中财网融资租赁行业 灰色收入:斯坦福商学院重视什么
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斯坦福商学院重视什么
作者：开复
内容精简编辑： Xingguo Zhao
斯坦福商学院重视什么？
下列是斯坦福大学商学院要求推荐者评估申请者的表格。每一方面分一至五（五是最好）。各位同学可以自己评估，你的老师会给你几分？
斯坦福的要求很高。几个我很欣赏的学生平均也只有3.0左右。一般的学生可能无法达到平均2.0。
Listening:
1. Listens but may not ask questions needed to improve understanding.
2. Listens and usually asks appropriate follow-up questions.
3. Listens actively and asks pertinent follow-up questions.
4. Listens actively and understands subtext of others’ views.
5. Listens actively and understands subtext and rationale of others’ views.
Speaking:
1. Sometimes rambles and is occasionally unfocused.
2. Is generally to-the-point and organized.
3. Presents views clearly and always in a well-structured manner.
4. Presents views persuasively; tailors content to audience.
5. Is sought out to speak for others; tailors content to audience.
INTEGRITY
Respect for Others:
1. Is sometimes self-absorbed or overly self-interested.
2. Usually shares praise and credit; generally treats others with respect.
3. Consistently shares praise and credit; always treats others with respect.
4. Is unfailingly generous with praise and credit; is polite and respectful to all.
5. Is gracious in accepting praise while acknowledging efforts of others; is humble and respectful to all.
Trustworthiness:
1. Shows occasional lapses in trustworthy behavior.
2. Generally acts consistently with stated intentions
3. Acts consistently with stated intentions even in difficult circumstances.
4. Is reliable and authentic even at some personal cost.
5. Unfailingly reliable and authentic; enhances reputation of organization.
INTERPERSONAL SKILLS
Influence:
1. Displays limited range of influence techniques.
2. Is beginning to expand range of influence styles.
3. Has developed a wide range of influence skills.
4. Uses a wide range of influence skills including subtle tactics; viewed as motivator within immediate area of organization.
5. Uses complex strategies to build consensus; is viewed by all as key motivator within organization.
Relationship Management:
1. Typically does not build bonds with others.
2. Builds bonds with team members in immediate area of organization.
3. Builds relationships with team members and with those outside of immediate area.
4. Has wide network of productive relationships; leverages relationships to advance own work.
5. Cultivates extensive and mutually beneficial relationships; shares relationships to benefit entire organization.
MOTIVATION
Initiative:
1. Completes assigned tasks; frequently misses opportunities if not identified by others.
2. Completes assigned projects; grasps most opportunities.
3. Identifies and follows through on opportunities even if missed by others.
4. Consistently initiates and pursues opportunities; feels responsibility for outcome.
5. Has unique ability to seek and capitalize on opportunities; raises effectiveness of entire organization.
Resilience:
1. Sometimes lets distractions or setbacks reduce effectiveness.
2. Quickly recovers from minor setbacks.
3. Is not discouraged by minor setbacks.
4. Shows optimism when facing major setbacks; maintains high level of effectiveness.
5. Views adversity as intellectual challenge and consistently increases effectiveness in response.
PROBLEM-SOLVING
Intellectual curiosity:
1. Demonstrates interest in problem at hand.
2. Frequently demonstrates interest beyond problem at hand.
3. Demonstrates strong interest in delving beyond obvious issues.
4. Is always willing to learn; demonstrates intellectual enthusiasm and commitment.
5. Becomes fully engaged in challenges; is viewed as thought leader in organization.
Synthesis:
1. Understands implications of analysis with moderate guidance.
2. Understands implications of work with minimal or no guidance.
3. Independently forms preliminary conclusions from work.
4. Consistently identifies implications and creates recommendations.
5. Generates insightful and action-oriented recommendations.
SELF-AWARENESS
Self-assessment:
1. Sometimes underestimates or overestimates own capabilities.
2. Displays accurate understanding of own capabilities.
3. Exhibits strong sense of own capabilities.
4. Exhibits strong sense of own capabilities and of perception by others.
5. Has extraordinary sense of own capabilities and of perception by others.
Response to feedback:
1. May become defensive when criticized or challenged.
2. Accepts criticism or challenge and adjusts actions accordingly.
3. Responds inquisitively to criticism or challenge and adjusts actions accordingly.
4. Proactively and rapidly improves weaknesses.
5. Proactively and rapidly eliminates weaknesses.
SELF-MANAGEMENT
Judgment:
1. Must be told unspoken rules of behavior; needs considerable guidance.
2. Understands basics of organizational values and behavior.
3. Makes good decisions if given moderate guidance; weighs impact of choices.
4. Makes good decisions even if given no guidance; makes appropriate adjustments.
5. Is sought out for advice; takes appropriate calculated risks.
Task Management:
1. Procrastinates and occasionally misses deadlines.
2. Generally paces work though occasionally must rush to meet deadlines.
3. Paces work to avoid last-minute crises; anticipates potential problems.
4. Paces work to allow for reflection before deadline; manages expectations.
5. Paces work to allow for reflection and to over-deliver before deadline.
作者：开复
内容精简编辑： Xingguo Zhao
斯坦福商学院重视什么？
下列是斯坦福大学商学院要求推荐者评估申请者的表格。每一方面分一至五（五是最好）。各位同学可以自己评估，你的老师会给你几分？
斯坦福的要求很高。几个我很欣赏的学生平均也只有3.0左右。一般的学生可能无法达到平均2.0。
Listening:
1. Listens but may not ask questions needed to improve understanding.
2. Listens and usually asks appropriate follow-up questions.
3. Listens actively and asks pertinent follow-up questions.
4. Listens actively and understands subtext of others’ views.
5. Listens actively and understands subtext and rationale of others’ views.
Speaking:
1. Sometimes rambles and is occasionally unfocused.
2. Is generally to-the-point and organized.
3. Presents views clearly and always in a well-structured manner.
4. Presents views persuasively; tailors content to audience.
5. Is sought out to speak for others; tailors content to audience.
INTEGRITY
Respect for Others:
1. Is sometimes self-absorbed or overly self-interested.
2. Usually shares praise and credit; generally treats others with respect.
3. Consistently shares praise and credit; always treats others with respect.
4. Is unfailingly generous with praise and credit; is polite and respectful to all.
5. Is gracious in accepting praise while acknowledging efforts of others; is humble and respectful to all.
Trustworthiness:
1. Shows occasional lapses in trustworthy behavior.
2. Generally acts consistently with stated intentions
3. Acts consistently with stated intentions even in difficult circumstances.
4. Is reliable and authentic even at some personal cost.
5. Unfailingly reliable and authentic; enhances reputation of organization.
INTERPERSONAL SKILLS
Influence:
1. Displays limited range of influence techniques.
2. Is beginning to expand range of influence styles.
3. Has developed a wide range of influence skills.
4. Uses a wide range of influence skills including subtle tactics; viewed as motivator within immediate area of organization.
5. Uses complex strategies to build consensus; is viewed by all as key motivator within organization.
Relationship Management:
1. Typically does not build bonds with others.
2. Builds bonds with team members in immediate area of organization.
3. Builds relationships with team members and with those outside of immediate area.
4. Has wide network of productive relationships; leverages relationships to advance own work.
5. Cultivates extensive and mutually beneficial relationships; shares relationships to benefit entire organization.
MOTIVATION
Initiative:
1. Completes assigned tasks; frequently misses opportunities if not identified by others.
2. Completes assigned projects; grasps most opportunities.
3. Identifies and follows through on opportunities even if missed by others.
4. Consistently initiates and pursues opportunities; feels responsibility for outcome.
5. Has unique ability to seek and capitalize on opportunities; raises effectiveness of entire organization.
Resilience:
1. Sometimes lets distractions or setbacks reduce effectiveness.
2. Quickly recovers from minor setbacks.
3. Is not discouraged by minor setbacks.
4. Shows optimism when facing major setbacks; maintains high level of effectiveness.
5. Views adversity as intellectual challenge and consistently increases effectiveness in response.
PROBLEM-SOLVING
Intellectual curiosity:
1. Demonstrates interest in problem at hand.
2. Frequently demonstrates interest beyond problem at hand.
3. Demonstrates strong interest in delving beyond obvious issues.
4. Is always willing to learn; demonstrates intellectual enthusiasm and commitment.
5. Becomes fully engaged in challenges; is viewed as thought leader in organization.
Synthesis:
1. Understands implications of analysis with moderate guidance.
2. Understands implications of work with minimal or no guidance.
3. Independently forms preliminary conclusions from work.
4. Consistently identifies implications and creates recommendations.
5. Generates insightful and action-oriented recommendations.
SELF-AWARENESS
Self-assessment:
1. Sometimes underestimates or overestimates own capabilities.
2. Displays accurate understanding of own capabilities.
3. Exhibits strong sense of own capabilities.
4. Exhibits strong sense of own capabilities and of perception by others.
5. Has extraordinary sense of own capabilities and of perception by others.
Response to feedback:
1. May become defensive when criticized or challenged.
2. Accepts criticism or challenge and adjusts actions accordingly.
3. Responds inquisitively to criticism or challenge and adjusts actions accordingly.
4. Proactively and rapidly improves weaknesses.
5. Proactively and rapidly eliminates weaknesses.
SELF-MANAGEMENT
Judgment:
1. Must be told unspoken rules of behavior; needs considerable guidance.
2. Understands basics of organizational values and behavior.
3. Makes good decisions if given moderate guidance; weighs impact of choices.
4. Makes good decisions even if given no guidance; makes appropriate adjustments.
5. Is sought out for advice; takes appropriate calculated risks.
Task Management:
1. Procrastinates and occasionally misses deadlines.
2. Generally paces work though occasionally must rush to meet deadlines.
3. Paces work to avoid last-minute crises; anticipates potential problems.
4. Paces work to allow for reflection before deadline; manages expectations.
5. Paces work to allow for reflection and to over-deliver before deadline.