As Benjamin Franklin once said, nothing is certain in life but death and taxes.

For some, the quote is a depressing reality check. For Bentley’s Master of Science in Taxation (MST) candidate Christina Bush’17, however, it’s an opportunity.

Narrowing Focus, Broadening Horizons

Bush graduated cum laude from the University of Massachusetts-Boston in 2014, but found her bachelor’s degree in management and accounting to be too broad.

“I chose to go for a master’s degree because I felt I needed something more specialized,” she says. “Taxation appealed to me because it’s multifaceted: Every company and every individual is affected by taxes. So I could essentially work anywhere, and still have the independence to branch out. I don't necessarily have to be someone’s employee — I could be my own boss.”

Technology and Tradition

Bentley appealed to Bush for a variety of reasons: the school’s international reputation and century-long history of training top accountants, as well as its embrace of technology and engaged faculty.

“The ACELAB (Bentley’s Howard A. Winer Accounting Center for Electronic Learning and Business Measurement) and the rest of the technology on campus is akin to what’s used in the accounting industry,” she explains. “And the faculty and staff members that I’ve dealt with have all been so hospitable. They’ve shown genuine interest in helping me attain my professional goals.”

She also took part in the 2015 National Black MBA Case Competition with three of her Bentley classmates. The team traveled to Orlando, Fla., to give representatives from Chrysler fresh perspective on how the company could make its Jeep line more attractive to multicultural consumer markets. The experience gave her insight into how leading companies deal with real-world problems, and allowed her to connect with other business leaders attending the competition.

“My team developed an innovative strategy for the case and presented it to a panel of judges who are experienced business executives,” Bush explains. “The competition took place as part of a huge conference where students were given the chance to interview with companies at a pretty high level of interest.”

The Skillset to Succeed

Bush says Bentley’s combination of classwork and practical learning has given her a well-rounded skillset with which to approach her career after graduation. She studied abroad in Bermuda this past spring, examining the country’s role in the global financial services market. And her favorite class, TX 791 (Practicum in Low-Income Taxpayer Clinic), has given her further valuable insight into the field.

“It’s given me hands-on experience in resolving tax controversies, speaking with government agencies, the importance of documenting my work, and projecting myself during meetings,” says Bush.

The course also provides an opportunity for clinical fieldwork under the supervision of a faculty member. Bush has taken the experience a step further by working as a student assistant in Bentley’s Low Income Taxpayer Clinic, where students offer free tax return preparation for area residents through the IRS-sponsored Volunteer Income Tax Assistance (VITA) program and Bentley’s Service Learning Center. 

“I handle tax controversy cases for low-income clients who for various reasons have outstanding state and or federal tax issues,” says Bush. “It is my responsibility to audit the client’s file, reach out to the aforementioned agencies, and then present to the client the best course of action to resolving their tax matter so they may go on with their life and not be burdened by unresolved tax matters.

It’s rewarding work, Bush says: “What I really love is hearing the relief and joy in the client’s voice when I inform them that I was able to resolve their tax controversies.”

Bush was awarded a scholarship from the New England Chapter Tax Executives Institute, Inc. (TEI) this past May, and serves as student affairs director for the Boston chapter of the National Association of Black Accountants (NABA). In this role, she acts as the liaison between NABA student chapters at Bentley and the University of Rhode Island, individual student members from other local universities who don’t have an established NABA chapter on their campus, and the professional chapter.

She starts work in the Boston office of Ernst & Young this summer, and will continue working toward her MST for another year. In the meantime, she’s soaking in all the Bentley graduate school experience has to offer.

“I’m still exploring and taking in as much information as I can so when I do start my career in a few months I go in with a wealth of knowledge.” 

If you’re thinking about going back to school for an advanced degree, did you know that there are plenty of opportunities for master’s of science and MBA scholarships?

Many people assume that once they graduate from college the scholarship opportunities dry up. But there are actually a myriad of available scholarships for MBAs and master’s degrees— for both domestic and international students. And they’re not as difficult to find and get as you might think. The key to finding them is knowing when — and where — to look.

“The best time to start looking at scholarships is as soon as you start thinking about your MBA or master’s degree,” says Gordon Berridge, associate director of graduate admissions at Bentley University. So don’t wait.

To help, we’ve rounded up some of the best resources to check out if you’re looking to help finance your graduate degree with scholarships. Here they are:

Your School

The best place to start looking for scholarships is at the college or university you’re attending (or want to attend).

Most schools offer forms of merit-based aid— money that is awarded based on the personal characteristics and achievements of the student — that do not need to be paid back.

Here are some of the merit-based opportunities offered at Bentley (that are generally offered at other schools, as well).

• Graduate Assistantships
  Graduate assistants work alongside faculty and administrators to help them in a variety of research, educational, and administrative activities. Instead of receiving wages, whatever the student earns is applied to their tuition, decreasing their tuition partially or fully. These positions are generally only offered to full-time graduate students with limited work experience and are awarded for merit. At Bentley, selection is based on prior academic achievements.

• Graduate Scholarships
  Most schools, including Bentley, offer a number of merit MBA scholarships that don’t involve a work component. Graduate scholarship selection is based on previous educational achievements, what the student’s participation in a graduate program will likely contribute to the incoming class, competitive GMAT or GRE scores, and (when applicable) the TOEFL score.

• Dean's Leadership Award Program
  The Dean's Leadership Award Program is specific to Bentley, but other schools may offer something similar. This program seeks to recognize qualified students who are active members of corporate and diversity organizations. It is a unique scholarship fund, awarding three scholarships each year to prospective students who are active members of the participating organizations. These scholarships are awarded to academically excellent students with strong leadership qualities who have demonstrated a commitment to social responsibility.
  
  There are two full-tuition scholarships that are reserved for qualified candidates who have been accepted into the full-time Emerging Leaders MBA and Bentley MBA programs (one award for each program). The third award is a half-tuition scholarship, reserved for qualified part-time students accepted into the fall semester of any evening master's program.

Admissions counselors are also a great resource for MBA scholarship ideas. Berridge suggests contacting the admissions office at your school to find out if they have any suggestions for where to look for scholarships and funding options. They’re the experts!

Your Government

Many governments offer support for students to go abroad, says Berridge. Do research to see what opportunities are available. And not just from the federal government — look for state and local offerings as well. 

Two programs that he often points graduate students towards are Fulbright (for American and international students) and Education USA (for international students). They offer merit-based grants for international education. They can be very competitive, but are a great way to help fund your degree.

Your Employer

If you’re working while getting a graduate degree, many companies offer some sort of financial aid or reimbursement. Employers are usually willing to do whatever it takes to make sure they don’t lose great employees, so they’ll offer up aid to students who say they will complete their degree while working, and/or remain with the company for a certain period after they graduate.

Talk with your employer to find out if this aid would be available to you. If you’re job hunting, look for companies that offer this benefit.

Organizations

What clubs, associations, organizations or groups do you belong to? Many (like the Lions Club and Rotary Club) offer scholarships for members. It might be worth joining an organization if the member benefits include scholarships.

Check the groups that your family members belong to as well — you could be eligible.

Don’t discount the fact that these scholarships are often smaller. “Most students focus on getting the biggest scholarships possible,” says Berridge. “But they’re often the most competitive and hardest to get. By doing a little bit of research, you can apply to a lot of good scholarships. They may only be for $1000, but they add up quickly.”

Industry

Go niche as well. If you're interested in taxation, research what types of scholarships are available for people looking to pursue a taxation degree, suggests Berridge. A smaller applicant pool means a better chance of you getting the scholarship. For example, the National Association of Black Accountants offers graduate school scholarships for members.

Outside the Box

While tuition, housing and books are the highest costs for grad students (and generally the first things people think about when looking for scholarships), there are other unique MBA scholarship opportunities to help offset additional costs.

For example, Beat the GMAT, a popular MBA social network, doles out eight scholarship packages per year that include a $250 voucher for GMAT registration fees, a full GMAT test-prep course and admissions consulting services.

Additional MBA Scholarship Resources

There are thousands of organizations that offer scholarships for graduate students. Here are a few online resources that can help you find these organizations and scholarship opportunities:

• FastWeb
  FastWeb is an online resource that helps you find scholarships, and matches you with those that align with the criteria in your profile.
  
  Enter things like your strengths, interests and skills, and FastWeb will direct you to the most relevant opportunities. You can also use it to get information about financial aid, jobs, internships, student life, and more.
  
  Some of their featured scholarships include the Dr. Pepper Tuition Giveaway and the Niche “No Essay” scholarship. FastWeb also offers career planning advice, interview etiquette and resume building tips.

• FinAid
  FinAid is a comprehensive online source for student financial aid information, advice and tools. You can search through thousands of scholarships and find those you’re eligible for, connected primarily through FastWeb’s scholarship search (although they do provide others).
  
  They also offer tips and tricks about how to win these awards. FinAid provides tons of helpful information about scholarship fundamentals, including how to be wary of potential scams and the specifics of outside scholarship policies. Bookmark this site as a reference for any college financial questions you may have.

• Peterson’s
  Peterson’s is an online resource that lets you search for graduate programs, schools, scholarships and more. They can help you find fellowships and assistantships, work opportunities, and special graduate financial aid for international students.
  
  Some of their featured graduate scholarships include a $40,000 Elizabeth Tucker Foundation scholarship and the NCAA Postgraduate Scholarship. Peterson’s gives you an inside look into all things in higher education, and has been providing this information for over 50 years.

• Scholarships For Development
  Scholarships for Development is an updated list of international graduate level and MBA scholarships specifically for people from developing countries, people who would like to pursue development-related fields, and people who seek global and national development through further education. Their aim is “to help you find opportunities for higher education and become agents of development in your own country and around the world.”
  
  You can refine your scholarship search by level of study, field of study, country of study, target group and deadline to find the most relevant opportunities.

• Scholarship Opportunity
  Scholarship Opportunity is an online resource that offers blogs, ebooks and podcasts with detailed information about how to find and win scholarships. They constantly scour the Internet for new scholarships and post them to their blog, as well as rate scholarship-finding sites (from a non-biased perspective) on their ability to find relevant opportunities.
  
  Check out their ebook: A Guide to the Best & Worst Scholarship Search Sites & Apps.

“People don't realize there's a lot of money out there, as long as you do your due diligence and a little bit of research,” says Berridge.

Keep these MBA scholarship resources in mind as you think about how you’ll finance your graduate degree. 

As my heroes before me, I set out to become an innovator and disruptor — and sometimes I failed. The learning curve on my goals was more challenging and difficult than I ever expected. But today, I'm sharing with you the lessons I learned in that struggle to succeed to help kick start the next generation of heroes in their quest to build a better world.

Define Your Heroes to Define Your World

One of the things I love about working in cybersecurity is the opportunity for disruption. When I was young, I was asked the same question that I'm asking of you today:

“Who are your heroes, and why?”  

We don’t tend to talk and share much about our heroes today, but we all have them. And our idea of them, real or imagined, influences not just how we see the world but how we live in it.

Like probably many of you, my heroes were always the rebels, the challengers, the disruptors. In fiction, they were Hans Solo, Shaft, and Dirty Harry.  In the real world, they were Bill Gates, Steve Jobs, and Michael Jordan. They challenged the way the world worked, delivered amazing innovations and brought existing powers to their knees.

I wanted to be them. For me, technology was a way to escape my real world and enter a new one. One that I imagined.

Something better.

I fell in love with innovation and technology at early age. I remember vividly when my mother got one of her co-workers to teach me how to program. It opened up a whole new world for me. I saw it for what it was: beauty, power, and magic all in one. For those with imagination and determination, it created a world without constraints. And that was a world that I desperately wanted and needed.

"Best Practices" Are Not Always Your Best Self

For a long time, I was part of and led teams and businesses that made functional products but not great ones — definitely not innovative ones. We were aggressive, we were smart and we understood "best practices" in depth.

But we — the organization, the business — were not innovative.  I always thought that innovation was about fighting entrenched competitors, or pushing the boundaries of the technology itself. But what I discovered was that learning to innovate was really a struggle to iterate myself.  

My career started much slower than I expected. I finished school with good grades and was energized to take on the world. I poured my heart and soul into my work. The resulting deliverables met the goals, but they left both my clients and me uninspired.

To add insult to injury, I wasn't relating well to my team or to my clients. I'll never forget the time I was asked “to sit this one out because the client didn’t like your style.” Oh, the horror of mediocrity! My heroes would not have been proud.

So I changed, I evolved.

I learned the "best practices" on building businesses and designing products. I learned how best to communicate in various settings, how to effectively present. I nearly memorized Dale Carnegie's book, How to Win Friends and Influence People. I mastered the art of functional learning.

And it worked, at least on paper.

My career started to accelerate. But deep down, I knew that I'd just moved up to a flashier car on that same mediocre, uninspired train. While I gained so much through self-teaching, I lost my sense of self. I lost my joy.  And when the joy was gone, so was the magic, the wonder that brought me to technology in the first place, learning to program from my mother's coworker all those years ago.

Recovering that joy required both a change in attitude and a change in approach. At first, I held the foolish notion that I was a finished product. I was just making changes to appease others, to get that promotion or to fix specific situations. And, rightly, the joy remained elusive.

What I learned is that there will always be times when your best is not enough. In those situations, you’ll have to decide whether you change and adapt, or whether you stagnate. Evolution and development are good, but the attitude you have toward that evolution is what matters most. Our attitude is what sets us apart, and determines what we get out of the process. Will every dime we spend trying to fix ourselves put a corresponding dollar in our resentment account?  You won’t maintain your joy that way.

Don't Just Be Innovative: Be Expansionary

The problem wasn't just my attitude about myself; it was also my attitude and approach to learning. 

I'd always enjoyed learning in the academic sense. I even enjoyed learning in the functional and work sense. But somehow I missed that true learning is about more than facts and science. It's also about people: their motivations, their behaviors, their beliefs and biases.  

It's not a skill you can just read about; it's experienced through engagement of not just the mind, but also the senses. It's expansionary.

Now, my colleagues and I think of ourselves as "expansionary" beings. We look for opportunities to grow and evolve, and in the process we hope and expect that we'll be better people in the future than we are today. I don't know if we'll be successful, but I can tell you it makes the ups and downs, the process of learning in this messy world, a whole lot more fun. 

I believe the best innovators are those who define expansionary: they expand not only their knowledge, but also their perspectives, their senses and their connections. They notice deeper truths about the world, imagine new ways of being, and then bring that vision to life.  

Disruption Is a Team Sport

That last part—bringing the vision to life—is not a solitary journey. It's about the power and impact of teams, organizations and society. I had to learn this the hard way, and it changed the way I thought about disruption. The way I thought about my heroes in the world.

For me, that was the struggle against an idea—an idea that I love: the idea of the disruptor, the rebel, the lone wolf, the hero. The story of the solitary man or woman facing down all odds that has always been seductive.

How could I reconcile this idea of a lone disruptor—a hero—versus the reality I saw, one in which it takes teams and organizations to make any type of significant impact? For me, it clicked when my thinking evolved from the idea of a lone hero to seeing a team of heroes.

So I set out to create just that, a team of amazing individuals with shared goals and shared vision.

In the fall of 2013, that formula was tested. It was one of those moments when everything seemed to go wrong all at once. My wife and I struggled to support our son, who was born prematurely with a birth injury, while at the same time taking care of our daughter and each other. My company was going through one of the toughest periods in its history. I needed a great team, but instead, what I had—what I had built—was a group of amazing people.

The Difference Between Great People + Great Teams

The best groups and teams both have amazing people at the core. But a great team has a shared purpose as well as a shared commitment to one another. Groups communicate, but great teams are deeply aware of each other without the need to verbalize. Great teams notice the nuance and subtext in each other as individuals. And noticing then allows them to not only support each other, but also build off each other's ideas and insights in the most powerful ways.

The most important, the most powerful of those weapons is that teams negotiate. Strangely, that's a weapon that we've been taught today is the greatest sign of weakness. The most powerful innovations are brought to life through a collection of diverse individuals with diverse backgrounds working on behalf of highly diverse customers.

Their power is not in the diversity itself, rather their power comes from channeling these differences into creating something greater. How often do you see something fragmented and inconsistent defeat something whole and purposeful? Negotiation and commonality are the weapons that allow great teams to harmonize and channel their power for maximum impact.  

In early 2014, I started employing these tools to create a true team. It was time-consuming and expensive. We honed our purpose by creating a clear mission. I went through the painful and incredibly messy process of getting people to truly listen and pay attention to one another. Instead of allowing people to make decisions in isolation, I forced them to make shared decisions.

And, along with the team, I had to teach myself how to negotiate with one others as partners. It was a painful process, but we came out the other side of it not just stronger but more resilient, more committed, and more effective.  

New Age…New Needs: A Call for Builders

Purpose, commitment, awareness and negotiation. These are the four building blocks of great teams and great organizations.

But they aren’t the tools of disruption—they are the tools of builders. So, I gave up the identity of disruptor and instead picked up the one of builder.  

Without any doubt, I can tell you that building something up is 100 times harder than disrupting it.

But the experiences gained at Bentley's McCallum School, with its focus on the intersection of business, technology and ethics, prepares you well to be the builders that our society so desperately needs.

People don't trust their government, their employers, or their churches.
Governments don't trust employers and employers don't trust governments.
Church membership is on the decline. (At least here.)
High-integrity journalism is dying.
And we are becoming more divided as a nation all the time.
So, who are your heroes?

These times demand a different type of hero than the ones I had so admired. Society requires heroes who are able to build, bind, and bring together the best in people.

Jobs and industries can be created.  
Trust can be earned.
And we can negotiate and engage one another to become stronger and more united.

You can be the new heroes we need to create a better world.

By Kristen Walsh

Writing a graduate school or MBA essay for your application can be a big stumbling block for candidates. But if you’re willing to invest some time, identify your goals, reflect on your experiences and follow a few simple directions (the same philosophy that will help you get ahead at work), you’ll be set to write an essay that will help get your foot in the door of your top schools.

“Essays are a major part of the application, and it's the little details that can make the difference between accepting and not accepting someone,” says Gordon Berridge, associate director of graduate admission at Bentley University. “Are they putting in the effort and the energy?” 

Most schools will want to know why you’ve chosen to apply to their program and what you’re hoping to accomplish with your degree. No matter the question, the essay is a “get to know you” for admission officers. It serves as a written first impression. Who are you, and what do they need to know about you? (Learn more about the graduate application process at Bentley).

Sounds easy, right? But many master’s degree and MBA essays don’t always hit the correct note, according to Berridge. There’s a right way to tell your story.

Berridge, who has read thousands of essays during his career in admissions, shares his advice on tackling writer’s block and creating a standout essay:

1. Give Yourself Time

Start thinking about your essay long before you actually have to write it. Most schools require a few different essays, so research the topics/questions ahead of time and start brainstorming.

Keep two running lists:

• One about you: Your passions and accomplishments (leader, team player, values).
• One about the specific school(s) you’re applying to: What are they best known for? What is the culture? What excites you about the school or program?

2. Answer the Question

You may not like the essay question, but you need to answer what’s asked.

“I've had some applicants say, ‘Thank you for this question, but I really feel like this topic is more important instead,’” shares Berridge. “The problem with that is, it’s not what we’re looking for.”  

3. Get Personal

Not knowing what to write is perfectly normal. Berridge says that many prospective students ask him what to write — it’s the most common question he gets.

Keep it simple. Admissions officers want to know who you are.

Use real-life examples of career, educational and personal accomplishments. Don’t worry about the size of the accomplishment; share something that will provide a glimpse into your character and values. How did you tackle a tough situation and what made you successful? Put it in your own words, using specific stories and examples. Follow the common suggestion: Show, don’t tell.

For some inspiration, check out the personal story of Neil Chelo ’93, MSF ’00, who helped bring down Bernie Madoff.

“The best essay is one where I can really get a sense of who you are,” says Berridge. “Talk about why you’re excited to come here — and get me excited too.”

 

4. Share Your Achievements

In some cultures it’s considered poor etiquette to boast about yourself. But in these essays, you have to. You can’t be humble.

Don’t overdo it so that you sound like you’re bragging. Talk about the amazing things you’ve done and learned, and tell the university why they should accept you.

5. Know What You Want to Achieve

Where do you want to be in a month? In five years? This could include a combination of career goals and personal objectives. Do you plan on being a working mother running a business from home? Do you aspire to do international work? Are you going for a senior executive position?

“The best essay is one where I can really get a sense of who you are,” says Berridge. “Talk about why you’re excited to come here — and get me excited too.”

This is a great time for self-reflection. Then share it in your MBA essay.

6. Make it a Two-Way Street

How will this school help you achieve your goals, and what will you contribute to the program? Think of it as a job application where you need to demonstrate how your skills will help a company achieve their goals.

Find out how Bentley helped Lindsay Starner MBA '13 attain her goals and become vice president and director of analytics for Hill-Holliday.

7. Add the Extras

Many universities, like Bentley, let you submit an additional optional essay around the idea of “tell us anything else you think we should know.” But, according to Berridge, only about 80 percent of applicants complete that essay. This is another opportunity to tell the admissions department something important about you. Why should they accept you? What do they really need to know? What will help you stand apart from the crowd?

Some of those stories are so memorable that they stick with the committee years later. For example, Berridge remembers a student who wrote about how her grandfather worked hard every day as a bricklayer to provide for his family. When she was selling Girl Scout cookies, he went with her every single step of the way — even after he had worked all night. He guided her and made sure that she had a good work ethic. She talked about how that ethic has always influenced her decisions. 

8. Follow the Required Word Count

If the word count is 500, don’t submit a 2,000-word MBA essay. Question if you really need that much room. It throws a negative light on your written communication skills and ability to follow directions.

On the flip side, if you can answer the question in four sentences, you may need to put a little bit more thought into it. If it’s too short, the admissions committee may not take you seriously.

9. Find Another Set of Eyes

Have somebody (preferably a few people) review your essay and provide honest feedback. Do they feel you answered the question? Do your personality and talents shine through?

10. Check Spelling and Grammar

“The biggest mistake I see people make is the little details,” says Berridge.

Things like making sure the spelling of the admissions officer’s name is correct. (If you’re not sure, he suggests addressing the essay to “Dear Admissions Committee or Dear Sir/Madam.”) Do a spell check and have someone proofread your essay.

11. Get the Name of the School Right

This may seem like a no-brainer, but if you’re applying to multiple schools, be sure to change the name of the college on each essay. If you can’t even take the time to do that, what does it say about your attention to detail? Berridge sees this happen occasionally and it’s a big red flag for the admissions office.

12. Use Simple Formatting

The font should be professional, as opposed to artsy: Times New Roman, Courier New, Helvetica, Arial. (Your portfolio is a platform that allows for more creative formatting, if necessary.)

13. Relax

Yes, the essay is a very important part of your application, but it’s not the only part. Your transcript, interview, recommendation, etc. all impact the committee’s decision. If you’re not a great writer or your English isn’t perfect, you can still get into a graduate or MBA program. 

While Berridge understands that talking about yourself can be unnerving, he says that writing a solid MBA essay circles back to investing time and effort.

“It's a lot of work, but so is grad school,” he says. “And if you're not willing to put that work into your application, what does that tell me about the type of work you're going to put in if you’re accepted? 

“Just tell me what makes you special, what makes you passionate about our program. When I can feel who you are, your essay will stand out.” 

Data Thought Leadership Network

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Health Thought Leadership Network

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Mission Statement

The mission of the Bentley Learning and Teaching Council (BLTC) is to sustain and strengthen Bentley’s historical commitment to the highest quality education for our students.  The BLTC supports the university’s mission
To educate creative, ethical, and socially responsible organizational leaders by creating and disseminating impactful knowledge within and across business and the arts and sciences.”

To educate creative, ethical, and socially responsible organizational leaders by creating and disseminating impactful knowledge within and across business and the arts and sciences.

The BLTC assists faculty in fulfilling their potential as “teacher-scholars,” thereby enhancing the learning experience of all Bentley students.  To achieve this, the BLTC:

• Engages the Bentley community in conversations about what constitutes effective teaching and enhances graduate and undergraduate learning.
• Encourages, supports and disseminates pedagogical research.
• Supports faculty at all stages of their career in enhancing their teaching.
• Develops programs designed to improve teaching and foster a productive learning environment.

Ordinary Members of the Council are as follows:

• Tim Anderson– Associate Professor, Sociology
• Andy Aylesworth– Associate Professor & Chair, Marketing
• Hans Eijmberts– Lecturer, Global Studies
• Donna Fletcher– Professor, Finance
• Gregory Hall– Associate Professor, Natural & Applied Sciences
• Alan Hoffman– Professor, Management
• Doris Kelly– Lecturer, Accountancy
• Lucy Kimball– Professor, Mathematical Sciences (Wilder Professor and Council Chair)

Ex-officio members of the Council are:

• Donna Blancero – Associate Professor, Management, Associate Dean, Business
• Cathy Carlson – Associate Dean, Academic Services
• Dorothy Feldmann– Associate Professor, Accountancy, Associate Dean, Business
• Juliet Gainsborough– Associate Professor, Global Studies, Associate Dean, Arts & Sciences
• Aaron Jackson– Professor, Economics, Director, Honors Program
• Natalie Schlegel – Director, Cronin Office of International Education
• Laurie Sutch – Director, Library & Academic Technology
• Jonathan White– Associate Professor, Sociology, Director, Bentley Service Learning Center

By Kristen Walsh

One of the most crucial elements of your graduate school or MBA application is the recommendation letter. You can’t control what people say about you. But there are ways to make sure an MBA recommendation letter will support your acceptance into a top program.

“Schools typically require at least two recommendations and it’s an important part of the application process,” says Gordon Berridge, associate director of graduate admission at Bentley University. “The most significant piece of advice is to choose the right recommender, because in addition to check-the-box questions about you, we ask open-ended questions that dive deeper into your personality and values.”

While some places require an MBA recommendation letter, many (like Bentley) make it easy by having recommenders fill out a form.

No matter the format, these suggestions from Berridge can help you get a solid endorsement:

1. Do Get the Right Kind of Recommender

The biggest problem people often have is deciding whom they should ask for letters of recommendation. The kind of MBA program you’re applying to will help determine if your recommendations should be educational, professional or a mix.

For programs for people with relatively little or no work experience, such as Bentley’s Emerging Leaders MBA, it could make sense to use a professor or academic source; but be sure to combine that with a professional recommendation whenever possible.

For programs targeted at seasoned professionals, the rule of thumb is to use professional contacts.

The essay is another important part of your application. Get tips on how to write an MBA essay.

2. Don’t Choose Title Over Quality 

One of the biggest mistakes is choosing someone with the fanciest title.

“People go for the CEO or vice president,” Berridge says. “But unless you're working directly for that person, you’ll get vague feedback from someone who can’t honestly speak about your abilities and work ethic.”

Instead, choose a colleague or client who will give you the strongest recommendation: someone who has worked on projects with you and

3. Do Stack the Deck

When you’re looking for someone to write a letter of recommendation, think about people with whom you’ve had positive interactions. Someone you work closely with on a day-to-day basis or on a specific project. You want recommendation letters that feel genuine.

Think about personal traits you want to highlight for the admissions committee. Who could best speak to that trait?

And if you notice any hesitation when you ask for a recommendation, Berridge says: “Move on. You don't want to take the risk of a bad or lackluster review.”

4. Don't Choose a Family Member

This one doesn’t need much explanation—but people still ask about having letters from relatives. “This recommendation is nearly irrelevant because I'm already assuming that your mom and dad are going to say you’ll be a good student,” Berridge says.

5. Don’t Choose a Subordinate

If you’re a manager, don’t choose someone who is working for you because they may feel pressured to give you a great recommendation, and it doesn’t come through as genuine.

Instead, choose someone at your level or your direct manager. Berridge says that those are often the best letters he reads.

6. Do Read the Questions Ahead of Time

If available, look at the MBA recommendation letter prompt or the questions on the recommendation form. This will help you identify the people who can best speak to those specific areas.

Bentley asks about traits such as intellectual, analytical and quantitative abilities, ethical sensitivity, motivation, self-confidence, strengths and weaknesses, and potential for success in the MBA program.

7. Do Ask Early

Scrambling for folks at the last minute can mean hold ups for your application—or rushed endorsements. Berridge suggests you start asking for recommendations as soon as you begin thinking about an MBA program.

It will give you time to find the right people and help you avoid stress. The people will also have more time to think about what they want to say and write notes.

8. Do Tell Recommenders What to Expect

When you ask someone to write you a recommendation, tell them what it involves — different people may have different preconceptions about the process. What will they actually have to write, what questions will they be asked, what format should it take, how long should it be, when do you need it by, etc. These answers may impact their decision.

Once someone has agreed to write you a letter, send them all of this information again and let them know to reach out to you with any questions. Follow up before the recommendation due date to make sure they remember.   

9. Do Tell Recommenders About Emails

Rather than submitting letters, many MBA applications will ask you for contact information for your recommenders. Then the application system will email them a form to fill out.

Make sure that you let recommenders know that you’ve given their name and when they should expect the form. If they know it’s coming, it’s less likely to get lost in their inbox.

10. Do Provide the Correct Contact Information

People change jobs and phone numbers. Always double check to make sure information such as email address, phone number and job title is correct.

11. Do Say Thanks

Your recommenders are doing you a big favor. Make sure to say thank you—sincerely and often. When the letters are submitted, wrote them a thank you note or email, telling them how much you appreciate their efforts. A small gift is a nice idea too.  

Just keep in mind: “A really good recommendation could be the one thing that helps you stand out from other applicants with similar experiences,” says Berridge. “Knowing how others perceive your value can add that additional dimension to your application.”

Interested in getting your MBA? Read this article to learn more about the Bentley MBA and what’s involved. 

Written by Meg Murphy

When a deadly virus strikes, an earthquake erupts, biological agents are released, governments swing into action. Officials develop solutions to the crisis because, as all can see, the need is evident. A better game plan: anticipate risks, even those not easily identifiable, and prepare beforehand.

This is the policy challenge posed by Rob DeLeo, Assistant Professor of Global Public Policy in the Department of Global Studies at Bentley University, in his new book, Anticipatory Policymaking: When Government Acts to Prevent Problems and Why It is So Difficult.

“We ask our public officials to help stave off threats but legislative policymakers leave them without the funding and means to prepare in advance of a crisis,” DeLeo said.

Policymakers often wait for a “focusing event”—a problem that blows up—to motivate an action plan. This remarkably untenable situation led DeLeo to the idea of “anticipatory policymaking.”

In order to anticipate rather than react, policymakers have to think differently, he said. The patterns of behavior within institutions—both political and administrative—must change. The first step involves getting policymakers to pay attention to issues they tend to avoid, which is not easy, said DeLeo.

Across most domains—public health, emerging technologies, disaster policy—spending on relief far outpaces spending on preparedness. Governments are reluctant to dedicate scarce resources to problems that may or may not exist. In the absence of a tangible threat, the issue is set aside, as with climate change or earthquake and hurricane preparedness.

The resistance is not just political and institutional. “There are cognitive barriers to thinking about the future and acting on the future,” he said. “In fairness to policymakers, there are a lot of pressing issues that we face in the present. We tend to think about the here and now.”

As a scholar, DeLeo has considered three main mechanisms that do indeed draw the attention of policymakers. One is a focusing event, which is, unfortunately, reactive; another is feedback, which is limited, in that it occurs only when existing policy is evaluated; but the third—the use of indicators—holds promise.

Indicators are simply the measures or metrics of a problem, such as annual smoking rates, economic fluctuations, and so on. When it comes to diseases, for example, indicators are relatively unambiguous: the number of cases, the number of deaths.

And, as DeLeo describes, indicators can be used to develop more complex types of awareness. Quantitative information allows experts to forecast emerging trends in disease, to look at patterns, and to make predictions as to how a disease is going to evolve and what must be done to prepare for it. If interpreted correctly, indicators can imply future trends.

“For example, indicators are critical to avian influenza—or bird flu—preparedness because without those measures of cases and deaths, you are operating blindly, more or less,” said DeLeo. “Avian influenza is but one of a number of emerging diseases. Zika and other viruses, such as SARS, are also deadly diseases with indicators that serve as warning signs.”

Indicators can move governments to recognize and acknowledge an issue—to pay attention—but only if they are defined as being emblematic of an emerging crisis. This is no small task, and DeLeo notes the political world is rife with competing narratives that seek to promote or block an issue’s ascent onto the crowded government agenda.

DeLeo also examined the difficulties involved in policy implementation, particularly the common political desire to see obvious results for resources spent. “When it comes to planning for an emerging disease, producing a clear cause and effect dynamic isn’t really possible,” said DeLeo. “Consider avian influenza. If you were to wonder how successful our pandemic planning was, you couldn't test that within the context of an outbreak because we didn't have one.”

In his book, DeLeo offers policy research and theory to counter that challenge, as he does many more, because, as he puts it: preparedness needs to happen everywhere.

“Preparedness is of course something that government institutions need to do but it's also something that needs to occur from the bottom up as well. It needs to happen on the national and state level—and the household level as well,” he said.

“When people begin to think about how to respond to these disasters, they are in a better position to weather the storms.”


Dr. Rob DeLeo is a member of Bentley’s new Health Thought Leadership Network. Learn more about Bentley’s Health Thought Leadership Network.

Written by Meg Murphy

Recently, Jill Brown, a management professor at Bentley University, went to the doctor. Over the course of her examination, she was directed to get a routine but specialized test at a nearby hospital. Here is the thing: she knew better.

The healthcare industry is changing and you will benefit from learning about the business decisions at play, according to Brown, whose research examines the sweeping changes occurring in the sector.

In this instance, Brown was in possession of a few key pieces of knowledge. Her doctor is part-owner at the suggested hospital; the cost of the test, if done at that location, would not be covered by her insurance; and consequently the referral, while advantageous for the doctor, was not in her best interest. Brown said as much and he scheduled the procedure elsewhere.

“Consumers need to be more informed than ever. You should question where you are told to go for medical services — and why,” said Brown, whose research and teaching addresses strategic management, corporate governance, and ethics.

“This is just the beginning. We are going to see major structural changes to the healthcare system over the next few decades. Some of those changes will be good and some will not. People need to keep tabs on what is happening,” she said.

In a nutshell: healthcare providers, as we do, face ever higher levels of uncompensated care. In an effort to remain competitive, a steady procession of non-profit hospitals, which tend to support high-quality medical experts and invest in new technologies, have begun making big changes. Namely, they are merging and often vertically integrating with for-profit hospitals and vice versa: the number of such mergers or acquisitions has more than doubled from 2009 to 2014

The entities that result are a different kind of beast. There are obvious benefits for the integrated hospital: the non-profit acquires greater financial stability and new market opportunities; the for-profit gains name recognition and enhanced credibility for its physicians and specialty groups.

However, this is not a perfect or an easy union. Brown and fellow researchers observed and interviewed physicians and staff at a nonprofit hospital for 15 months as it integrated for-profit elements, such as shared ownership of facilities with physicians. They studied things like changes in the governance structure and organizational dynamics. In short, they considered how well the moving pieces in this new puzzle fit together.

They found that when integrated hospitals adopt a strategic business tactic — co-opetition or, simply put, cooperative competition — the results are problematic. While co-opetition is quite common in private industry, such as high tech, car manufacturing, information services, it plays out in complex ways when dealing with a hybrid nonprofit/for-profit entity.

Key among the issues: physicians, of course, are tasked with referring patients for various health services, which means sending business either one way or the other. As you may guess, the rewards for referrals increase. Meanwhile, they are also trying to deal with lower levels of Medicare and Medicaid reimbursements as they struggle to cover their own costs. Doctors, as well as we, are now operating in an environment that rewards unnecessary treatments.

“People have more treatment options within this new structure and access to sophisticated equipment and specialists. We benefit in many ways. You just have to know what to look out for,” Brown said. “The climate is not unethical but it is complicated — and consumers must learn to advocate for themselves.”

Brown has written for Business Ethics Quarterly, Organization Science, The Journal of Business Ethics, and Strategic Organization, among others. She is serving as co-author of a leading textbook in the CSR field, Business and Society: Ethics, Sustainability, and Stakeholder Management, co-authored with Archie Carroll for its 10^th edition to be published in January 2017.

Dr. Jill Brown is a member of Bentley’s new Health Thought Leadership Network. Learn more about Bentley’s Health Thought Leadership Network.

By Kristen Walsh

The MBA résumé — required of most graduate schools’ MBA application process — is one of the first impressions you make to admission officers. And given the volume of résumés hitting their desks, it’s critical to make yours stand out.

“You can use your professional résumé as the basis for the MBA résumé, but you should tailor it toward an MBA application — much like you might tailor your résumé to different job positions,” says Gordon Berridge, associate director of graduate admission at Bentley.

Most graduate schools, including Bentley’s MBA programs, accept both the American résumé and the international style of the curriculum vitae (CV); the right choice depends on the region you live and your professional background.

Whichever one you choose, Berridge suggests following these guidelines:

1. Use Basic Formatting

If you’re artistic, great. But when it comes to your résumé and CV, keep formatting simple and traditional. Save creativity for your portfolio (depending on the program you're applying for).

Berridge recalls one MBA résumé that had numerous odd boxes with bullet points. “It was confusing, and challenging to stay focused on the content.”

Recruiters spend only six seconds reviewing a résumé. Admissions counselors will give your résumé more attention, but you need to make it easy for them. Create a document that is legible, with easy-to-follow formatting. Use space wisely. (White space is good and helps readability.)

2. Follow the Correct Length and Language

Berridge has received résumés and CVs in foreign languages. When you’re applying to American MBA programs, keep all text in English — that includes the résumé, essays, recommendations, transcripts, and so on.

As for length, that varies depending on where you are in your career. If you’re a recent college graduate with limited work experience, stick to one page; Seasoned professionals can expand to two or more pages. Remember, usually the shorter, the better.

For international applicants, a CV can be multiple pages, as it includes a lot more information than a traditional American-style résumé.

3. Make a Brief Statement of Intent

Real estate is tight, but Berridge likes seeing a brief statement at the top of the MBA application résumé about why you’re applying for an MBA. What’s your goal? How will an MBA help your career thrive?

Need inspiration? Think about summing up topics you covered in your MBA essay.

4. Incorporate the MBA into Job Descriptions

Within the job descriptions, describe your accomplishments, and then specify how an MBA could have affected the results. Example: “I manage five people and here’s how an MBA could help . . .”

Also tie in how your accomplishments and experience could contribute to the MBA program. 

“In addition to professors, MBA candidates learn from other students around them — their experiences, backgrounds and cultures,” says Berridge. “What kind of value do you bring?”

5. Highlight Transferrable Skills

Be sure to include transferrable skills in your job descriptions: examples of how you’re effective with collaboration, leadership, entrepreneurship, problem solving and innovation, etc.

6. Be Honest

If you left a job to study, say so! Example: “For the last six months I've been focusing on studying for my GMAT, studying for my TOEFLs and applying to grad school.” Include this as one of your job descriptions to show counselors how seriously you are taking this process. 

7. Avoid Abbreviations and Industry Lingo

“As much as I try to stay on top of everything, our program accepts people from all different experiences and I can’t delineate the nuances of every industry,” says Berridge.

He received one résumé, for example, from an engineer who used abbreviations throughout the document. “It was hard for me to understand and measure accomplishments because I wasn’t familiar with the terminology.”

If there’s a term that shows up throughout your résumé and you want to leave it in, define it or give the full meaning the first time you use it. But do this sparingly.

8. Proofread

Be sure there are no grammatical and spelling errors. Enlist a colleague or friend to proofread, too. (This rule of thumb applies for all areas of your application.)

“Decide what looks good to you. What is pleasing to the eye and easy to read?” asks Berridge. “We accept MBA résumés from people with all different levels and types of experience. Make it easy for us to learn what you do and how it ties into our program.”

This résumé will also come in handy when you decide to apply for funding — learn where to find MBA scholarships.  

Student Engagement

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Health & Industry Concentration

Undergraduate academic concentration, http://www.bentley.edu/undergraduate/academics/liberal-studies-major/hea...

Health Studies Degree

Undergraduate Natural and Applied Science academic degree in conjunction with a business studies major or minor, http://www.bentley.edu/undergraduate/academics/health-studies-degree

Research Assistant Opportunities

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Career Services 

https://www.bentley.edu/undergraduate/life-at-bentley/career-services

Heathcare/Biotech/Pharma Bentley Career Community, http://careeredge.bentley.edu/channels/healthcare-biotech-pharma/

Contact Colleen Murphy, Senior Associate Director, Undergraduate Career Services, for more information.

Valente Center

https://www.bentley.edu/centers/valente-center