Tell us about a time when you went beyond what was defined, established, or expected.

Sample One

Throughout my years at the University of Minnesota’s School of Architecture, I was very involved with the UM Design Build Team, a student-initiated program that revamps low-income neighborhoods through design and construction. Specifically, I was engaged in the overhaul development of the 12,000 square feet Eastside Community Garden. I first became involved with this project during my research for nonprofit development in Minneapolis’ Chinatown district. Upon speaking to the local residents, I learned that the garden, due to its perilous condition, had become a focal point for drug dealings and prostitution. I felt strongly that an improved community garden would create tremendous impact on this group of district residents and decided to initiate a program that could revitalize this land.

The UM Design Team had never taken on a project of this magnitude before. Typical funding requirements for our projects rarely exceeded $1,000. Given the site’s grand scale and steep landscape, the number of volunteers that would be needed for the tasks I envisioned exceeded our volunteer base by a factor of 10. Accordingly, my first priorities were to demonstrate sufficient community benefits for the Chinatown residents and secure funding for the project and recruit an army of volunteers. To address these challenges, I created a video proposal based on conversations with the local residents and drafted a report outlining the green benefits for urban communities. After presenting these findings along with intense lobbying, the diligence led to $30K in grant funding from the city’s Department of Neighborhoods. I then shifted my focus to recruiting and mobilizing the volunteer teams and decided to first assemble a core leadership group of graduate students and faculty. Motivated by the potential impact of this project, the core team successfully recruited 25 student volunteers.

I soon realized, however, that the most difficult part in directing a large group of designers was providing a unified perspective and instilling a common value. During the planning discussions, students enthusiastically shared their individual visions, but the group struggled to effectively assemble an integrated solution. At one point, a dialogue about improving the community turned into a heated debate as students begun trading criticisms about each other’s designs. Recognizing that we lacked a unified vision, I decided to organize a community presentation with the local Chinatown residents and facilitate a dialogue that could enable them to express their excitement for the community garden project. Through these interactions, students began to understand that our core objective was not to exercise individual skills, but rather to assist this deprived neighborhood in unity. Thereafter, the group became highly motivated, efficiently came to consensus on the master plan, and slowly sculpted the once rough landscape into an accessible garden space. The renovated Eastside Community Garden vibrantly serves more than 150 residents today.

From this experience, I learned that successful leadership not only values individual talents, but also instills a common vision that unifies diversity. Although the students each had preconceived visions about the garden, my management team was able to unite the group’s spirit through revealing the underlying values of this task. This experience also positively impacted many volunteers and inspired them to revitalize other deprived neighborhoods. I am now ready to make an even bigger impact and hope to continue seeking leadership opportunities with the active student body of the Stanford community.

Sample Two

When I joined a large consulting firm after college I wanted to maintain my interest in volunteering, but by necessity had limited time. My parents and friends all encouraged me to focus on my career and not my interest in helping those less fortunate. Because of my own family’s story of rising above a modest start, I was not comfortable focusing only on myself for the neglect of others.

However, my career was important to me and I realized I needed to approach my volunteering with more purpose. I was living in a transitioning urban neighborhood, and while my building and a few others nearby were full of young professionals like myself, there was also an active homeless community in the neighborhood. I found myself curious about the women I saw every day on the streets, while also a bit nervous, and I challenged myself to learn more. There was a women’s community center down the street, and one Saturday I went inside and talked to a staffer. I learned that the center offered warm showers, toiletries, and temporary shelter for hundreds of women living on the streets of my city. They also conducted enrichment and education workshops for the women on topics ranging from money management to art appreciation. I was intrigued, and decided to start volunteering. At first I worked in the shelter every Saturday for a few hours. Then I started fundraising amongst my friends and associates. After a year of this involvement I started teaching a few workshops and working to involve friends. My commitment to the center only grew as I watched women rebuild their lives and developed deep friendships with the staff and other volunteers.

At this point I have worked with the community center for three years, and in that time have seen women like Edna transition from a life on the streets to a small local apartment. It’s amazing to see former clients of the center in the grocery store, post office and on the streets conducting happy and normal lives.

While it was not expected to become so involved with the community center, I am grateful that I followed my own desire to give back to others. I know that I am tremendously fortunate, and regardless of my professional commitments I have a personal commitment to continue to provide service to others.