MBA Recommender Questions for programs that start in 2018
Important Notes
It is essential that you check the school website for the most accurate, complete and up-to-date information.
Especially if you are a re-applicant.
The recommenders should work on the official form, either hardcopy, or online. They should not go by the information contained on this page alone.
Sometimes schools change the questions mid-season, so be aware, and have your recommenders be aware they should verify the questions before submitting their answers.
Pay attention to the word limits. The following schools have no word limits for their recommendations: Berkeley, Chicago, Duke, HEC Paris, INSEAD, NYU, Tuck.
Something changed? Any comments? Please update us: mistake@ARINGO.com
We require two letters of professional (non-academic) recommendation for the MBA.
RECOMMENDER QUESTIONS:
Context of Relationship
Nature of Relationship
How long have you known the applicant? Years: Months:
During which period of time have you had the most frequent contact with the applicant? From: To:
If you are affiliated with Babson College, please select the option that most closely matches.
May we contact you regarding this applicant?
Did you use a translator?
How would you like to submit your recommendation?
Leadership Assessment Grid
In this section, you will find 12 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:
– Achievement
– Influence
– People
– Personal Qualities
– Cognitive Abilities
For each competency, please select the one button that corresponds to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of needed development. Your candid and honest appraisal will assist in evaluation of the applicant. Please assume that each level builds upon behaviors described in the previous level.
Achievement
Initiative: Acts ahead of need/anticipates problems.
1 – Poor: Reluctant to take on new tasks; waits to be told what to do; defers to others.
2 – Fair: Willing to step in and take charge when required to do so.
3 – Good: Takes charge spontaneously when problem needs attention.
4 – Very Good: Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks.
5 – Excellent: Proactively seeks high-impact projects; steps up to challenges even when things are not going well.
Results Orientation: Focuses on and drives toward delivering on goals, objectives, and performance improvement.
1 – Poor: Focuses on fulfilling activities at hand; unsure how work relates to goals.
2 – Fair: Takes actions to overcome obstacles to achieve goals.
3 – Good: Independently acts to exceed goals and plans for contingencies.
4 – Very Good: Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team.
5 – Excellent: Invents new approaches with measurably better results; works to deliver best-in-class performance improvements.
Influence
Communication, Professional Impression & Poise: Delivers messages and ideas in a way that engages an audience and achieves buy-in; uses listening and other attending behaviors to reach shared understanding; remains calm and measured even in time of crisis or conflict
1 – Poor: Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure.
2 – Fair: Works to get point across; acknowledges feedback; reframes statements when necessary to make clearer; speaks politely; remains composed in known circumstances.
3 – Good: Present views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations.
4 – Very Good: Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance.
5 – Excellent: Structures content for senior-level meetings; maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; when in strong conflict or crisis, remains cool under pressure; channels strong emotion into positive action.
Influence and Collaboration: Engages and works with people over whom he/she has no direct control.
1 – Poor: Does not seek input and perspective of others.
2 – Fair: Accepts input from others and engages them in problem solving.
3 – Good: Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives.
4 – Very Good: Uses tailored approaches to connect with others, influence, and achieve results.
5 – Excellent: Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes.
People
Respect for Others: Acknowledges the value of others’ views and actions.
1 – Poor: Unwilling to acknowledge others’ points of view.
2 – Fair: Open to considering others’ views when confronted or offered.
3 – Good: Invites input from others because of expressed respect for them and their views.
4 – Very Good: Praises people publicly for their good actions; ensures that others’ opinions are heard before their own.
5 – Excellent: Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others.
Team Leadership: Manages and empowers a team of direct reports or peers on project based teams (includes virtual teams).
1 – Poor: Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks.
2 – Fair: Assigns tasks and tells people what to do; checks when they are done.
3 – Good: Solicits ideas and perspectives from the team; structures activities; holds members accountable.
4 – Very Good: Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions.
5 – Excellent: Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support.
Developing Others: Helps people develop their performance and ability over time.
1 – Poor: Focuses only on one’s own growth; critical of others’ efforts to develop.
2 – Fair: Encourages people to develop; points out mistakes to help people develop and praises them for improvements.
3 – Good: Gives specific positive and negative behavioral feedback to support the development of others.
4 – Very Good: Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development.
5 – Excellent: Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change.
Personal Qualities
Trustworthiness/Integrity: Acts consistently in line with or follows explicit values, beliefs or intentions.
1 – Poor: Follows the crowd; takes path of least resistance; gives in under pressure.
2 – Fair: Acts consistently with stated intentions, values, or beliefs when it is easy to do so.
3 – Good: Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition.
4 – Very Good: Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly.
5 – Excellent: Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values.
Adaptability/Resilience: Adapts to changing demands and circumstances without difficulty. Maintains calm optimism in the face of challenge, problems, or apparent failure.
1 – Poor: Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations.
2 – Fair: Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle.
3 – Good: Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome.
4 – Very Good: Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure.
5 – Excellent: Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks
Self-Awareness: Aware of and seeks out additional input on own strengths and weaknesses.
1 – Poor: Lacks awareness of how he/she is perceived; denies or offers excuses when confronted.
2 – Fair: Acknowledges fault or performance problem when confronted with concrete example or data.
3 – Good: Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals.
4 – Very Good: Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults.
5 – Excellent: Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources—people, processes, or content—to maximize strengths or mitigate weaknesses.
Cognitive Abilities
Problem Solving: Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues, and produces acceptable solution.
1 – Poor: Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path.
2 – Fair: Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture.
3 – Good: Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions.
4 – Very Good: Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions.
5 – Excellent: Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected.
Strategic Orientation: Thinks beyond one’s span of control and into the future to reshape the approach or scope of work.
1 – Poor: Focuses on completing work without understanding implications.
2 – Fair: Understands immediate issues or implications of work or analysis.
3 – Good: Develops insights or recommendations within area of responsibility that have improved near-term business performance.
4 – Very Good: Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance.
5 – Excellent: Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance.
Overall Assessment
Is there anything about your ratings on which you would like to comment? (Optional) [text box, no limit]
Based on your professional experience, how do you rate this applicant compared to her/his peer group? [select]
Overall, I… [select]
Recommendation Questions:
1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Maximum word count: 50 words) [text box]
2. How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (Maximum word count: 500 words) [text box]
3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Maximum word count: 500 words) [text box]
4. Is there anything else we should know? (Optional) [text box]
Upload Recommendation Letter
If you would like to include a letter of recommendation in addition to your responses above, you may upload the letter here.
[Upload Recommendation Letter:]
We require two letters of recommendation and prefer that at least one come from a current employer. Select individuals with whom you have had considerable professional interaction, such as your supervisor or a major client. The title or status of those you select is not important. What does matter is how closely your letter writers have worked with you and whether they can attest to your value as an employee, your professional accomplishments, and your personal qualities and interpersonal skills in an organizational context. For this reason, we strongly discourage academic references. Letters of recommendation from co-workers, someone you have supervised, relatives, or personal and family friends are inappropriate and can be detrimental to the review of your application.
Please do not submit more than two letters. We strongly prefer that MBA candidates provide both letters from current or former employers. If you do not provide a letter from your current direct supervisor, you should include an explanation in the Supplementary Data section of the online application. Recommendations may be submitted online or through the mail using a PDF version. You will receive an automated message once a recommender has submitted their letter of recommendation. Letters sent via mail must have the letter writer’s signature across the seal of the envelope.
If your recommender is not comfortable writing a letter in English, it is acceptable to obtain the recommendation in the native language of the author. The original letter and an English translation completed by an ATA (American Translators Association) certified translator must be provided through the mail with the letter writer’s signature across the seal of the envelope.
You are responsible for ensuring that both recommendations are submitted prior to the application deadline. Please do not draft or write your own letter of recommendation, even if asked to do so by your recommender. Such an action can result in denial of your application or withdrawal of your offer of admission.
RECOMMENDER QUESTIONS:
Open questions:
- Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. [text box, no limit]
- How does the applicant’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths?) [text box, no limit]
- Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. [text box, no limit]
- In the Berkeley MBA program, we develop leaders who embody our distinctive culture’s four key principles [http://mba.haas.berkeley.edu/community/culture.html] one of which is “confidence without attitude” or “confidence with humility”. Please comment on how the applicant reflects this Berkeley-Haas value. [text box, no limit]
- (Optional) Is there anything else we should know? [text box, no limit]
Appraisal table:
Please give us your appraisal of the applicant in terms of the traits listed below. Compare the applicant with others whom you know have applied to business school or with individuals who are being groomed for leadership positions within your organization. [for each, select from a drop-down menu between 1-5]
- Results Orientation
- Strategic Orientation
- Team Leadership
- Influence and Collaboration
- Communication
- Information Seeking
- Developing Others
- Change Leadership
- Respect for Others
- Trustworthiness
To what degree do you recommend this applicant be admitted to the Berkeley Full-time MBA Program? [select]
We strongly prefer that you use this form for your recommendation. Alternatively, you may upload a letter of recommendation. [upload]
I certify that this recommendation was written entirely by me using my own words. The applicant was not involved in crafting any portion of this written recommendation. [select yes/no]
RECOMMENDER QUESTIONS:
Rate the applicant
Please use the table below to appraise the applicant in the context of her or his peer group.
Peer group ________
Number in peer group ________
Integrity [select]
Ability to work with others [select]
Creativity [select]
Motivation [select]
Self-confidence [select]
Analytical skills [select]
Written communication skills [select]
Oral communication skills [select]
Leadership potential [select]
Responsibility for own action [select]
Quantitative numerical skill [select]
Reference letter
Please also provide us with a one-two page letter of reference for the candidate. Please tell us anything that you think will help the Admissions Committee evaluate the candidate’s application, but in particular we would like you to address the following issues.
Please complete the following if you are a Supervisor or Peer Referee:
1. Elaborate and / or provide us with concrete examples if you have rated the applicant as below average, outstanding or exceptional on any of the qualities in the ‘Rate the Applicant’ Section.
2. Describe what you like most and least about working with the applicant.
3. Tell us about any particular weakness the candidate has compared to other peers / team members that you regularly work with.
4. Describe the applicant’s attitude and behaviour when working with: (a) managers/supervisors (b) peers (c) subordinates.
5. Suggest what you think the applicant will be doing in ten years.
Please complete the following if you are an Academic Referee:
1. Elaborate and/or provide us with concrete examples of how the applicant has demonstrated the intellectual capacity to undertake this postgraduate programme. For example, demonstration of quant skill, capability of rigorous analysis & critical reflection of problems, mastering understanding in theoretical concepts.
2. Please provide us with any further relevant information about the candidate’s experience, abilities and temperament that you feel would be relevant.
3. Please indicate where the applicant was ranked in the class.
[Please upload your reference letter here]We require just one recommendation and prefer that you select someone from your professional life. Ideally you will pick a supervisor (current or previous), but someone who can speak to your strengths at work would be best. When you complete your application, submit contact information for your recommender and we will email them with a request to submit their recommendation online. We have partnered with the Graduate Management Admissions Council (GMAC) on the GMAC Common Letter of Recommendation (LOR). The Common LOR is intended to save you and recommenders valuable time by providing a single set of recommendation questions for each participating school. This allows your recommenders to use the same answers for multiple letter submissions, alleviating the workload of having to answer different questions for each school multiple times. You benefit because it makes asking for several different letters to be written on your behalf much easier. In addition, translated copies of the standard questions are available in several other languages that you can provide to your recommender as support.
RECOMMENER QUESTIONS:
Section 1 – Recommender Information
Context of Relationship [select]
Nature of relationship [select]
How long have you known the applicant? [select]
During which period of time have you had the most frequent contact with the applicant? From: To:
If you are affiliated with the Tepper School of Business or Carnegie Mellon University, please select the option that most closely matches. [select]
May we contact you regarding this applicant? [select]
Did you use a translator? [select]
Section 2
In this section, you will find 16 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:
– Achievement
– Influence
– People
– Personal Qualities
– Cognitive Abilities
For each competency, please select the one button that corresponds to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid and honest appraisal will assist in evaluation of the applicant. Please assume that each level builds upon behaviors of the previous level.
Achievement
1. Initiative: Acts ahead of need/anticipates problems
No basis for judgment
Reluctant to take on new tasks; waits to be told what to do; defers to others
Willing to step in and take charge when required to do so
Takes charge spontaneously when problem needs attention
Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks
Proactively seeks high-impact projects; steps up to challenges even when things are not going well
2. Results Orientation: Focuses on and drives toward delivering on goals, objectives, and performance improvement
No basis for judgment
Focuses on fulfilling activities at hand; unsure how work relates to goals
Takes actions to overcome obstacles to achieve goals
Independently acts to exceed goals and plans for contingencies
Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team
Invents new approaches with measurably better results; works to deliver best-in-class performance improvements
Influence
3. Communication, Professional Impression & Poise: Delivers messages and ideas in a way that engages an audience and achieves buy-in; uses listening and other attending behaviors to reach shared understanding; remains calm and measured even in time of crisis or conflict
No basis for judgment
Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure
Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances
Present views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations
Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance
Structures content for senior-level meetings; maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; remains cool under pressure during conflict or crisis; channels emotion into positive action
4. Influence and Collaboration: Engages and works with people over whom one has no direct control
No basis for judgment
Does not seek input and perspective of others
Accepts input from others and engages them in problem solving
Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives
Uses tailored approaches to connect with others, influence, and achieve results
Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes
People
5. Respect for Others: Acknowledges the value of others’ views and actions
No basis for judgment
Unwilling to acknowledge others’ points of view
Open to considering others’ views when confronted or offered
Invites input from others because of expressed respect for them and their views
Praises people publicly for their good actions; ensures that others’ opinions are heard before their own
Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others
6. Team Leadership: Manages and empowers a team of formal or informal direct reports, including virtual teams
No basis for judgment
Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks
Assigns tasks and tells people what to do; checks when they are done
Solicits ideas and perspectives from the team; structures activities; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support
7. Developing Others: Helps people develop their performance and ability over time
No basis for judgment
Focuses only on one’s own growth; critical of others’ efforts to develop
Encourages people to develop; points out mistakes to help people develop and praises them for improvements
Gives specific positive and negative behavioral feedback to support the development of others
Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development
Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change
Personal Qualities
8. Trustworthiness/ Integrity: Acts consistently in line with or follows explicit values, beliefs or intentions
No basis for judgment
Follows the crowd; takes path of least resistance; gives in under pressure
Acts consistently with stated intentions, values, or beliefs when it is easy to do so
Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition
Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly
Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values
9. Adaptability/ Resilience: Adapts to changing demands and circumstances without difficulty. Maintains calm optimism in the face of challenge, problems, or apparent failure
No basis for judgment
Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations
Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle
Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome
Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure
Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks
10. Self Awareness: Aware of and seeks out additional input on own strengths and weaknesses
No basis for judgment
Lacks awareness of how he/she is perceived; denies or offers excuses when confronted
Acknowledges fault or performance problem when confronted with concrete example or data
Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals
Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults
Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources—people, processes, or content—to maximize strengths or mitigate weaknesses
Cognitive
11. Problem Solving: Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues, and produces acceptable solution
No basis for judgment
Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path
Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture
Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions
Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions
Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected
12. Strategic Orientation: Thinks beyond one’s span of control and into the future to reshape the approach or scope of work
No basis for judgment
Focuses on completing work without understanding implications
Understands immediate issues or implications of work or analysis
Develops insights or recommendations within area of responsibility that have improved near-term business performance
Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance
Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance
(Optional) Is there anything about your competency ratings on which you’d like to comment? [text box, no limit]
Based on your professional experience, how do you rate this candidate compared to her/his peer group? [select]
Overall, I … [select]
Section 3
Please answer the following questions and provide specific examples where possible.
1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Recommended word count: 50 words) [text box]
2. How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words) [text box]
3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended word count: 500 words) [text box]
4. (Optional) Is there anything else we should know?
Upload file, Or, type or copy-and-paste your document here: [text box]
All applicants must submit two letters of recommendation.
The first letter of recommendation should come from a supervisor. We prefer that you use a current supervisor for this recommendation, although we understand that this may not always be possible. If you are unable to use your current supervisor, please explain the circumstances in the optional essay. Overall, we are seeking objectivity in the letter, and we want to hear from someone who can assess both your strengths and your weaknesses. If you work for a family business or own your own company, please try to secure a letter from a client or outside party who does business with you and can provide an objective assessment of you.
The second letter can be professional in nature or come from an individual who has worked with you in an organization, club, or on a volunteer project. These letters can give us a different perspective of your skill sets outside of your professional environment. There is no preference on who supplies your second letter of recommendation; our only guideline is that it should add new and valuable insight to your candidacy. Whomever you choose to write your recommendation, make sure he or she knows you well and can offer specific examples of your performance and contributions to the organization. Avoid choosing people simply based on their title or status. We are more concerned with content and substance rather than reputation.
To ensure the objectivity and validity of your recommendations, the written product must be entirely your recommenders’ work. Although you may discuss the recommendations with them, you may not have any involvement in drafting or submitting them.
After submitting the names and details of two recommenders, the applicant is required to answer:
Why did you choose these two recommenders? [text box, no limit]
LETTER OF RECOMMENDATION FORM
The letter of recommendation form is available electronically through the online application system. Once you access that system, you will be asked to provide the names and email addresses of your recommenders. We will then send them an email that includes the link to the online form that they will have to complete. Chicago Booth does not accept letters of recommendation via mail or fax.
To ensure the objectivity and validity of your recommendations, the written product must be entirely your recommenders’ work. Although you may discuss the recommendations with them, you may not have any involvement in drafting or submitting them.
RECOMMENDER QUESTIONS:
How long have you known the applicant?
Do you have an MBA degree? [select]
Are you in any way affiliated with The University of Chicago or Chicago Booth? [select]
Skills Assessment
Please assess the candidate’s skills in the following areas. Your honest and candid assessment greatly helps the Admissions Committee in evaluating the candidate. Most candidates will have a range of marks; it is extremely rare for a candidate to exceed expectations in all areas.
For each skill, mark one of the following: Unable to Assess / Area of Concern / Opportunity for Development / Solid/Meets Expectations / Strength/
- Exceeds Expectations
- Ability to adapt to change
- Awareness of self and others
- Maturity
- Openness to feedback and constructive criticism
- Interpersonal skills (with colleagues/subordinates)
- Interpersonal skills (with superiors/executives)
- Confidence
- Initiative/Self-Motivation
- Collaboration/Teamwork
- Critical Thinking Skills
- Intellectual Curiosity
- Problem Solving Skills
Peer Comparison
Based on your professional experience, how does the applicant rate within his or her peer group? [select]
Please indicate the reference group for this comparison:
Overall, I: [select]
Letter of Recommendation
Letters are typically one to three pages in length. Please provide a written letter of recommendation in support of the applicant addressing the following questions:
- How do the applicant’s performance, potential, background or personal qualities compare to those of other well-qualified candidates in similar roles? Please provide specific examples.
- Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
[upload document]
If you have been working full-time for at least six months, one recommendation should be from your current supervisor. If you are unable to secure a recommendation from your direct supervisor, please submit a statement of explanation in the Employment section of your application.
The second recommendation should be from either a former direct supervisor or from another professional associate, senior to you, who can share their insights on your candidacy.
If you are a college senior or have worked full-time for fewer than six months, at least one, but preferably both, of your recommendations should be from a person who can comment on your managerial abilities. You may ask a summer employer or another person whom you feel can objectively assess your professional promise. The second recommendation may be from a college professor.
Please note that Columbia Business School and several of our peer institutions use similar, if not identical, recommendation questions. This is an effort on our part to make the process easier for your recommenders. We expect that you, the applicant, will not participate in the drafting of these recommendations. Applications are not considered complete until all required information is submitted. This includes recommendations.
Please consider the following guidelines when writing your recommendation:
- How do the candidate’s performance, potential, background, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples.
- Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
Please limit your recommendation to 1000 words.
Upload a Word or PDF document.
One recommendation is required, but you may submit up to two for review by the committee. Please provide the contact information for a minimum of one and a maximum of two individuals excited to endorse your candidacy. Official recommendations for Johnson are a vital part of the final evaluation process. Carefully follow the instructions below and note the timing of when the admissions office will review this information.
You should seek recommendations from people capable of commenting on your professional, leadership, and intellectual capabilities. The most useful evaluations are from people who are able to speak with certainty about your leadership, maturity, team orientation, analytical skills, and interpersonal skills. Examples include a colleague, client, or former supervisor. If you are currently employed we recommend that one of your recommendations come from your direct supervisor. If you are still in school, we recommend asking an internship supervisor or an individual who knows you from a leadership role. Johnson is partnering with the Graduate Management Admissions Council and other top MBA programs in adopting a Common Letter of Recommendation. When completing your online application, you will be prompted to provide contact information for at least one reference. He or she will be contacted via email and invited to complete the letter of recommendation online. The Common Letter of Recommendation is designed to save you and your referee’s time, as the questions and written prompts will remain constant for all participating schools.
RECOMMENDER QUESTIONS:
Comment on the following topics when constructing the letter of recommendation:
- Strengths and outstanding qualities
- How applicant gets along with others
- Oral and written communication skills
- English language ability if English is not the applicant’s native language
- Areas of improvement (weaknesses)
- Anything else you would like to say about the applicant
Please write on company letterhead if company policy allow and also note that a one page recommendation letter is sufficient. Please upload the letter of recommendation at the bottom of this form.
Context of Relationship [select]
Nature of Relationship [select]
How long have you known the applicant?
Most Frequent Contact From Date MM/DD/YYYY
Most Frequent Contact To Date MM/DD/YYYY
If you are affiliated with the Johnson School or Cornell University, please select the option that most closely matches. [select]
If you are a Johnson School graduate, Degree Awarded [select] Johnson Degree Year Awarded
If you are a Cornell University graduate, Degree Awarded [select] Cornell Degree Year Awarded
May we contact you regarding this applicant? [select]
If the applicant receives an offer of admission from Johnson, you may be contacted by a third party company to verify the information you provide. Please let us know how you would prefer to be contacted. [select] Do you use a translator? [select]
Assessment Grid
For each competency, please mark the one button corresponding to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid, honest appraisal will assist in evaluation of the applicant. Please assume that each level builds upon behaviors of the previous level.
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(Optional) Is there anything about your ratings on which you would like to comment? [text box, no limit]
.
Recommendation Questions
You may answer all of these questions by uploading a letter of recommendation.
- Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Recommended word count: 50 words) [text box]
- How does the applicant’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words) [text box]
- Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended word count: 500 words) [text box]
- (Optional) Is there anything else we should know? [text box]
Please upload recommendation letter [upload]
Based on your professional experience, how do you rate this applicant compared to her/his peer group?* [select]
Overall, I* [select]
We require two recommendations that address the questions asked on our recommendation form. Additional recommendations may be submitted, but they should offer additional and valuable insight. Generally, work-related recommendations are more valuable than academic-related recommendations.
All recommendations must be submitted electronically. After you have contacted those who will be providing your recommendations, complete the form on the recommender’s page of the online application. They will then be sent an email with instructions and a web address to visit in order to complete your recommendation.
Submit two recommendations from individuals whom you believe can speak directly to your aptitude and capabilities for graduate study and for future success as a manager. If you applied last year (2016-2017), you are required to submit only one recommendation from an individual who can speak to your professional and personal development since your last application. If you applied two or more years ago, you will need to submit two recommendations.
Choose recommenders who know you well, who have directly observed your work (ideally within the last few years), and who will take the time to write a thorough, detailed document with specific anecdotes and examples. Strictly academic recommendations are generally less helpful in our evaluation. The Admissions Committee focuses on the content of the recommendation, not on the title/position of the individual who provides it (i.e., we strongly prefer comments from a direct manager as opposed to comments from a more senior individual who has little firsthand knowledge of you).
When you enter your recommenders’ contact information, you will be asked to confirm that you did not write any portion of the recommendation, either in whole or in part, or have any involvement in its drafting or submission.
RECOMMENDER QUESTIONS:
Section 1 – Recommender Information
Context of Relationship [select]
Nature of relationship [select]
How long have you known the applicant? [select]
During which period of time have you had the most frequent contact with the applicant? From: To:
If you are affiliated with Darden or the University of Virginia, please select the option that most closely matches.
Faculty/Darden Graduate/UVA Graduate/Staff/Not affiliated/Other
May we contact you regarding this applicant?
Did you use a translator?
Section 2
In this section, you will find 16 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:
– Achievement
– Influence
– People
– Personal Qualities
– Cognitive Abilities
For each competency, please highlight the selection that corresponds to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid and honest appraisal will assist in evaluating the applicant. Please assume that each level builds upon behaviors of the previous level.
Achievement
1. Initiative: Acts ahead of need/anticipates problems
No basis for judgment
Reluctant to take on new tasks; waits to be told what to do; defers to others
Willing to step in and take charge when required to do so
Takes charge spontaneously when problem needs attention
Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks
Proactively seeks high-impact projects; steps up to challenges even when things are not going well
2. Results Orientation: Focuses on and drives toward delivering on goals, objectives, and performance improvement
No basis for judgment
Focuses on fulfilling activities at hand; unsure how work relates to goals
Takes actions to overcome obstacles to achieve goals
Independently acts to exceed goals and plans for contingencies
Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team
Invents new approaches with measurably better results; works to deliver best-in-class performance improvements
Influence
3. Communication, Professional Impression & Poise: Delivers messages and ideas in a way that engages an audience and achieves buy-in; uses listening and other attending behaviors to reach shared understanding; remains calm and measured even in time of crisis or conflict
No basis for judgment
Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure
Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances
Present views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations
Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance
Structures content for senior-level meetings; maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; remains cool under pressure during conflict or crisis; channels emotion into positive action
4. Influence and Collaboration: Engages and works with people over whom one has no direct control
No basis for judgment
Does not seek input and perspective of others
Accepts input from others and engages them in problem solving
Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives
Uses tailored approaches to connect with others, influence, and achieve results
Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes
People
5. Respect for Others: Acknowledges the value of others’ views and actions
No basis for judgment
Unwilling to acknowledge others’ points of view
Open to considering others’ views when confronted or offered
Invites input from others because of expressed respect for them and their views
Praises people publicly for their good actions; ensures that others’ opinions are heard before their own
Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others
6. Team Leadership: Manages and empowers a team of formal or informal direct reports, including virtual teams
No basis for judgment
Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks
Assigns tasks and tells people what to do; checks when they are done
Solicits ideas and perspectives from the team; structures activities; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support
7. Developing Others: Helps people develop their performance and ability over time
No basis for judgment
Focuses only on one’s own growth; critical of others’ efforts to develop
Encourages people to develop; points out mistakes to help people develop and praises them for improvements
Gives specific positive and negative behavioral feedback to support the development of others
Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development
Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change
Personal Qualities
8. Trustworthiness/ Integrity: Acts consistently in line with or follows explicit values, beliefs or intentions
No basis for judgment
Follows the crowd; takes path of least resistance; gives in under pressure
Acts consistently with stated intentions, values, or beliefs when it is easy to do so
Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition
Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly
Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values
9. Adaptability/ Resilience: Adapts to changing demands and circumstances without difficulty. Maintains calm optimism in the face of challenge, problems, or apparent failure
No basis for judgment
Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations
Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle
Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome
Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure
Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks
10. Self Awareness: Aware of and seeks out additional input on own strengths and weaknesses
No basis for judgment
Lacks awareness of how he/she is perceived; denies or offers excuses when confronted
Acknowledges fault or performance problem when confronted with concrete example or data
Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals
Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults
Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources—people, processes, or content—to maximize strengths or mitigate weaknesses
Cognitive
11. Problem Solving: Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues, and produces acceptable solution
No basis for judgment
Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path
Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture
Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions
Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions
Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected
12. Strategic Orientation: Thinks beyond one’s span of control and into the future to reshape the approach or scope of work
No basis for judgment
Focuses on completing work without understanding implications
Understands immediate issues or implications of work or analysis
Develops insights or recommendations within area of responsibility that have improved near-term business performance
Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance
Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance
(Optional) Is there anything about your competency ratings on which you would like to comment? [text box]
Based on your professional experience, how do you rate this candidate compared to her/his peer group? [select]
Overall, I … [select]
Section 3
Please answer the following questions and provide specific examples where possible.
1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Recommended word count: 50 words) [text box]
2. How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words) [text box]
3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended word count: 500 words) [text box]
4. (Optional) Is there anything else we should know? Upload document, Or type or copy-and-paste your document here: [text box]
If you applied to The Duke MBA between July 2016 and May 2017, you are considered a reapplicant and are only required to submit one new recommendation.
RECOMMENDER QUESTIONS:
Relationship to Applicant: [select]
How long have you known the applicant?
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Letter of Reference
In your letter of reference, please provide insight about the applicant in the areas described below. Help us understand the applicant’s leadership potential and highlight the traits and skills the applicant possesses that will contribute to success. Please be specific and provide concrete examples where possible. We ask that you refrain from using material provided by the applicant so as to present only your unique view of his/her potential. We recognize the time and effort this request constitutes and we are most appreciative of your investment in this process.
1. Comment briefly on the context of your interaction with the applicant.
2. How do the applicant’s performance, potential, or personal qualities compare to those of other well-qualified individuals in similar roles?
3. What do you perceive as the applicant’s areas for growth? Describe the applicant’s awareness of these areas and his/her response to constructive feedback.
4. Please include additional comments you feel will be helpful to the Admissions Committee.
Please limit your letter of reference to two pages, double spaced. Outdated or general letters that do not address the points above do not strengthen the candidate’s application.
[upload doc]
Overall Assessment
Based on your professional experience, how do you rate this applicant compared to her/his peer group? [select]
Overall, I…this candidate to The Fuqua School of Business.
- Do Not Recommend
- Recommend with Reservations
- Recommend
Fuqua Student & Alumni Recommendation
In addition to the 2 required recommendations, you may receive additional recommendations from our current students or alumni. There are separate forms for these recommendations:
If one of these recommendations is sent on your behalf at least 3 business days before you submit your online application, you will be eligible for an application fee waiver. Review the Application Fee Waiver section for additional information.
Please submit two recommendations (no more, no less!) from individuals who can speak directly about your professional performance and promise. The Admissions Committee suggests (but does not require) that one recommendation be from your direct supervisor. Sorry to repeat ourselves, but this is a guideline, not a requirement. We are very aware that not all candidates will be able to do this. The other recommendation should be from someone who can comment on your leadership skills and/or potential; this may be a former supervisor, another professional associate, or a university professor. We don’t have a strong preference for any particular type of recommender. Worth mentioning here, because we are asked this a lot: No, we don’t give special consideration to recommendations written by HBS alums, and you don’t need to have an HBS recommender to be admitted. (Most admitted students don’t!) We review all submitted applications. It is your responsibility to ensure that we receive all of your application materials, including recommendations.
RECOMMENDER QUESTIONS:
Context of Relationship [select]
Are you an HBS graduate? [select] If yes, please list year of graduation: [select]
Please provide a brief description of your interaction with the applicant and, if applicable, their role in your organization: [text box – 300 characters]
Number of applicants you are recommending to the HBS MBA Program this year:
Ratings
| Quality | No Information | Area of Concern | Opportunity for Development | Solid/Meets Expectations | Relative Strength/Exceeds Expectations |
|---|---|---|---|---|---|
| Awareness of Others | |||||
| Humility | |||||
| Adaptability/Resilience | |||||
| Imagination, Creativity, and Curiosity | |||||
| Initiative | |||||
| Integrity | |||||
| Interpersonal Skills (with subordinates/colleagues) | |||||
| Interpersonal Skills (with superiors) | |||||
| Maturity | |||||
| Self-awareness | |||||
| Self-confidence | |||||
| Teamwork | |||||
| Skills: Analytical thinking | |||||
| Skills: Listening | |||||
| Skills: Quantitative Aptitude | |||||
| Skills: Verbal Communication | |||||
| Skills: Writing |
Please feel free to comment on the ratings you have assigned: [text box – 500 characters]
Recommendation Upload
Please respond to both questions below in a single document.
1. How do the applicant’s performance, potential, background, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (Recommended: 300 words)
2. Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended: 250 words)
Upload a Word or PDF document:
You are required provide us with two referees who can complete a recommendation form. The referees should be individuals well acquainted with your performance in a professional or academic context.
RECOMMENDER QUESTIONS:
Relationship to candidate:
- How long and in what capacity have you known the candidate? [text box, no limit]
- If this is a work related reference, in what position is/was the candidate employed and for how long? [text box, no limit]
Candidate’s abilities:
Please evaluate the candidate in terms of the qualities below: [for each quality, select from a drop-down menu between ‘Outstanding’>>>’Below Average’]
- Intellectual or academic ability
- Competence in current position
- Oral communication skills
- Written communication skills
- Analytical skills
- Leadership skills
- Teamwork skills
- Initiative / problem solving skills
- Creativity / Innovative
Proficiency in English:
Candidate’s first language? [select – English / Not English]
If the candidate’s first language is not English, please comment on his/her level of competence:
- Written [select]
- Listening / Comprehension [select]
- Spoken [select]
- Reading [select]
Candidate’s strengths and weaknesses:
- What do you consider to be the candidate’s principal strengths / talents? [text box, no limit]
- What do you consider to be the candidate’s weaknesses or areas that need improvement? [text box, no limit]
Two Letters of Recommendation are required. If your referees prefer to submit the letter of recommendation in another format please refer to the “Resources” help tool where you will be able to download the template. Remember that ALL letters must have a professional oracademic relationship. Personal relationships can be additional but we do not accept letters from friends or family members with no professional or academic relationship to you.
RECOMMENDER QUESTIONS:
Information about the applicant:
1. How long have you known the applicant?
- Less than 1 year.
- Between 2 and 4 years.
- Between 5 and 9 years.
- Between 10 and 19.
- 20 years or more.
- Since he/she was born (I know his/her family).
2. What was your relationship with the applicant?
- I am or have been his/her partner in a venture.
- I am or have been his/her direct boss.
- I am or have been his/her indirect boss or boss of his/her boss(es).
- I am or have been his/her colleague.
- I am or have been his direct or indirect subordinate.
- I am or have been from his/her organization’s customer base.
- I am or have been from a business provider to his/her organization.
- I am or have been his teacher.
- I am or have been his classmate.
- I am or have been his personal friend.
- Other(s) ____________ [Max 140 characters]
3. In three words how would you describe the applicant?
4. Here are a number of personality traits that may or may not apply to the applicant. Please choose a number next to each statement to indicate the extent to which you agree or disagree with that statement. You should rate the extent to which the pair of traits applies to the candidate, even if one characteristic applies more strongly than the other.
1Disagree strongly/2Disagree moderately/3Disagree a little/4Neither agree nor disagree/5Agree a little/6Agree moderately/7Agree strongly
I see the applicant as:
- Extraverted, enthusiastic.
- Critical, quarrelsome (inquisitive).
- Dependable, self-disciplined.
- Anxious, easily upset.
- Open to new experiences, complex (multifaceted).
- Reserved, quiet.
- Sympathetic, warm.
- Disorganized, careless.
- Calm, emotionally stable.
- Conventional, uncreative.
5. Here are a number of characteristics that you may or may not want the applicant to improve. Please choose a number next to each statement to indicate the extent to which you agree or disagree with that statement.
1Disagree strongly/2Disagree moderately/3Disagree a little/4Neither agree nor disagree/5Agree a little/6Agree moderately/7Agree strongly
I would like the applicant to be a more:
- Creative person.
- Innovative person.
- Inquisitive person.
- Efficient person.
- Persistent person.
- Organized person.
- Adaptable person.
- Talkative person.
- Optimistic person.
- Collaborative person.
- Modest person.
- Flexible person.
- Tolerant person.
- Transparent person.
- Stable person.
6. Would you like to add something else about the applicant? [text box, 500 characters]
Two recommendation letters are required. We recommend that one of your letters is from your current employer and the other can be from a former employer or client. Both letters should reflect your capacities in the work environment. Recommendations from extra-curricular activities such as Volunteer Organizations can also be considered. Please submit your recommendation letters through the on-line application system. Recommendation letters can be submitted in Spanish and/or English. If your recommenders are not able to submit your recommendation letter through the on-line application system please let us know at mbainfo@iese.edu.
RECOMMENDER QUESTIONS:
1. How do the candidate’s performance, potential, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (300 words) [text box]
2. Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (250 words) [text box]
Three Letters of Recommendation are required.
RECOMMENDER QUESTIONS:
APPLICANT REVIEW
1. What is your relationship with the applicant? [select]
2. How long have you known the applicant and in what capacity?
3. What do you consider to be the applicant’s top three strengths? [text box, Word limit: 200]
4. Describe the applicant’s role in your organization. What has his/her single most important contribution been to the organization? [text box, Word limit: 200]
5. In terms of future leadership potential for a senior management position in your company, what role would you consider the applicant to play in 10 years’ time if he or she were still employed with your company? [text box, Word limit: 200]
6. How would you rate his/her future top management potential? [select]
7. What do you consider to be the applicant’s weaknesses or opportunities for improvement? [text box, Word limit: 200]
EVALUATION GRID
Please give us your appraisal of the applicant in terms of the qualities listed below. Rate the applicant in comparison with other persons of his/her age whom you consider to have a clear potential for leadership in management. | |
|---|---|
8. Teamwork is very important in the IMD MBA. Can you give an example that shows the team skills of the applicant? [text box, Word limit: 200]
9. Based on your interaction with the applicant, how would you describe his/her ability to deal with ambiguity? Please give a concrete example if possible [text box, Word limit: 200]
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