The GMAT/GRE Myth: What Really Gets You Into Top MBA Programs

It’s easy to assume that admissions to top MBA programs function like a numbers game. You score a 770 or 780 on the GMAT or GRE and that golden ticket to HBS, Stanford GSB, or Wharton is yours. But each year, hundreds of applicants with scores in that upper range are quietly rejected, while others with lower scores are welcomed into the incoming class. That contradiction might seem confusing on the surface, but it actually reflects something deeper and more nuanced about what MBA programs are really seeking: a community of diverse, high-impact future leaders, not just test-takers. Understanding this dynamic is the first step toward designing a winning MBA application strategy, especially if you’re applying from an over-represented background.

Let’s begin by clarifying what GMAT and GRE scores actually do for your application. These standardized tests are used primarily to signal academic readiness. They help admissions committees confirm that you can keep up with the quantitative demands of business school, especially the core curriculum in the first year. If you’re applying from a non-quant background or a university with limited academic rigor, a strong test score can be a helpful piece of data to reassure the committee that you can handle the coursework. However, beyond that threshold of academic readiness—usually around a 700+ GMAT—incremental increases in your score have diminishing returns. A 720 may put you in the same academic evaluation bucket as a 770. Once you’re in that range, other parts of your profile start to matter much more.

To illustrate this, consider the applicant pool from leading consulting firms like McKinsey, BCG, and Bain. These firms send dozens—sometimes hundreds—of applicants to MBA programs every year. Within this pool, test scores tend to cluster at the high end. It’s not unusual for a given cohort to include applicants with scores ranging from 700 to 780. Yet year after year, admissions results from these groups reveal a surprising trend: applicants with a 720 are often just as successful as those with a 770 or 780. Why? Because MBA programs are not looking for the highest test scorer in the room. They’re looking for people who will bring unique perspectives to class discussions, lead meaningful initiatives, and shape the culture of their community in positive ways.

This is especially true when the admissions committee evaluates large pools of applicants from the same professional or demographic background. Within these pools—consultants, bankers, engineers from elite schools, for example—everyone has strong credentials. Everyone has high test scores. Everyone has glowing recommendations and polished resumes. So the real question becomes: who brings something fresh to the table? Who has a story that admissions officers will remember when they’ve read through their hundredth application? Who has the kind of personal authenticity, clarity of purpose, or unusual career vision that makes them more than just another qualified candidate?

This is where test scores start to lose their predictive power. A number on a page cannot explain why you chose a difficult path when an easier one was available. It doesn’t reveal what motivates you to lead, how you handle conflict, or what you’ve learned from your failures. It doesn’t capture your cross-cultural insights, your entrepreneurial spirit, or your long-term goals for changing an industry or community. Yet these are precisely the elements that MBA programs are looking for, especially in an increasingly globalized and impact-driven world.

Take for example the story of a former military officer applying to business school. Their GMAT might be a 690, which is below the average at many top schools. However, their story—how they led in high-stakes situations, adapted to complex environments, and developed a long-term vision for social entrepreneurship—could carry far more weight in the admissions process than a higher test score. Admissions committees recognize that leadership doesn’t always correlate with academic metrics. In fact, some of the most successful business school students—and alumni—are those who entered with nontraditional profiles and scores well below the class average.

Now flip the scenario. Imagine an applicant with a 780 GMAT who has followed a very traditional career path with limited community involvement, vague post-MBA goals, and uninspiring recommendations. Despite the high test score, this person is likely to be seen as a “safe admit” at best—or more likely, a pass. Top MBA programs are not looking to fill seats with high scorers. They are building a mosaic of experiences, interests, and perspectives. If you don’t add something distinct to that mosaic, your test score alone won’t get you in.

This disconnect between perception and reality often leads applicants to over-prioritize the GMAT or GRE at the expense of the more qualitative elements of their application. They spend months preparing for the exam but give little thought to their essays, recommendations, or personal brand. This is a missed opportunity. Once you cross the academic readiness threshold, your essays and interview become the true battleground for differentiation. They are the best place to show your values, leadership style, and long-term vision—and they’re where admissions officers fall in love with candidates.

So what does this mean for you if you’re in a high-scoring, over-represented pool? It means your margin of success will not come from boosting your GMAT from a 720 to a 750. It will come from how well you tell your story. It will come from whether you’ve reflected deeply on your past decisions, articulated a clear and ambitious career path, and demonstrated how your MBA goals align with your lived experience. It will also come from your ability to connect your personal values with your professional aspirations. This kind of introspective work may not show up on a score report, but it absolutely shows up in your application—and it makes all the difference.

Another myth worth dispelling is that admissions committees want applicants who check every single box. In truth, they’re often more interested in candidates who have some sharp edges—who are compelling and imperfect, rather than polished and generic. A candidate who’s failed, pivoted, struggled, or taken risks can often come across as more mature and self-aware than someone whose record appears flawless on paper. Business school is about growth, and growth requires vulnerability. If you can articulate what you’ve learned from your experiences—not just what you’ve achieved—you’re more likely to stand out.

There is also the strategic dimension to consider. Because top MBA programs receive thousands of qualified applications, they make decisions based not only on merit but also on class composition. They want geographic diversity, industry diversity, functional diversity, and cognitive diversity. If your story doesn’t add something new to the classroom, your chances of admission go down, regardless of your GMAT or GRE. This is why two seemingly similar candidates can receive vastly different outcomes. One person brings a new voice to the table; the other blends into the background. Test scores have nothing to do with that differentiation.

For international applicants, this logic often applies even more strongly. The pool is highly competitive, and high test scores are common. What separates successful applicants is their narrative—how they explain their background, how they’ve made an impact, and how their MBA fits into a larger journey. Language barriers, cultural nuances, and differing educational systems can make the application process even more daunting. But again, once a basic level of academic ability is established, what matters is how you connect the dots of your story.

In sum, viewing the GMAT or GRE as a golden ticket to top MBA programs is not only inaccurate but also counterproductive. It diverts attention away from the parts of the application where you actually have the greatest opportunity to stand out. A test score is a data point; your life story is the real differentiator. Especially in highly competitive applicant pools, your essays, recommendations, and interviews become the key levers for admission. They are where you demonstrate leadership, vision, resilience, and authenticity. These are the traits top MBA programs prize—not your ability to outperform a standardized test.

Differentiation as the Real Currency in MBA Admissions

If test scores aren’t what set you apart, then what does? The answer, in a word, is differentiation. In an environment where thousands of applicants have stellar resumes, strong GPAs, and top-tier GMAT or GRE scores, the deciding factor becomes your ability to tell a story that admissions committees haven’t already heard a hundred times. This doesn’t necessarily mean you need a wildly unconventional background. It means that within the context of your experiences—no matter how common or competitive—you must bring a unique perspective, a clear sense of purpose, and a human story that commands attention.

Differentiation begins with reflection. Too often, applicants focus their attention on impressing the admissions committee, rather than understanding themselves first. They lead with status markers—what school they attended, what firm they worked for, what promotions they received—rather than digging into the motivations and lessons that shaped their choices. But status alone doesn’t move the needle. What stands out is a sense of intentionality. Why did you pursue that opportunity? How did it change you? What did you learn about yourself, and how has that insight shaped your future ambitions? These are the questions that matter, and answering them well is what helps you differentiate.

One of the most powerful ways to build a differentiated profile is by telling your superhero origin story. This concept reframes your application as a narrative arc: where you came from, what shaped you, how you overcame challenges, and what now drives you to make an impact. Think of it like the first act of a great film or novel—it introduces the character, their world, the tensions they face, and the transformation they undergo. When told well, this kind of story draws the reader in and helps them emotionally invest in your success. And in an admissions process that is as much about human connection as it is about qualifications, that emotional resonance can be decisive.

A strong origin story often starts with formative experiences from childhood or adolescence. These experiences might involve family dynamics, cultural identity, economic hardship, or early exposure to leadership and responsibility. While these topics may seem deeply personal or even unrelated to your MBA goals, they often hold the key to your values and long-term vision. For example, an applicant who grew up in a multicultural household where communication was a daily challenge may later develop an interest in global business strategy or international diplomacy. The story isn’t just about facts—it’s about the inner drive that those facts reveal.

What’s particularly effective about this approach is that it moves beyond surface-level storytelling. Many applicants fall into the trap of writing essays that summarize their resume or recount accomplishments in a detached tone. In contrast, a well-crafted origin story brings the reader into your world. It shares the why behind your decisions, not just the what. It reveals your values, your fears, your triumphs, and your ongoing questions. These are the qualities that help the admissions committee see you as a whole person, not just another qualified applicant.

Differentiation also means showing how you think—not just what you’ve done. This is where having a clear, specific point of view can make a dramatic difference. Too often, applicants aim for neutrality, thinking that a safe narrative will appeal to a wider audience. But top MBA programs don’t want safe—they want strong, thoughtful voices. They want students who will challenge assumptions, ask hard questions, and bring original insights to classroom debates. If your application feels generic or overly polished, it may lack the personal conviction that admissions officers are looking for.

Take, for instance, an applicant who works in the travel and hospitality industry. A conventional application might focus on achievements, industry experience, and career progression. But a differentiated application goes deeper. Perhaps the applicant believes that the industry is overlooking the importance of cultural immersion in travel experiences, and wants to innovate new models that combine technology with human connection. This belief—rooted in personal travel stories, professional insights, and a clear future vision—becomes a compelling narrative thread. It transforms the candidate from a competent industry player into a thought leader in the making.

Another area where differentiation plays a key role is in articulating your long-term goals. Generic goals like “working in consulting” or “transitioning into tech” won’t help you stand out. The admissions committee already knows those paths exist. What they want to understand is why you’re passionate about a particular domain, what specific problem you want to solve, and how your personal and professional experiences have prepared you for that journey. This level of clarity and intentionality separates those who are simply pursuing a credential from those who have a mission.

Differentiation also requires being honest about your setbacks. Many applicants believe they need to present a flawless narrative to gain admission. In reality, top MBA programs are very receptive to stories of failure, change, and resilience—provided that they’re told with self-awareness and humility. A failed startup, a difficult career pivot, or a period of stagnation can all become powerful differentiators if you show what you learned and how you’ve grown. These moments of vulnerability can build trust with the reader and humanize you in a way that success stories alone cannot.

A final element of differentiation that is often overlooked is voice. The most memorable applications are not just well-structured; they sound like real people. They have rhythm, personality, and emotional texture. They invite the reader into a conversation rather than delivering a lecture. If your essays sound like they were written by a corporate communications team, they probably won’t resonate. But if they sound like you—reflective, curious, ambitious, and authentic—they’re more likely to leave a lasting impression.

This is especially important in a competitive applicant pool. If you come from a background that is well represented in MBA admissions—consulting, investment banking, engineering, or big tech—then your ability to differentiate becomes even more critical. The admissions committee is not only asking, “Is this person qualified?” but also, “Do we already have too many people like this?” Your job is to demonstrate that while your resume may look similar to others, your story, motivations, and future path are entirely your own.

Differentiation isn’t something you can fake or fabricate. It comes from doing the hard work of self-discovery, of asking yourself tough questions, and of being willing to share the real you—not just the LinkedIn version. It means reflecting on the moments that shaped you, the people who influenced you, the principles you live by, and the legacy you hope to leave behind. It also means being intentional about your MBA goals—connecting the dots between where you’ve been, where you are now, and where you’re going next.

Ultimately, differentiation is what earns you a seat at the table. A high test score might get your foot in the door, but it won’t carry you across the finish line. What matters most is that the admissions committee can see who you are, what you care about, and how you’ll contribute to their community. They want students who will enrich the learning environment, challenge their peers, and go on to lead with vision and integrity. That level of impact starts with being different—and with having the courage to tell a story that’s entirely your own.

The Role of Perspective and Point-of-View in Top MBA Applications

Once an applicant understands that differentiation is the true key to MBA admissions—not simply racking up the highest test score—the next question becomes how to show that difference. One of the most effective but underutilized tools in this process is the applicant’s point-of-view. Simply put, point-of-view is your unique lens on the world. It’s the combination of your beliefs, values, observations, and insights—shaped by your life and work experiences—that defines how you see issues and where you believe impact can be made. And in MBA applications, point-of-view can be a powerful asset when used intentionally.

Let’s begin with why point-of-view matters so much to MBA programs. Top schools are looking for future leaders who won’t just succeed in their careers but who will shape industries, redefine strategy, and rethink organizational practices. This requires vision, judgment, and the courage to take a stance on complex, nuanced topics. When an applicant articulates a compelling point-of-view—especially on a topic they care deeply about—it signals to the admissions committee that this is someone who can think independently, challenge the status quo, and bring meaningful contributions to the classroom.

Unfortunately, many applicants shy away from expressing a strong point-of-view in their essays. They play it safe, sticking to objective summaries and neutral narratives that sound polished but generic. In doing so, they often miss the chance to connect on a deeper level. Admissions readers review thousands of essays, and many blur together. What stands out is someone who offers a new insight, reframes a common challenge, or confidently articulates an unconventional belief. It shows maturity, clarity of thought, and confidence—all of which are highly valued in business school environments.

To illustrate this, consider two different applicants interested in healthcare. One might write that they want to work in healthcare operations to improve efficiency and access. That’s fine, but fairly standard. Another applicant might argue that the current system of hospital administration is structurally flawed because it prioritizes cost management over long-term patient outcomes—and then use firsthand experience and research to support that claim. The second applicant stands out because they’re not just reporting facts; they’re analyzing problems, identifying leverage points, and suggesting change. Their perspective invites debate, discussion, and further exploration. That’s what great business schools want to cultivate.

But how does one develop and convey a compelling point-of-view? It starts with observation. Pay attention to the areas of your work or interests where you consistently notice patterns, tensions, or missed opportunities. Ask yourself what frustrates you, what inspires you, and what motivates you to take action. Often, your strongest opinions grow out of your direct experiences. Whether you’re a consultant, engineer, marketer, or nonprofit leader, you’ve likely encountered situations where things could be done differently—or better. That’s fertile ground for insight.

Once you’ve identified a topic you care about, dig deeper. Ask yourself why others haven’t solved this problem yet. What blind spots or assumptions are holding the system in place? What would it take to do things differently? This is where your professional experience and academic curiosity come together. Business schools are not just training managers; they’re training problem solvers. Demonstrating your ability to think critically about systemic issues—even if your ideas are still evolving—shows that you’re ready for that challenge.

Now let’s turn to how you express your point-of-view in writing. One common pitfall is sounding too academic or abstract. While it’s important to be thoughtful, your ideas should also be grounded in real stories, real data, and real emotions. The admissions committee isn’t looking for a white paper—they’re looking for a person with insight. Use specific anecdotes from your work or personal life to bring your perspective to life. If you believe something about an industry, back it up with examples. If you have a vision for the future, explain what inspired it.

Take the example of the applicant who believes the hospitality industry is underleveraged in creating meaningful cultural exchange. That’s an interesting thesis—but it’s the way she develops it that makes her application memorable. She doesn’t just state her belief; she illustrates it through stories about how her multicultural background shaped her sensitivity to human connection, how she noticed patterns in her consulting work with travel clients, and how she imagines new models of immersive travel that use data to create more personal experiences. Her point-of-view is not only thoughtful but actionable. And that makes her stand out.

Another way to sharpen your point-of-view is to consider what tensions or paradoxes exist in your field. Often, the most insightful opinions emerge from grappling with contradictions. For instance, an applicant working in finance might observe the tension between short-term earnings pressures and long-term investment in innovation. Rather than taking a side, they could explore the challenges of balancing both—offering a nuanced view that respects complexity but still offers ideas for progress. This kind of thinking is deeply valued in MBA programs, where students are trained to manage ambiguity and lead amid uncertainty.

What makes a point-of-view truly effective, however, is when it reflects not only what you think but who you are. Your beliefs should connect to your values, your experiences, and your goals. It’s not enough to say, “I think X.” You have to show why you care, how you’ve arrived at this belief, and how it influences your future direction. This is where your authenticity becomes critical. You don’t have to sound like a thought leader on day one—but you do need to sound like someone who has a sincere desire to make change and the self-awareness to keep learning along the way.

It’s also important to recognize that expressing a point-of-view doesn’t mean being provocative for its own sake. You don’t need to take a contrarian stance just to seem bold. What matters is that your perspective is honest, reasoned, and grounded in lived experience. Even if the reader doesn’t fully agree with you, they’ll respect your clarity of thought and your willingness to engage critically with the world around you.

This ability to communicate a strong point-of-view is also vital during interviews. Many MBA interview questions are designed to test not just your experiences but your reflections on those experiences. For example, you may be asked about a time you influenced a team, navigated a conflict, or led through change. Your answer isn’t just about what happened—it’s about how you interpreted the situation, what you learned, and what you now believe about leadership. This is your point-of-view in action.

Moreover, MBA students spend much of their time engaging in discussion-based learning. The case method, in particular, relies on students bringing diverse viewpoints into the classroom. Schools are building cohorts that can challenge one another respectfully and bring fresh angles to old problems. That’s why your point-of-view matters—not just as an admissions asset, but as a predictor of how you’ll contribute to the intellectual life of the school.

Finally, developing your point-of-view now doesn’t just help with MBA admissions—it helps with everything that follows. Whether you’re building a startup, leading a team, advising clients, or crafting policy, your ability to synthesize information, articulate a stance, and inspire others is central to leadership. The MBA application is simply the first stage in that journey. By taking the time to reflect on what you believe and why you believe it, you’re building a foundation for lifelong influence and impact.

The Critical Role of Recommenders and Final Differentiation Strategies in MBA Admissions

Even the most thoughtfully crafted personal story and the most insightful point-of-view cannot fully carry an MBA application on their own. Admissions committees are acutely aware of the fact that applicants control their essays, resumes, and interviews. But what applicants do not control—at least not directly—is what their recommenders say about them. For this reason, letters of recommendation serve as a crucial third-party validation, offering the admissions team a window into how an applicant is perceived and measured by others who know their work closely. In ultra-competitive applicant pools, the quality and strength of these letters often play a decisive role.

Top MBA programs take recommendation letters very seriously, particularly for applicants from over-represented backgrounds such as management consulting, investment banking, or technology. When many candidates have similar test scores, impressive employers, and strong academic records, admissions committees rely on recommenders to help them understand who among this talented crowd is truly exceptional. Specifically, they are looking for comparative data—statements that place the candidate in a cohort and describe their performance, impact, and potential relative to others. This means the recommender must be willing to take a stand and assert that the candidate is not just good, but outstanding among their peers.

To achieve this level of impact, applicants must be highly strategic when choosing recommenders. The most effective recommenders are those who not only know the candidate well and have worked with them closely but also understand the tone, purpose, and stakes of the MBA application process. A lukewarm recommendation, even from a senior executive or partner, is less effective than an enthusiastic endorsement from someone one or two levels above who has witnessed the candidate in action. Applicants should prioritize choosing someone who can write with passion, specificity, and conviction over someone with a big title.

But selection is just the beginning. Successful MBA applicants also take the time to prepare their recommendations. This doesn’t mean writing the letter for them or suggesting specific wording—that would be inappropriate and unethical. Rather, it involves equipping the recommender with context. Applicants should meet with their recommenders and explain why they are pursuing an MBA, what their goals are, how they plan to position themselves in their application, and why the school they are applying to is the right fit. They should also discuss the key themes or stories they’re emphasizing in their essays so that the recommender can reinforce these points with supporting examples from their own observations.

The strongest letters contain detailed anecdotes. Instead of saying “this candidate is a great leader,” a standout recommender will describe a moment when the candidate led a team through a high-pressure client engagement, navigated internal conflict, or delivered a creative solution that delighted stakeholders. These moments bring the letter to life and demonstrate traits such as leadership, empathy, resilience, and strategic thinking in action. They also provide color that an applicant could not credibly include themselves.

Moreover, great recommenders do not hesitate to compare. Admissions committees appreciate it when a recommender writes something like, “In my ten years managing consultants at this firm, I would rank this applicant in the top 5% for analytical thinking and client leadership.” These kinds of comparative statements are both powerful and rare. They help admissions officers gauge the applicant’s level of distinction within a high-performing environment.

However, it’s not just about standing out in a positive light. Great letters also align with the overall narrative of the application. For example, if an applicant’s essay focuses on their ability to connect across cultures and lead diverse teams, a well-synchronized recommendation might highlight a time the applicant successfully managed a cross-border project involving team members from multiple countries. When the application elements reinforce each other in this way, it creates a cohesive and compelling story.

All of this circles back to the core idea of differentiation. While GMAT and GRE scores may offer a basic check of academic readiness, they cannot substitute for the unique combination of life story, professional impact, personal conviction, and third-party endorsement that ultimately gets someone admitted. Differentiation is not about being louder, flashier, or more dramatic—it’s about being more deeply known. Admissions committees want to admit people they feel they understand. And that understanding is built not just on the data points but on the emotional resonance and strategic alignment of the story an applicant tells.

So how else can applicants from competitive backgrounds stand out beyond the basics? One approach is to pursue non-obvious experiences that demonstrate creativity, risk-taking, or commitment to values. For instance, we’ve worked with consultants who took leaves of absence to work on humanitarian projects, launch side businesses, or care for family members. These experiences, while less conventional, offer a depth of character that is often more meaningful than an extra six months of client work.

Another tactic is to develop a clearly articulated impact thesis—a well-reasoned explanation of the type of change the applicant wants to lead and how their MBA, past experiences, and personal motivations all connect to that vision. This doesn’t need to be perfectly polished or wildly ambitious, but it should feel sincere and directionally coherent. When admissions committees sense that an applicant has truly thought through how they want to use their career to make a difference, it elevates the entire application.

Additionally, applicants should take the time to reflect on their learning curve. Business schools are deeply interested in how people learn, grow, and adapt. They know that the best students are not those who have never failed, but those who have faced setbacks, learned from them, and emerged stronger. Sharing those moments of challenge and growth in a genuine, non-defensive way can humanize a candidate and make them more relatable. It also signals emotional intelligence—a trait that matters as much as analytical horsepower in the modern business world.

Finally, applicants should resist the urge to be everything to everyone. A common mistake is trying to demonstrate competence in every domain—strategy, finance, marketing, operations, leadership, and more—within a single application. While it’s tempting to showcase breadth, it’s often more effective to go deep. Choose a few key strengths and themes and emphasize those consistently across your materials. Let the admissions committee see you as someone with a distinctive profile, a sharp edge, and a clear lane of impact. Breadth can be developed in business school. Depth must be brought in by the student.

To close, it’s helpful to remember that top MBA programs admit people, not profiles. They admit thinkers, dreamers, doers, and connectors—not just spreadsheets full of achievements. By focusing on how you think, what you believe, how others see you, and how you’ve grown, you will move far beyond the test score arms race. The myth that GMAT or GRE scores are the gatekeepers to elite business schools is simply that—a myth. The reality is more complex, and for those willing to do the work of real reflection and authentic storytelling, it is also more empowering.

Final Thoughts

At a glance, standardized test scores seem like the obvious metric to sort top MBA applicants. They are quantifiable, standardized across applicants, and offer admissions officers a way to compare candidates from vastly different academic and professional backgrounds. It’s no surprise, then, that many applicants assume higher GMAT or GRE scores automatically lead to higher acceptance rates. But the evidence—and the experience of hundreds of successful applicants—suggests otherwise.

Elite business schools use scores as a threshold, not a deciding factor. Once you’ve cleared that bar, the question is no longer “how high did you score?” but “who are you beyond your score?” That’s where true admissions strategy begins. What admissions committees are really after is depth, authenticity, and impact. They are curating a class, not compiling a leaderboard. They’re looking to build a dynamic, intellectually stimulating, and socially diverse learning environment—not to reward test-taking performance.

This is especially relevant for applicants from over-represented industries and geographies, where a 750 GMAT may be commonplace rather than exceptional. In those cases, it’s not the number but the narrative that creates separation. This means you need to know your story inside and out. You need to know what you care about, why you’ve made the choices you’ve made, how others perceive you, and where you’re going. And you need to communicate all of that in a way that feels honest, intentional, and aligned.

Think about the application not as a form to fill out but as a leadership case. What does this file tell the admissions team about the kind of classmate, teammate, and alum you’ll be? Are you someone they can imagine driving discussion, launching initiatives, mentoring peers, and raising the profile of their institution years after graduation? Are you someone who brings dimension and perspective to a room full of other high achievers?

To answer “yes” to those questions, you don’t need to be the most impressive person on paper. You need to be the most understood. You need to be memorable for the right reasons—for your clarity of purpose, your self-awareness, and your demonstrated ability to drive impact. That doesn’t happen by simply maximizing numbers. It happens by understanding the admissions process as a reflection exercise, not a ranking exercise.

Your job is not to prove you are perfect. Your job is to show you are prepared. Not just academically, but emotionally and strategically—to make the most of the MBA experience and to contribute something meaningful to the community. The applicants who can do that, regardless of whether they scored a 680 or a 780, are the ones who earn a seat in the class.

So if you’re putting together your MBA applications right now, stop obsessing over points and percentiles. Focus instead on what makes you real, what makes you different, and what makes you valuable to the people you’ll learn alongside. Because in the end, admissions officers won’t remember your test score—they’ll remember your story.