Recommender Questions for Programs that start in 2023

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: [email protected]

INSTRUCTIONS

Please submit letters of recommendation from two individuals who know you well and can offer specific examples of your performance at and contributions to an organization. Avoid choosing recommenders based on their title or status. We are more concerned with content and substance rather than reputation.

One letter of recommendation should come from a supervisor. We are looking for objectivity in the letter, and we want to hear from someone who can assess both your strengths and your weaknesses.

We prefer to hear from a current supervisor, although we understand that this may not be possible. If you are unable to ask your current supervisor, please explain the circumstances in the optional essay.
If you work for a family business or own your own company, please submit a letter from a client or outside party who does business with you and can provide an objective assessment.
The other letter can come from another professional contact or from someone who has worked with you in an organization or club, or on a volunteer project. This letter can offer a different perspective on your skill sets outside of your professional environment.

We have no preference regarding who supplies your second letter of recommendation.
Our only guideline is that it should add new and valuable insight to your candidacy.

How to Submit Letters of Recommendation
The recommendation form is part of the online application. You will be prompted to provide the names and email addresses of your recommenders, and we’ll send them an email directing them to the online form. Chicago Booth does not accept letters of recommendation via mail or fax.
We require every applicant to provide two letters of recommendation. These letters MUST be submitted via our online system. To ensure the objectivity and validity of your recommendations, the written product must be entirely your recommenders’ work. Although you may discuss the recommendations with them, you may not have any involvement in drafting or submitting them.

One letter should come from a current supervisor, who can assess both your strengths and your weaknesses. If you are unable to ask your current supervisor, please explain below. The other letter can come from another professional contact or from someone who has worked with you in an organization or club, or on a volunteer project.

QUESTIONS

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 below, mark one of these options: Unable to Assess ; Area of Concern ; Opportunity for Development ; Solid/Meets Expectations ; Strength/ Exceeds Expectations

  • Ability to adapt to change
  • Self-awareness
  • Demonstration of empathy for others
  • Maturity
  • Openness to feedback and constructive criticism
  • Interpersonal skills (with colleagues/subordinates)
  • Interpersonal skills (with superiors/executives)
  • Confidence
  • Initiative/Self-Motivation
  • Collaboration/Teamwork
  • Critical Thinking Skills
  • Intellectual Curiosity
  • Problem Solving Skills

Peer Comparison

  • Based on your professional experience, how does the applicant rate within his or her peer group? (select)
  • Please indicate the reference group for this comparison: _____________
  • Overall, I: (select)

Letter of Recommendation

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 file)

INSTRUCTIONS

First-time applicants require one recommendation. Reapplicants are required to submit one new recommendation. If you have been working full-time for at least six months, your recommendation should ideally 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. Beyond your direct supervisor, other recommender options include: a former direct supervisor or another professional associate, senior to you, who can share their insights on your candidacy.

If you have worked full-time for fewer than six months, your recommendation 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. If you are a college senior, we encourage you to apply for the Deferred Enrollment Program.

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 recommender. We expect that you, the applicant, will not participate in the drafting of your recommendation. Applications are not considered complete until all required information is submitted; this includes your recommendation.

Please enter information for one individual you wish to submit a recommendation on your behalf. They should be able to speak directly about your performance and professional promise.

If you have been working full-time for at least six months, your recommendation should ideally 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. Beyond your direct supervisor, other recommender options include: a former direct supervisor or another professional associate, senior to you, who can share their insights on your candidacy.

If you have worked full-time for fewer than six months, your recommendation 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. If you are a college senior, we encourage you to apply for the Deferred Enrollment Program.

Recommendations- Read more about recommendations on our website. Please note:

We expect that you, the applicant, will not participate in the drafting or submitting of your recommendation. The relationship to your recommender should be accurate. Please enter the institutional or professional email address of your recommender. References submitted from personal or anonymous email accounts (e.g. Gmail, Yahoo, 123.com, 163.com, qq.com etc.) will be subject to your admissions being rescinded if significant discrepancies are found. Applications are not considered complete until all required information is submitted; this includes your recommendation, which must be submitted no later than two weeks after the date that you submit your application. Reapplicants, please be sure this is one new recommendation letter. Make sure that you and your recommender adjust spam filters to allow emails from [email protected] If admitted, your recommender will be contacted by Re Vera Services, LLC to verify the authenticity of the letter of recommendation. Inaccurate information will necessitate a supplemental review, and offers of admission may be rescinded if significant discrepancies are found.

QUESTIONS

Recommendation Upload

Please consider the following guidelines when writing your recommendation:

  1. 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.
  2. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.

Limit your recommendation to 1000 words. Please submit your recommendation as a PDF or Word document.

INSTRUCTIONS

We require one recommendation as part of our application process. Candidates may include a second recommendation with their materials, if desired. However, you will want to be sure this additional recommender is offering new insights regarding you and your candidacy.

Identifying Your Recommender

Who makes a good recommender? Consider choosing someone who knows you well and has supervised you in a professional setting and directly observed your work (typically within the last few years). Identify someone who will help us learn more about your accomplishments and leadership potential through specific examples and anecdotes. Strictly academic recommendations are typically less helpful in our evaluation.

When choosing your recommender (and setting expectations), be sure to keep in mind what they will be asked to do. Our recommendation process is completely electronic, and your recommenders will fill out two pieces of information — a ratings grid in which they will evaluate you across a set of competencies and a series of short answer questions. The short answer questions are:

Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. Recommendations are typically the slowest part of the application process, so identify your recommenders well in advance of your target deadline. Make sure they understand why you’re pursuing an MBA and why you’re interested in Darden. We also suggest sharing a copy of your resume with them so they have some perspective on the full arc of your career. And last but not least: Stay in touch. We find that most recommenders are deadline-oriented, so make sure they know your application timing.

Please provide one recommendation from an individual you believe can speak directly to your aptitude and capabilities for graduate study and future success as a manager. You may submit up to two recommenders, if desired. We encourage you to let your recommendation writer know about your interest in Darden and remind them of your accomplishments but you should not participate in the writing of your letters.

Choose a recommender who knows you well, has 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 recommender’s 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 recommender(s) 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. If you applied in a previous application period, you are required to submit a new recommendation from an individual who can speak to your professional and personal development since your last application.

QUESTIONS

Section 1 – Recommender Information

  • Prefix
  • First (Given) Name
  • Middle Name
  • Last (Family) Name/Surname
  • Current Organization
  • Current Position/Title
  • Industry
  • Address
  • Telephone number (including country code)
  • Email Address
  • (Optional) Alternative email (If you are using your personal email account for this recommendation, please enter your work email address which may be used as a verification of your identity if the applicant is admitted.)
  • Context of Relationship
  • Nature of relationship
  • How long have you known the applicant?
  • During which period of time have you had the most frequent contact with the applicant?
  • Please select the option(s) that most closely matches your affiliation with Darden or the University of Virginia, if one exists.
  • May we contact you regarding this applicant?
  • Did you use a translator?

Section 2

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 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

2. Results Orientation: Focuses on and drives toward delivering on goals, objectives, and performance improvement

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

4. Influence and Collaboration: Engages and works with people over whom one has no direct control

People

5. Respect for Others: Acknowledges the value of others’ views and actions

6. Team Leadership: Manages and empowers a team of formal or informal direct reports, including virtual teams

7. Developing Others: Helps people develop their performance and ability over time

Personal Qualities

8. Trustworthiness/ Integrity: Acts consistently in line with or follows explicit values, beliefs or intentions

9. Adaptability/ Resilience: Adapts to changing demands and circumstances without difficulty. Maintains calm optimism in the face of challenge, problems, or apparent failure

10. Self Awareness: Aware of and seeks out additional input on own strengths and weaknesses

Cognitive

11. Problem Solving: Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues, and produces acceptable solution

12. Strategic Orientation: Thinks beyond one’s span of control and into the future to reshape the approach or scope of work

(Optional) Is there anything about your competency ratings on which you would 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. How would you characterize your relationship 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)

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

INSTRUCTIONS

Please submit two recommendations (no more, no less!) from individuals who can speak directly about your professional performance and promise. Recommendations must be completed online.
Who should I choose to be my recommenders? The Admissions Committee suggests (but does not require) that one recommendation be from your direct supervisor. This is a guideline, not a requirement. We are 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 even a client (e.g. if you work in your family business or if you are an entrepreneur). In general, we discourage peer recommendations and recommendations from professors but recognize that each applicant brings a different set of experiences. So, please use your best judgment on who you decide to ask – you’ll want to choose people who will help you put your best foot forward.

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!)

What if my recommender doesn’t submit? We review all submitted applications. It is your responsibility to ensure that we receive all of your application materials, including recommendations.
What if my recommender doesn’t receive an email from HBS? Filling out the information below generates an automated email to your recommender. Sometimes servers (especially those at large companies) reject or block automated emails, which means your recommenders might have trouble receiving the link they needs to complete your recommendation. Have no fear — we can fix this! Send an email to [email protected] with your recommender’s name and we’ll get it sorted out.
What if I need to change my recommender? 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 the information. If you do so, your recommender will lose whatever work has been entered into the recommendation already, so be careful!
Remember to verify accuracy. Web browsers occasionally auto-fill fields incorrectly. Before submitting the request, please ensure that all information is accurate – and remind your recommenders to do the same!

QUESTIONS

Part 2: Relationship Context

  • Relationship Type (select)
  • Relationship Context (select)
  • Number of applicants you are recommending to the HBS MBA Program this year: _____
  • Please provide a brief description of your interaction with the applicant and, if applicable, their role in your organization: (textbox, 300 characters)

Part 3: Candidate Evaluation

Leadership Attributes

The MBA Admissions Board would like to learn more about the candidate’s strengths and areas of development. For each attribute, please indicate how you have experienced the candidate. All candidates are growing professionally and therefore some of their attributes are likely to be more developed than others. It is helpful to the Admissions Committee to understand your assessment of the candidate’s relative strengths compared to areas they are actively working to develop. To that end, we ask that you distribute the ratings across the whole grid accordingly.
For each attribute, mark one of the following: No Basis for Judgment ; Potential Area of Concern ; Developing ; Strong ; Distinctive

  • Adaptability and resilience
  • Awareness of and respect for others
  • Curiosity
  • Emotional Intelligence
  • Initiative
  • Integrity
  • Interpersonal skills with colleagues and subordinates
  • Interpersonal skills with superiors
  • Professional maturity
  • Self-awareness
  • Self-confidence
  • Teamwork: engagement and collaboration
  • Teamwork: leadership and development of others

Please use this space to comment on the ratings you have assigned, elaborating on relative strengths and opportunities for further development. (Required) (textbox, 500 characters)

Skills Assessment

The MBA Admissions Board is also interested in your evaluation of the candidate’s skills based on the interactions you have had with the candidate.
For each skill, mark on of the following: No Basis for Judgment ; Potential Area of Concern ; Developing ; Strong ; Distinctive

  • Analytical thinking
  • Creative problem solving
  • Listening skills
  • Quantitative skills
  • Verbal communication
  • Written communication

Please use this space to comment on the skills ratings you have assigned, elaborating on relative strengths and opportunities for further development. (Required) (textbox, 500 characters)

Part 4: Open Response Questions

Please respond to the 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)

3. (Optional) Is there anything else we should know? Please be concise.

(upload file)

INSTRUCTIONS

Letters of recommendation are particularly useful to us because they provide insight into your experience and accomplishments as a leader through the eyes of someone else.

You’ll need to submit two letters of recommendation for your application to be considered complete. 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).
Please choose your recommenders carefully as additional letters of support are neither required nor encouraged.

Please submit two recommendations from individuals who can objectively assess and speak directly about your professional experience and leadership promise.
*Please note: Recommendations are a required part of the Kellogg application and will not be considered complete until received. All recommendations must also be received by the application deadline.
We prefer that one recommendation come from your current supervisor; however, we understand that there are several factors involved in getting a master’s degree. So, with that in mind, if you are not submitting a recommendation from a current supervisor, please select one of the following reasons: (select)

QUESTIONS

Please comment briefly on the context of your interaction with the applicant and their role in your organization. (textbox)

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

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.

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

Based on your professional experience, how do you rate this candidate compared to their 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 file)

INSTRUCTIONS

Stories about your behaviors, impact, and personal qualities told by others play an essential role in our evaluation of your application.

Your letters of recommendation should provide specific examples and anecdotes that illustrate what you have done and how you have done it.

Required: Two letters of recommendation. One recommendation from your current direct supervisor (or next best alternative) at work, and one recommendation from someone else who has supervised you.

Please solicit two online letters of recommendation for your MBA application.
One recommendation from your current direct supervisor (or next best alternative) at work
One recommendation from someone else who has supervised your work
Notify your recommenders which type of letter of recommendation they will be completing for you (Current Direct Supervisor or Other) and in which round you will be applying.

Both letters of recommendation must be submitted by the deadline of the round in which you apply. You must not have any involvement in the drafting, writing, translation, or submission of the letters, including having any outside party review the letters before they are submitted.

First Recommendation

Current Direct Supervisor or Next Best Alternative
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 recommendation 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 an alternative 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 Recommendation

Someone Else Who Has Supervised You
The strongest recommendations typically come from your workplace. You may select a recommendation from your professional, community, or extracurricular experiences. Having two recommendations 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 recommendation 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 sufficiently enthused to spend time writing a thoughtful letter

If you are not submitting a letter of recommendation from your current direct supervisor, please explain here by selecting the primary reason. (select)

QUESTIONS

Additional Details

  • 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:
  • You have been registered by the applicant as providing this type of Letter of Reference. Do not change without consulting with the applicant.
  • Are/were you the applicant’s direct supervisor? (Yes/No)
  • 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, 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, 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, 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 they are 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

Feel free to comment if you need to clarify the ratings you have assigned. (textbox, 500 characters)

Summary

  • Based on your professional experience, how would you rate this candidate compared to their 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, actions and impact on those around them. This kind of information helps distinguish the very best individuals from a pool of many well-qualified candidates. 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? 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. Detail the circumstances and the applicant’s response. – Up to 500 words

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

Do not include graphics or icons such as company letterhead.

Upload Letter of Recommendation

 

INSTRUCTIONS

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 [email protected] to explain the circumstances and request approval for your endorser to submit a paper endorsement. If your endorser cannot complete an endorsement in English, they will need to follow the instructions above and have the endorsement translated into English through a certified English translation service. Upon submitting the endorsement, your endorser must include the original letter and the translated copy. Applications which only include the translated copy may be made incomplete. Endorsers can upload these documents directly to the application as a single pdf via the link provided, or they may email the original endorsement and translated copy to [email protected] to be added to the application. Endorsements can only be accepted directly from the endorser.

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 [email protected] for prior approval.

QUESTIONS

EQ Endorsement

Please rate the applicant in relation to his or her peers. (for each skill, select from drop-down: outstanding top 5% ; excellent top 15% ; good top 1/3 ; average middle 1/3 ; below average bottom 1/3 ; unable to judge)

  • 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: (select)

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

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)

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

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

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

(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, influence, coerce, or submit this document.

 

INSTRUCTIONS

First time applicants must submit two letters of reference (LOR). Reapplicants who appli
Request Letters of Reference (LORs) from 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, accomplished, aware, and encouraging. If possible, your current direct supervisor should write one of your LORs. You will be asked to provide a brief explanation if you cannot provide an LOR from a direct supervisor. LORs from professors who did not supervise professional work, from family members, or from personal acquaintances, do not enhance your candidacy.
You must submit two LORs. Reapplicants who applied during the previous year need to submit only one new LOR from a reference who did not write to Tuck on your behalf last year.
Your reference must be the sole author of your LOR. Drafting, writing, translating, or submitting your own reference, even if asked to do so by your reference, violates Tuck’s admissions policies and 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.
Tuck has adopted the questions posed by the Common Letter of Recommendation.
ed in the 2021-22 application cycle need to submit only one new LOR from a reference who did not previously write to Tuck on their behalf.

QUESTIONS

Section 2: Recommendation Questions

Tuck has adopted the essay questions posed by the Graduate Management Admission Council (GMAC) Common Letter of Recommendation. Please respond to all of the following questions in the space below. If you have written your reference letter in a Word document, please copy and paste your letter into the space below.

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

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?)

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

4. Is there anything else we should know?

(textbox, no specific limit)