Recommender Questions for programs that start in 2020

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

Instructions

The Full-Time MBA Program requires 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.

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.

Questions

Reference Relationship [select]

How long have you known the applicant? ____________

Do you have an MBA degree? [select]

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

Skills Assessment

Please assess the candidate’s skills in the following areas. Your honest and candid assessment greatly helps the Admissions Committee in evaluating the candidate.
Most candidates will have a range of marks; it is extremely rare for a candidate to exceed expectations in all areas. [for each skill, select – Unable to Assess / Area of Concern / Opportunity for Development / Solid/Meets Expectations / Strength/ Exceeds Expectations]

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

Peer Comparison

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

Letter of Recommendation

Please provide a written letter of recommendation in support of the applicant addressing the following questions:

1. How do the applicant’s performance, potential, background or personal qualities compare to those of other well-qualified candidates in similar roles? Please provide specific examples.

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

[Upload document]

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. 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.

First-time applications require two recommendations unless applying for the Deferred Enrollment Program. 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 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. If you are a college senior, we encourage you to apply for the Deferred Enrollment Program, which requires only one recommendation.

Please note that Columbia Business School and several of our peer institutions use similar, if not identical, recommendation questions. This is an effort on our part to make the process easier for your recommenders. We expect that you, the applicant, will not participate in the drafting of these recommendations. Applications are not considered complete until all required information is submitted. This includes recommendations.

RECOMMENDER QUESTIONS

Recommendation Upload

Thank you for your willingness to recommend a candidate to Columbia Business School. Your recommendation adds vital perspective to the admissions process. 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. 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:

INSTRUCTIONS

We require two recommendations that address the questions asked on our recommendation form. Additional recommendations may be submitted, but they should offer additional and valuable insight. Generally, work-related recommendations are more valuable than academic-related recommendations.

All recommendations must be submitted electronically. After you have contacted those who will be providing your recommendations, complete the form on the recommender’s page of the online application. They will then be sent an email with instructions and a web address to visit in order to complete your recommendation.

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 (2018-2019), 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.

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:
  • Please select the option(s) that most closely matches your affiliation with Darden or the University of Virginia, if one exists.
    • Faculty
    • Darden Graduate
    • UVA Graduate
    • Staff
    • Not affiliated
    • Other
  • May we contact you regarding this applicant?
  • Did you use a translator?

Section 2

In this section, you will find 16 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:

– Achievement

– Influence

– People

– Personal Qualities

– Cognitive Abilities

For each competency, please highlight the selection that corresponds to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid and honest appraisal will assist in evaluating the applicant. Please assume that each level builds upon behaviors of the previous level.

Achievement

1. Initiative: Acts ahead of need/anticipates problems

  • No basis for judgment
  • Reluctant to take on new tasks, waits to be told what to do, defers to others
  • Willing to step in and take charge when required to do so
  • Takes charge spontaneously when problem needs attention
  • Volunteers for new work challenges, proactively puts in extra effort to accomplish critical or difficult tasks
  • Proactively seeks high-impact projects, steps up to challenges even when things are not going well

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

  • No basis for judgment
  • Focuses on fulfilling activities at hand; unsure how work relates to goals
  • Takes actions to overcome obstacles to achieve goals
  • Independently acts to exceed goals and plans for contingencies
  • Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team
  • Invents new approaches with measurably better results; works to deliver best-in-class performance improvements

Influence

3. Communication, Professional Impression & Poise: Delivers messages and ideas in a way that engages an audience and achieves buy-in; uses listening and other attending behaviors to reach shared understanding; remains calm and measured even in time of crisis or conflict

  • No basis for judgment
  • Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure
  • Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances
  • Present views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations
  • Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance
  • Structures content for senior-level meetings; maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; remains cool under pressure during conflict or crisis; channels emotion into positive action

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

  • No basis for judgment
  • Does not seek input and perspective of others
  • Accepts input from others and engages them in problem solving
  • Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives
  • Uses tailored approaches to connect with others, influence, and achieve results
  • Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes

People

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

  • No basis for judgment
  • Unwilling to acknowledge others’ points of view
  • Open to considering others’ views when confronted or offered
  • Invites input from others because of expressed respect for them and their views
  • Praises people publicly for their good actions; ensures that others’ opinions are heard before their own
  • Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others

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

  • No basis for judgment
  • Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks
  • Assigns tasks and tells people what to do; checks when they are done
  • Solicits ideas and perspectives from the team; structures activities; holds members accountable
  • Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions
  • Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support

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

  • No basis for judgment
  • Focuses only on one’s own growth; critical of others’ efforts to develop
  • Encourages people to develop; points out mistakes to help people develop and praises them for improvements
  • Gives specific positive and negative behavioral feedback to support the development of others
  • Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development
  • Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change

Personal Qualities

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

  • No basis for judgment
  • Follows the crowd; takes path of least resistance; gives in under pressure
  • Acts consistently with stated intentions, values, or beliefs when it is easy to do so
  • Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition
  • Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly
  • Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values

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

  • No basis for judgment
  • Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations
  • Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle
  • Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome
  • Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure
  • Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks

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

  • No basis for judgment
  • Lacks awareness of how he/she is perceived; denies or offers excuses when confronted
  • Acknowledges fault or performance problem when confronted with concrete example or data
  • Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals
  • Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults
  • Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources—people, processes, or content—to maximize strengths or mitigate weaknesses

Cognitive

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

  • No basis for judgment
  • Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path
  • Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture
  • Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions
  • Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions
  • Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected

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

  • No basis for judgment
  • Focuses on completing work without understanding implications
  • Understands immediate issues or implications of work or analysis
  • Develops insights or recommendations within area of responsibility that have improved near-term business performance
  • Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance
  • Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance

(Optional) Is there anything about your competency ratings on which you would like to comment? [text box]

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

Overall, I … [select]

Section 3

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

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

(Optional) Is there anything else we should know?

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

INSTRUCTIONS

You will need to have two recommendations submitted online by the application deadlines.
Recommenders will be asked to fill out a personal qualities and skills grid and answer our two additional questions (see below).
It is the applicant’s responsibility to ensure that all recommendations are submitted online by the deadline date for the round in which the applicant is applying.

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.

Who should I choose to be my recommenders?

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!)

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 ApplyTech@hbs.edu 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

Recommender Information

Context of Relationship [select]

Are you an HBS graduate? [select]

If yes, please list year of graduation: [select]

Please provide a brief description of your interaction with the applicant and, if applicable, their role in your organization: [text box, 300 characters]

Number of applicants you are recommending to the HBS MBA Program this year: ___

Recommendation

QualityNo InformationArea of ConcernOpportunity for DevelopmentSolid/Meets ExpectationsRelative Strength/Exceeds Expectations
Awareness of Others
Humility
Adaptability/Resilience
Imagination, Creativity, and Curiosity
Initiative
Integrity
Interpersonal Skills (with subordinates/colleagues)
Interpersonal Skills (with superiors)
Maturity
Self-awareness
Self-confidence
Teamwork
Skills: Analytical thinking
Skills: Listening
Skills: Quantitative Aptitude
Skills: Verbal Communication
Skills: Writing

Please feel free to comment on the ratings you have assigned:  [text box, 500 characters]

Recommendation Upload

Please respond to both questions below in a single document.

1. How do the applicant’s performance, potential, background, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (Recommended: 300 words)

2. Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended: 250 words)

Upload a Word or PDF document:

INSTRUCTIONS

1 Letter of recommendation is required. You may register up to 3 recommenders for this application if you consider it necessary.
One recommendation letter is required. We recommend that the letter is from your current employer. The letter should reflect your capacities in the work environment. Recommendation from a former employer, client or extra-curricular activity such as Volunteer Organizations can also be considered.
Please submit your recommendation letters through the on-line application system. The recommendation letter can be submitted in Spanish and/or English.
If your recommender is not able to submit your recommendation letter through the on-line application system please let us know at mbainfo@iese.edu.

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. (text box, 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. (text box, 250 words)

INSTRUCTIONS

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.

QUESTIONS

Relationship to Candidate

Please, specify your relationship to candidate: [select – Professional / Educational / Personal]

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

Ratings

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. [text box, no specified limit]

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

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

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

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

INSTRUCTIONS

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.

QUESTIONS

Length of time you have known the applicant? [select]

In what capacity have you known the applicant? [text box]

Contact with you? [select]

Rate the applicant

Please use the table below to appraise the applicant in the context of her or his peer group.

What is the peer group that you are using? ___________________

Number in peer group: ________________________

Applicant’s ranking within peer group: ___________________________

[for each skill below, select from drop-down menu between exceptional >>> below average]
  • 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:

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).

The application is not considered complete until we have received both recommendations. Please choose your recommenders carefully as additional letters of support are neither required nor encouraged.

LOR QUESTIONS:

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 trait, select from drop-down menu between 1—5]

  • 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:

INSTRUCTIONS

Michigan Ross uses the GMAC Common Recommendation Form, and we require only one recommendation. Select a recommender who can discuss your professional performance and work style; a current or former supervisor is ideal. Alternatives include a client, project manager, or professional mentor.
List one recommender who will complete a reference form in support of your application. Once you click the “Submit Recommendation Request” button below, your recommender will receive an email from ApplyWeb with instructions. If you are not selecting a direct supervisor as your recommender, please address why in the optional essay.
Please note that a member of the admissions committee or third party vendor may reach out to your recommender to verify their recommendation.

QUESTIONS

  • Context of Relationship [select]
  • Nature of Relationship [select]
  • How long have you known the applicant? ____________
  • During which period of time have you had the most frequent contact with the applicant? [from: ____ To: ____]
  • If you are affiliated with Ross School of Business or University of Michigan, please indicate how. [select]
  • Did you use a translator? [select]

Recommendation Form

In this section, you will find 12 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:

  • Achievement
  • Influence
  • People
  • Personal Qualities
  • Cognitive Abilities

For each competency, please mark the one button corresponding to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid, honest appraisal will assist in evaluation of the applicant. Please assume that each level builds upon behaviors of the previous level.

Achievement

Initiative

  • No Basis for Judgement
  • 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

  • No Basis for Judgement
  • 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

Communication and Professional Impression, Poise and Presence

  • No basis for judgement
  • 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

  • No Basis for Judgement
  • 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

Respect for Others

  • No Basis for Judgement
  • 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 Judgement
  • 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 Judgement
  • 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

Trustworthiness/Integrity

  • No Basis for Judgement
  • 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 Judgement
  • 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

  • No Basis for Judgement
  • 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

Problem Solving

  • No Basis for Judgement
  • 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 Judgement
  • 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 rating on the grid categories which you would like to comment? [text box]

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

Overall, I [select]

Recommender Questions

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. (50 words) [text box]

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

3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (500 words) [text box]

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

INSTRUCTIONS

Recommendation Letter

MBA applicants must submit one letter of recommendation. A professional recommendation is preferred, from an individual who is able to speak with certainty about your professional achievements and potential. We do not accept recommendations from family members. The recommender must submit their letter online. We only accept electronic recommendation letters. The recommendation may be in either letter or short answer format and should not exceed two pages. MIT Sloan utilizes the GMAC Common Letter of Recommendation form.
MBA applicants must submit one letter of recommendation. A professional recommendation is preferred, from an individual who can speak with certainty about your professional achievements and potential.
The recommender must submit their letter online. We only accept electronic recommendation letters.
The recommendation may be in either letter or short answer format and should not exceed two pages. We do not accept recommendations from family members.
MIT Sloan utilizes the GMAC Common Letter of Recommendation form.

Additional References

MBA Applicants must provide contact information for two additional references. We request the names and contact information (phone and email) for each additional reference as well as where they work and their relationship to you.
Similar to the role of a Recommender, these additional reference contacts should be able to speak to your professional and/or academic background. A member of the Admissions Committee may reach out to these references at any time during the evaluation process, should we have additional questions about your background and/or experiences.

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 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]
  • Occasionally candidates would like to be considered for other MIT programs or partner schools and ask us to share their applications with these programs. Please indicate below if you would like us to share your recommendation. [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? [text box]

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

Overall, I … [select]

Section 3

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

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

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 reference should provide specific examples and anecdotes that illustrate your ability and desire to make a difference in the world.

MBA Requirements

Two letters of reference:

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

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

Current Direct Supervisor Reference

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

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

If you are unable to provide a letter from your current direct supervisor, use your judgment in finding 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 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 sufficiently enthused to spend time writing a thoughtful letter

Deferred Enrollment

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

What We Ask Recommenders

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

Submitting Letters of Reference

Your recommenders are required to submit their letters through the online application by the deadline of the round in which you apply. You are responsible for ensuring the letters are submitted on time. You will be able to see the status of each letter (either notified, started, or submitted) and also will be able to ask Stanford to send each recommender a reminder approximately one week before the application deadline date.

Register your recommenders.

Go to the “Letters of Reference” tab on the application, and enter each recommender’s information carefully. It is essential that you enter the recommender’s email address correctly so that your recommender can access the instructions and form. Read the waiver statement for each letter of reference and determine whether or not you will waive your right to review each recommendation. You cannot change this later.
Your recommender receives an email with log in information.
Your recommender completes and submits his/her recommendation.
You and your recommender receive an email confirming the recommendation has been submitted.
Do not email, mail, or fax letters of recommendation that have already been submitted through the online application.

QUESTIONS

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

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]

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, actions 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.

Save your recommendation form before uploading your document by clicking on the Save button below. To upload your document:

  • Click on the Choose File or Browse button
  • Locate your document and click on Open in the pop-up window
  • Click on the Save button

Once you have uploaded your letter, a “View uploaded document” link will appear below to the right. You can ignore the “No file chosen” or “No file selected” message if the View link is there.

Upload letter

EQ Endorsements

INSTRUCTIONS

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.
The EQ Endorsements should be completed online. 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 admchair@stern.nyu.edu for prior approval.

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 admchair@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.

QUESTIONS

EQ Endorsement

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

  • 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. [text box, no specified limit]
  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?) [text box, no specified limit]
  3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. [text box, no specified limit]
  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. [text box, no specified limit]
  5. (Optional) Is there anything else we should know? [text box, no specified limit]
[UPLOAD DOCUMENT]

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.

INSTRUCTIONS

You must submit two LORs unless you applied last year between July and April in which case we require only one new LOR from a new reference.
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 nice. 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, translating, or submitting 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.

QUESTIONS

Tuck has adopted the essay questions posed by the Graduate Management Admission Council (GMAC) Common Letter of Recommendation. Please respond to the following questions in 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?

[text box, no specified limit]

INSTRUCTIONS

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 evaluator 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.

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.

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.

QUESTIONS

Question 1: Please provide example(s) that illustrate why you believe this candidate will find success in the Wharton MBA classroom. (Word count: 300)

Question 2: Please provide example(s) that illustrate why you believe this candidate will find success throughout their career. (Word count: 300)

INSTRUCTIONS

The application requires two professional recommendations, one of which ideally should come from your most recent supervisor. If you are an entrepreneur or work for your family’s business, you may get a professional recommendation from a client or mentor. Please select recommenders who know you well and can speak to your strengths. Do not choose recommenders simply because they are in high-level executive positions at your company. Yale SOM welcomes your recommenders to upload and submit letters of recommendation written in Chinese (Mandarin) or Spanish. Yale University will be responsible for providing a translation to English for review by the Office of Admissions.
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.

To help you find recommenders who can speak to your past experiences, we accept letters written in English, Spanish, and Chinese. Yale SOM Admissions will be responsible for translating letters written in Spanish and Chinese.

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.

QUESTIONS

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.