出國(guó)留學(xué)的學(xué)生，荷蘭高校的申請(qǐng)準(zhǔn)備中，個(gè)人陳述是非常重要的，大家要保證自己的PS寫(xiě)作符合要求，并且可以發(fā)揮積極的作用。今天出國(guó)留學(xué)網(wǎng)就為大家?guī)?lái)荷蘭留學(xué)個(gè)人陳述寫(xiě)作技巧有哪些？
寫(xiě)作技巧
一、 注重細(xì)節(jié)
首先你要確定自己在個(gè)人陳述當(dāng)中要說(shuō)什么，確定主線和主題，然后用細(xì)節(jié)點(diǎn)進(jìn)行闡述。
二、 注重故事性
如果給你機(jī)會(huì)選擇，你是更愿意讀小說(shuō)還是新聞報(bào)紙呢？
所以一個(gè)好的故事更容易引起人們的共鳴，比平白的陳述強(qiáng)而有力。看一下這兩個(gè)例子，不難看出哪一個(gè)更容易吸引人們的注意力。
三、“量化”你的故事
要注意你的故事不僅僅是提供一些無(wú)關(guān)緊要的信息，記住你的故事要圍繞著你自己展開(kāi)，讓讀者獲取關(guān)于你更多的信息。
說(shuō)到信息，你所展現(xiàn)的故事不僅要定性還要定量，也就是說(shuō)最好要用具體的數(shù)字來(lái)輔助展現(xiàn)，幫助讀者更好的理解你所做的深度。
四、 定制你的文章
很多學(xué)生在寫(xiě)個(gè)人陳述的時(shí)候所犯的最大錯(cuò)誤就是利用現(xiàn)成的模板，在模板的基礎(chǔ)上修改和寫(xiě)作，申請(qǐng)不同學(xué)校的時(shí)候僅僅是把學(xué)校的名字一些小的地方進(jìn)行修改，其他的地方完全不動(dòng)。
五、正式和隨意兼并
基本上所有的個(gè)人陳述和文章都可以分為兩類(lèi)：一種是比較正式的風(fēng)格，一種是比較隨意的隨意風(fēng)格。
六、 不要編故事，做你自己
不要因?yàn)槲覀兦懊嬉髮?xiě)自己的故事，你就想憑空捏造一些故事。
七、 “解釋”問(wèn)題
個(gè)人陳述是向錄取委員會(huì)解釋自己?jiǎn)栴}的一個(gè)好機(jī)會(huì)，如果你的背景有一些瑕疵或問(wèn)題，一定要抓住這個(gè)機(jī)會(huì)，比如說(shuō)有一年的gap year或者工作上出現(xiàn)過(guò)的問(wèn)題都可以在個(gè)人陳述中做出合理的解釋
八、 提前做工作
在確定申請(qǐng)的學(xué)校之前，一定要提前做好功課。對(duì)于你要申請(qǐng)的學(xué)校的細(xì)節(jié)十分了解。
九、反復(fù)修改，校對(duì)再修改
還有一點(diǎn)申請(qǐng)者們常常犯的錯(cuò)誤就是，只是自己讀自己修改申請(qǐng)文章。或許是應(yīng)為不好意思，或許是認(rèn)為朋友和家人對(duì)這些方面并不在行，但是把你的文書(shū)給他們看，讀給他們聽(tīng)。
十、向教授尋求意見(jiàn)
在寫(xiě)完自己的個(gè)人陳述之后，最好找到相關(guān)領(lǐng)域的教授品評(píng)。作為一名教授，在業(yè)內(nèi)領(lǐng)域的經(jīng)驗(yàn)也是十分豐富的，他們往往會(huì)給你很多專(zhuān)業(yè)方面的經(jīng)驗(yàn)，尤其是給很多學(xué)生做過(guò)推薦人，有過(guò)國(guó)外求學(xué)或是交流經(jīng)驗(yàn)的老師，他們的建議更加寶貴。
范文分享
By serving as a noncommissioned officer in theUnited StatesMarine Corps， I learned and developed valuable leadership skills that would prove crucial to my success as a leader and to my ability to gain the respect of my subordinates. The Marine Corps places great emphasis on leadership characteristics， believing that great leaders are not born， they are properly trained. I submitted to grueling training on my way to becoming an officer in the Marines， and believe this training gives me the foundation of strong leadership skills that I will need in every day corporateAmerica.
Leadership in the Marine Corps is more complicated than the simple management of employees. I learned this lesson the hard way， being thrust into a management position as my unit was being shipped over seas during the Persian Gulf War. As a newly promoted Corporal， I was given the job of night crew supervisor in charge of 15 other marines. In the Marine Corps， leaders are not only held accountable for the work getting done but also for the performance and conduct of their marines. At the age of 21，I had the responsibility not only to carry out my orders but also to safeguard the personal lives and protect the general welfare of my men. This being my second time over seas， I understood many of the difficulties that a young marine can have on their first extended trip away from their family. I enjoyed helping my marines over come their problems， and learned that the benefits were well worth the time that I invested. I discovered that employees who have the support of their management tend to be more focused on the tasks at hand， gaining levels of trust and loyalty that can only benefit the organization.
Related to this issue of gaining trust and loyalty through management supportiveness is that the Marine Corps requires creative means to motivate subordinates. It can be very difficult at times to be in charge of individuals， yet have no direct control over their salaries or advancement in the organization. The government decides military salaries， and promotions are controlled by boards with the primary means of measurement being time in service. For this reason， I learned to manage through mutual respect. I believe it is much more important to gain the trust and confidence of your employees than to use direct compensation to motivate them.
Throughout my Marine Corps career and beyond I developed many strong leadership skills， but most of all I learned that to be effective as a manager one must remain focused on the human aspect of leadership. By concentrating too much on the goal and not on the people needed to meet it， leaders risk alienating their employees and thus failure in achieving the goal itself. By leveraging the lessons and qualities I gained while serving as an officer in the Marine Corps， I hope to meaningfully contribute to the academic environment at the Anderson School of Business.