who approach challenges through structured, value-creating thinking. This doesn’t mean every story must be “business-related,” but it should reflect an orientation toward solving problems in a way that reflects the general manager’s perspective.
3. Clarity of Personal Values and Motivation: Strong Harvard essays reveal the internal forces that shape decision-making. Instead of focusing only on achievements, students should include experiences that show their evolving values. Harvard is not evaluating polish; it’s evaluating depth.
4. Growth Through Experience: Harvard’s learning model depends on self-aware students who can both contribute and evolve. Therefore, essays should include evidence of personal transformation and how a challenge, mistake, or interaction expanded your understanding of yourself or others. The admissions committee looks for applicants who are still learning, not those who consider themselves fully formed.
5. A Track Record and Future Trajectory of Creating Impact: Essays should reflect how the applicant has made a difference, not always at scale, but in a way that matters. Whether it’s improving a system, supporting others, or challenging the status quo, the emphasis should be on action rooted in intention.
Harvard values those who take the initiative in real-world settings and plan to continue doing so in broader contexts post-MBA.
Essay Tips
Essay 1: Business-Minded Essay
Please reflect on how your experiences have influenced your career choices and aspirations, and the impact you will have on the businesses, organizations, and communities you plan to serve. (up to 300 words)
How to Approach This Essay
This essay is not simply a career goals statement.
Harvard wants you to connect the dots between:
• Who you are (formative experiences, values, motivations)
• Why you’ve made your career choices so far
• How those choices have shaped your future aspirations
• What positive impact do you intend to create through business
The Admissions Committee is looking for evidence that you’re:
• Business-minded, i.e. you think in terms of creating value, solving problems, and using business as a tool for positive change
• Authentic in describing how your past shaped your goals
• Clear about how you will use an MBA to amplify your impact
Your narrative should reflect both personal depth and professional intentionality.
Harvard is not simply looking for business ambition but for thoughtful leaders who have integrated life experiences into a purposeful vision for how they will serve businesses and society.
1. Root Your Essay in Personal Origins, Not Just Professional Milestones
Harvard wants to know the story behind the ambition. Too many candidates start this essay with their job titles. Instead, begin by exploring moments from childhood, adolescence, or early adulthood that influenced how you think about work, money, community, or opportunity.
Scholars like John Holland have shown how career interests stem from early environmental influences and personality traits. Harvard wants evidence that your professional path is not random but a logical extension of deeper forces in your life.
Consider:
• Moments you observed business in action as a child (e.g. family business, a parent’s work struggles)
• How your upbringing shaped your views on risk, stability, community, or ambition
• Early insights into what “impact” meant for you
• The goal is not nostalgia but context, showing how your earliest environment planted the seeds for your professional interests.
How Eric Can open his essay
Eric might open his essay with the smell of fresh produce in his family’s grocery store in São Paulo. As a child, he saw customers who relied on his parents’ shop not just for food but as a community hub. That early exposure to small business taught him how commerce could improve lives. When the store failed, Eric felt the vulnerability of small enterprises — a lesson that made him obsessed with economic resilience. These early scenes explain why he’s drawn to business as a tool for empowering communities.
2. Show How Each Career Step Was Intentional and Reflective
This essay should read like a connected story, not a list of disconnected jobs. Harvard wants to see that you’ve made deliberate choices, even when those choices involve uncertainty or detours.
A study from Sunway University notes that career decisions blend personal motivations, economic realities, and curiosity. Harvard looks for evidence that you’ve been actively shaping your path rather than simply following opportunities blindly.
Go deeper than describing “what” you did:
• Why did you choose each job?
• What questions were you hoping to answer in that role?
• How did each chapter refine or reshape your goals?
• Did any jobs reveal gaps in your understanding you now want to fill?
• The reader should feel your career has been an intellectual and personal journey, not just a professional ladder.
How Eric can explain his career motivation
Eric might explain that he entered banking at JPMorgan because he knew money and business were the levers that shape societies. Later, moving into private equity at Providence was about expanding his lens beyond transactions to understanding how businesses create value over time. Yet he began to feel constrained, missing the entrepreneurial spark and social impact he’d always cared about. His career has been a purposeful search for the intersection of business excellence and social change.
3. Reveal How You See Business as a Tool for Solving Human Problems
This is where Harvard separates the merely ambitious from the truly “business-minded.”
The school wants applicants who don’t just chase impressive industries but who think about how business can solve meaningful problems.
High-performing professionals often frame challenges as opportunities to create value, even in sectors facing disruption.
Harvard wants to see that same mindset.
In your essay, show:
• A problem you care about deeply, economic, social, or business-related
• How your experiences shaped your understanding of this problem
• How you’ve already tried to tackle it
• How do you plan to scale your efforts through business
Avoid abstract talk of “wanting to help people.” Give specific examples of how business approaches can transform lives or systems. Harvard wants to see the bridge between your personal background and your strategic thinking.
How Eric can quote his background in the essay
Eric could discuss how, at Providence, he noticed how education-tech startups in Brazil struggled to serve lower-income consumers because of cultural and economic mismatches. His own upbringing in a working-class family helped him recognize these gaps, like how people budget, whom they trust, and what price points are viable.
He might describe how he’s already begun advising startups on designing business models that serve real needs in emerging markets. This shows Harvard sees business as more than profit; it’s a means to empower underserved communities.
4. Paint a Concrete, Personal Vision of Impact
Harvard doesn’t want vague dreams of “making a difference.” They want a personal, practical vision that makes sense given your background. The best essays answer:
• What specific impact do you want to create?
• Why is this problem urgent or meaningful to you?
• How does your past give you unique insights into solving it?
• What kind of leader do you hope to become?
Impactful career goals are deeply personal.
Harvard wants goals that feel authentic, not borrowed from an industry trend.
Avoid generic statements like “I want to work in ESG” unless you tie them to your own life story and specific strategy for impact.
Eric's motivation for starting a venture
Eric might describe his goal of co-founding a venture that uses digital platforms to deliver affordable healthcare services to underserved neighborhoods in Brazil.
He’d explain how growing up in his parents’ store taught him the power of local trust and how working in private equity taught him to scale businesses.
His dream is to build a business that combines profitability with community empowerment, helping families like his own access better health, financial services, and opportunity. That’s a concrete vision rooted in his lived experience.
5. Explicitly Connect How HBS Will Help You Evolve
Harvard wants to know why their MBA is essential for you, not just any MBA. Don’t merely name courses or clubs; explain:
• What gaps you’ve discovered in your skillset so far
• How specific elements of HBS (e.g. case method, FIELD projects, professors, centers) will help close those gaps
• How you plan to contribute to the learning of your classmates
It’s not enough to say HBS is “the best school.”
Harvard wants to see you’ve thought carefully about how HBS uniquely fits your journey. They want applicants who will arrive with curiosity and leave prepared for greater impact.
How Eric should quote the curriculum and learning experience at HBS
Eric might explain that while finance gave him analytical rigor, he’s eager to develop operational skills, strategic leadership, and exposure to entrepreneurship. He could mention FIELD Immersion trips to Latin America, where he hopes to explore business models for underserved communities.
He might highlight professors like Tarun Khanna, whose research on emerging markets aligns with his vision.
Eric could also emphasize his desire to contribute his perspective as a Brazilian immigrant who understands both Wall Street and grassroots entrepreneurship. This makes his HBS fit deeply personal.
Essay 2: Leadership-Focused Essay
What experiences have shaped who you are, how you invest in others, and what kind of leader you want to become? (up to 250 words)
How to Approach Harvard’s Leadership-Focused Essay
This is one of Harvard’s most human questions. It’s deceptively simple. They are not asking, “List your leadership roles.”
They’re asking:
• What has life thrown at you that has formed your character?
• How have those experiences shaped how you relate to other people?
• What kind of leader do you want to become and why?
The hidden thread is emotional depth. Harvard wants to know who you are when no one’s watching, how you support those around you, and whether your leadership vision springs from genuine human experiences rather than corporate slogans.
This is your moment to connect the dots between your past, your present mindset, and the leader you aspire to be.
1. Start With Human Moments, Not Titles
Most people think leadership essays should begin with big job titles or impressive initiatives. But Harvard’s question is about who you are. The raw material for that story lives in small human moments.
As James MacGregor Burns writes in Leadership (1978), leadership begins not in positions of power but in human need and moral purpose.
Great leaders emerge from struggle, empathy, and deeply personal stakes.
So begin your essay by revisiting pivotal moments that shaped how you see yourself and the world. This might be:
• An early hardship that taught you resilience
• A time you felt unseen or powerless and decided how you’d treat others differently
• An experience that revealed your core values
• The power of leadership writing lies in vulnerability. Show the soil from which your character grew.
Eric's reflection from childhood
Eric might open his essay with a memory of standing in the grocery store aisles as a child in São Paulo, watching his parents greet customers by name.
To Eric, that store was more than business. It was belonging, trust, and community.
Later, seeing his parents lose their business and start over in the U.S. taught him humility and empathy for those who struggle silently. Those early human moments shaped Eric’s belief that leadership is first about understanding and honoring the people you serve, not wielding authority.
2. Explore How Adversity Shaped Your Leadership Style
Harvard wants to see that your leadership is forged in fire, not just given by the title.
Leadership often emerges from overcoming something: fear, loss, failure, and cultural gaps.
Research by psychologist Brené Brown (Dare to Lead, 2018) shows that leaders who own their vulnerability become far more courageous and connected to others.
Harvard looks for precisely this authenticity.
Ask yourself:
• When were you tested?
• How did you respond emotionally and practically?
• What did those moments teach you about leading with humility, patience, or conviction?
• Your essay should reveal how adversity didn’t just toughen you. It taught you how to care for others.
Eric's first experience in the US - Boston
Eric might write about arriving in Boston at age 11, unable to speak English, suddenly invisible in the classroom.
Instead of withdrawing, he learned to observe carefully, listen deeply, and notice who else felt left out. Those years built a quiet empathy and an instinct for including others. Later, when leading teams at JPMorgan or Providence, Eric might recall how he sought out junior analysts who seemed hesitant to speak, encouraging them to share.
Adversity didn’t just make him resilient; it shaped him into the kind of leader who notices the quiet voices.
3. Reveal How You Invest in Others, Through Action, Not Platitudes
This question explicitly asks: “How do you invest in others.” Harvard isn’t satisfied with declarations like “I value people.” They want specific actions that prove it.
John Maxwell, in The 5 Levels of Leadership (2011), notes that genuine leaders earn influence by helping others grow through coaching, mentoring, or simply creating safety for people to be themselves.
Good essays show:
• Times you advocated for someone overlooked
• How you’ve coached, mentored, or protected colleagues
• Moments when you sacrificed personal gain for the collective good
• Specific ways you’ve created inclusion or opportunity for others
Harvard wants to see evidence that you lift people up because leaders at HBS are expected to do the same in the classroom and beyond.
Eric's mentorship experience
Eric could share how, during his time at Providence Equity Partners, he noticed that junior associates from underrepresented backgrounds often felt intimidated in partner meetings.
Drawing from his own feelings of alienation, Eric began organizing informal sessions to help them prepare for presentations, role-play Q&A, and boost their confidence. His colleagues thrived, not because Eric was assigned to mentor them, but because he cared.
Harvard would see in this example a man committed to multiplying others’ success, not just his own.
4. Define the Kind of Leader You Aspire to Be, and Why
Many applicants stop short of articulating a vision for their future leadership. Harvard wants to know: What kind of leader are you becoming, and what values will guide you?
Leadership is not a generic label; it’s a choice about how you want to show up in the world. Harvard is testing whether you’ve reflected deeply on your own evolving identity as a leader.
Simon Sinek’s “Start with Why,” teaches that people follow leaders not because of what they do but because of why they do it. Harvard’s question is a perfect stage to explain your personal “why.”
Think about:
• What is your leadership “north star”?
• How will you combine competence with character?
• What gaps are you still working to fill as a leader?
• How does your past give you unique insights into leading differently?
Don’t be afraid to name tensions or unanswered questions. Harvard loves leaders in progress.
Eric's motivation to bridge social good with career goals
Eric might explain that he wants to be a leader who bridges high finance and grassroots communities. His goal is to build businesses that are financially sound yet deeply connected to ordinary people’s realities.
Growing up in his parents’ store taught him that trust and human connection are the foundation of any enterprise. He knows he still has much to learn about building diverse teams and leading in ambiguous environments. His vision is to be a leader who scales businesses without losing sight of the human stories behind every number. That’s a vivid leadership identity Harvard can believe in.
5. Make Leadership Personal, Not Just Professional
Many applicants fall into the trap of describing only workplace leadership. Yet Harvard explicitly mentions “who you are,” not just what you do. They want to know how your leadership principles appear in all parts of your life.
Nancy Koehn, HBS historian and author of Forged in Crisis, shows that great leaders are formed not just by career but by how they live every day in families, communities, and crises. Harvard wants leaders whose values are consistent across professional and personal domains.
Ask yourself:
• When have you been a leader in family, community, or friendships?
• How do you live your values outside work?
• Do you show courage and empathy when it’s least expected, not just when rewarded?
The best essays let the reader see the human being behind the professional bio.
Eric's Personal Leadership experience
Eric could describe how, as a teenager living alone in Boston, he juggled high school, part-time jobs, and learning English. Yet he still found time to volunteer as a peer tutor for new immigrant students. He might share how, as the only person in his family fluent in English, he managed his parents’ banking, insurance, and immigration paperwork. These stories reveal a quiet, personal leadership that goes far beyond titles. Harvard would see a young man whose instinct has always been to step up for others, even when no one was watching.
Essay 3: Growth-Oriented Essay
Curiosity can be seen in many ways. Please share an example of how you have demonstrated curiosity and how that has influenced your growth. (up to 250 words)
How to Approach Harvard’s Growth-Oriented Essay
Curiosity, at first glance, seems like such a simple word.
We imagine it as a fleeting question, a raised eyebrow, a restless mind. But Harvard is not merely asking whether you like learning new things. They’re probing something deeper:
• How do you react when you don’t know something?
• Do you seek answers only for yourself or to improve the world around you?
• Has your curiosity actually changed you?
This question is a quiet test of intellectual humility and personal reinvention. Harvard wants to know whether you’re the kind of person who looks at the unknown not as a threat but as an invitation.
Curiosity, according to the psychologist Todd Kashdan in Curious? Discover the Missing Ingredient to a Fulfilling Life is a “hunger for knowledge, for new experiences, for pushing boundaries.”
Research shows that curiosity is linked to greater adaptability, resilience, and innovation. In business, it’s what fuels transformation because leaders who stay curious keep evolving.
So, how do you write an essay that shows Harvard you’re not just “interested” but genuinely growth-oriented?
1. Start Where Curiosity Ignited, Not Just What You Learned
An effective Harvard essay on curiosity doesn’t start by listing the knowledge you acquired. It begins with the spark that lit the fire. Harvard wants to see what problem, question, or personal tension drew you in.
Curiosity rarely arrives in polite packaging. Often, it’s born of discomfort, confusion, or even fear. The best essays take us to that moment when something felt incomplete in your understanding of the world, and you couldn’t let it go.
Consider what the philosopher Ian Leslie writes in Curious: The Desire to Know and Why Your Future Depends On It: true curiosity is “an untidy, impulsive, unruly drive.”
Harvard wants that messiness. They want to see the crack in the wall that made you start digging.
Eric's reflection first year in College
Eric could reflect on his first year in college. Sitting in economics classes, he felt like a fraud. His classmates tossed around jargon he’d never heard growing up in a grocery store in São Paulo. Rather than accept his confusion, curiosity gnawed at him. He wanted to know why markets worked the way they did, how businesses grew, and why some families like his lost everything while others built empires. That restless questioning became the origin of his journey into finance.
2. Show How Curiosity Became Action
Curiosity, on its own, is just a private thought. Harvard wants to see how you acted on your questions. Did you investigate? Build something? Seek mentors? Take a risk?
Curiosity becomes meaningful only when it leads to motion. Harvard looks for applicants who translate inner questions into external action because business leaders must do exactly that.
Research from Harvard Business Review highlights that curiosity fuels innovation only when people move beyond pondering into experimenting. Leaders who follow their questions are the ones who disrupt industries, solve hard problems, or help communities grow.
Your essay should show Harvard the bridge between your question and your initiative.
Eric's vulnerability in pursuing a career in Finance
Once Eric realized how underprepared he felt in economics, he didn’t just bury his insecurity. He sought professors’ office hours. He stayed up late decoding textbooks. But beyond that, curiosity led him to action: he applied for a banking internship in his sophomore year, determined to test in the real world the theories he was learning. That decision didn’t merely fill a knowledge gap; it became a turning point, transforming him from an anxious newcomer into a student who believed he could belong in finance.
3. Reveal the Emotional Journey of Growth
Harvard’s question is not only about intellectual curiosity, but it’s also about personal transformation.
So many applicants make the mistake of writing essays that simply say: “I didn’t know X. So I learned X. The end.” But Harvard wants more than a knowledge checklist. They want to understand:
• How did following your curiosity change your self-perception?
• Did it make you braver, more humble, or more empathetic?
• What tensions did you wrestle with during the process?
In Range, David Epstein explains that curiosity often takes us outside our comfort zones, forcing us to question assumptions.
That’s where growth lives, in the places where we feel unsteady, then rebuild ourselves. Harvard wants to see that inner journey.
Eric's fear entering Finance as a Career
Eric might describe how entering finance as an immigrant kid who grew up behind a grocery counter was terrifying. His curiosity about markets collided with moments of shame; imposter syndrome whispered that he’d never belong.
Yet he pressed forward. Over time, he began not just mastering spreadsheets but realizing that his outsider’s lens was an asset. His curiosity grew into confidence. He learned that leadership isn’t knowing everything but daring to ask the right questions.
4. Tie Curiosity to Future Impact
Above all, Harvard wants curiosity that leads somewhere bigger than your own growth.
In business and life, curiosity matters because it generates new solutions for people, companies, and society.
Harvard trains leaders who ask questions not just to satisfy themselves but to make a difference.
Adam Grant writes in Think Again that intellectual humility and curiosity fuel progress because they keep us questioning how to improve the world.
Harvard’s mission is “to educate leaders who make a difference.” Your essay should show how your curiosity connects to your future impact.
Ask yourself:
• What new paths did your curiosity open up?
• How did it shape the kind of leader you want to be?
• How will you keep being curious at Harvard and beyond?
Eric's curiosity and learning journey
Eric might explain that his curiosity about business models eventually evolved into a mission: using financial acumen to create businesses that serve communities like his own in Brazil. His questions shifted from “How do markets work?” to “How can businesses make life better for everyday people?” That journey of curiosity is why he now wants to explore social commerce and financial inclusion ventures during his MBA and why he hopes to build companies that lift communities economically.
5. Let Your Curiosity Feel Unfinished
Finally, Harvard knows that true curiosity is never “done.” Don’t end your essay as if you’ve arrived at perfect wisdom. Instead, let your closing show that your mind remains open and restless.
Great essays leave Harvard sensing that this person will show up on campus ready to question, learn, and grow, not simply recite what they already know.
Eric's Curiosity about the Future
Rather than concluding with “Now I know everything about finance,” Eric could close by sharing new questions he’s eager to explore. How can technology empower small retailers in emerging markets? How do you balance profit with social good? His curiosity remains alive, and Harvard will see in him a student who will keep challenging himself and his classmates to think bigger.
References
- F1GMAT's Harvard MBA Essay Guide
- Important Career Influences: What Shapes Your Career Choices?, Sunway University
- Forged in Crisis: The Power of Courageous Leadership in Turbulent Times, Nancy F. Koehn, HBS Review
- Start with Why, Simon Sinek
- The 5 Levels of Leadership, Maxwell Leadership
- Dare To Lead, Brene Brown
- Curious?, Todd Kashdan, GoodReads
- Range, David Epstein
- Think Again, Adam Grant
