Recommender Questions for programs that start in 2017

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.

The following schools have no word limit: Berkeley, Booth, INSEAD, NYU, Tuck, UNC, Yale.

Something changed? Any comments? Please update us: [email protected]

Submit two recommendations from people who can speak directly about your senior management potential, as well as your aptitude and capabilities for graduate study.
For the Full-time MBA Program, the Admissions Committee strongly prefers professional recommendations from current or former supervisors. Academic and peer recommendations are strongly discouraged. All recommendations should address the range of questions asked on the recommendation form.
You have two options for providing us with these recommendations:
1. If your recommenders have Web access and an email address, they can provide your recommendations electronically. We strongly prefer recommendations come from a business email address rather than a personal one. If you wish to waive your right to examine a recommendation, check the appropriate box before submitting the request. If you choose to have your recommender send an electronic recommendation, make sure to check the box below indicating that a recommendation request should be emailed to your recommender. This email contains instructions for your recommender on completing the recommendation. Once recommenders have been sent this email, you will not be able to modify their information.
2. If your recommender wishes to submit hard copy letters, download the Recommendation Form (in Adobe Acrobat Format). If you wish to waive your right to examine a recommendation, please check the appropriate box. Provide each recommender with a copy of this form, and have each return the completed form to you in a sealed envelope with their signature across the seal. You will submit these letters to us.
Regardless of the option you decide to use, we require that you enter the information requested below for both of your recommenders. Please note that you will not be able to submit your application until this information has been entered.
To make changes to your recommender information after you have submitted the recommendation request, contact the MBA Admissions office.

RECOMMENDER QUESTIONS
1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. [text box, no limit]
2. How does the applicant’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths?) [text box, no limit]
3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. [text box, no limit]
4. In the Berkeley MBA program, we develop leaders who embody our distinctive culture’s four key principles [http://mba.haas.berkeley.edu/community/culture.html] one of which is “confidence without attitude” or “confidence with humility”. Please comment on how the applicant reflects this Berkeley-Haas value. [text box, no limit]
5. (Optional) Is there anything else we should know? [text box, no limit]

Please give us your appraisal of the applicant in terms of the traits listed below. Compare the applicant with others whom you know have applied to business school or with individuals who are being groomed for leadership positions within your organization. It should be extremely rare for any candidate to receive truly exceptional in all areas.

Truly Exceptional
(top 1%)
Superior
(top 5%)
Very Good
(top 10%)
Good
(top 25%)
Average
(top 50%)
Below Average
(below 50%)
No Opportunity
to Observe
Self-confidence
Communication skills
Self-awareness
Maturity
Open to different viewpoints
Empathy
Ability to influence without authority
Ability to accept constructive feedback
Intellectual curiosity
Analytical ability
Quantitative ability
Ability to question the status quo
Initiative
Adaptability
Resilience
Personal integrity/ethics
Relationship-building skills

To what degree do you recommend this applicant be admitted to the Berkeley Full-time MBA Program? [select]

I certify that this recommendation was written entirely by me using my own words. The applicant was not involved in crafting any portion of this written recommendation. [select – yes/no]

We require one reference from a line manager or supervisor. An automated reference request will be sent to your referee once you have input their contact details into our online application system.

RECOMMENDER QUESTIONS:
Length of time you have known the applicant?
In what capacity have you known the applicant?

Rate the applicant
Please use the table below to appraise the applicant in the context of her or his peer group. (for each skill select from a drop-down menu)

Peer group
Number in peer group

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

Reference letter
Please also provide us with a one-two page letter of reference for the candidate. Please tell us anything that you think will help the Admissions Committee evaluate the candidate’s application, but in particular we would like you to address the following issues.
Please complete 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 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:

One Recommendation from a professional relationship is required. Choose a recommender who knows you well and is able to provide specific and relevant information about your professional relationship.
Prior to submitting your application, you will input your recommender’s contact information in the online system. While you will complete the recommendation section of the application prior to submitting, aim to have your recommender submit their recommendation within a week of the application deadline. This is important because your application will not be forwarded the Admissions Committee until the recommendation is received.
Note, we have partnered with the Graduate Management Admissions Council (GMAC) on the GMAC Common Letter of Recommendation (LOR). The Common LOR is intended to save you and recommenders valuable time by providing a single set of recommendation questions for each participating school. This allows your recommenders to use the same answers for multiple letter submissions, alleviating the workload of having to answer different questions for each school multiple times. You benefit because it makes the ask for several different letters to be written on your behalf much easier. In addition, translated copies of the standard questions are available in several other languages that you can provide to your recommender as support.
RECOMMENDER QUESTIONS

Section 1
Recommender Information

How long have you known the applicant? [select] Nature of relationship [select] During which period of time have you had the most frequent contact with the applicant? [select: from__ to__] Please select the option below that most closely matches your affiliation with the Tepper School of Business or Carnegie Mellon University. [select]

Section 2
In this section, you will find 16 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:
– Achievement
– Influence
– People
– Personal Qualities
– Cognitive Abilities

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

Achievement
1. Initiative: Acts ahead of need/anticipates problems
No basis for judgment
Willing to step in and take action when required to do so
Takes charge spontaneously when problem needs attention and no one steps forward
Seeks out new work challenges; tackles problems head-on and works to resolve them without delay
Proactively puts in extra effort to accomplish critical or difficult tasks, and persists in the face of obstacles
Actively seeks high-impact and high-visibility projects and steps up to challenge even when things are not going well; frequently takes actions that grow the team or organization

2. Results Orientation: Focuses on and drives toward delivering on goals, objectives, and performance improvement
No basis for judgment
Fulfills assigned tasks
Takes specific, tailored actions to overcome obstacles to achieve goals; plans for contingencies
Acts to exceed goals and raise effectiveness of organization
Introduces incremental improvements to enhance business performance using robust analysis; sets continually higher goals for self and team
Invents new approaches and works to meet or exceed best-in-class standards and levels of performance

Influence
3. Communication: Delivers messages and ideas in a way that they can be easily heard and accepted and can engage an audience; uses listening and other attending behaviors to create a shared understanding of topic
No basis for judgment
Gets point across; responds to explicit concerns when asked
Stays on topic; reframes statements when necessary to make them clearer; organizes content so that it is easily understood; takes time to listen
Present views clearly and structures content to present views in a way that is logical and easily followed by a broad audience; acknowledges audience feedback
Explicitly structures content to engage specific audience segments; uses tailored language and examples that appeal to specific groups; asks pertinent questions; restates or paraphrases what others have said to check for understanding
Structures content for senior-level meetings and presentations and maintains composure when challenged; solicits opinions and concerns and incorporates them “in the moment;” discusses them openly and adjusts communication

4. Influence and Collaboration: Engages and works with people over whom one has no direct control
No basis for judgment
Accepts input from others
Actively seeks 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 influence and bring others together across boundaries, and to achieve results and share best practices
Uses tailored approaches to influence, create and leverage a network of strategically chosen individuals; builds enduring partnerships to significantly improve outcomes, even at some personal cost

5. Professional Impression, Poise and Presence: Maintains self-control and positive external response even in time of crisis or conflict; manages impression made on others
No basis for judgment
Speaks politely, demonstrates generally accepted manners; expresses desire to make a positive impression
Remains measured in a variety of situations; works to manage impression and prepares for situations to appear confident
When emotions are aroused, actively restrains from expressing them; leaves a positive and professional impression; responds confidently to situation or circumstance
Channels strong emotion into positive action; comes across as confident and strong, responds rapidly and strongly to crisis
When in strong conflict, restrains emotional response (grace under pressure); takes positive action to respond and engage with all stakeholders; has strong presence (‘gravitas’) and charisma; mobilizes followership to take action in times of crisis

People
6. Respect for Others: Acknowledges the value of others’ views and actions
No basis for judgment
Open to others’ views when challenged
Treats others and their opinions with respect when offered; shares praise and credit
Invites input from others because of expressed respect for them and their views; expresses respect as a means to invite such input
Praises people publicly for their good actions; ensures that others’ ideas and opinions are heard before their own
Uses understanding of others and self to resolve conflicts and foster mutual respect; reinforces respect among teams and individuals by publicly praising them when they invite input from others and use it

7. Team Leadership: Manages and empowers a team of formal or informal direct reports, including virtual teams
No basis for judgment
Assigns tasks to team members; checks when they are done
Assigns tasks to team members and explains purpose; checks into work while in progress as well as results
Solicits ideas and perspectives from the team; 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

8. Developing Others: Helps people develop their performance and ability over time
No basis for judgment
Encourages people to develop themselves; praises them for improvements
Points out mistakes to help people correct deficiencies
Provides specific examples and gives positive and negative behavioral feedback to support development
Provides practical guiding principles and recommendations to direct or focus efforts on specific areas of development
Inspires and motivates others to develop by providing feedback and identifying growth opportunities; identifies on-the-job opportunities that foster other’s development

9. Change Leadership: Energizes and aligns groups of people to participate in organizational change
No basis for judgment
Encourages people to go along with change
Challenges status quo and identifies what needs to change
Defines positive direction for change and persuades others to support it by providing compelling reasons and vision
Mobilizes individuals to change behavior by using a range of tailored appeals to motives
Builds coalition of supporters and coordinates change across multiple individuals; creates champions who will mobilize others to change

Personal Qualities
10. Trustworthiness/ Integrity: Acts consistently in line with or follows explicit values, beliefs or intentions
No basis for judgment
Articulates intentions and values or beliefs when asked
Acts spontaneously and 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 put self at risk (e.g. supervisor conflict); demonstrates the values of the team or organization publicly despite personal risk
Reinforces behaviors and holds people accountable to the organizational values, even at cost to self, team, or organization

11. 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 methods and procedures but adapts when required to do so; persists until confronted with obstacle
Adapts to new methods and procedures; takes efforts to overcome obstacle or failure
Champions adoption of new initiatives and processes; redoubles efforts to overcome obstacle or failure
Seeks out disruptions as an opportunity for improvement; remains calm and optimistic in difficult situations that may result in failure
Energized by projects with high degree of uncertainties or risks but great potential benefit; seeks to be the first into unknown or unfamiliar situations; excited by failure that points to clear direction to develop for future success

12. Self Awareness: Aware of and seeks out additional input on own strengths and weaknesses
No basis for judgment
Acknowledges fault or performance problem when confronted with concrete example or data
Acknowledges weakness and responds positively to performance feedback to improve; learns from past experiences and works diligently so that mistakes are not repeated
Describes own key strengths and weaknesses accurately and with evidence; welcomes or invites feedback from others to improve and discusses opportunities to change with select individuals
Seeks out select people to provide explicit feedback to address desired improvement areas or build strengths; discusses weaknesses openly; explores reasons for problems, including own faults, without taking feedback personally
Has an accurate and comprehensive self-assessment; seeks out challenging and potentially embarrassing or risky improvement opportunities; identifies and engages with resources–people, processes, or content– to maximize strengths or mitigate weaknesses

Cognitive
13. Information Seeking: Probes deeply into issues and seeks out facts and evidence needed to inform decisions
No basis for judgment
Asks direct questions about current problem with immediately available individuals
Investigates problems by going directly to sources of information
Asks a series of probing questions to get to the root of a situation or a problem
Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
Involves others who would not normally be involved including experts or outside organizations; gets them to seek out information

14. Analytical Thinking: Reasons from causes to effects, through multiple steps as needed
No basis for judgment
Sorts information by using lists or categories
Sees obvious implications; maps single causes to single effects
Organizes and classifies complex or large sets of data; sees multiple and/or subtle implications, maps multiple causes to single effect, and single cause to multiple effects
Follows complex lines of reasoning with multiple causes and effects; extracts relevant data to test assumptions and identifies likely causes/implications
Undertakes complex tasks and applies accurate logic to break them down into manageable parts in a systematic way; maps complex causes and effects systems and draws logical and objective conclusions from data, information and analyses conducted

15. Problem Solving: Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues and produces acceptable solution
No basis for judgment
Focuses on immediate, short- term implications; when faced with problems, chooses an obvious path
Prefers problem-solving within comfort zone; tends to offer solutions and make recommendations only when the chance of failure is low
Identifies and focuses on the critical information needed to understand a problem and comes up with several reasonable solutions to the problem
Integrates perspectives from a variety of sources to arrive at optimal and unexpected yet practical solutions
Solves tough and interconnected problems by drawing on one’s own knowledge and experience base and calling on other references as necessary; is sought after for input and advice when others make difficult or vital decisions

16. 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
Understands current implications of work or analysis
Identifies opportunities for improvement within area of responsibility
Develops insights or recommendations within one’s own area of responsibility with clear impact on near-term business performance
Develops insights or recommendations within one’s own area of responsibility that will have impact on long-term business performance
Develops insights or recommendations with explicit intended impact on long-term business performance beyond one’s own area of responsibility

(Optional) Is there anything about your rating 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. (50 words) [text box]

2. How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (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]

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.

RECOMMENDER QUESTIONS:

The most helpful recommendations provide detailed examples or anecdotes to support qualities described in the letter. Recommendation letters generally vary in length, but most are 1-2 pages in length. You may enter your text directly or upload a document.

For how long have you known the applicant?:
Do you have an MBA degree?
Are you affiliated with Chicago Booth or the University of Chicago in any way?

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.
Note: Most candidates will have a range of marks; it is extremely rare for a candidate to exceed expectations in all areas.

 

Unable to AssessArea of ConcernOpportunity for DevelopmentSolid/Meets ExpectationsStrength/Exceeds Expectations
Ability to adapt to change
Awareness of self and others
Maturity
Openness to feedback and constructive criticism
Interpersonal skills (with colleagues/subordinates)
Interpersonal skills (with superiors/executives)
Confidence
Initiative/Self-Motivation
Collaboration/Teamwork
Critical Thinking Skills
Intellectual Curiosity
Problem Solving Skills

 

Based on your professional experience, how does the candidate rate within his/her peer group?

Please indicate the reference group for this comparison:
Unable to Assess
Below Average
Average (top 50%)
Very Good (top 25%)
Outstanding (top 10%)
Truly Exceptional (top 5%)
The best I’ve encountered in my career

Overall, I
Do not recommend this candidate to Chicago Booth
Recommend with reservations this candidate to Chicago Booth
Recommend this candidate to Chicago Booth
Recommend enthusiastically this candidate to Chicago Booth

Recommendation Letter

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 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.

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

Instructions: Please enter information for two individuals you wish to submit recommendations on your behalf. They should be able to speak directly about your performance and professional promise. The Admissions Committee prefers that one recommendation be from your direct supervisor. If you are unable to secure a recommendation from your direct supervisor, please submit a statement of explanation in the Employment section of your application. The second recommendation should be from a former supervisor or another professional associate who is senior to you. 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.
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:

  • How do the candidate’s performance, potential, background, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples.
  • Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.

Please limit your recommendation to 1000 words. Thank you once again.
Upload a Word or PDF document:

One recommendation is required, but you may submit up to two for review by the committee.
Please provide the contact information for a minimum of one and a maximum of two individuals excited to endorse your candidacy. Official recommendations for Johnson are a vital part of the final evaluation process. Carefully follow the instructions below and note the timing of when the admissions office will review this information.
Please click “add new” to submit each of your endorsements. Your recommender will automatically be sent an email with directions on how to provide the recommendation after you submit their information. Please note that some corporate email servers may filter this email before it reaches your recommender. If possible, please provide a personal email address instead. Once your recommender submits their recommendation, you will receive a notification email.
You should seek recommendations from people capable of commenting on your professional, leadership, and intellectual capabilities. The most useful evaluations are from people who are able to speak with certainty about your leadership, maturity, team orientation, analytical skills, and interpersonal skills. Examples include a colleague, client, or former supervisor. If you are currently employed we recommend that one of your recommendations come from your direct supervisor. If you are still in school, we recommend asking an internship supervisor or an individual who knows you from a leadership role.
Cornell is partnering with the Graduate Management Admissions Council and other top MBA programs in adopting a Common Letter of Recommendation. When completing your online application, you will be prompted to provide contact information for at least one reference. He or she will be contacted via email and invited to complete the letter of recommendation online. The Common Letter of Recommendation is designed to save you and your referee’s time, as the questions and written prompts will remain constant for all participating schools.

RECOMMENDER QUESTIONS
Thank you for taking the time to write this letter of recommendation on behalf of the applicant. The Admissions Committee greatly appreciates hearing your views.
Please verify your information and provide answers for the additional questions.

Comment on the following topics when constructing the letter of recommendation:
– Strengths and outstanding qualities
– How applicant gets along with others
– Oral and written communication skills
– English language ability if English is not the applicant’s native language
– Areas of improvement (weaknesses)
– Anything else you would like to say about the applicant

Please write on company letterhead if company policy allow and also note that a one page recommendation letter is sufficient. Please upload the letter of recommendation at the bottom of this form.

How long have you known the applicant?
Most Frequent Contact From Date
Most Frequent Contact To Date

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

Initiative*
Acts ahead of need/anticipates problems
• No basis for judgment
• Willing to step in and take action when required to do so
• Takes charge spontaneously when problem needs attention and no one steps forward
• Seeks out new work challenges; tackles problems head-on and works to resolve them without delay
• Proactively puts in extra effort to accomplish critical or difficult tasks, and persists in the face of obstacles
• Actively seeks high-impact and high-visibility projects and steps up to challenge even when things are not going well; frequently takes actions that grow the team or organization

Results Orientation*
Focuses on and drives toward delivering on goals, objectives, and performance improvement
• No basis for judgment
• Fulfills assigned tasks
• Takes specific, tailored actions to overcome obstacles to achieve goals; plans for contingencies
• Acts to exceed goals and raise effectiveness of organization
• Introduces incremental improvements to enhance business performance using robust analysis; sets continually higher goals for self and team
• Invents new approaches and works to meet or exceed best-in-class standards and levels of performance

Communicating*
Delivers messages and ideas in a way that they can be easily heard and accepted and can engage an audience; uses listening and other attending behaviors to create a shared understanding of topic
• No basis for judgment
• Gets point across; responds to explicit concerns when asked
• Stays on topic; reframes statements when necessary to make them clearer; organizes content so that it is easily understood; takes time to listen
• Present views clearly and structures content to present views in a way that is logical and easily followed by a broad audience; acknowledges audience feedback
• Explicitly structures content to engage specific audience segments; uses tailored language and examples that appeal to specific groups; asks pertinent questions; restates or paraphrases what others have said to check for understanding
• Structures content for senior-level meetings and presentations and maintains composure when challenged; solicits opinions and concerns and incorporates them “in the moment;” discusses them openly and adjusts communication

Influence and Collaboration*
Engages and works with people over whom one has no direct control
• No basis for judgment
• Accepts input from others
• Actively seeks 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 influence and bring others together across boundaries, and to achieve results and share best practices
• Uses tailored approaches to influence, create and leverage a network of strategically chosen individuals; builds enduring partnerships to significantly improve outcomes, even at some personal cost

Professional Impression*
Maintains self-control and positive external response even in time of crisis or conflict; manages impression made on others
• No basis for judgment
• Speaks politely, demonstrates generally accepted manners; expresses desire to make a positive impression
• Remains measured in a variety of situations; works to manage impression and prepares for situations to appear confident
• When emotions are aroused, actively restrains from expressing them; leaves a positive and professional impression; responds confidently to situation or circumstance
• Channels strong emotion into positive action; comes across as confident and strong; responds rapidly and strongly to crisis
• When in strong conflict, restrains emotional response (grace under pressure); takes positive action to respond and engage with all stakeholders; has strong presence (‘gravitas’) and charisma; mobilizes followership to take action in times of crisis

Respect For Others*
Acknowledges the value of others’ views and actions
• No basis for judgment
• Open to others’ views when challenged
• Treats others and their opinions with respect when offered; shares praise and credit
• Invites input from others because of expressed respect for them and their views; expresses respect as a means to invite such input
• Praises people publicly for their good actions; ensures that others’ ideas and opinions are heard before their own
• Uses understanding of others and self to resolve conflicts and foster mutual respect; reinforces respect among teams and individuals by publicly praising them when they invite input from others and use it

Team Leadership*
Manages and empowers a team of formal or informal direct reports, including virtual teams
• No basis for judgment
• Assigns tasks to team members; checks when they are done
• Assigns tasks to team members and explains purpose; checks into work while in progress as well as results
• Solicits ideas and perspectives from the team; 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

Developing Others*
Helps people develop their performance and ability over time
• No basis for judgment
• Encourages people to develop themselves; praises them for improvements
• Points out mistakes to help people correct deficiencies
• Provides specific examples and gives positive and negative behavioral feedback to support development
• Provides practical guiding principles and recommendations to direct or focus efforts on specific areas of development
• Inspires and motivates others to develop by providing feedback and identifying growth opportunities; identifies on-the-job opportunities that foster other’s development

Change Leadership*
Energizes and aligns groups of people to participate in organizational change
• No basis for judgment
• Encourages people to go along with change
• Challenges status quo and identifies what needs to change
• Defines positive direction for change and persuades others to support it by providing compelling reasons and vision
• Mobilizes individuals to change behavior by using a range of tailored appeals to motives
• Builds coalition of supporters and coordinates change across multiple individuals; creates champions who will mobilize others to change

Trustworthiness/Integrity*
Acts consistently in line with or follows explicit values, beliefs or intentions
• No basis for judgment
• Articulates intentions and values or beliefs when asked
• Acts spontaneously and 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 put self at risk (e.g. supervisor conflict); demonstrates the values of the team or organization publicly despite personal risk
• Reinforces behaviors and holds people accountable to the organizational values, even at cost to self, team, or organization

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 methods and procedures but adapts when required to do so; persists until confronted with obstacle
• Adapts to new methods and procedures; takes efforts to overcome obstacle or failure
• Champions adoption of new initiatives and processes; redoubles efforts to overcome obstacle or failure
• Seeks out disruptions as an opportunity for improvement; remains calm and optimistic in difficult situations that may result in failure
• Energized by projects with high degree of uncertainties or risks but great potential benefit; seeks to be the first into unknown or unfamiliar situations; excited by failure that points to clear direction to develop for future success

Self Awareness*
Aware of and seeks out additional input on own strengths and weaknesses
• No basis for judgment
• Acknowledges fault or performance problem when confronted with concrete example or data
• Acknowledges weakness and responds positively to performance feedback to improve; learns from past experiences and works diligently so that mistakes are not repeated
• Describes own key strengths and weaknesses accurately and with evidence; welcomes or invites feedback from others to improve and discusses opportunities to change with select individuals
• Seeks out select people to provide feedback to explicitly address desired improvement areas or build strengths; discusses weaknesses openly; explores reasons for problems, including own faults, without taking feedback personally
• Has an accurate and comprehensive self-assessment; seeks out challenging and potentially embarrassing or risky improvement opportunities; identifies and engages with resources – people, processes, or content — to maximize strengths or mitigate weaknesses

Information Seeking*
Probes deeply into issues and seeks out facts and evidence needed to inform decisions
• No basis for judgment
• Asks direct questions about current problem to immediately available individuals
• Investigates problems by going directly to sources of information
• Asks a series of probing questions to get to the root of a situation or a problem
• Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
• Involves others who would not normally be involved including experts or outside organizations; gets them to seek out information

Analytical Thinking*
Reasons from causes to effects, through multiple steps as needed
• No basis for judgment
• Sorts information by using lists or categories
• Sees obvious implications; maps single causes to single effects
• Organizes and classifies complex or large sets of data; sees multiple and/or subtle implications, maps multiple causes to single effect, and single cause to multiple effects
• Follows complex lines of reasoning with multiple causes and effects; extracts relevant data to test assumptions and identifies likely causes/implications
• Undertakes complex tasks and applies accurate logic to break them down into manageable parts in a systematic way; maps complex causes and effects systems and draws logical and objective conclusions from data, information and analyses conducted

Problem Solving*
Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues, and produces acceptable solution
• No basis for judgment
• Focuses on immediate, short-term implications; when faced with problems, chooses an obvious path
• Prefers problem-solving within comfort zone; tends to offer solutions and make recommendations only when the chance of failure is low
• Identifies and focuses on the critical information needed to understand a problem, and comes up with several reasonable solutions to the problem
• Integrates perspectives from a variety of sources to arrive at optimal and unexpected, yet practical, solutions
• Solves tough and interconnected problems by drawing on one’s own knowledge and experience base and calling on other references as necessary; is sought after for input and advice when others make difficult or vital decisions

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
• Understands current implications of work or analysis
• Identifies opportunities for improvement within area of responsibility
• Develops insights or recommendations within one’s own area of responsibility with clear impact on near-term business performance
• Develops insights or recommendations within one’s own area of responsibility that will have impact on long-term business performance
• Develops insights or recommendations with explicit intended impact on long-term business performance beyond one’s own area of responsibility

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

Recommendation Questions
You may answer all of these questions by uploading a letter of recommendation.

1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Recommended word count: 50 words) [text box]
2. How does the applicant’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words) [text box]
3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended word count: 500 words) [text box]
4. (Optional) Is there anything else we should know? [text box]

Please upload recommendation letter.

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

We require two recommendations that address the questions asked on our recommendation form. Additional recommendations may be submitted, but they should offer additional and valuable insight. Generally, work-related recommendations are more valuable than academic-related recommendations.
All recommendations must be submitted electronically. After you have contacted those who will be providing your recommendations, complete the form on the recommender’s page of the online application. They will then be sent an email with instructions and a web address to visit in order to complete your recommendation.
Submit two recommendations from individuals whom you believe can speak directly to your aptitude and capabilities for graduate study and for future success as a manager. If you applied last year (2015-2016), 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).
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.
A supplementary recommendation should be submitted only if it offers additional insight not addressed in the two required recommendations.
Contact your recommenders now! The most common reason an application is incomplete and/or misses a deadline is because we have not received one or both recommendations.

RECOMMENDER QUESTIONS:

MBA information
Are you a Darden School of Business Alumnus? [select] May we contact you at work regarding this applicant? [select] Have known applicant since: [select] During which period of time have you had the most frequent contact with the applicant?
Are/were you the applicant’s direct supervisor? [select] Did you use a translator in completing this recommendation? [select] Do you have an MBA? [select]

Leadership Assessment
Listed below you will find a grid listing some competencies and character traits that contribute to successful leadership. Within each row, please mark the one box corresponding to the behavior that the candidate most typically exhibits. Your candid, honest appraisal of the candidate will be helpful to the Admissions Committee. If you feel you cannot provide an assessment, please check the “No Basis” box.

Please assess the candidate on the following skills/qualities.

Skill/QualityNo Basis
Results Orientation
Fulfills assigned tasks
Overcomes obstacles to achieve goals
Exceeds goals and raises effectiveness of organization
Introduces incremental improvements to enhance business performance using robust analysis
Invents and delivers best in class standards and performance
Strategic Orientation
Understands immediate issues of work or analysis
Identifies opportunities for improvement within area of responsibility
Develops insights or recommendations that have improved business performance
Develops insights or recommendations that have shaped team or department strategy
Implements a successful strategy that challenges other parts of the company or other players in the industry
Team Leadership
Avoids leadership responsibilities; does not provide direction to team
Assigns tasks to team member
Solicits ideas and perspectives from the team; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
Influence and Collaboration
Accepts input from others
Engages others in problem solving
Generates support from others for ideas and initiatives
Brings others together across boundaries to achieve results and share best practices
Builds enduring partnerships within and outside of organization to improve effectiveness, even at short‐term personal cost
Communicating
Sometimes rambles or is occasionally unfocused
Is generally to the point and organized
Presents views clearly and in a wellstructured manner
Presents views clearly and demonstrates understanding of the response of others
Presents views clearly; solicits opinions and concerns; discusses them openly
Information Seeking
Asks direct questions about problem at hand to those individuals immediately available
Personally investigates problems by going directly to sources of information
Asks a series ofprobing questions to get at the root of a situation or a problem
Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information
Developing Others
Focuses primarily on own abilities
Points out mistakes to support the development of others
Gives specific positive and negative behavioral feedback to support the development of others
Gives specific positive and negative behavioral feedback and provides unfailing support
Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts to change
Change Leadership
Accepts status quo; does not see the need for change
Challenges status quo and identifies what needs to change
Defines positive direction for change and persuades others to support it
Promotes change and mobilizes individuals to change behavior
Builds coalition of supporters and coordinates change across multiple individuals; may create champions who will mobilize others to change
Respect for Others
Is sometimes selfabsorbed or overly self‐interested
Generally treats others with respect; usually shares praise and credit
Is humble and respectful to all
Is respectful to all and generous with praise; ensures other opinions are heard
Uses understanding of others and self to resolve conflicts and foster mutual respect
Trustworthiness
Shows occasional lapses in trustworthy behavior
Generally acts consistently with stated intentions
Acts consistently with stated intentions even in difficult circumstances
Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization
Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity