Chapter 14 of Should I Stay or Should I Go? Surreptitious Tips for an MBA examines the fine line MBA students walk between social life and academic expectations. While networking and late nights are part of the experience, slipping too far academically can have serious consequences—including dismissal.

Disclaimer

• All characters and events in this chapter —even those based on real people—are entirely fictional.
• The following chapters contain coarse language and situations and due to its content it should not be read by anyone.

Chapter 14 “Can you get kicked out of an MBA?”

The delicate balance between academic rigor and social indulgence was a defining feature of the MBA experience. While the program was renowned for its emphasis on networking, camaraderie, and vibrant social life, there were still clear academic expectations that couldn’t be ignored.

Some students pushed the boundaries too far. There were stories of those who partied relentlessly, neglecting coursework until it caught up with them. For those whose grades began to slip, the administration issued polite but firm reminders to recalibrate their priorities. In extreme cases, repeated warnings could lead to dismissal—just as it had for one young woman I had heard about early in the program.

A few friends of mine found themselves skating dangerously close to that edge, struggling to stay afloat academically. It was a sobering reminder that while grades weren’t everything in the MBA world, certain standards had to be met.

The cliché “work hard, play hard” became something of a mantra. We embraced social opportunities, but we also knew when it was time to buckle down. The challenge lay in navigating both spheres without letting one overpower the other. Each of us had to find that equilibrium—a dance between late nights at bars and early mornings in lecture halls.

The harsh truth about pursuing an MBA was that not everyone would cross the finish line. Despite best efforts, some inevitably found the demands overwhelming.

One particular story circulated about a young woman who struggled academically from the outset. Word spread that she was failing several classes, and recovery seemed unlikely. Ultimately, she made the difficult decision to leave the program—or, as some suggested in hushed tones, was encouraged to do so.

But in an unexpected twist, UCLA Anderson extended her a lifeline. Rather than severing ties, the school offered her a position on staff.

It was an act of remarkable compassion and support. By giving her a second chance, Anderson sent a powerful message: students were valued not just for their academic performance but as individuals. Even if the MBA wasn’t the right fit, there was still room for growth and contribution in another capacity.

That gesture stayed with me. It was a reminder that failure didn’t have to be the end of the story. Redemption and new beginnings were always possible, often in the most surprising ways.