Recommender Questions Published So Far

Recommender Questions for programs that start in 2019

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.

Something changed? Any comments? Please update us: mistake@aringo.com

Please submit two recommendations from persons who can speak directly about your professional accomplishments, potential, and personal attributes. The Admissions Committee prefers recommendations from individuals with whom you have had significant professional interaction. The paper version of the recommendation can be found in the program-specific instructions.

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.

Please only submit two letters of recommendation. Recommendations may be submitted online or through the mail using a PDF version (http://mba.haas.berkeley.edu/admissions/FTMBA_LOR.pdf). 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

1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (textbox, 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?) (textbox, 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. (textbox, 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. (textbox, no limit)

5. (Optional) Is there anything else we should know? (textbox, no limit)

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 trait, select from drop-down menu):

  • 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 doc)

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’ll need one reference from a supervisor. We cannot accept an academic reference, or a reference from a relative. Decide who you would like them to be and ask them now. Applications are often held up because of references failing to be submitted. An automated reference request will be sent to your referee once you have entered their contact details into our online application system.
You are required to provide one reference. This reference should come from a line manager or a supervisor.
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

Length of time you have known the applicant? Year(s) Month(s)

In what capacity have you known the applicant?

Contact with you – May we contact you at work regarding this applicant? (SELECT)

Rate the applicant

Please use the table below to appraise the applicant in the context of her or his peer group. (for each skill, select rating from drop-down menu between exceptional>>>below average)

What is the peer group that you are using?
Number in peer group
Applicant’s ranking within peer group

  • Integrity
  • Ability to work with others
  • Creativity
  • Motivation
  • Self-confidence
  • Analytical skills
  • Written communication skills
  • Oral communication skills
  • Leadership potential
  • Responsibility for own action
  • Quantitative numerical skill

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:

Reference criteria

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:

All applicants must submit two letters of recommendation. 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.

  • The first letter of recommendation should come from a supervisor. Overall, we are seeking objectivity in the letter, and we want to hear from someone who can assess both your strengths and your weaknesses.
    • 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.
    • 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.

LETTER OF RECOMMENDATION FORM

How long have you known the applicant?

Do you have an MBA degree?

Are you in any way affiliated with The University of Chicago or Chicago Booth?

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: 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

Based on your professional experience, how does the applicant rate within his or her peer group? __________

Please indicate the reference group for this comparison: ___________

Overall, I: (select)

Letter of Recommendation

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 doc)

Instructions: Please enter information for two individuals you wish to submit recommendations on your behalf. They should be able to speak directly about your performance and professional promise. The Admissions Committee prefers that one recommendation be from your direct 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 a former supervisor or another professional associate who is senior to you.
Recommendations- Read more about recommendations on our website.
Re-applicants are required to submit just one new recommendation. This recommendation must be from a recommender that you did not use in your previous application.
We expect that you, the applicant, will not participate in the drafting of these recommendations.
Please note that applications are not considered complete until all required information is submitted. This includes recommendations.

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.

.

RECOMMENDER QUESTIONS

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. Thank you once again.

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.
Please click “add new” to submit each of your endorsements. Your recommender will automatically be sent an email with directions on how to provide the recommendation after you submit their information. Please note that some corporate email servers may filter this email before it reaches your recommender. If possible, please provide a personal email address instead. Once your recommender submits their recommendation, you will receive a notification email.
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 current supervisor, 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.

RECOMMENDER QUESTIONS

Please verify your information and provide answers for the additional 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]
  • Context of Relationship – Other ________
  • Nature of Relationship [select]
  • Nature of Relationship – Other ________
  • 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]
  • Cornell Afilliation – Other ________
  • 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.

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 action 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 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

Communication, Prof 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; when in strong conflict or crisis, remains cool under pressure; channels strong emotion into positive action

Influence and Collaboration – Engages and works with people outside of one’s 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

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

Team Leadership – Manages and empowers a team of direct reports or peers on project based teams (includes 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

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

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

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

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

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

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) Comments

Is there anything about your ratings on which you would like to comment? [textbox, 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. (textbox, Recommended word count: 50 words)
  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?) (textbox, 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. (textbox, Recommended word count: 500 words)
  4. (Optional) Is there anything else we should know? (textbox, no limit)

Please upload recommendation letter (upload)

Capstone

  • Based on your professional experience, how do you rate this applicant compared to her/his peer group? (select)
  • Overall, I (select)

All applicants must submit one letter of recommendation. If you believe a second letter will add value to your candidacy, you may include one additional recommender.
Your letter of recommendation should come from a current or former manager, supervisor, or someone who has worked with you in a professional capacity. We advise that you do not choose clients, co-founders, or colleagues to write your recommendation.

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.

How long have you known the applicant? _____________

Do you have any affiliations with Cornell University or Johnson? _____________

Overall Recommendation (select from drop-down menu between highly recommend>>> do not recommend)

I certify that this recommendation was written entirely by me, using my own words. (select yes)

Please upload recommendation letter (upload)

Please provide 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. We encourage you to let your recommendation writers know about your interest in Darden and remind them of your accomplishments but you should not participate in the writing of your letters.

If you applied last year (2017-2018), 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.
We prefer that you use your recommender’s institutional or corporate email address however we understand that your recommender may prefer to use a personal email address. Submissions from email addresses such as Gmail, Hotmail, and Yahoo may be subject to additional review. Please tell your recommenders to set their email filters to allow emails from @darden.virginia.edu.
We have found that emails sent to certain organizations such as some government agencies and consulting firms will be blocked. You can submit a personal email address for your recommender if necessary.
​​​​​​​Recommendations that require conversion to English should be translated by a Certified Translation Service. ​​​​​​​ ​​​​​​​
Contact your recommenders now! The most common reason an application is incomplete and/or misses a deadline is because we have not received one or both recommendations.

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. (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 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? (textbox, 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. (textbox, Word limit: 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?) (textbox, 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. (textbox, 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: (textbox)

Two letters of recommendation, submitted online via the Common Letter of Recommendation. One must come from your current immediate supervisor.
We require two letters of recommendation for most programs. For the Daytime MBA, Executive MBA, and One-Year Master’s programs, an application is not considered complete until we have received both recommendations. Those applying to an Online Degree program are required to submit one letter of recommendation. All recommenders are required to utilize the Common Letter of Recommendation Form associated with the online application. If you applied in the 2017-2018 application cycle you are considered a re-applicant and are only required to submit one new recommendation.
The most valuable recommendations come from individuals who know you well in either an academic or professional setting. Recommendations from relatives or family friends are discouraged by the Admissions Committee. Please see the table below for additional guidance.
Note: we ask that you use your recommenders’ work e-mail when providing their contact information if this option is available. Those recommendations sent to a general e-mail account (Gmail or Yahoo, for example) will be more closely monitored in our application credentials review process.

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 The Fuqua School of Business or Duke 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? (textbox, 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. (textbox, 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?) (textbox, 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. (textbox, 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: textbox)

As part of the MBA application we require two letters of recommendation submitted either online or via hardcopy. We prefer that these recommendations are professional in nature. Please be thoughtful when selecting your recommenders, and make sure that you choose at least one person who knows you well in your current position such as a direct supervisor, project manager or client.

You have two options for submitting your recommendations:

ONLINE RECOMMENDATION

As part of the online application, you will have the option of sending your recommendation requests in the form of an online survey. You may send the recommendation request through the online application at any time by entering their contact information, including their email address, and clicking the box that says, “Send to recommender.”

HARD COPY RECOMMENDATION

You may also submit your recommendations as hard copies. Sign and fill out the top portion, and give it to your recommenders to complete. They can send it in on your behalf, or return it to you in a sealed envelope so that you can submit it with your other materials. Recommenders may write a letter and attach it to the form, but it should address all of the questions on the form. Additionally, they should fill out the matrix on the second page. They are not limited to the space on the form. Recommenders should attach a business card to the form.

Goizueta Business School will accept the GMAC Common Recommendation Form in lieu of our own recommendation form. Please enter your recommender information into our online application and advise your recommender to attach the GMAC recommendation as prompted without filling out our form. For questions, please contact us by email.

Download recommendation form

Please mail recommendation form to:

Emory University
Goizueta Business School
MBA Admissions
1300 Clifton Road, Suite W288
Atlanta, GA 30322 USA

RECOMMENDER QUESTIONS

How long have you known the applicant? ___________

In what capacity have you know the applicant? (textbox)

Based on the qualities listed below, please give us your appraisal of the applicant. (for each quality, select from drop-down menu between Excellent>>Below Average)

1. Intellectual Ability

2. Integrity

3. Maturity

4. Motivation/Initiative

5. Ability to work with others

6. Oral Communications

7. Written Communications

8. Leadership/Managerial Potential

9. Analytical Ability

10. Judgement

11. Overall Rating

.

Please indicate the group you are using for comparison. (Co-workers, MBA graduates, etc.) (textbox, 150 words or less)

What characteristics or attributes best describe the applicant? (textbox, 150 words or less.)

In what area is the applicant most exceptional? (textbox, 150 characters or less.)

In what area does the applicant need the most improvement? (textbox, 150 words or less.)

How well do you feel the applicant handles disappointment or differences of opinion? (textbox, 150 words or less.)

Additional Comments: (textbox)

Only one recommendation is required for the Georgetown MBA application. We are interested in gaining insight from someone who can objectively evaluate your professional performance as well as managerial and leadership potential. We discourage letters from university faculty, family members, and additional letters of recommendation. A current supervisor is strongly preferred for Full-time MBA applicants and required of Flex MBA applicants.

Recommenders are required to submit the recommendation forms online and will receive detailed instructions once you complete the “Recommendations” section of your application. The recommender may submit a letter or performance review as part of the online form.

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. Use your best judgment on who you decide to ask – there is no set formula for who should be your recommenders.

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!)
Recommendations must be completed online. It is your responsibility to ensure that we receive all of your application materials, including recommendations.
If you need to change your recommender’s email address for any reason, you need to exclude that recommender from consideration and then re-enter his or her information. If you do so, your recommender will lose whatever work he or she has entered into the recommendation already, so be careful!

Use your best judgment on who you decide to ask – there is no set formula for who should be your recommenders. We know it is not always possible to have a direct supervisor write your recommendation – we would not want you to jeopardize your current position for the application process. Look at the questions we are asking recommenders to complete. Find people who know you well enough to answer them. This can be a former supervisor, a colleague, someone you collaborate on an activity outside of work. How well a person knows you should take priority over level of seniority or HBS alumni status.

Recommender Questions

Context of Relationship

Are you an HBS graduate?

If yes, please list year of graduation:

Please provide a brief description of your interaction with the applicant and, if applicable, their role in your organization: (textbox, 300 characters)

Number of applicants you are recommending to the HBS MBA Program

Evaluation grid

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: (textbox, 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. Once you have uploaded their contact details they will automatically be contacted by us to fill out an online reference.

RECOMMENDER QUESTIONS

Relationship to candidate:

How long and in what capacity have you known the candidate? (textbox, unlimited)

If this is a work related reference, in what position is/was the candidate employed and for how long? (textbox, unlimited)

Candidate’s abilities:

Please evaluate the candidate in terms of the qualities below (for each, select rating from 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
  • Listening / Comprehension
  • Spoken
  • Reading

Candidate’s strengths and weaknesses:

  • What do you consider to be the candidate’s principal strengths / talents? (textbox, unlimited)
  • What do you consider to be the candidate’s weaknesses or areas that need improvement? (textbox, unlimited)

2 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 or academic 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

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) [textbox, 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.

1-Disagree strongly / 2-Disagree moderately / 3-Disagree a little / 4-Neither agree nor disagree / 5-Agree a little / 6-Agree moderately / 7-Agree 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.

1-Disagree strongly / 2-Disagree moderately / 3-Disagree a little / 4-Neither agree nor disagree / 5-Agree a little / 6-Agree moderately / 7-Agree 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? [textbox, 500 characters]

Two Letters of recommendation are required. You may register up to 3 recommenders for this application if one of the 2 recommenders is not available to submit the recommendation letter you requested.
Please enter the following information to allow your letter writers to submit your recommendations online. It is imperative that you accurately enter the information as your recommender will receive an automated email informing him/her of the online process.
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) (textbox)

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) (textbox)

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.
We encourage you to send the recommendation letter template to your chosen referees as early as possible to allow them enough time to complete the form. Please note that your referees will be able to submit their recommendations online at any time, even before you submit your application. Nevertheless, we strongly encourage you to submit your application a few days before the deadline, to ensure a smooth completion of your application material.
Your chosen referees do not have to fill in the form in one go; they can save and come back to it later. However, once submitted, the form can no longer be edited. After submitting their recommendations, they will receive a confirmation receipt via email.

RECOMMENDER QUESTIONS

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. (textbox, no limit)

 

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

 

.
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. (textbox, 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. (textbox, no limit)

3. What do you consider to be the candidate’s major weaknesses? (textbox, no limit)

4. Comment on the candidate’s potential for senior management. Do you see him/her as a future leader? (textbox, 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. (textbox, no limit)

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.

Instructions: Please submit two recommendations from individuals who can objectively assess and speak directly about your leadership and professional promise. Applications are not considered complete until all required information including recommendations are submitted. These recommendations must be received by the application deadline.

RECOMMENDER QUESTIONS:

Context of Relationship

Highest Degree Earned:

Degree Granting Institution

Are you a Kellogg Alumnus?

Have known candidate since:

Please comment briefly on the context of your interaction with the applicant and his/her role in your organization. (textbox, 250 characters)

What has been the candidate’s most significant contribution to your organization? Provide measurable impact if applicable. (textbox, 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 skill, 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. (textbox, 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

Please address all of the following questions:

1. Kellogg has a diverse student body and values students who are inclusive and encouraging of others with differing perspectives and backgrounds. Please tell us about a time when you witnessed the candidate living these values. (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:

You need to ask two people to be your referees. They should be:

1. your current employer (if you don’t want to ask your employer to be a referee, a colleague is acceptable)
2. someone else who knows you well in a work context, for example a former employer or long-standing client.

After you input your referees’ details into the online application form we will send them an email with log-in details for our online reference system. London Business School reserves the right to contact your referees for further information in connection with your application.
As part of your application you must have two references sent on your behalf.
One referee should be a current or previous employer, colleague, or someone else who knows you well at work. If you don’t wish to provide two professional references, the other referee could be someone who taught you at university.
We understand that you may not want to give your current and immediate manager as a referee.
You are only permitted to submit two references.
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 system.
For full details or to register your referees, select the Manage referees link on the application form. From here you can register your referees, send them reminders and track the progress of your references.
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? (textbox)
2. What would you say are the applicant’s key strengths and talents? (textbox)
3. What would you say are the applicant’s key weaknesses or areas for improvement? (textbox)
4. How do the applicant’s performance, potential and personal qualities compare to those of other individuals in similar roles? (textbox)
5. What do you think this person might be doing in ten years’ time? Why? (textbox)

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.) (textbox, 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. Your recommender should be able to answer the following questions about you:

  1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (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?) (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. (500 words)

IMPORTANT: This is NOT the official recommendation, but rather a list of the questions that will be sent to the individual you identify as your recommender in the online application. The actual recommendation and ratings form must be submitted online by your recommender. Your application is not considered complete until we receive your recommendation.

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.
Lastly, it is your responsibility to remind your recommenders of the deadline date in order for your complete application to be received on time.

RECOMMENDER QUESTIONS

Section 1

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 MIT Sloan or the Massachusetts Institute of Technology, 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

6. No basis for judgment
5. Reluctant to take on new tasks; waits to be told what to do; defers to others
4. Willing to step in and take charge when required to do so
3. Takes charge spontaneously when problem needs attention
2. Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks
1. 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

6. No basis for judgment
5. Focuses on fulfilling activities at hand; unsure how work relates to goals
4. Takes actions to overcome obstacles to achieve goals
3. Independently acts to exceed goals and plans for contingencies
2. Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team
1. 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

6. No basis for judgment
5. Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure
4. Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances
3. 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
2. 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
1. 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

6. No basis for judgment
5. Does not seek input and perspective of others
4. Accepts input from others and engages them in problem solving
3. Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives
2. Uses tailored approaches to connect with others, influence, and achieve results
1. 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

6. No basis for judgment
5. Unwilling to acknowledge others’ points of view
4. Open to considering others’ views when confronted or offered
3. Invites input from others because of expressed respect for them and their views
2. Praises people publicly for their good actions; ensures that others’ opinions are heard before their own
1. 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

6. No basis for judgment
5. Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks
4. Assigns tasks and tells people what to do; checks when they are done
3. Solicits ideas and perspectives from the team; structures activities; holds members accountable
2. Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions
1. 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

6. No basis for judgment
5. Focuses only on one’s own growth; critical of others’ efforts to develop
4. Encourages people to develop; points out mistakes to help people develop and praises them for improvements
3. Gives specific positive and negative behavioral feedback to support the development of others
2. Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development
1. 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

6. No basis for judgment
5. Follows the crowd; takes path of least resistance; gives in under pressure
4. Acts consistently with stated intentions, values, or beliefs when it is easy to do so
3. Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition
2. 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
1. 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

6. No basis for judgment
5. Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations
4. Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle
3. Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome
2. Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure
1. 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

6. No basis for judgment
5. Lacks awareness of how he/she is perceived; denies or offers excuses when confronted
4. Acknowledges fault or performance problem when confronted with concrete example or data
3. Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals
2. Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults
1. 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

6. No basis for judgment
5. Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path
4. Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture
3. 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
2. 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
1. 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

6. No basis for judgment
5. Focuses on completing work without understanding implications
4. Understands immediate issues or implications of work or analysis
3. Develops insights or recommendations within area of responsibility that have improved near-term business performance
2. Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance
1. 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? (textbox)

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) (textbox)

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) (textbox)

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) (textbox)

4. (Optional) Is there anything else we should know?
Upload document, Or, type or copy-and-paste your document here: (textbox)

EQ Endorsements

Choosing Your Endorsers

  • You are required to submit two EQ Endorsements with your application.
  • One EQ Endorsement must come from your current supervisor. If you cannot include an endorsement from your current supervisor, you must provide an explanation in the online application.
  • The second EQ Endorsement may come from someone who knows you professionally and/or personally.
  • EQ Endorsements should come from individuals who can objectively assess your potential for success in NYU Stern’s MBA program and in your future career, and who can act as a persuasive advocate of your EQ strengths.
  • Immediate family members should not write your EQ endorsement.
  • Submitting more than two EQ endorsements is not encouraged but is allowed. Please carefully consider whether additional endorsements add significant value and a new and unique perspective to your application.

EQ 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. If your endorser cannot complete a endorsement in English, he or she will need to complete a paper endorsement, 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 endorsement, endorsed across the seal.

You are required to submit two EQ Endorsements. EQ Endorsements should come from individuals who can objectively assess your potential for success in NYU Stern’s MBA program and in your future career, and who can act as a persuasive advocate of your EQ strengths. View details on the EQ Endorsement.

The EQ Endorsements should be completed online. Please provide the names and contact information of endorsers below.

Once you have added your endorser information below, an email will be sent to him/her with instructions on how to proceed with the online endorsement. If you would like to send a reminder email, click the endorser’s name below and then click the “Send Reminder” button at the bottom of the box to automatically generate a reminder email.

Make sure to have your endorser whitelist the stern.nyu.edu domain to ensure receipt of our notification. If your endorser is having difficulty accessing your endorsement using his or her company email address, have your endorser provide you with his/her personal email address. Then use that personal email address to create and send a new endorsement request from the application.

For those endorsers who wish to submit their endorsement on paper or who require a translation, you must contact NYU Stern MBA Admissions via email at sternmba@stern.nyu.edu for prior approval.

EQ Endorsement questions

Please rate the applicant in relation to his or her peers. (for each, select rating from drop-down menu)

  • Analytical/Quantitative Ability:
  • Oral Communication Skills:
  • Written Communication Skills:
  • Initiative:
  • Integrity:
  • Leadership:
  • Maturity:
  • Teamwork:
  • Professionalism:
  • Emotional Intelligence (EQ):
  • Please mark your overall recommendation regarding this applicant’s admission to NYU Stern:

Your may answer the following questions in the endorsement 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. (textbox, unlimited)

2. How does the applicant’s performance compare to that of other well-qualified individuals in similar roles (if applicable)? Please provide specific examples. (E.g. what are the applicant’s principal strengths?) (textbox, unlimited)

3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (textbox, unlimited)

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.

4. Please provide one specific and compelling example to demonstrate the applicant’s emotional intelligence. (textbox, unlimited)

5. (Optional) Is there anything else we should know?(textbox, unlimited)

(upload file)

I confirm that I am the EQ Endorser identified above, that I have written this endorsement in its entirety and that the applicant did not draft, write or submit this document.

Using the online application form you will need to submit two professional or academic references. We are happy to accept two professional references if you are unable to provide an academic one.

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

Rate the applicant – for each skill below, select:

Needs Improvement / Developing / Competent / Exceeds Expectations / Unknown/Not Observed

  • Intellectual Curiosity
  • Leadership skills
  • Ability to work in a team
  • Energy and drive
  • English language ability

Please upload a letter below, to elaborate on your ratings you have given the candidate above. Please also indicate, for how long you have known the candidate and in what capacity, what are their strengths and weaknesses, and how you think the candidate would benefit from the programme. (Upload document)

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.

Requirements

Two letters of reference are required for your application to the Stanford MBA Program; three letters of reference are required for the Stanford MSx Program. If you are applying to both programs, designate one letter you would like to be reviewed by the MSx Admissions Office only. Both programs will review the other two letters.

Of the two letters reviewed by both admissions offices:

  • One reference from your current direct supervisor (or next best alternative) at work
  • One reference from someone else who has supervised your work

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 supervises 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 should come from someone who has supervised your work. The strongest references typically come from your workplace. You may select a reference from your professional, community, or extracurricular experiences. Having two references from the same organization is fine. We recognize that work environments are fluid, so we give you the option of choosing the individual who can best represent your potential impact.

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.

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.

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.

If you have technical issues while uploading your recommendation, click the “Tech Support” button for assistance.

What to submit

This is your chance to let someone else tell us how great you are! Please solicit two online letters of reference for your MBA application.

  • One reference from your current direct supervisor (or next best alternative at work)
  • One reference from someone else who has supervised your work.

Notify your recommenders which type of letter of reference they will be completing for you (Current Direct Supervisor or Other) and in which round you will be applying.

How to submit

We strongly encourage your recommenders to submit the letter(s) of reference at least one day prior to your application deadline date. You’ll feel better knowing that it’s been submitted, and your recommender will be less likely to encounter difficulties due to high server traffic on the application deadline date.
Letters received after 11:00am Pacific Time on the deadline date of the round in which you applied may not be reviewed with your application.
All recommenders must submit their letters of reference online.

Technical advice: Please ask your recommenders to set their email filters to allow emails from @stanford.edu and @gsb.stanford.edu.

.

RECOMMENDER QUESTIONS

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 (mm/yyyy) To (mm/yyyy)

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. (textbox, 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 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. If you select the highest rating, please provide specific examples in your letter.

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. (textbox, 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 do not include graphics or icons such as company letterhead.

Upload document

Request letters of reference (LORs) from two people who can comment on your qualifications for Tuck’s admissions criteria. The best letters come from references who can demonstrate that you are smart, nice, accomplished and aware. If possible, your current direct supervisor should write one of your LORs. If you cannot provide an LOR from a direct supervisor, include a brief explanation in the optional essay section. LORs from professors who did not supervise professional work, family members or personal acquaintances do not enhance your candidacy.
Your reference must be the sole author of your LOR. Drafting, writing, or translating your own reference, even if asked to do so by your reference, violates Tuck’s admissions policies and Tuck’s Academic Honor Principle. You are responsible for informing your references of this policy.
References who cannot write in English may write in a native language and have the LOR translated by an outside translation service. Do not translate the LOR into English for your reference.
You are responsible for notifying your references of your application deadline and ensuring your LORs are submitted on time. We review your application only if both LORs are received by your application deadline. Otherwise, we will move your application to the next admission round. If you would like to make changes to your list of references, please contact us at tuck.admissions@dartmouth.edu.
Our reference letter questions are distinctive and map directly to each of our four admissions criteria. We carefully crafted our questions to learn about you and assess your candidacy to Tuck. We prefer responses to our questions but will also accept responses to other questions including those posed by the Common Letter of Recommendation.

RECOMMENDER QUESTIONS

Additional Recommender Information

  • Organization city _______
  • Organization Region (select)
  • Organization Country (select)
  • Evaluator’s Highest degree earned (select)
  • Granting Institution _______

Letter of Reference Short-Answer Questions

1. What is your relationship with the candidate (textbox, 25 words)

2. How long have you known the candidate? (textbox, 25 words)

3. How often do you interact with the candidate? (textbox, 25 words)

Recommendation Letter

Thank you for taking the time to provide a letter of reference. You may wish to type your responses elsewhere and then copy and paste them into this box. We encourage you to respond to all these questions in no more than 750 words. To be sure to address all the questions, you may wish to number your responses.

1. How does your organization measure success for someone in this candidate’s role? How does the candidate perform relative to these measures?

2. Tuck students are smart. Please comment on the candidate’s intellectual ability and her/his response when encountering the limits of that ability.

3. Tuck students are nice. Please comment on how the candidate interacts with others including when the interaction is difficult or challenging.

4. Tuck students are accomplished. Please comment on the candidate’s impact on your organization’s results and the behaviors that made these results possible.

5. Tuck students are aware. Please comment on the candidate’s recognition of her/his growth areas and response to feedback about these growth areas.

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

(textbox, 750 words remaining)

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 note:

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.

  • Questions from the online recommendation form are shown below and are for reference only.
  • 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.
  • Re-applicants only need 1 recommendation.

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 UCLA Anderson School of Management or UCLA, 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? (textbox, 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. (textbox, 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?) (textbox, 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. (textbox, 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: (textbox, no limit)

The Admissions Committee requires two professional recommendations, preferably from supervisors. Applicants designate their recommenders within the application which triggers an e-mail directly to the recommender with specific instructions and a link to the recommendation form. We use the Common Letter of Recommendation developed by GMAC to save you and your recommenders time and effort.

Recommendations are due on the same date as your application. It is your responsibility to notify your chosen recommenders of this deadline. We offer a 10 business day grace period past the deadline to receive recommendations, but this will delay the processing of your application.

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.

Go to the Recommender section of the MBA Application Instructions to see the questions asked of recommenders and for more details.
It is possible that after having selected your recommenders, to alter this selection. If the recommender has not submitted a recommendation, you can change the recommender by clicking the Manage your Recommenders’ button below. You cannot change a recommender once he/she has completed and submitted their recommendation.
Please also note that this page cannot be updated directly and will not reflect any changes made to the recommender’s name or email address on the activities page. However this system will capture the updated information as well as send an email to the new recommender if the email address is updated.
The people submitting reference letters on your behalf should submit their letters to our admissions office electronically through our application system.
You must enter the names and contact information for each recommendation provider.

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

  1. 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
  2. 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

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) (textbox, 7500 characters max)
  2. Please provide example(s) that illustrate why you believe this candidate will find success throughout their career. (Word count: 300) (textbox, 7500 characters max)
  3. (Optional) Is there anything else we should know? (textbox, 7500 characters max)

Two professional recommendations. Be sure to give your recommenders time to prepare their letters (we suggest asking them at least a month before the deadline). The recommendation form is in English, and the form includes an upload link for a written letter. You recommender can submit the letter in English, Spanish, or Chinese.
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.
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 complete the following:

  • Provide your contact information and fill out the assessment forms below.
  • Write a one- to two-page recommendation letter and upload. Please find the recommendation guidelines at the end of this form.

Leadership Assessment

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 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

.

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

Overall, I … (select)

Qualities Assessment

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

Letter of Recommendation

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 English, Chinese (Mandarin), or Spanish. Yale University will translate the letter to English for admissions review.

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

I am submitting my recommendation letter in this language:

  • English
  • Chinese
  • Spanish

Upload a PDF or Word document here.

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