2018 Recommendations

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:

  1. 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]
  2. 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]
  3. 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]
  4. 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]
  5. (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]

You are required to provide one reference. This reference should come from a line manager or a supervisor. We cannot accept an academic reference, or a reference from a relative.
Please note that reference should come from a valid work email address. We cannot accept reference submitted from a personal email address.
Reference must be received by the deadline for applicants to be considered in that round. It is the responsibility of the applicant to ensure their referee is aware of the relevant deadline.

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:

  1. 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.
  2. 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]

All first-time applications require two recommendations. Reapplicants are required to submit one new recommendation.

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.

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 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.

  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 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]
  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? [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]

Two letters of recommendation are required to complete your application. (Re-applicants must submit only one recommendation.)
Your recommenders must complete the current recommendation forms associated with the online application—no other format of recommendation will be accepted.
Submissions by email or mail are NOT accepted.
One recommendation should reflect your performance in your most recent professional setting. Volunteer activities or other service-oriented roles in which you are deeply involved may also be excellent sources for recommendations.
The most valuable recommendations come from people who know your professional skills and abilities.
Recommendations from relatives and friends are strongly discouraged.
Academic recommendations in most cases provide a similar perspective to what is in your transcript, and are less helpful.
Use your recommenders’ work email addresses versus personal accounts, like Gmail or Yahoo, which will be more closely monitored in our credential verification process.

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?

Leadership Behavior Grid
2018 Recommendations
The grid will facilitate your evaluation of the applicant’s competencies and character traits that contribute to successful leadership and program success.
2018 Recommendations
Skill/Quality 5
LOW
4 3 2 1
HIGH
Rating
Fulfills assigned tasks Overcomes obstacles to achieve goals Exceeds goals and raises effectiveness of organization Introduces incremental improvements to enhance business performance using robust analysis Invents and delivers best-in-class standards and performance
Understands immediate issues of work or analysis Identifies opportunities for improvement within area of responsibility Develops insights or recommendations that have improved business performance Develops insights or recommendations that have shaped team or department strategy Implements a successful strategy that challenges other parts of the company or other players in the industry
Avoids leadership responsibilities; does not provide direction to team Assigns tasks to team members Solicits ideas and perspectives from the team; holds members accountable Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
Accepts input from others Engages others in problem solving Generates support from others for ideas and initiatives Brings others together across boundaries to achieve results and share best practices Builds enduring partnerships within and outside of organization to improve effectiveness, even at short-term personal cost
Sometimes rambles or is occasionally unfocused Is generally to the point and organized Presents views clearly and in a well- structured manner Presents views clearly and demonstrates understanding of the response of others Presents views clearly; solicits opinions and concerns; discusses them openly
Asks direct questions about problem at hand to those individuals immediately available Personally investigates problems by going directly to sources of information Asks a series of probing questions to get at the root of a situation or a problem Does research by making a systematic effort over a limited period of time to obtain needed data or feedback Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information
Focuses primarily on own abilities Points out mistakes to support the development of others Gives specific positive and negative behavioral feedback to support the development of others Gives specific positive and negative behavioral feedback and provides unfailing support Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts to change
Accepts status quo; does not see the need for change Challenges status quo and identifies what needs to change Defines positive direction for change and persuades others to support it Promotes change and mobilizes individuals to change behavior Builds coalition of supporters and coordinates change across multiple individuals; may create champions who will mobilize others to change
Is sometimes self- absorbed or overly self-interested Generally treats others with respect; usually shares praise and credit Is humble and respectful to all Is respectful to all and generous with praise; ensures other opinions are heard Uses understanding of others and self to resolve conflicts and foster mutual respect
Shows occasional lapses in trustworthy behavior Generally acts consistently with stated intentions Acts consistently with stated intentions even in difficult circumstances Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity
Resents and avoids stressful situations. Requires coaching to recover from setbacks Falters, at times, under pressure. Can operate with limited guidance to recover from setbacks Adequately manages pressure. Independently recovers from setbacks Proactively reaches out for support under pressure. Recovers from setbacks by requesting input from colleagues/teammates Maintains composure and clarity of thought under pressure. Analyzes setbacks constructively and charts proactive recovery course
Has no global experience. Exhibits minimal or no interest in global perspectives Globally aware with limited experience beyond native country. Exhibits acceptance of diverse perspectives Globally aware with insight beyond native country. Appreciative of diverse perspectives Globally competent with experience in a global setting (professional or personal). Appreciative of diverse perspectives Globally competent with significant experience in a global setting (professional or personal). Actively seeks out diverse perspectives
Serious problems with comprehension and communication skills – does not possess the skills to succeed Demonstrates difficulty with communication and may struggle even with coaching Demonstrates some difficulty with communication; could succeed with assistance Strong English comprehension and communication skills Outstanding English comprehension and communication skills
2018 Recommendations
2018 Recommendations

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.
Below average (Bottom 50%) Average (Top 50%) Excellent (Top 10%) Outstanding (Top 5%) Truly exceptional (Top 1%) Unable to judge
Intellect & competence in his/her field
Analytical
Business perspective
Assertive
Takes initiative
Leadership potential
Teamwork
Interpersonal skills
Self-confidence
Maturity
Integrity/personal accountability
Stress tolerance

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]

One recommendation is required.

Your recommender should be someone who can comment meaningfully on your professional performance. A current or recent supervisor is preferred. Utilize our Online Recommendation System (also found on the ‘Department Information’ tab in the application) to provide your recommender’s information. Recommenders are strongly encouraged to use the online process, but instructions are provided within the online system for those who prefer to provide a hard copy of their recommendation. Recommendations are also due by the application deadline.

RECOMMENDER QUESTIONS:

How long have you known the applicant?

Narrative Statements

Please limit each response to 500 characters. Any additional text will not be captured and will be discarded. If additional space is needed, you may upload an additional document at the end of this form.

1. How well and in what capacity do you know the applicant? [text box]

2. Does the applicant have potential as a leader and a manager? What have you observed that leads you to think the applicant will be successful? [text box]

3. Are there areas where the applicant can improve his or her potential for graduate study and a managerial career? If so, what are those areas? [text box]

Characteristics

Please appraise the applicant in terms of qualities listed below. [for each quality, select from drop-down menu between ‘outstanding’ >> ‘below average’]

*Leadership ability

*Intellectual capacity

*Organizational skills

*Verbal skills

*Written skills

*Analytical skills

*Ability to work in a team

*Maturity

*Self-confidence

*Creativity

*Initiative

*Sense of humor, ability to keep things in perspective

*Overall appraisal

With what group or population are you comparing the applicant?

Overall Recommendation

Do you recommend that this applicant be admitted to the Kelley School of Business? [select]

Additional Document (Optional)

Please use this section for any additional information that was not captured within your recommendation.To upload a new document, simply click on the ‘Choose File’ button and select your document. Then, click on the ‘Upload’ button to complete your upload. Uploaded document must be a Word document (.doc and .docx) or PDF.

Additional document: [upload]

Two professional recommendation letters are required, providing information about your leadership and management potential. As such, at least one recommendation should come from your workplace; your current supervisor or manager is usually a good choice. The other recommendation should be from someone who has had a chance to evaluate you in a professional setting, for example, a client, a former supervisor or a colleague from your community service or extracurricular activities. Academic recommendations are acceptable but they are less likely to address our main interest, which is to assess your ability to work with and manage others as well as your potential for senior management. If you feel it would add value to your application, you may also upload an optional third letter of recommendation as part of the supporting documents.

It is important to note that your recommenders can submit their online letters to us at their earliest convenience after receiving their links, and no later than 48 hours after the application deadline, to which you are applying.

RECOMMENDER QUESTIONS:

Have you attended an INSEAD Programme? if yes, please specify which one?

Relationship to Candidate

Please, specify your relationship to candidate:

  • Professional
  • Educational
  • Personal

How long have you known the candidate? Define your relationship with the candidate and the circumstances whereby you met. [TEXT BOX, no limit]

Outstanding (top 2%) Very Good (top 10%) Above Average (top 25%) Average (top 50%) Below Average (bottom 50%) Unobserved

How do you rate the candidate’s potential for becoming a responsible and successful manager in international business compared with other students or employees whom you have known in a similar capacity?
  • Excellent (top 2%)
  • Very good (top 10%)
  • Above average (top 25%)
  • Average (top 50%)
  • Below average (bottom 50%)

Please give your answers to each of the following questions:

1. Comment on the candidate’s career progress to date and his/her career focus. [TEXT BOX, no limit]

2. What do you consider to be the candidate’s major strengths? Comment on the factors that distinguish the candidate from other individuals at his/her level. [TEXT BOX, no limit]

3. What do you consider to be the candidate’s major weaknesses? [TEXT BOX, no limit]

4. Comment on the candidate’s potential for senior management. Do you see him/her as a future leader? [TEXT BOX, no limit]

5. Describe the candidate as a person. Comment on his/her ability to establish and maintain relationships, sensitivity to others, self-confidence, attitude, etc. Specifically comment on the candidate’s behaviour or skills in a group setting/team environment. [TEXT BOX, no limit]

You must submit two letters of recommendation through the online application.You must submit two letters of recommendation through the online application.Ideally, one letter should come from a current supervisor or manager. The second should come from someone who can evaluate your professional performance and your managerial/leadership potential (e.g., former supervisor, previous employer, client). If you are unable to ask a current supervisor or manager for a letter of recommendation, you should include a brief explanation in the “Additional Information” section of the application.The application is not considered complete until we have received both recommendations. Additional letters of support are neither required nor encouraged.

RECOMMENDER QUESTIONS

Please comment briefly on the context of your interaction with the applicant and his/her role in your organization. [text box, 250 characters]

What has been the candidate’s most significant contribution to your organization? Provide measurable impact if applicable. [text box, 250 characters]

Leadership Assessment

Listed below you will find a section listing some competencies and character traits that contribute to successful leadership. For each item, please select the response corresponding to the behavior that the candidate most typically exhibits. Your candid, honest appraisal of the candidate will be helpful to the Admissions Committee.

Please assess the candidate on the following skills/qualities: [for each, select from drop-down menu]

  • Results Orientation
  • Strategic Orientation
  • Team Leadership
  • Influence and Collaboration
  • Communicating
  • Information Seeking
  • Developing Others
  • Change Leadership
  • Respect for Others
  • Trustworthiness

Based on your professional experience, how do you rate this candidate compared to her/his peer group? [select]

If needed, please explain any rankings above. [text box, 250 characters]

Do you recommend this candidate for Kellogg? [select]

Are you willing to speak with an admissions officer about this candidate? [select]

Should the candidate accept an offer of admission, I understand I may be contacted by Re Vera Services as part of the application verification process, via phone and/or email, to verify authenticity of this letter of recommendation. (please type your full legal name) ________

Recommendation Upload

1. Tell us about a time the candidate was proactively open to a situation, person, or new experience: a time when they sought to engage with difference, put themselves in a situation outside of their comfort zone, or actively sought to gain a new perspective from others. (300 words)

2. How does the candidate’s performance compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (300 words)

3. Describe the most important piece of constructive feedback you have given the candidate. Please detail the circumstances and the applicant’s response. (250 words)

4. (Optional) Is there anything else you would like us to know?

Upload a Word or PDF document:

Two references are required. One should be from your current employer, or a colleague if you do not want to use your line manager at this time. The other referee could be a former employer, a long-standing client, or someone else who knows you well in a work context. You should only select someone who taught you at university if you have remained in close contact. Whoever you choose should know you in a professional capacity.

All references must be completed online. We ask for all references to be completed via our online reference system. Your referees must have a valid email address so that we can send them details of how to access our online reference system. You will need to notify your referees in advance that they will be receiving an email from London Business School with their User ID, password and instructions for completing the online form. If you have a referee who is unable to complete the form online, contact the Programme Office.

It is your responsibility to make sure that we receive both references by the application deadline date. However, you do not need to wait for your referees to send in their references before you send in the rest of your application.
Once you have received an offer, your referees may be contacted for verification.

RECOMMENDER QUESTIONS:

Comments

Please answer the following questions regarding the applicant, making sure to save your work regularly.
As a guideline for completing the reference form you should aim to write no more than 500 words per question. Please note that 500 words is the maximum amount and not a requirement.

1. How do you know the applicant? How long have you known them for? [text box]

2. What would you say are the applicant’s key strengths and talents? [text box]

3. What would you say are the applicant’s key weaknesses or areas for improvement? [text box]

4. How do the applicant’s performance, potential and personal qualities compare to those of other individuals in similar roles? [text box]

5. What do you think this person might be doing in ten years’ time? Why? [text box]

Ratings

Please rate the applicant, comparing them with other members of his or her peer group, on the qualities listed below using the following scoring system:

1 = High 3 = Average 5 = Low

  • Intellectual or academic ability: 1 (High) 2 3 4 5 (Low) Not observed
  • Quantitative skills: 1 (High) 2 3 4 5 (Low) Not observed
  • Initiative / ability to take decisions: 1 (High) 2 3 4 5 (Low) Not observed
  • Problem-solving skills: 1 (High) 2 3 4 5 (Low) Not observed
  • Organisational skills: 1 (High) 2 3 4 5 (Low) Not observed
  • Leadership skills: 1 (High) 2 3 4 5 (Low) Not observed
  • Team skills: 1 (High) 2 3 4 5 (Low) Not observed
  • Impact / charisma: 1 (High) 2 3 4 5 (Low) Not observed
  • Self confidence: 1 (High) 2 3 4 5 (Low) Not observed
  • Self motivation: 1 (High) 2 3 4 5 (Low) Not observed
  • Spoken English communication skills: 1 (High) 2 3 4 5 (Low) Not observed
  • Written English communication skills: 1 (High) 2 3 4 5 (Low) Not observed

Please indicate your overall recommendation on a five point score from (1) Highly Recommended to (5) Not Recommended
Recommendation: 1 2 3 4 5

Please feel free to elaborate on your recommendation. (Note: If you prefer to submit additional comments in a separate letter, please email this to apply.mba@london.edu.) [text box, no limit]

Michigan Ross uses the GMAC Common Recommendation Form, and we require only one recommendation. You should select a recommender who can discuss your professional performance and work style. A current or former supervisor is an ideal choice. Other alternatives include a client, project manager, or professional mentor.

List one recommender who will complete a reference form in support of your application. Once you click the “Submit Recommendation Request” button below, your recommender will receive an email from ApplyWeb with instructions. If you are not selecting a direct supervisor as your recommender, please address why in the optional essay.
Please note that a member of the admissions committee or third party vendor may reach out to your recommender to verify their recommendation.

RECOMMENDER QUESTIONS:

How long have you known the applicant?

During which period of time have you had the most frequent contact with the applicant?

If you are affiliated with Ross School of Business or University of Michigan, please indicate how.

Did you use a translator?

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 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.

Achievement

Initiative

No Basis for Judgement





Results Orientation 

No Basis for Judgement





Influence

Communication and Professional Impression, Poise and Presence

No basis for judgement





Influence and Collaboration

No Basis for Judgement





People

Respect for Others

No Basis for Judgement





Team Leadership 

No Basis for Judgement





Developing Others

No Basis for Judgement





Personal Qualities

Trustworthiness/Integrity 

No Basis for Judgement





Adaptability/Resilience

No Basis for Judgement





Self Awareness

No Basis for Judgement





Cognitive

Problem Solving 

No Basis for Judgement





Strategic Orientation 

No Basis for Judgement






(Optional) Is there anything about your rating on the grid categories which you would like to comment? [text box]

Based on your professional experience, how do you rate this applicant compared to her/his peer group? [select]

Overall, I [select]

Please answer the following questions and provide specific examples where possible.

Evaluative Questions

1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (50 words) [text box]

2. How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths? (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. (500 words) [text box]

4. (Optional) Is there anything else we should know? [text box, no limit]

MBA applicants must submit two letters of recommendation. Professional recommendations are preferred from individuals who are able to speak with certainty about your professional achievements and potential. Recommenders must submit recommendations online. We do not accept recommendations via the mail. Recommendations may be in either letter or short answer format and should not exceed two pages each. We do not accept recommendations from family members.

MIT Sloan utilizes the GMAC Common Letter of Recommendation form. More information about the GMAC Common Letter of Recommendation can be found at http://www.mba.com/us/plan-for-business-school/apply-to-school/general-application-advice/common-letter-of-recommendation.aspx.

RECOMMENDER QUESTIONS

How long have you known the applicant?

During which period of time have you had the most frequent contact with the applicant?

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]

Based on your professional experience, how do you rate this candidate compared to her/his peer group? [select]

Overall, I … [select]

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)

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)

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)

4. (Optional) Is there anything else we should know?

Upload document Or type or copy-and-paste your document here:

Recommendations and Endorsements

Professional Recommendations

Professional Recommendations should be supplied by individuals who can assess your professional performance and should not include letters of recommendation from friends or family members. View details on recommendation requirements: http://www.stern.nyu.edu/programs-admissions/mba-programs/admissions/professional-recommendations

Choosing Your Recommenders

You are required to submit two professional recommendations with your application.
One recommendation must come from your current supervisor. If you cannot include a recommendation from your current supervisor, you must provide an explanation in the optional essay in the online application.
Recommendations should come from individuals who can objectively assess your professional performance and your potential for success in NYU Stern’s MBA program and in your future career.
Professional recommendations are strongly preferred.
Recommendations from family members, family friends and close friends are discouraged.
Submitting more than two recommendations is not encouraged but is allowed. Please carefully consider whether additional recommendations add significant value and a new and unique perspective to your application.

Recommendations must be submitted online. If your recommender cannot submit an online recommendation, you must email sternmba@stern.nyu.edu to explain the circumstances and request approval for your recommender to submit a paper recommendation.
If your recommender cannot complete a recommendation in English, he or she will need to complete a paper recommendation, following the instructions above, and have it translated into English. A certified English translation through a translating service must be obtained and submitted in a sealed envelope with the original recommendation, endorsed across the seal.

EQ Endorsement

The EQ Endorsement should come from someone who knows you personally or professionally and can act as a persuasive advocate of your EQ strengths. Immediate family members should not write your EQ Endorsement. View details on the EQ Endorsement: http://www.stern.nyu.edu/programs-admissions/mba-programs/admissions/eq-endorsement

The EQ Endorsement is a unique element of the NYU Stern application. IQ+EQ is a core value of NYU Stern, and we seek exceptional individuals who possess both intellectual and interpersonal strengths. Emotional intelligence (EQ) skills such as self-awareness, empathy, communication and self-management are at the core of our community of leaders.

Choosing Your Endorser

You are required to submit one EQ Endorsement with your application.
The endorsement must be from someone who knows you personally and/or professionally and can act as a persuasive advocate of your EQ strengths.
Immediate family members should not write your EQ Endorsement.

Endorsements must be submitted online. If your endorser cannot submit an online endorsement, you must email sternmba@stern.nyu.edu to explain the circumstances and request approval for your endorser to submit a paper endorsement.

Endorsements question:

Please provide one specific and compelling example to demonstrate the applicant’s emotional intelligence. (text box – 250 word maximum)

RECOMMENDER QUESTIONS:

Professional Recommendation

Please rate the applicant in relation to his or her peers. [for each, select from drop-down menu between ‘below average’ >>> ‘outstanding’]

Analytical/Quantitative Ability:

Oral Communication Skills:

Written Communication Skills:

Initiative:

Integrity:

Leadership:

Maturity:

Teamwork:

Professionalism:

Please mark your overall recommendation regarding this applicant’s admission to NYU Stern: [select]

You may answer the following questions in the recommendation form or by uploading a Word or PDF document.

  1. 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]
  2. How does the applicant’s performance compare to that of other well-qualified individuals in similiar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths?) [text box – no limit]
  3. 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]
  4. (Optional) Is there anything else we should know? [text box – no limit]

[upload document]

MBA, 1+1 MBA, Executive MBA, MMPM, Diplomaand MSc Financial Economics applicants should provide two references.

Please note that we are only able to accept references from professional email accounts.

Applications will not be processed until all references have been received. References will be checked at random for authenticity.

The people submitting reference letters on your behalf may send their letters to our admissions office electronically through our application system. No paper or email references will be accepted. Using the online application form you will need to submit two professional or academic references. Once referee details are input onto the form, your referee will receive an automatic email from the School with details on how to complete the online reference form. Please note we can only accept references from a valid work/professional/institutional email address and not from gmail/hotmail account.

RECOMMENDER QUESTIONS:

Language

This should be completed if English is not the applicant’s first language.

  • Ability to Speak English [select]
  • Ability to Read English [select] Ability to Write English [select]

Comments

Please use the box below to provide any comments you consider will be helpful to the Admissions Committee when reviewing the candidate’s application. We would like to know how long you have known the candidate for and in what capacity. We would also like to hear about the candidate’s academic and professional background, as well as the strengths/weaknesses of the candidate, how he/she would benefit from the programme, what he/she would bring to the class and his/her soft skills and potential.

Please Note: You can upload a document or type an essay, but not both.

Upload Attachment e.g. .doc, .pdf, .txt, .xls More

[text box, 5000 characters]

Stories about your behaviors, impact, and personal qualities told by others play an essential role in our evaluation of your application. Your letters of reference should provide specific examples and anecdotes that illustrate your ability and desire to make a difference in the world.

Two letters of reference are required:

  • One reference from your current direct supervisor (or next best alternative) at work
  • Your choice of either one additional supervisor reference or one peer reference.

Both letters of reference must be submitted by the deadline of the round in which you apply. You must not write, or have any involvement in, the drafting, translation, or submission of the letters.

Current Direct Supervisor Reference

You must obtain at least one recommendation from your current direct supervisor. We understand, however, that you may be in a situation that prevents you from providing a reference from your current direct supervisor. For example, you may:

  • Be self-employed
  • Work for a family business in which a family member is your supervisor
  • Have begun a new position where your direct supervisor does not know you well
  • Have not notified your direct supervisor that you are applying to business school
  • Be a student

If you are unable to provide a letter from your current direct supervisor, use your judgment in finding a source for your recommendation — a previous supervisor, an indirect manager, a client, a member of your board of directors, or any other individual who evaluates your work.

If you don’t have full-time work experience, you may use a direct supervisor from a summer, part-time, or internship position. Alternatively, you may ask someone who managed you in an extracurricular, research, volunteer, or community activity.

Second Reference

The second reference may come from either someone senior to you (i.e., someone who has evaluated or supervised your work) or from a peer (i.e., someone with whom you’ve interacted as an equal). The strongest references typically come from your workplace. You may select a reference from your professional, community, or extracurricular experiences. We recognize that work environments are fluid, so we give you the option of choosing the person who can best represent your potential impact.

MBA/MSx Application

The MSx Program requires three letters of reference. Designate one letter you would like reviewed by only the MSx Program. (Both programs will review the other two letters.)

Choosing Your Recommenders

We are impressed by what a reference letter says, not by the title or background of the individual who wrote it or the writing skills of the recommender. You should choose individuals who:

  • Know you well through significant, direct involvement with you within the last three years.
  • Will provide detailed anecdotes and examples to support their assertions.
  • Are truly enthused to write a recommendation for you and will spend sufficient time writing a thoughtful letter.

We require your first recommendation to come from your current direct supervisor. We have no preference, however, between another supervisor and a peer for your second recommendation.

Deferred Enrollment

If you are currently a full-time student, we encourage you to select recommenders who have supervised your extra-curricular activities or work, such as internships or part-time jobs.

What We Ask Recommenders

Both of your recommenders will be asked to assess you on some character traits and competencies that contribute to successful leadership, and answer three questions.

Information for Recommenders

The letter you submit should address the prompts listed in the Stanford application; outdated or general letters do not strengthen a candidate’s application.

Guidelines

Your letter of reference should be submitted in English. If you think your English is not sufficient to convey complex ideas, write the letter in your native language, and then have it translated into English. A friend, a colleague, or a paid service may translate the document, but the applicant or the applicant’s friend or family member may not.

Please make sure to double-space your letter and to follow the word guidelines listed below.

Submitting Your Letter of Reference

You must submit your letter of reference through the online application for the MBA Program. We strongly suggest that you submit your letter at least one day prior to the application deadline.

Once your candidate registers you through the application, you will receive an email confirmation with login instructions. Use that email to access the application, then upload the file that contains your recommendation. If your letter was translated into English, upload the letter both in the language in which you wrote it and in English, and provide the contact information for the translator.

RECOMMENDER INFORMATION

May we contact you at work regarding this applicant?

How long have you known the applicant?

During which period of time have you had the most frequent contact with the applicant?

Are/were you the applicant’s direct supervisor?

Please comment briefly on the context of your interaction with the applicant. If applicable, describe the applicant’s role in your organization.(Limit 320 characters.)

Did you use a translator?

If you are a Stanford GSB alumna/alumnus, please enter your degree class year

How many candidates are you recommending to Stanford GSB this year?

Leadership Assessment

Listed below you will find a number of competencies and character traits that contribute to successful leadership. Within each category, please mark the one button corresponding to the behavior that the candidate most typically exhibits. We acknowledge that all candidates have both areas of strength and areas of development. Your candid, honest appraisal will serve not only the admissions committee but also the candidate.

Initiative 

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

Results Orientation 

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

Communication, Professional Impression & Poise 

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

Presents 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

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 

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

Respect for Others

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

Team Leadership

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

Developing Others

No basis for judgment

Focuses only on 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

Trustworthiness/ Integrity

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

Adaptability/Resilience

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 calm in unfamiliar situations until confronted with obstacle

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

Self Awareness

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

Problem Solving

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

Strategic Orientation

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

Please feel free to comment if you need to clarify the ratings you have assigned. [text box, no limit]

Summary

Based on your professional experience, how would you rate this candidate compared to her/his peer group? [select]

Overall, I [select]

Reference Questions

The most useful recommendations provide detailed descriptions, candid anecdotes, and specific evidence that highlight the candidate’s behavior and impact on those around her or him. This kind of information helps distinguish the very best individuals from a pool of many well-qualified candidates. Please write your answers to the following questions in a separate document and upload that document into the online application.

Questions:

1. 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?) – Up to 500 words

2. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. – Up to 500 words

3. (Optional) Is there anything else we should know? Please be concise. Letter should be 2-4 pages.

Please do not include graphics or icons such as company letterhead.

[Upload letter]

You should request references from two people capable of commenting on your professional, leadership, and intellectual capabilities. We have found that the most useful evaluations are those from people who are able to speak with certainty about your leadership, maturity, team orientation, communication skills, intellectual ability, and interpersonal skills. We prefer that you submit LORs from people who know you well and are in a position to judge your professional performance and leadership, such as your direct supervisor. If you are unable to provide an LOR from a direct supervisor, please include a brief explanation as to why in the optional essay section.

Letters of Reference (LORs) are to be completed by the recommender and no one else. Drafting, writing, or translating your own Letter of Reference, even if asked to do so by your recommender, is inappropriate and a violation of both our application policies and Tuck’s Academic Honor Principle. Applicants are expected to inform recommenders of this policy.

Reapplicants who applied last year (between July 2016 and April 2017) only need to submit one new LOR. The new LOR should be from a third person who was not one of your recommenders last year.

We do not find LORs from professors to be helpful in our evaluations. Getting an independent perspective about your qualifications from a third party is very valuable to the Admissions Committee, therefore the LORs are to be completed by the recommender and no one else. Drafting, writing, or translating your own Letter of Reference, even if asked to do so by your recommender, is a violation of the terms of our application process and Tuck’s Academic Honor Principle and could result in rescission of our offer of admission or termination of a student’s enrollment. Applicants are expected to inform recommenders of this policy.If your recommender is not able to complete the LOR in English, he or she should write it in their native language and have it translated by an outside translation service. You should not translate the Letter of Reference into English for your recommender.Please contact your evaluators well in advance to give them sufficient time to write and return their evaluations by the application-round deadline for which you are applying. Given the importance we place on LORs, we do not review any applications until we have received LORs from both of the evaluators you listed in your application. If your LORs are received after the deadline for submission, your application will not be considered until the next round. It is your responsibility to make sure that your evaluators are aware of the deadlines and to ensure that both LORs have been submitted.  If you would like to make any changes to your list of evaluators, please email Tuck Admissions.

RECOMMENDER QUESTIONS:

Evaluation

Please compare the applicant on the scale below with others in his/her peer group whom you have known during your professional career. [for each, select from drop-down menu between top 5% >>> bottom 20%]

  • Effectiveness of leadership
  • Effectiveness of teamwork
  • Effectiveness of communication skills
  • Positive attitude
  • Ethics and integrity
  • Ability to handle conflict
  • Ability to cope with pressure
  • Ability to inspire and motivate others
  • Ability to see opportunity and take initiative
  • Organization and time-management skills
  • Quantitative ability
  • Analytical ability
  • Intellectual curiosity
  • Ability to think creatively
  • Self-confidence
  • Resilience and ability to cope with setbacks
  • Overall drive, motivation, and energy level
  • Professional impression, poise, and presence
  • Cultural sensitivity
  • Comfort with risk-taking
  • Maturity/self-awareness

How would you categorize your support for this candidate? [select]

Recommendation Letter

In one document, please answer the following questions. To be sure to address all of the questions, you may wish to number your responses (i.e. 1,2,3, and so on).

1. How long have you known the applicant and in what context? Have you served as the applicant’s supervisor? If so, please provide approximate dates. Please comment upon the frequency and nature of your interactions with the applicant.

2. What are the applicant’s three principal strengths? Please provide an example of each.

3. In which three areas can the applicant improve? Please provide an example of each. How has the applicant worked to address these areas?

4. How does the applicant respond to constructive criticism?

5. Describe the impressions this candidate makes in meetings, presentations, interviews or other important interactions.

6. If you would like to provide any additional insights into this individual’s candidacy, please feel free to do so.

Upload a Word or PDF document, Or type or copy-and-paste your document here: [text box]

New applicants are required to submit two recommendations. Reapplicants only need to submit one new recommendation. Recommendations should be written by individuals who are well acquainted with your performance in a work setting, preferably from a direct supervisor or manager.
Please provide information on your two recommenders so that we can send them the electronic recommendation form directly. Your direct supervisor is the best recommender, or other managers who know your work well and can make a good case for you. Peers and family members are not appropriate as recommenders.
Reapplicants only need to submit one new recommendation. You may ask an individual who submitted a recommendation for you in a prior year to submit a new one.
The recommendations provide us with third-party confirmation and insights into your achievements. You should choose recommenders who will support your candidacy with concrete examples of performance and impact on the organization.

» The Recommendations must be submitted online, not via hard-copy responses to these questions.
» You must register your recommenders, who then use the confidential online link they receive directly from our online application. Your recommenders also have the option to upload an additional document if desired.
» If a recommender does not write in English, the uploaded document can be a certified translation of their comments.
» Only two recommendations are accepted per application.
» Ideally your recommendations should be from current direct supervisors or managers who are best equipped to answer questions about your leadership, communication, teamwork, initiative and other skills.
» If you are unable to ask a current supervisor for a recommendation, then you can ask a former boss, a manager from another department, or a consultant or client who knows you well enough to answer the questions insightfully.
» Academic contacts are not usually able to provide information on management potential. Similarly, family members, peers and friends are not appropriate as recommenders.
» Your recommenders’ own titles or positions are not important – instead, their ability to comment knowledgeably and specifically about you is vital.
» Letters from contacts (including alumni) who do not know you well cannot add value like direct supervisors can.
» Recommendations are due by the application deadline.

RECOMMENDER QUESTIONS:

Section 1 – Recommender Information

How long have you known the applicant?

During which period of time have you had the most frequent contact with the applicant? From: ______ To: ______

If you are affiliated with UCLA Anderson School of Management or UCLA, please select the option that most closely matches.

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 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 document, Or, type or copy-and-paste your document here: [text box, no limit]

We require two letters of recommendations from individuals who are well acquainted with your performance in a work setting, preferably from a current or former supervisor.

The title or position of the recommender is not as important as his/her ability to comment knowledgeably and specifically about you. Submit recommendations from people who can speak directly about your aptitudes and capabilities.

We require all recommendations to be submitted electronically. After you have contacted your recommenders, please complete the form on the Recommendations page.

After selecting your recommenders, it is possible that you’ll need to alter this selection. If a recommender has not begun their recommendation, you can delete them and assign another recommender.  Please note that your new recommender will not appear on the recommendation page of your application, however we will see the new listing when you submit your application.

If you or a recommender have questions, please reach out to mbarecs@wharton.upenn.edu.

RECOMMENDER QUESTIONS:

Relationship With Applicant: (e.g. Direct Supervisor, Advisor, Indirect Report/Subordinate)

During which period of time have you had the most frequent contact with the applicant? FROM______ TO____

Are you a graduate of Wharton or any other University of Pennsylvania school?

Are you a faculty member of Wharton or any other University of Pennsylvania School?

Summary Appraisal

Please look at this list of personality characteristics and choose up to three traits that you feel best represent the candidate you are recommending to the Wharton MBA Program. (TIP – You do not have to choose three, only up to three.)

Determined, Humble, Disciplined, Engaged, Intellectually Curious,Analytical, Flexible, Persistent, Conscientious, Results Oriented

1

2

3

Please look at this list of personality characteristics and choose up to three traits that you feel best represent the candidate you are recommending to the Wharton MBA Program. (TIP – You do not have to choose three, only up to three.)

Collaborative, Persuasive, Innovative, Confident, Self-Aware, Professional, Resilient, Energetic, Emotionally Stable, Agreeable

1

2

3

Applicant Assessment

1. Please provide example(s) that illustrate why you believe this candidate will find success in the Wharton MBA classroom. (Word count: 300) [text box, 7500 characters max]

2. Please provide example(s) that illustrate why you believe this candidate will find success throughout their career. (Word count: 300) [text box, 7500 characters max]

3. (Optional) Is there anything else we should know? [text box, 7500 characters max]

List two (2) individuals who will provide professional recommendations for you. At least one of the recommenders should be in a position to assess your performance at your most recent job. Once you have entered the required recommender information, click the “Send to Recommender” button to email the online recommendation form to your recommender.
Additionally, Yale SOM welcomes recommenders to submit written letters of recommendation in Chinese (Mandarin) or Spanish. Yale University will be responsible for providing a translation to English for review by the Office of Admissions.
To ensure the objectivity and independence 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:

Please assess the applicant on the following competencies and character traits.

Skill/Quality No Basis
Initiative
Reluctant to take on new tasks; wants 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
Results Orientation
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 the team
Invents new approaches with measurably better results; works to deliver best-in-class performance improvements
Problem Solving
Avoids problems; when faced with problems, sticks with 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
Strategic Orientation
Focuses on completing work without understanding implications
Understands immediate issues or implications or 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
Team Leadership
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
Influence and Collaboration
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
Communication, Professional Impression and Poise
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
Presents 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
Developing Others
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
Respect for Others
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
Adaptability and Resilience
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
Self-Awareness
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 challenges and potentially risky experiences to improve; identifies and engages with resources–people, processes, or content–to maximize strengths or mitigate weaknesses
Trustworthiness and Integrity
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 a personal cost; holds people accountable to the team or organizational values

Peer Comparison

Based on your professional experience, how do you rate the applicant compared to her/his peer group?

  • The best encountered in my career Outstanding (top 5%)
  • Excellent (top 10%)
  • Very good (well above average)
  • Average
  • Below average

Overall Recommendation

  • Enthusiastically recommend to the Yale School of Management
  • Recommend
  • Recommend with reservations
  • Do not recommend

Below is a list of some of the qualities that describe Yale SOM students and alumni. Please review the list and check off the three (3) qualities on the list that you feel best describe the applicant. Please note that we are not looking for any specific qualities; instead, we are simply trying to get a better sense of the applicant’s strengths.

  • Adaptable
  • Analytical
  • Creative
  • Curious
  • Hard-working
  • Humble
  • Intuitive
  • Level-headed
  • Open-minded
  • Persistent
  • Positive
  • Resilient
  • Responsible
  • Self-motivated
  • Smart
  • Socially adept

Recommendation Letter

Please write an assessment of the applicant that addresses the prompts below. We are looking for your candid and accurate assessment of the applicant’s potential to be a successful leader and the specific traits the applicant possesses that evidence this potential. Please be as specific as possible and use concrete examples where applicable. Do not incorporate anything drafted by the candidate in your recommendation or have the candidate submit the recommendation on your behalf. Please note that Yale SOM welcomes you to upload and submit letters of recommendation written in Chinese (Mandarin) or Spanish. Yale University will be responsible for providing a translation to English for review by the Office of Admissions.

  • 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)
  • 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)
  • 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)
  • Are you in a position to know whether the applicant is sponsored for the MBA by his or her current employer? If so, please comment.
  • (optional) Is there anything else we should know?

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