Babson College in Wellesley, Mass. is the school for entrepreneurs.
According to a survey of 2,000 undergraduate and graduate business schools done by The Princeton Review in conjunction with Entrepreneur Media Inc., Babson has the best undergraduate entrepreneurship program in the country. The University of Michigan at Ann Arbor topped the list of graduate schools, while Babson's graduate program came in number two.
The University of Houston and the University of Southern California came in second and third, respectively, on the undergrad list, and Harvard number three for grad schools.
It was Harvard's first time making the ranking.
Other first-time apperances included Stanford University at number six, George Washington University at number 25 and New York University at 24 for graduate programs.
"We salute these colleges and b-schools not only for their superb faculties and wide range of courses of entrepreneurship, but also for their school-sponsored out-of-class offerings," said Robert Franek, Princeton Review's senior VP and publisher, in a press release.
The Princeton Review conducted the survey from April through June 2013, asking each school 60 questions about its academics, requirements, students, faculty and opportunities outside the classroom.
They asked if schools offered an entrepreneurship program, the number and type of classes it comprised and percentage of the student body enrolled in the program. They also inquired about entrepreneurial clubs, organizations, scholarships and mentorships.
The Princeton Review has been compiling this list annually since 2006.
Picture By: (Photo: Paul Sancya, AP)
Originally Posted On: usatoday.com By: Abby Kloppenburg, USA TODAY College
I have one cardinal rule...a rule learned years ago from an original mentor. Always, always interview a new hire over food. Breakfast, lunch, dinner or high tea, it is amazing how important it is to observe someone out of the office, breaking bread.
I have a second cardinal rule. Listen to Ted Fine. Ted Fine put me on TV. (Multi-media moment: I listen to Al Mayers, too. He put me on Bloomberg Radio and had the courage to hire unspeakably young talent, delegate significant responsibility and daily, daily provide hands-on leadership and critique.)
Ted is the single best talent I have ever seen at finding, nurturing, and promoting young talent. Critically, he has a wonderful ability to figure out the not... who is not working out and finding a different post for them. Regrettably, there are moments when the not becomes overwhelming. He holds the "Exit" door with grace.
Here is Ted Fine on How to Hire:
I want smart people who want to learn. It doesn't matter who you know, where you went to school, or where you grew up. It does matter what you know, what you read, and what you watch.
I want people who have an edge. When I meet you for the first time, you should have an opinion about Bloomberg Television. I am most impressed by the things you don't like (tell Tom Keene that's a Type II construct). This is a business network, so let's talk about business stories. You probably should know a few things about me too.
I want people who want to work hard. This is a newsroom. We don't open at 9 and close at 5. You will be asked to work at 2 in the morning and on holidays. If that gives you pause, don't work here.
I want people who want to have fun. This place is intense. It's stressful. Sometimes we even yell at each other. But then we laugh too."
So there you have it. It is one thing for me to trumpet my hiring successes. It is another thing to listen and observe someone like Ted Fine who hires and fires 24/7.
And yes, the people Ted has brought me influence Bloomberg Surveillance each and every day. My team is treasured for what they do, and do not do.
Originally Posted On: LinkedIn By: Tom Keene
I've recently been doing a bit of research on space exploration. The hunt has inevitably led me to stories about SpaceX founder (and billionaire genius) Elon Musk, a man whose mission to colonize Mars has led to the development of self-landing rockets, among other innovations over the last few years.
In the course of geeking out about such rocketry, I stumbled across two Musk interviews that inadvertently illustrate one of the biggest conversational mistakes — and missed opportunities — I see people make every day. Coincidentally, they're both by men named Rose: Kevin Rose, founder of Digg and partner at Google Ventures, and Charlie Rose, the veteran PBS/CBS interview host. Each had the chance to interview one of today's most fascinating innovators, but one of them succeeded in a slightly more enlightening (and less awkward) interview.
The difference was in the questions they asked, and specifically how they asked them. See if you can spot what's going on:
Kevin: What led you into entrepreneurship? Was it something that you always knew that you wanted to be, an entrepreneur on your own? Or did you stumble into it?
Charlie: What are you doing in terms of planetary exploration?
Kevin: Where do you come up with your best ideas? Are you on vacation, or do you wake up in the middle of the night and draw things down?
Charlie: How did you go about the design?
Kevin: When did you decide to get into computers and technology? Did you start coding? Or was it a lot of...?
Charlie: What do you think?
Can you guess which interview went better?
You can see the interviews for yourself here and here if you're interested (this snippet about global warming here is fantastic). But you probably won't be surprised when I tell you that Charlie Rose's interview was more interesting, and came across as significantly more professional. The man is great at asking questions and getting out of the way; he uses short, open-ended questions when he wants elaboration, and short, yes-or-no questions when he wants to be pointed.
Kevin Rose, on the other hand, ends every question in the interview with a series of possible answers. Instead of performing an interview, he administers a multiple-choice exam. In the process, he not only uses time that his interview subject could spend talking, but also misses out on serendipitous conversational outcomes. With the multiple-choice question format, you simply water the conversation down.
We all do this. "What are you doing for the holidays? Are you staying in town, or are you going somewhere, or do you have to work?..."
This usually occurs because people have a hard time ending sentences. We are uncomfortable with terseness. So we ramble until we trail off, or until the other person jumps in. Instead of, What do you think?, we say, Do you think x, y, z, q, r or...
Once you start paying attention to this it will drive you nuts. We don't tend to notice the multiple-choice problem in ourselves until we're in a situation like a sit-down interview, recorded for all the Internet to see, when suddenly the repeat effect of the struggle-to-suggest-options-because-I-don't-know-how-to-stop becomes really... well, irritating!
(Of course, the Musk interviews are a good example but not a fair comparison. Charlie's been at this for decades. Kevin is a very smart guy, and his Foundation series is quite good. The interviewee lineup is spectacular – albeit male-heavy – and he unearths some pretty interesting backstories. His Q&A skill will increase as with all interviewers, and he's going to discover in the course of interviewing people what great interrogators know: the interviewee will always suggest more interesting answers than you can.)
As a journalist-turned-entrepreneur, I've written a few times about the skills that businesspeople can pick up from reporters. The art of asking great questions is one of the most frequently useful. (I elaborate on my rules for better Q&A, whether in a formal interview or a simple conversation, in an old Fast Company post here.)
The #1 tip for asking better questions? Cut them off at the question mark.
Those better, terser questions will make you a better conversationalist, a more effective information-gatherer. A more efficient speaker. And, perhaps paradoxically, a more pleasant communicator.
It takes will power to be concise. But effective questions will double your conversational effectiveness, and just might make you a little more interesting yourself.
So... what do you think?
Originally Posted On LinkedIn By: Shane Snow
Which of the following factors can render your business model obsolete almost overnight?a) Geopolitical issues
b) Macroeconomic volatility
c) Disruptive technologies
d) Government intervention
e) All of the above
If you answered “e,” you’re on to something. But there’s one skill that, if a business leader can master it, can help hedge against all of these: building trust.
Plainly put, people find it very difficult to trust business leaders. Recent surveys show that CEOs still rank near the bottom of the list of trustworthy job titles.
We can – and must – do better. As leaders, we all need to work harder at building trust and confidence in business.
So what are the skills that successful leaders need to rebuild trust? These three capabilities are critical.
1. We have to put forward a clear, long-term vision for our business.To gain our stakeholders’ confidence, we need to clearly explain our company’s purpose and how it delivers value to the groups we serve. Make sure you spend time talking to your employees, investors, regulators and other constituents not only about what you do but also why you do it. For example, at EY we’re focused on building a better working world by improving trust and confidence in the companies, markets and economies we serve. Without trust and confidence, we don’t have growth. So what is the primary purpose of your organization?
2. We must communicate better.Leaders need to build more open, trusting relationships with shareholders, employees, regulators, governments and the public. How do we accomplish this? By being better listeners. We should be able to listen at least as well as we speak.
Earlier in my career, I spent time as a government regulator. This was a great experience because it taught me how to listen to different viewpoints and sift through varied information. It also taught me that title is not authority; you have to persuade people to follow you. In business this means, we need to answer questions about all aspects of our vision and the value our company generates.
Employees at all levels want to hear what they can do to make their organization’s vision a reality. This is critical because engaged employees have a direct impact on the bottom line. The publicly traded companies among the Great Place to Work Institute’s “100 Best Companies to work for” have outperformed major stock market indices consistently over the past 15 years.
Rising government involvement in business and an uncertain policy environment require leaders to really listen to the concerns of lawmakers – and their voters. For global companies, this means engaging in conversations not only in Washington and Brussels, but also in Beijing, Moscow and New Delhi.
3. We have to build our bench strength.As leaders, we need to become better at building high-performing teams around us. In today’s complex, interconnected world, no one person can listen to every stakeholder and offer all the answers. We should surround ourselves with nimble teams of people who have different views, various specializations and diverse backgrounds – people who resemble our client base. We need to remember that no one of us is smarter than all of us. While the leader is ultimately accountable, it truly does take an agile team to drive growth in today’s organization.
For many leaders, improving these three skills isn’t easy – but, then again, nothing worthwhile is easy to master. By basing our leadership on these three building blocks – a clear vision, better communication and inclusive teamwork – we can restore trust in us. This will lead to improved business performance and, ultimately, a better working world.
Photo: Vinoth Chandar/Flickr
Originally Posted On LinkedIn By: Mark Weinberger
Last week I was heavily involved in the launch of the 2014 Times Higher Education World Reputation Rankings.
It went incredibly well. At 9pm on Wednesday evening (GMT) the results went live online, accompanied by the above news story, a podcast and analysis from leading figures from the higher education sector. We put the word out through our social media channels, and the clicks started to flow.
As anyone involved in a launch will know, orchestrating this seemingly simple series of events is actually a process that is months in the making. The previous week had seen rankings editor Phil Baty giving wall-to-wall media interviews with news outlets across the world, before flying to Japan (the best-performing country in Asia) for an official launch event in Tokyo.
The web team had to ensure the rankings site was ready for the millions of clicks that were heading its way (nothing scuppers a launch like a website that won't load), while our Chinese-speaking social media guru and I had to ready ourselves for the Tweeting, Weibo-ing, LinkedIn-ing, Facebooking and Google Plus-ing that had to be coordinated so that our message reached as many of our followers as quickly as possible.
At 5am on the morning following the launch, I was in my living room getting ready to give interviews to BBC Scotland, BBC London and LBC, having already prepared statements for the Independent, a French newspaper, Swedish television and some radio stations in the US.
This barely scratches the surface of the work that went on so that the Times Higher Education could list the 100 universities that academics believe are the best in the world. I haven't even mentioned the processes involved in collecting surveys from more than 10,500 scholars from across the world - the information used to formulate the final league table. So why do we do it?
For universities, reputation is key. It's one of the main ways that they attract students, top faculty members, and research funding. For me, the Reputation Rankings stand out as the most interesting of all the global university rankings tables because although this is a subjective measure, it is based solely on the judgement of a huge jury of the academic experts who work in these institutions day in, day out.
With other tables, people can question the emphasis placed on different measures (be that research citations, published papers, international outlook, or whatever). With the reputation rankings, there's nowhere to hide. These are the institutions that the scholarly world considers the best.
As the Roman wit Publilius Syrus famously wrote: “A good reputation is more valuable than money.”
You can access the 2014 World Reputation Rankings here.
Picture: Times Higher Education
Originally Posted On LinkedIN By: Chris Parr
Universities and FE colleges have to work hard to meet rising student expectations and ensure their institutions stand out from the rest. Around 40% of would-be university students pick their chosen seat of learning by looking at university websites - and the website is a huge source of information.A university website is no longer a nice-to-have, but an important way of attracting the best and brightest would-be students, as well as communicating directly on a day to day basis with everyone on the campus.
It needs to be fully functional, with nothing broken or missing on the page, meet legal requirements such as accessibility, perform well and make sure users get a great experience so they want to come back, as well as ensuring Google and other search engines can easily add it to their indexes.
That's why the Sitemorse Q3 Index of UK University and higher education websites is important, spotlighting those establishments that are currently leading the field with the best-working websites in the sector.
Follow the link above to see our rating of almost 300 University and HE websites, and compare performances over the last two years. We show which websites are fastest, and which are the best in key criteria such as accessibility.
Originally Posted On: Sitemorseblog.com
Ever since Pinterest launched in 2010, I’ve been obsessed. The visual nature of this discovery tool has always been my go-to for collecting ideas. People create wish lists, plan designs for their apartments, make travel plans, get new recipes, or my personal favorite…pick our their dream closets.
Pinterest has been a goldmine for retail and fashion brands, home and gardens, restaurants, and even CPG, yet universities are spending less time on this channel (which drives more traffic than Twitter, Linkedin and Reddit combined), and more time (and dollars) on Facebook, which continues to see major drops in engagement.
The University of Michigan pins an average of 45 times per week. Other universities post an average of 5 times, if at all.I’ve always seen Pinterest as a great place for brands, but many can’t see past its demographics — 80% women. When I first started at the University, I knew we had an opportunity to use Pinterest and connect with not only that demographic, but others, and share visual content with our fans in an innovative way.
Clearly, I was onto something. By renaming several boards, reordering and recovering our existing boards, and creating new boards that appealed to popular topics on Pinterest (Future Wolverines, Michigan Weddings, and Wolverines Around The World), we successfully increased our Pinterest following by over 2300% in one year. Pinterest has not only been a valuable asset to our social presence, it has helped solidify the University of Michigan’s position as a top school in social media, and captured the attention of higher ed and social media publications all over the web.
So where do you start? As I’ve said before, it’s not about volume, it’s about engagement. It’s not about Pinning 50 times a day, it’s about the content.
Give them something exciting to look at.
Take advantage of all features.
Link back to your website.
Engage with your followers, and beyond.
See more ways the University of Michigan utilizes Pinterest on our page.(& shout out to my intern Katie for making our content so ‘Pinteresting!’)
Originally Posted on LinkedIn By: Hillary Frazier
MBA recruiting deteriorated this spring largely because of declines at top-ranked schools, with nearly half of all business schools surveyed reporting that on-campus hiring activity was little changed or had decreased, according to new research.
The survey of 84 business schools conducted in late May is in marked contrast to last year, when 36 percent of schools reported that on-campus recruiting activity decreased or remained unchanged. The number of schools reporting that MBA job postings on B-school job boards were flat or down also increased, from 21 percent in 2012 to 25 percent this year.
Much of the stagnation appears to be happening at top 20 business schools, where 44 percent reported that on-campus recruiting was flat and 22 percent reported that it had decreased. Nine percent of second-tier schools and 10 percent of lower-ranked schools reported declines, according to the MBA Career Services & Employer Alliance.
Jack Oakes, co-chairman of the group’s research committee and assistant dean for career development at the University of Virginia’s Darden School of Business, says the tepid growth of the economy since last year is the main reason for the overall stagnation. The drop-off at top schools may be a sign that more MBA students are getting offers from summer internship employers, who then do less on-campus recruiting in the spring. “We don’t know the exact reasons yet, but I believe that is one factor,” Oakes says.
Financial services, which accepts more than a third of MBA grads at many top schools, was the weakest industry overall, with more than 20 percent of schools reporting a decline in recruiting activity. But it’s a vast improvement over last year, when more than 40 percent reported a decrease. Consulting, another industry on many an MBA’s short list, also saw a big improvement, with 10 percent of schools reporting a decrease this year, down from 20 percent in 2012. The strongest industry was technology, where more than 60 percent of schools reported an increase in on-campus recruiting.
Another area showing a big surge was hiring by startup companies. Fifty-seven percent of all schools reported an increase in hiring by companies less than a year old, compared with 30 percent last year. Interest in startups among MBA students—starting their own, working for others, or just learning more about them—has increased in recent years.
Originally Posted On: Businessweek.com By: Louis Lavelle
January is the time of year when lots of folks are looking for jobs. So in that spirit...
Having conducted hundreds of interviews, for all level of positions, I've found that there is one part of an interview that has consistently been the most reliable for me in terms of evaluating and distinguishing candidates. It is also a part of interviewing that is systematically overlooked by job-seekers, and that is the quality of the questions asked by the candidate.
Most questions from candidates are very generic. They sound more like the obvious questions that even a casual observer of the company would ask at a cocktail party: "Where do you see the company in 5 years?" Or, "what do you think of fill-in-the-blank-widely-reported-competitor?" Interviewers themselves even under-emphasize candidate questions. Typically, they raise it at the tail end of the interview: "Any questions for us?" - posed almost like a rhetorical line suggesting that "no, you've actually really covered the things I wanted to know" is the appropriate reply.
I believe candidates' questions are the most revealing part of an interview - and I always solicit them early. Great questions demonstrate intellect, depth of knowledge about the company, or even sincerity of interest in the job. Great questions reveal insights. Sometimes a question simply shows how much time you've spent preparing for the interview - that works too. Great questions send a message, and they will set you apart. Believe me.
In this time of New Year's resolutions, resolve to never come to an interview without 2-3 killer questions prepared. As a rule of thumb, don't ask anything you couldn't have answered yourself with some research on your own. And make sure you ask them early enough in the conversation to give you time to show off your work.
Here's the difference between a forgettable question and a great question (this is a real example):
"What's the transition been like with the new CEO?" Mediocre question.
"I noticed you took 9 months to find a new CEO, and you picked someone who has been a VC for the last 5 years. I'm curious about the criteria you used. Why did it take so long?" Great question.
Photo: von_rotty / Flickr
Originally Posted On: LinkedIn By: Tim Westergren
I recently had a conversation with a hiring manager who personally interviewed 300+ people in the last 2 years. We discussed how uncomfortable it is when people make some truly rookie interview mistakes. People think the interviewer has the easy job, but it's just as stressful for them. It's not fun to watch someone make a mistake in an interview that you know is costing them the job. Trying to keep a poker face and finishing the interview can be tough. Here are some of the top mistakes we both have seen first-hand:
Interviews are hard to come by. Each time we fail to fully prepare for an interview, we are putting an entire year's salary (and more) on the line. Even if we aren't excited about the job, it's still worth it to prepare. Who knows? They may have a job that isn't posted that we'd be perfect for. Or, they may remember us when a job does come available that we're a better fit for. No matter what, there's no excuse for not preparing for any interview that comes our way.
How many times have smart professionals chosen to "wing it" in an interview? I hear justification for the lack of preparation all the time. Things like:
"I'm better when I don't sound rehearsed."
Or, "I don't want to look to over-the-top about the opportunity."
They forget the cardinal rule: in an interview, you are a business-of-one and the employer is your customer. If you don't show them you're working hard to earn their business, why should they bother picking you?
I'm not suggesting we put the employer on a pedestal.
I'm saying the best way to show the hiring manager we want to work "with" them and not "for" them is to come to the table ready to prove ourselves worthy of a partnership. Here's an article on why top performers always have the "work with an employer" mentality.
Don't you agree?
Originally Posted On LinkedIn By: J.T. O'Donnell
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WorldBridge Partners earned the Best of Staffing®Award for providing remarkable service quality. Fewer than 2% of all staffing agencies in the U.S. and Canada earned the 2015 Best of Staffing Award for service excellence. With satisfaction ratings more than three times higher than the industry average, the Best of Staffing winners truly stand out for exceeding expectations. This award identifies the staffing industry's elite leaders in service quality.