Stanford GSB | Mr. Fill In The Gaps
GRE 330, GPA 3.21
Darden | Mr. Military Communications Officer
GRE Not taken yet, GPA 3.4
INSEAD | Mr. Behavioral Changes
GRE 336, GPA 5.8/10
McCombs School of Business | Mr. Texas Recruiter
GMAT 770, GPA 3.04
USC Marshall | Mr. Strategy Consultant
GMAT 730, GPA 4.0
UCLA Anderson | Ms. Qualcomm Quality
GMAT 660, GPA 3.4
HEC Paris | Mr. Introverted Dancer
GMAT 720, GPA 4.0
Georgetown McDonough | Mr. Navy Vet
GRE 310, GPA 2.6
Kellogg | Ms. Retail To Technology
GMAT 670, GPA 3.8
Berkeley Haas | Mr. Entertainment Agency
GMAT 750, GPA 3.8
Chicago Booth | Mr. Quant
GMAT 750, GPA 3.7
Ross | Mr. Top 25 Hopeful
GMAT 680, GPA 3.3
Berkeley Haas | Mr. Well-Traveled Nonprofit Star
GRE 322, GPA 3.0
Yale | Mr. Gay Social Scientist
GMAT 740, GPA 2.75 undergrad, 3.8 in MS
Wharton | Mr. MBA When Ready
GMAT 700 (expected), GPA 3.3
London Business School | Mr. Low Undergrad GPA
GMAT 760, GPA 65/100 (1.0)
Harvard | Mr. Aspiring FinTech Entrepreneur
GMAT 750, GPA 3.9
Chicago Booth | Ms. Hotel Real Estate
GMAT 730, GPA 3.75
Chicago Booth | Mr. EduTech
GRE 337, GPA 3.9
Columbia | Mr. Infra-Finance
GMAT 710, GPA 3.68
Duke Fuqua | Mr. Vigor
GMAT 740, GPA 3.0
Berkeley Haas | Mr. Hanging By A Thread
GMAT 710, GPA 3.8
Harvard | Ms. Comeback Kid
GMAT 780, GPA 2.6
London Business School | Mr. Family Investment Fund
GMAT 790, GPA 3.0
HEC Paris | Ms. Freelancer
GMAT 710, GPA 5.3
MIT Sloan | Mr. Sans-Vertebrae
GMAT 730, GPA 3.78
INSEAD | Mr. Business Manager
GMAT 750, GPA 3.0

Wharton’s Interview Questions For Applicants Leak

During the 30-minute interview, alums are told to spend five minutes on an introduction, then five minutes each on three questions, leaving the remaining ten minutes of the time for questions from applicants.


The accompanying scoring sheets ask alums to grade the answers on a numerical scale from one to four. Using “facilitative leadership” as an example, a score of one indicates that the applicant “doesn’t actively guide or shape the group or team.” A score of two shows that the applicant “facilitates the input of others,” while a three indicates that the applicant “takes the lead and achieves consensus and agreement.” The highest score, a four, shows that the interviewee, in Wharton jargon, “facilitates the team to build an ‘added value’ output.”

The interviewer is asked to back up the grades based on an applicant’s answers. If an interviewer gives an applicant a score of one, that person is asked to check off whether the applicant “describes situations where s/he provided no direction to the group or team to assist in the completion of a task” or “referenced times where she was unwilling to take any leadership responsibility.”

If an interviewer gives the applicant Wharton’s highest score, the interviewer is asked to check off whether the applicant “discussed times where s/he led a group and achieved a solution/idea that was more powerful than any individual’s original idea,” “talked about situations where they inspired a group to believe that challenges to the task could be overcome,” “mentioned situations where they confidently and positively challenged team or group members on their views,” or finally, “talked about getting others to work collectively to achieve successful outcomes.”

About The Author

John A. Byrne is the founder and editor-in-chief of C-Change Media, publishers of Poets&Quants and four other higher education websites. He has authored or co-authored more than ten books, including two New York Times bestsellers. John is the former executive editor of Businessweek, editor-in-chief of Businessweek. com, editor-in-chief of Fast Company, and the creator of the first regularly published rankings of business schools. As the co-founder of CentreCourt MBA Festivals, he hopes to meet you at the next MBA event in-person or online.