Columbia MBA Essays for 2024 Admission (J-Term Class of 2025 and August Term Class of 2026)

Here are some common issues that arise when considering J-term:

Is J-term easier to get into than August entry?  I have always thought so.  The lack of Merit Fellowships, an internship, and the nature of who the program is designed for, clearly indicate that it is going to attract fewer applicants, so my assumption is that it is surely easier.  Happy to proven wrong if CBS admissions provides data showing otherwise (They don’t).  All I know for sure is that relatively late application to J-term has not prevented my clients from being admitted. Late application to RD is a real problem simply from a seat availability perspective. In one way, J-term is clearly easier: Unlike an August entry RD and (and to a lesser extent ED) applicant, someone applying to Columbia J-term can really be assumed to prefer Columbia over all alternatives. This can make interviews a bit easier in the sense that August entry Columbia alumni interviewers are notorious for being particularly aggressive at determining whether the interviewee’s first choice is really Columbia. Since J-term has no real US rival, this topic can be easily dispensed with in an interview.

Program Alternatives to J-term:   There are no US alternatives to J-term worth mentioning if someone wants a January 2024 start.  Cornell Tech, Kellogg and NYU Stern (Tech and Fashion & Luxury) offer one year MBAs, but none start their programs in January, Cornell Tech and NYU are specialized degrees, and  Kellogg  is an accelerated program in terms of the number of courses taken. Only J-term makes it possible to do two years of courses on such an expedited basis. In addition, the Kellogg program is extremely restrictive, since one has to have taken many core business courses or come from a consulting firm that has established a relationship to apply to it.   There are a number of European programs with a January starts but really only INSEAD could be said to be at a similar rank, at least as perceived by my clients.  I have had clients who apply to J-term and  INSEAD  and, less often, IMD, as both have January entry. Still J-term is an incredibly different program in terms of length and content from either of these top non-US programs. LBS, which does not have a January start, would also be another alternative to CBS in the sense that it can be completed on an accelerated basis, but it has no January start. There are many other programs in the Europe that can be completed in around 16 months or less.

Can an August entry applicant reapply to J-term? Yes! You could be rejected from ED or RD for 2023 entry and reapply for J-term 2024 entry. If you entered in J-term 2024, you would graduate in the Class of 2025with those who entered in ED/RD 2023. I have worked with  a number of reapplicants who were admitted to J-term after being dinged from the August entry for the same graduating class. In that situation, the key issues for the reapplicant essay are explaining why J-term is now a better choice and you are a better candidate.  

• The Phillips Pathway for Inclusive Leadership (PPIL) is a co-curricular program designed to ensure that every CBS student develops the skills to become an ethical and inclusive leader. Through PPIL, students attend programming focused on five essential diversity, equity, and inclusion skills: Creating an Inclusive Environment, Mitigating Bias and Prejudice, Managing Intercultural Dialogue, Addressing Systemic Inequity, and Understanding Identity and Perspective Taking.Tell us about a time when you were challenged around one of these five skills. Describe the situation, the actions you took, and the outcome. (250 words)

This essay question was used for 2021 entry, dropped for 2022 entry, and is now back.  What is nice about this question is that can be used for a wide variety of answers in a personal, academic, professional, or extracurricular content.  The actual question itself is behavioral and really fits the STAR (Situation, Task, Action(s), Result) approach to such questions.  While CBS does not mention the task (your role), I think it is important that you keep that in mind.  A good answer will efficiently explain the situation (and given the length of the essay, cannot be context heavy), explain your role in the situation, explain what you did, and clearly state the result.  The word breakdown might be:  Situation/Task (~50 words), Action(s) ~150 words consisting of 1-3 actions, Outcome (~50 words).

A challenge is any situation which is not easy.  You may have succeeded, partially succeeded, or failed at the challenge.  That said, I think it is easier to write about successfully overcoming a challenge rather than discussing a failure because such an answer requires discussing what you learned and given the overall essay length, this might prove difficult. It might also prove risky to write about failure here if you come across as not fully upholding the values implied by this essay question.

Let’s consider the various thematic options here and how they might be used.  Of course, there are certainly more ways of doing this effectively than will be able to elaborate on here.

For details about the Phillips Pathway for Inclusive Leadership (PPIL), see https://groups.gsb.columbia.edu/ppil/home/. PPIL is a Diversity, Equality and Inclusion (DEI) initiative that just had its soft launch in spring 2021 and has subsequently been developed.

The specific language of DEI as well as five categories for possible answers may not be familiar to some applicants, especially those coming for countries, without such practices. Hence I will define/explain the categories and suggest possible ways of writing on them. Unfortunately CBS still  has yet to define these categories and the PPIL does not include definitions/explanations either and since these terms are subject to rather different interpretation, I will simply provide my own, which are by no means comprehensive.  Should CBS explain these terms then I will alter this post accordingly. Since the launch in 2021 they still have yet to do that, which I consider to be extremely unhelpful and not inclusive, especially for those coming from outside of the United States.

Creating an Inclusive Environment

Definition: Based on a definition of an inclusive workplace found here, I define an inclusive environment as follows: An environment that makes every person feel valued while also acknowledging their differences and how these differences contribute to a group/team/organization’s culture and  outcomes. 

Hence an effective answer would highlight the way(s) in which you made (or attempted to make)  a professional/academic/extracurricular/personal environment open to and benefitting from person(s)/perspective(s)/group(s) that had not previously been valued.

I will give a personal example, during my first year of college (1986), I joined a student quarterly with a mostly male staff.  Soon thereafter, as co-editor, I helped introduce a women’s section to the paper in order to get women involved in the newspaper, to get their perspectives effectively included, and to increase our staff. We benefited from a greatly expanded team, went on to win Columbia student journalism awards, and my eventual replacement as editor -in-chief was a woman.  The biggest challenges involved overcoming the perspectives of older staff members who did not understand why there needed to be a women’s section and to convince female students that we were earnest in our objectives to include and empower them.

Mitigating Bias

Explanation: To mitigate bias ( defined as “inclination or prejudice for or against one person or group, especially in a way considered to be unfair”), is to alleviate, lessen,  or weaken a prejudice. Note that mitigating might not actually eliminate a bias outright but would attempt to reduce its impact.  In addition to attempting to control for overt bias (such as an open prejudice against a specific group), another form of bias mitigation involves becoming aware of and controlling for unconscious bias, which is a common idea in the DEI field and is defined as “social stereotypes about certain groups of people that individuals form outside their own conscious awareness. Everyone holds unconscious beliefs about various social and identity groups, and these biases stem from one’s tendency to organize social worlds by categorizing.”

A typical example of conscious bias would be the outright exclusion of a particular group from leadership roles. For example, a student club that is extremely hierarchical and does not allow junior members to take positions of responsibility. Another example would be a preference in hiring more males over females based on some kind of overtly stated rationale.

A typical example of unconscious bias would be a sexist perception such that a male who is highly vocal and opinionated is described as  “a strong leader/go getter” while a women who exhibits the same behavior is described as “pushy/annoying. ” The person doing the describing  might not be aware they are using completely different language to describe the same behavior.

A good answer here will involve the direct confrontation and attempt to overcome a conscious or unconscious bias(es).

Communicating Across Identities

Explanation: The idea of communicating across identities could also be called cross cultural communication if cultural is defined in a very broad way as it is the following definition: “Cross cultural communication thus refers to the communication between people who have differences in any one of the following: styles of working, age, nationality, ethnicity, race, gender, sexual orientation, etc. Cross cultural communication can also refer to the attempts that are made to exchange, negotiate and mediate cultural differences by means of language, gestures and body language.”

The challenges of communication include fundamental differences in assumptions based on identify differences, use of language (Two people using the same language can easily miscommunicate if they don’t share or understand each other’s definitions),  and misinterpretation based on making assumptions about a behavior that has a different meaning than the observer understands.

An effective answer here will involve enabling (or attempting the enabling of)  communication across identities.  Examples might include actions involving negotiating, facilitating, and directly communicating with someone whose identity is very different from your own.

Addressing Systemic Inequality

Systemic inequality is also know as structural inequality. I will use a definition of the latter provided by the United Nations:

“Structural inequality is defined as a condition where one category of people are attributed an unequal status in relation to other categories of people. This relationship is perpetuated and reinforced by a confluence of unequal relations in roles, functions, decisions, rights, and opportunities. As opposed to cultural inequality, which focuses on the individual decisions associated with these imbalances, structural inequality refers specifically to the inequalities that are systemically rooted in the normal operations of dominant social institutions, and can be divided into categories like residential segregation or healthcare, employment and educational discrimination.”

An effective answer here would attempting to overcome organizational discrimination that is systemic against a particular group or groups that is practiced as a matter of outright policy. It could be everything from discriminating against the hiring of LGBT employees to seniority based discrimination that prevents junior players in a sports club from being starting players.

Managing Difficult Conversations

In this case, I could find a PPIL workshop on this topic:

“All students are welcome to participate in this interactive workshop designed to help you navigate difficult conversations which we all face in our personal and professional lives. The session with walk you through an easy framework which will help you understand the competing demands between intention versus impact, set psychological safety standards for all participants, and empower you to feel comfortable with your communication skills to achieve a mutually beneficial positive outcome.”

I highly recommend taking a look at this short article, 7 Tips for Difficult Conversationsfrom Harvard Business Review.  Examples of such conversations mentioned in that article:

“I have to tell one of my long-standing suppliers that we’re cutting back orders 50%. We’re their biggest client — and I know it will be devastating.

The new hire worked all night on the presentation, but there were big mistakes in it, and I’ve got to tell her before she makes them again.

There’s no way we’re going to meet the deadline for producing the report our boss promised the Board — we just don’t have the data yet. Someone has to talk to him before this whole situation blows up.”

The article goes on to describe some tips for handling such conversations.  Whether the difficult conversation you managed fits into the examples above or was resolved in the manner described in that article, a good answer here will involve explaining why a conversation was hard to have, how you had the conversation, and what the outcome was.