I have worked at New York University for the past three years and was originally hired by John. I should say that he one of the reasons I chose to work at NYU is because of him. Indeed, he was incredibly supportive as my superior and as a person. He was invested in my success as a professional, and he had a genuine commitment to our students’ success as well as the staff’s. I considered John less a supervisor and more a leader. While he certainly was a strong manager, as he was able to execute our vision and direct our day-to-day, he was equally strong at listening to and involving his staff, and he created a culture of mutual trust and respect. John was truly a change agent for the department. He inherited an unenviable situation of not having a staff or any processes in place. However, in a short amount of time, he assembled an incredibly dedicated and strong team and operationalized an otherwise inert department. He did this by cultivating positive relationships and by giving us his full support to exercise our talents and skills in the ways we each best saw fit. As a result, John inspired a sense of loyalty and confidence among his staff and borne out of that loyalty is a sense of pride in the work we do. John built our department from the ground, up, into a highly functioning and effective operation. Leadership aside, it is worth noting that John is also an excellent manager. He is highly knowledgeable about best practices in student affairs and higher education. He has the ability and willingness to challenge the status quo, do things differently, and to consider new ways of doing things if it improves the student experience. He has a keen awareness of the

From our time working together at the Zicklin School of Business, what stands out to me is John’s ability to connect with students. This relationship-building began with the Full-Time MBA admissions process, where John utilized data and other resources to inform his recruitment decisions. He devoted time to crafting communications and hosting events that would build a connection early on with prospective students and admitted students alike. John built upon these early relationships to develop an orientation program that we still model today. By expanding the orientation, the cohort has more time to connect with each other and are better prepared for the academic and professional expectations of the program. John’s connections lasted beyond the program, helping to develop strong alumni relationships. Additionally, the Zicklin School of Business MBA Open Houses have evolved from a format that John introduced, with an engaging panel that highlights both our students and alumni.

I have worked at New York University for the past three years and was originally hired by John. I should say that he one of the reasons I chose to work at NYU is because of him. Indeed, he was incredibly supportive as my superior and as a person. He was invested in my success as a professional, and he had a genuine commitment to our students’ success as well as the staff’s. I considered John less a supervisor and more a leader. While he certainly was a strong manager, as he was able to execute our vision and direct our day-to-day, he was equally strong at listening to and involving his staff, and he created a culture of mutual trust and respect. John was truly a change agent for the department. He inherited an unenviable situation of not having a staff or any processes in place. However, in a short amount of time, he assembled an incredibly dedicated and strong team and operationalized an otherwise inert department. He did this by cultivating positive relationships and by giving us his full support to exercise our talents and skills in the ways we each best saw fit. As a result, John inspired a sense of loyalty and confidence among his staff and borne out of that loyalty is a sense of pride in the work we do. John built our department from the ground, up, into a highly functioning and effective operation. Leadership aside, it is worth noting that John is also an excellent manager. He is highly knowledgeable about best practices in student affairs and higher education. He has the ability and willingness to challenge the status quo, do things differently, and to consider new ways of doing things if it improves the student experience. He has a keen awareness of the

From our time working together at the Zicklin School of Business, what stands out to me is John’s ability to connect with students. This relationship-building began with the Full-Time MBA admissions process, where John utilized data and other resources to inform his recruitment decisions. He devoted time to crafting communications and hosting events that would build a connection early on with prospective students and admitted students alike. John built upon these early relationships to develop an orientation program that we still model today. By expanding the orientation, the cohort has more time to connect with each other and are better prepared for the academic and professional expectations of the program. John’s connections lasted beyond the program, helping to develop strong alumni relationships. Additionally, the Zicklin School of Business MBA Open Houses have evolved from a format that John introduced, with an engaging panel that highlights both our students and alumni.

I have worked at New York University for the past three years and was originally hired by John. I should say that he one of the reasons I chose to work at NYU is because of him. Indeed, he was incredibly supportive as my superior and as a person. He was invested in my success as a professional, and he had a genuine commitment to our students’ success as well as the staff’s. I considered John less a supervisor and more a leader. While he certainly was a strong manager, as he was able to execute our vision and direct our day-to-day, he was equally strong at listening to and involving his staff, and he created a culture of mutual trust and respect. John was truly a change agent for the department. He inherited an unenviable situation of not having a staff or any processes in place. However, in a short amount of time, he assembled an incredibly dedicated and strong team and operationalized an otherwise inert department. He did this by cultivating positive relationships and by giving us his full support to exercise our talents and skills in the ways we each best saw fit. As a result, John inspired a sense of loyalty and confidence among his staff and borne out of that loyalty is a sense of pride in the work we do. John built our department from the ground, up, into a highly functioning and effective operation. Leadership aside, it is worth noting that John is also an excellent manager. He is highly knowledgeable about best practices in student affairs and higher education. He has the ability and willingness to challenge the status quo, do things differently, and to consider new ways of doing things if it improves the student experience. He has a keen awareness of the

From our time working together at the Zicklin School of Business, what stands out to me is John’s ability to connect with students. This relationship-building began with the Full-Time MBA admissions process, where John utilized data and other resources to inform his recruitment decisions. He devoted time to crafting communications and hosting events that would build a connection early on with prospective students and admitted students alike. John built upon these early relationships to develop an orientation program that we still model today. By expanding the orientation, the cohort has more time to connect with each other and are better prepared for the academic and professional expectations of the program. John’s connections lasted beyond the program, helping to develop strong alumni relationships. Additionally, the Zicklin School of Business MBA Open Houses have evolved from a format that John introduced, with an engaging panel that highlights both our students and alumni.