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

 

Peer Comparison

Based on your professional experience, how do you rate this candidate compared to her/his peer group?
The best encountered in my career
Outstanding (top 5%)
Excellent (top 10%)
Very good (well above average)
Average
Below average

Overall, I:
Recommend enthusiastically
Recommend this candidate to Darden
Recommend with this candidate to Darden, with reservations
Do not recommend this candidate to Darden

Recommendation Upload
The most useful recommendations provide detailed descriptions, candid anecdotes, and specific evidence that highlight the candidate’s behavior and impact on those around her or him. This kind of information helps distinguish the very best individuals from a pool of many well-qualified candidates. Please write your answers to the following questions in a separate document and upload that document into the online application.
Please do not exceed 4 pages, double-spaced, using 12-point font. Recommended fonts are Arial, Courier, and Times New Roman. Please do not include graphics or icons such as company letterhead.

1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization.(Limit 500 characters.)*
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?)
3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
4. (Optional) Is there anything else we should know?

To upload a document in response to this question, please click the ‘upload’ button below. If your upload is successful, you will see a ‘view document’ button and a ‘delete’ button appear next to the question.
Upload a Word or PDF document:

We require two letters of recommendation. The most valuable recommendations come from people who know your professional skills and abilities. We encourage you to choose at least one recommender who knows you well in your current position and can critique your professional performance, such as a current supervisor. Recommendations from relatives or family friends are discouraged by the Admissions Committee.

If you applied to The Duke MBA between July 2015 and May 2016, you are considered a reapplicant and are only required to submit one new recommendation.

RECOMMENDER QUESTIONS:
Relationship to Applicant: [select] How long have you known the applicant?

Leadership Behavior Grid
The grid will facilitate your evaluation of the applicant’s competencies and character traits that contribute to successful leadership and program success.

For each Skill/Quality – select between 1-5
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 members
Solicits ideas and perspectives from the team; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
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 well- structured 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 of probing questions to get at the root of a situation or a problem
Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information
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 self- absorbed or overly self-interested
Generally treats others with respect; usually shares praise and credit
Is humble and respectful to all
Is respectful to all and generous with praise; ensures other opinions are heard
Uses understanding of others and self to resolve conflicts and foster mutual respect
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

Stress Management and Resilience
Resents and avoids stressful situations. Requires coaching to recover from setbacks
Falters, at times, under pressure. Can operate with limited guidance to recover from setbacks
Adequately manages pressure. Independently recovers from setbacks
Proactively reaches out for support under pressure. Recovers from setbacks by requesting input from colleagues/teammates
Maintains composure and clarity of thought under pressure. Analyzes setbacks constructively and charts proactive recovery course
Global Competence
Has no global experience. Exhibits minimal or no interest in global perspectives
Globally aware with limited experience beyond native country. Exhibits acceptance of diverse perspectives
Globally aware with insight beyond native country. Appreciative of diverse perspectives
Globally competent with experience in a global setting (professional or personal). Appreciative of diverse perspectives
Globally competent with significant experience in a global setting (professional or personal). Actively seeks out diverse perspectives
English Language Skills (for non-native English speakers)
Serious problems with comprehension and communication skills – does not possess the skills to succeed
Demonstrates difficulty with communication and may struggle even with coaching
Demonstrates some difficulty with communication; could succeed with assistance
Strong English comprehension and communication skills
Outstanding English comprehension and communication skills
Letter of Reference

In your letter of reference, please provide insight about the applicant in the areas described below. Help us understand the applicant’s leadership potential and highlight the traits and skills the applicant possesses that will contribute to success. Please be specific and provide concrete examples where possible. We ask that you refrain from using material provided by the applicant so as to present only your unique view of his/her potential. We recognize the time and effort this request constitutes and we are most appreciative of your investment in this process.

1. Comment briefly on the context of your interaction with the applicant.
2. How do the applicant’s performance, potential, or personal qualities compare to those of other well-qualified individuals in similar roles?
3. What do you perceive as the applicant’s areas for growth? Describe the applicant’s awareness of these areas and his/her response to constructive feedback.
4. Please include additional comments you feel will be helpful to the Admissions Committee.

Please limit your letter of reference to two pages, double spaced. Outdated or general letters that do not address the points above do not strengthen the candidate’s application.
Letter of Reference Upload [upload file; no text box]

Overall Assessment

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

Overall, I…this candidate to The Fuqua School of Business.
Do Not Recommend
Recommend with Reservations
Recommend

Candidates must have two recommendation letters that may either be emailed directly from the recommender’s professional email account to [email protected] or mailed directly to the ESADE MBA Admissions Office by the candidate or the recommender in an envelope with the recommenders’ signature across the sealed flap.

ESADE MBA Admissions
Av. de la Torre Blanca, 59
E-08172 Sant Cugat del Vallès
(Barcelona) Spain

The submission of two recommendation letters is required as part of the application process. These can be from professional and/or academic referers, although we recommend that both be from professional sources. Your recommendation letters will be used to evaluate global mindset and personal motivation. Download template here.

RECOMMENDER QUESTIONS:

Recommendation forms may either be emailed directly from the recommender’s professional email account to [email protected] or mailed directly to the ESADE MBA Admissions office by the candidate or the recommender in the envelope with the recommender’s signature across the sealed flap.
You may write the letter in English or in Spanish. If you wish to do so, you may keep a copy for your files.

1. How long have you known the candidate? In what context?
2. What do you consider to be the candidate’s most noteworthy qualities?
3. What are the areas in which you believe the candidate needs to improve?
4. Please comment on the candidate’s potential for senior management.
Describe an occasion on which you observed the candidate in a leadership role.

Please give us your opinion in terms of the following criteria: (for each select: Exceptional/Good/Average/Poor/Unobserved)
Leadership potential
Organisational skills
Teamwork
Maturity
Self-confidence
Creativity

Additional Comments
Please add information on the ratings you have assigned and make any additional comments about the applicant’s motivation, ability, leadership potential or any personal qualities you would like the Admissions Committee to take into account.

Please rate the candidate’s potential for becoming a responsible and successful manager compared with other employees.
Excellent. Top 5% / Very Good. Top 10% / Above Average. Top 25% / Average. Top 50% / Below Average. Bottom 50%

Please submit two recommendations (no more, no less!) from individuals who can speak directly about your professional performance and promise. The Admissions Committee suggests (but does not require) that one recommendation be from your direct supervisor. Sorry to repeat ourselves, but this is a guideline, not a requirement. We are very aware that not all candidates will be able to do this.
The other recommendation should be from someone who can comment on your leadership skills and/or potential; this may be a former supervisor, another professional associate, or a university professor. We don’t have a strong preference for any particular type of recommender.
Worth mentioning here, because we are asked this a lot: No, we don’t give special consideration to recommendations written by HBS alums, and you don’t need to have an HBS recommender to be admitted. (Most admitted students don’t!)
We review all submitted applications. It is your responsibility to ensure that we receive all of your application materials, including recommendations.

RECOMMENDER QUESTIONS:

Please provide a brief description of your interaction with the applicant and, if applicable, their role in your organization (text box – 250 characters)

Recommendation grid

QualityNo InformationArea of ConcernOpportunity for DevelopmentSolid/Meets ExpectationsRelative Strength/Exceeds Expectations
Awareness of Others
Humility
Humor
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.

Two recommendation letters are required.

RECOMMENDER QUESTIONS

Information about the applicant

How long have you known the applicant?
Less than 1 year.
Between 2 and 4 years.
Between 5 and 9 years.
Between 10 and 19.
20 years or more.
Since he/she was born (I know his/her family).

What was your relationship with the applicant?
I am or have been his/her partner in a venture.
I am or have been his/her direct boss.
I am or have been his/her indirect boss or boss of his/her boss(es).
I am or have been his/her colleague.
I am or have been his direct or indirect subordinate.
I am or have been from his/her organization’s customer base.
I am or have been from a business provider to his/her organization.
I am or have been his teacher.
I am or have been his classmate.
I am or have been his personal friend.
Other(s) [Max 140 characters]

In three words how would you describe the applicant? ____ ____ ____

Here are a number of personality traits that may or may not apply to the applicant. Please choose a number next to each statement to indicate the extent to which you agree or disagree with that statement. You should rate the extent to which the pair of traits applies to the candidate, even if one characteristic applies more strongly than the other.
1 Disagree strongly
2 Disagree moderately
3 Disagree a little
4 Neither agree nor disagree
5 Agree a little
6 Agree moderately
7 Agree strongly

I see the applicant as:
Extraverted, enthusiastic.
Critical, quarrelsome (inquisitive).
Dependable, self-disciplined.
Anxious, easily upset.
Open to new experiences, complex (multifaceted).
Reserved, quiet.
Sympathetic, warm.
Disorganized, careless.
Calm, emotionally stable.
Conventional, uncreative.

Here are a number of characteristics that you may or may not want the applicant to improve. Please choose a number next to each statement to indicate the extent to which you agree or disagree with that statement.
1 Disagree strongly
2 Disagree moderately
3 Disagree a little
4 Neither agree nor disagree
5 Agree a little
6 Agree moderately
7 Agree strongly

I would like the applicant to be a more:
Creative person.
Innovative person.
Inquisitive person.
Efficient person.
Persistent person.
Organized person.
Adaptable person.
Talkative person.
Optimistic person.
Collaborative person.
Modest person.
Flexible person.
Tolerant person.
Transparent person.
Stable person.

Would you like to add something else about the applicant? [text box – 500 characters]

Two recommendation letters are required. We recommend that one of your letters is from your current employer and the other can be from a former employer or client. Both letters should reflect your capacities in the work environment. Recommendations from extra-curricular activities such as Volunteer Organizations can also be considered.
Please submit your recommendation letters through the on-line application system. Recommendation letters can be submitted in Spanish and/or English.
If your recommenders are not able to submit your recommendation letter through the on-line application system please let us know at [email protected]

RECOMMENDER QUESTIONS

1. How do the candidate’s performance, potential, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (300 words) [text box]
2. Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (250 words) [text box]

3 confidential online letters of recommendation are required.

RECOMMENDER QUESTIONS

What is your relationship with the applicant? [select]

1. How long have you known the applicant and in what capacity? [text box – Maximum 1000 characters]
2. What do you consider to be the applicant’s top three strengths (feel free to use the “skills” on the grid below as guidance)? [text box – Maximum 1000 characters]
3. Describe the applicant’s role in your organization. What has his/her single most important contribution been to the organization? [text box – Maximum 1000 characters]
4. In terms of future leadership potential for a senior management position in your company, what role would you consider the applicant to play in 10 years’ time if he or she were still employed with your company? [text box – Maximum 1000 characters]

How would you rate his/her future top management potential?
Below Average Bottom 50%
Average Top 50%
Excellent Top 10%
Outstanding Top 5%
Truly exceptional Top 1%
Unable to judge

5. What do you consider to be the applicant’s weaknesses or opportunities for improvement? [text box – Maximum 1000 characters]
6. Please give us your appraisal of the applicant in terms of the qualities listed below. Rate the applicant in comparison with other persons of his/her age whom you consider to have a clear potential for leadership in management.

Below Average Bottom 50%

Average

Top 50%

Excellent

Top 10%

Outstanding

Top 5%

Truly exceptional
Top 1%
Unable
to judge
Intellect & competence in his/her field
Analytical
Business perspective
Assertive
Takes initiative
Leadership potential
Teamwork
Interpersonal skills
Self-confidence
Maturity
Integrity/personal accountability
Stress tolerance

7. Teamwork is very important in the IMD MBA. Can you give an example that shows the team skills of the applicant? [text box – Maximum 1000 characters]
8. Based on your interaction with the applicant, how would you describe his/her ability to deal with ambiguity? Please give a concrete example if possible. [text box – Maximum 1000 characters]

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. You will also be able to upload an optional third letter of recommendation as part of the supporting documents.


RECOMMENDER QUESTIONS

 

Relationship to Candidate

Please, specify your relationship to candidate: Professional/Educational/Personal

How long have you known the candidate? Define your relationship with the candidate and the circumstances whereby you met. [text box – unlimited]

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 – unlimited]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 – unlimited]3. What do you consider to be the candidate’s major weaknesses? [text box – unlimited]4. Comment on the candidate’s potential for senior management. Do you see him/her as a future leader? [text box – unlimited]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 – unlimited]

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

RECOMMENDER QUESTIONS:
Please comment briefly on the context of your interaction with the applicant and his/her role in your organization. (text box – 250 characters)
What has been the candidate’s most significant contribution to your organization? Provide measurable impact if applicable. (text box – 250 characters)

Leadership Assessment

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

Please assess the candidate on the following skills/qualities. [for each one select from a 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. (text box – 250 characters)

Do you recommend this candidate for Kellogg? [select] Are you willing to speak with an admissions officer about this candidate? [select] Should the candidate accept an offer of admission, I understand I may be contacted by Re Vera Services as part of the application verification process, via phone and/or email, to verify authenticity of this letter of recommendation. (please type your full legal name)

Recommendation Upload

1. Please comment on the candidate’s openness to new experiences and demonstrated intellectual curiosity. (300 words)
2. How does the candidate’s performance compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (300 words)
3. Describe the most important piece of constructive feedback you have given the candidate. Please detail the circumstances and the applicant’s response. (250 words)
4. (optional) Is there anything else you would like us to know?

Upload a Word or PDF document:

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

RECOMMENDER QUESTIONS

Are you an alumna/alumnus of London Business School or connected with the institution in any way? If so please tell us which class or who you are connected with.

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

1. How do you know the applicant? How long have you known them for? [text box]
2. What would you say are the applicant’s key strengths and talents? [text box]
3. What would you say are the applicant’s key weaknesses or areas for improvement? [text box]
4. How do the applicant’s performance, potential and personal qualities compare to those of other individuals in similar roles? [text box]
5. What do you think this person might be doing in ten years’ time? Why? [text box]

Ratings
Please rate the applicant, comparing them with other members of his or her peer group, on the qualities listed below using the following scoring system:
1 = High 3 = Average 5 = Low

Intellectual or academic ability
1 (High) 2 3 4 5 (Low) Not observed

Quantitative skills
1 (High) 2 3 4 5 (Low) Not observed

Initiative / ability to take decisions
1 (High) 2 3 4 5 (Low) Not observed

Problem-solving skills
1 (High) 2 3 4 5 (Low) Not observed

Organisational skills
1 (High) 2 3 4 5 (Low) Not observed

Leadership skills
1 (High) 2 3 4 5 (Low) Not observed

Team skills
1 (High) 2 3 4 5 (Low) Not observed

Impact / charisma
1 (High) 2 3 4 5 (Low) Not observed

Self confidence
1 (High) 2 3 4 5 (Low) Not observed

Self motivation
1 (High) 2 3 4 5 (Low) Not observed

Spoken English communication skills
1 (High) 2 3 4 5 (Low) Not observed

Written English communication skills
1 (High) 2 3 4 5 (Low) Not observed

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

Please feel free to elaborate on your recommendation. (Note: If you prefer to submit additional comments in a separate letter, please email this to [email protected]) [text box]

We require only one recommendation letter. We highly recommend selecting a recommender who can discuss your professional performance and work style. A current or former supervisor is an ideal choice. Other alternatives include a client, project manager, or professional mentor. Your application is not considered complete until we receive your recommendation.
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.

RECOMMENDER 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?
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 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

For each competency, please mark the one button corresponding to the behavior that you have seen the applicant most consistently exhibits. 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
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
No basis for judgement
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
Communicating
No basis for judgement
Gets point across; responds to explicit concerns when asked
Stays on topic; reframes statements when necessary to make 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
No basis for judgement
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, Poise and Presence
No basis for judgement
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 aroused, actively restrains 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 time of crisis
People
Respect for others
No basis for judgement
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
No basis for judgement
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
No basis for judgement
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
No basis for judgement
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
Trustworthiness/Integrity
No basis for judgement
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
No basis for judgement
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
No basis for judgement
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 or mitigate weaknesses
Cognitive
Information Seeking
No basis for judgement
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 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; gets them to seek out information
Analytical Thinking
No basis for judgement
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
No basis for judgement
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 come 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
No basis for judgement
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 near-term business performance impact
Develops insights or recommendations within one’s own area of responsibility that will have long-term business performance impact
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 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]

Are/were you the candidate’s direct supervisor? Yes/No

Are you an alumnus of a Ross School of Business program? Yes/No

Recommender Questions

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

Evaluative Questions
1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (text box – 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 – 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 – 500 words)
4. (Optional) Is there anything else we should know? [text box]

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

RECOMMENDER QUESTIONS:

Please rate the applicant on the following criteria, in relation to other high potential people you know.

1. Truly Exceptional (best in 5 years)
2. Outstanding (best in year)
3. Above Average (top 25%)
4 Average (top 50%)
5. Below Average (bottom 50%)
6. Unobserved

Leadership Potential
Creativity
Resourcefulness
Intellectual Curiosity
Energy and Initiative
Ability to Work in a Team
Oral Communication Skills
Written Communication Skills
Presence
Analytical Thinking and Reasoning

Recommendation Letter Instructions
We are interested in specific examples of intellectual and professional achievement and how they might relate to graduate study in management and in a career as a manager or business leader. In addition, we are very interested in the character of the applicant and will be helped by any information in that regard.
We have posted a series of questions and scenarios for you to answer. The letters that are most helpful to the applicant are those that utilize the template below and point to actual observations of the candidate’s actions. If you do not feel sufficiently informed to answer a particular question, please indicate ‘not observed’ or ‘not applicable’.
Please compose your answers to the following questions in one document and then upload below.
Recommendations should be no longer than two pages.

MBA Recommendation Questions:
1. How long and in what capacity have you known the applicant?
2. How does the applicant stand out from others in a similar capacity?
3. Please give an example of the applicant’s impact on a person, group, or organization.
4. Please give a representative example of how the applicant interacts with other people.
5. Which of the applicant’s personal or professional characteristics would you change?
6. Please tell us anything else you think we should know about this applicant.

Upload a Word or PDF document:

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

RECOMMENDER QUESTIONS

Scaled Assessment

Please use the scale in the drop down menus to rate the applicant in relation to his or her peers. [for each skill select between ‘outstanding’ >>> ‘below average’] Analytical/Quantitative Ability:
Oral Communication Skills:
Written Communication Skills:
Initiative:
Integrity:
Leadership:
Maturity:
Teamwork:
Professionalism:

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

Written Assessment

Please respond to the following questions, using specific examples when possible. You may answer each question separately in the boxes provided OR upload a Word or PDF document below which includes all of your responses.

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

Optional Upload
As an alternative to typing your responses in the boxes above, you may answer the Written Assessment questions on a separate word or PDF document and upload it here.
Upload a Word or PDF document:

Using the online application form you will need to submit two professional or academic references. Once referee details are input onto the form, your referee will receive an automatic email from the School with details on how to complete the online reference form.
MBA, 1+1 MBA, Executive MBA, MMPM, Diplomaand MSc Financial Economics applicants should provide two references.
Please list below the contact details of your two/three referees. Applications will not be processed until all references have been received. References will be checked at random for authenticity.
The people submitting reference letters on your behalf may send their letters to our admissions office electronically through our application system. No paper or email references will be accepted.

RECOMMENDER QUESTIONS
Language
This should be completed if English is not the applicant’s first language.
Ability to Speak English [select: fluent>>weak] Ability to Read English [select: fluent>>weak] Ability to Write English [select: fluent>>weak]

Comments
Please use the box below to provide any comments you consider will be helpful to the Admissions Committee when reviewing the candidate’s application. We would like to know how long you have known the candidate for and in what capacity. We would also like to hear about the candidate’s academic and professional background, as well as the strengths/weaknesses of the candidate, how he/she would benefit from the programme, what he/she would bring to the class and his/her soft skills and potential.
Please Note: You can upload a document or type an essay, but not both.[text box – 5000 characters]

This is your chance to let someone else tell us how great you are! Please solicit two online letters of reference for your MBA application.
– One reference from your current direct supervisor (or next best alternative at work)
– Your choice of either one additional supervisor reference or one peer reference.
Notify your recommenders which type of letter of reference they will be completing for you (Current Direct Supervisor or Other) and in which round you will be applying.
If you are not submitting a letter of recommendation from your current direct supervisor, please explain here by selecting the primary reason. [select] RECOMMENDER QUESTIONS:

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

What three words would you use to describe this candidate? Please limit yourself to three words.

Leadership Assessment

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

Please feel free to comment on the ratings you have assigned. (text box – unlimited)

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

Overall, I [select]

Reference Questions

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

Questions:

1. How does the applicant’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g., what are the applicant’s principal strengths?) – Up to 500 words

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

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

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

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

The LOR forms should be given to two people capable of commenting on your professional, leadership, and intellectual capabilities. We have found that the most useful evaluations are those from people who are able to speak with certainty about your leadership, maturity, team orientation, communication skills, intellectual ability, and interpersonal skills. If you are currently employed, we prefer that you submit LORs from people who know you well and are in a position to judge your professional performance and leadership, such as your direct supervisor. If you are unable to provide an LOR from a direct supervisor, please include a brief explanation as to why in the optional essay section. Generally, we do not find LORs from professors to be helpful in our evaluations.
Getting independent perspective about your qualifications from a third party is very valuable to the Admissions Committee, therefore the LORs are to be completed by the recommender and no one else. Drafting, writing, or translating your own recommendation, even if asked to do so by your recommender, is a violation of the terms of our application process and Tuck’s Academic Honor Principle and could result in rescission of our offer of admission or termination of a student’s enrollment. Applicants are expected to inform recommenders of this policy.
If your recommender is not able to complete the LOR in English, he or she should write it in their native language and have it translated by an outside translation service. You should not translate the recommendation into English for your recommender.
Please contact your evaluators well in advance to give them sufficient time to write and return their evaluations by the application-round deadline for which you are applying. Given the importance we place on LORs, we do not review any applications until we have received LORs from both of the evaluators you listed in your application. If your LORs are received after the deadline for submission, your application will not be considered until the next round. It is your responsibility to make sure that your evaluators are aware of the deadlines and to ensure that both LORs have been submitted. If you would like to make any changes to your list of evaluators, please email Tuck Admissions.

RECOMMENDER QUESTIONS:

Evaluation
Please compare the applicant on the scale below with others in his/her peer group whom you have known during your professional career. [for each skill select from drop-down menu between top 5%-bottom 20%] Effectiveness of leadership
Effectiveness of teamwork
Effectiveness of communication skills
Positive attitude
Ethics and integrity
Ability to handle conflict
Ability to cope with pressure
Ability to inspire and motivate others
Ability to see opportunity and take initiative
Organization and time-management skills
Quantitative ability
Analytical ability
Intellectual curiosity
Ability to think creatively
Self-confidence
Resilience and ability to cope with setbacks
Overall drive, motivation, and energy level
Professional impression, poise, and presence
Cultural sensitivity
Comfort with risk-taking
Maturity/self-awareness
How would you categorize your support for this candidate?

Recommendation Letter

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

1. How long have you known the applicant and in what context? Have you served as the applicant’s supervisor? If so, please provide approximate dates. Please comment upon the frequency and nature of your interactions with the applicant.
2. What are the applicant’s three principal strengths? Please provide an example of each.
3. In which three areas can the applicant improve? Please provide an example of each. How has the applicant worked to address these areas?
4. How does the applicant respond to constructive criticism?
5. Describe the impressions this candidate makes in meetings, presentations, interviews or other important interactions.
6. If you would like to provide any additional insights into this individual’s candidacy, please free too to do so.

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

Two letters of recommendation are needed from individuals who are well acquainted with your performance in a work setting, preferably from a direct supervisor or manager. Reapplicants only need one new recommendation.
The recommendations provide us with third-party confirmation and insights into your achievements. You should choose recommenders who will support your candidacy with concrete examples of performance and impact on the organization.

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

 

RECOMMENDER QUESTIONS

Evaluation of Applicant
Please choose the phrase that best describes the applicant in each area:

Results Orientation
1 – Fulfills assigned tasks
2 – Overcomes obstacles to achieve goals
3 – Exceeds goals and raises effectiveness of organization
4 – Introduces incremental improvements to enhance business performance using robust analysis
5 – Invents and delivers best-in-class standards and performance
6 – No Basis

Strategic Orientation
1 – Understands immediate issues of work or analysis
2 – Identifies opportunities for improvement within area of responsibility
3 – Develops insights or recommendations that have improved business performance
4 – Develops insights or recommendations that have shaped team or department strategy
5 – Implements a successful strategy that challenges other parts of the company or other players in the industry
6 – No Basis

Team Leadership
1 – Avoids leadership responsibilities; does not provide direction to team
2 – Assigns tasks to team members
3 – Solicits ideas and perspectives from the team; holds members accountable
4 – Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing
5 – Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
6 – No Basis

Influence and Collaboration
1 – Accepts input from others
2 – Engages others in problem solving
3 – Generates support from others for ideas and initiatives
4 – Brings others together across boundaries to achieve results and share best practices
5 – Builds enduring partnerships within and outside of organization to improve effectiveness, even at short-term personal cost
6 – No Basis

Communicating
1 – Sometimes rambles or is occasionally unfocused
2 – Is generally to the point and organized
3 – Presents views clearly and in a well-structured manner
4 – Presents views clearly and demonstrates understanding of the response of others
5 – Presents views clearly; solicits opinions and concerns; discusses them openly
6 – No Basis

Information Seeking
1 – Asks direct questions about problem at hand to those individuals immediately available
2 – Personally investigates problems by going directly to sources of information
3 – Asks a series of probing questions to get at the root of a situation or a problem
4 – Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
5 – Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information
6 – No Basis

Developing Others
1 – Focuses primarily on own abilities
2 – Points out mistakes to support the development of others
3 – Gives specific positive and negative behavioral feedback to support the development of others
4 – Gives specific positive and negative behavioral feedback and provides unfailing support
5 – Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts to change
6 – No Basis

Change Leadership
1 – Accepts status quo; does not see the need for change
2 – Challenges status quo and identifies what needs to change
3 – Defines positive direction for change and persuades others to support it
4 – Promotes change and mobilizes individuals to change behavior
5 – Builds coalition of supporters and coordinates change across multiple individuals; may create champions who will mobilize others to change
6 – No Basis

Respect for Others
1 – Is sometimes self-absorbed or overly self-interested
2 – Generally treats others with respect; usually shares praise and credit
3 – Is humble and respectful to all
4 – Is respectful to all and generous with praise; ensures other opinions are heard
5 – Uses understanding of others and self to resolve conflicts and foster mutual respect
6 – No Basis

Trustworthiness
1 – Shows occasional lapses in trustworthy behavior
2 – Generally acts consistently with stated intentions
3 – Acts consistently with stated intentions even in difficult circumstances
4 – Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization
5 – Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity
6 – No Basis

Based on your professional experience, how do you rate this candidate compared to his/her peer group?
1 – Below average
2 – Average
3 – Very good (well above average)
4 – Excellent (top 10%)
5 – Outstanding (top 5%)
6 – The best encountered in my career

Overall
1 – I do not recommend
2 – I recommend with reservations
3 – I recommend this candidate to UCLA Anderson

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 – 1000 characters]
2. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. [text box – 1000 characters]
3. In UCLA Anderson’s school culture we share success, drive change and think fearlessly. Please give examples where the applicant exhibited any or all of these. [text box – 1000 characters]

Recommendation Letter
Optional: If you have a separate document that addresses points not covered above, please feel free to upload it here.
Upload a Word or PDF document:
Or, type or copy-and-paste your document here:

The Admissions Committee requires two professional recommendations, preferably from supervisors. Applicants designate their recommenders within the application which triggers an e-mail directly to the recommender with specific instructions and a link to the recommendation form. Recommendations are due on the same date as your application. It is your responsibility to notify your chosen recommenders of this deadline. We offer a 10 business day grace period past the deadline to receive recommendations, but this will delay the processing of your application.

RECOMMENDER QUESTIONS

Relationship to applicant: [select] How long and in what capacity have you known the applicant? [text box – no limit]
Describe the applicant’s potential for becoming a responsible and successful manager: [text box – no limit]
What are the applicant’s major strengths? [text box – no limit]
What are the applicant’s most noticable areas for improvement or growth? [text box – no limit]
Please use the space below to elaborate on the applicant’s qualifications. [text box – no limit]

Recommendation: [for each skill select from drop-down menu between ‘exceeds expectations’ >> ‘area of concern’] Awareness of Others
Humility
Humor
Imagination, Creativity and Curiosity
Integrity
Interpersonal Skills
Maturity
Self Awareness
Self Confidence
Teamwork
Skills: Analytical thinking
Skills: Listening
Skills: Quantitative Aptitude
Skills: Verbal Communication
Skills: Writing
Time Management
Leadership Potential

Please indicate the selection that best describes your endorsement of this candidate for admission to the MBA program. If you have reservations, please state them in the space provided: [select]

Recommendation Letter
If you wish to include additional comments about the applicant, please upload a separate document, or copy-and-paste them in the space provided.
Upload a Word or PDF document:
Or, type or copy-and-paste your document here:

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 there is a reason to alter this selection. If the recommender has not submitted a recommendation, the best way is to change the recommender from your activity page, which you can also access by clicking the Manage your Recommenders’ button below. You cannot change a recommender once he/she has completed and submitted their recommendation.
Please also note that this page cannot be updated directly and will not reflect any changes made to the recommender’s name or email address on the activities page. However this system will capture the updated information as well as send an email to the new recommender if the email address is updated.
The people submitting reference letters on your behalf should submit their letters to our admissions office electronically through our application system.
You must enter the names and contact information for each recommendation provider.

RECOMMENDER QUESTIONS

Relationship With Applicant:
During which period of time have you had the most frequent contact with the applicant?

Summary Appraisal
Please give us your appraisal of the applicant in terms of the qualities listed below. Compare the applicant with others whom you know to have applied to graduate school or with individuals in your organization who are being groomed for positions in senior management. [for each of the 3 qualities select between ‘below average’ >> ‘outstanding’]

– Ability to Manage Uncertainty (how do they handle: difficult situations, challenging interpersonal experiences, ambiguous problems)
– Maturity/Self Awareness
Communication Skills (written and verbal, English Language)

Please provide additional commentary to support your choices above. [text box]

Applicant Assessment
Please answer the following questions in a separate document, using the Upload Document button at the bottom of the screen. Please also:

– Answer all of the questions in a single document.
– Single space your answers.
– Separate your answers by writing each question at the top of each response.

1. How does the candidate’s performance compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (300 words)
2. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (250 words)
3. (Optional) Is there anything else we should know?

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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, hit the “Send to Recommender” button to email the online recommendation form to your recommender.
To ensure the objectivity and independence of your recommendations, the written product must be entirely your recommenders’ work. Although you may discuss the recommendations with them, you may not have any involvement in drafting or submitting them.

RECOMMENDER QUESTIONS:

Please assess the applicant on the following skills/qualities.

Skill/QualityNo Basis
Results Orientation
Fulfills assigned tasks
Takes specific, tailored actions to overcome obstacles to achieve goals; plans for contingencies
Acts to exceed goals and raises 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
Strategic Orientation
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
Team Leadership
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
Influence and Collaboration
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
Communicating
Gets point across; responds to explicit concerns when asked
Stays on topic; reframes statements when necessary to make clearer; organizes content so that it is easily understood; takes time to listen
Presents views clearly and structures content to present views in a way that is logical and easily followed by a broad audience; acknowledges audience feedback manner
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 communications
Information Seeking
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 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
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 new growth opportunities; identifies on-the-job opportunities that foster others’ development
Change Leadership
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; may create champions who will mobilize others to change
Respect for Others
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 between individuals by publicly praising them when they invite input from others and use it
Trustworthiness
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

Peer Comparison

Based on your professional experience, how do you rate the applicant compared to her/his peer group?
The best encountered in my career
Outstanding (top 5%)
Excellent (top 10%)
Very good (well above average)
Average
Below average

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

Recommendation Letter

Please write an assessment of the applicant that addresses the prompts below. We are looking for your candid and accurate assessment of the applicant’s potential to be a successful leader and the specific traits the applicant possesses that evidence this potential. Please be as specific as possible and use concrete examples where applicable. Do not incorporate anything drafted by the candidate in your recommendation or have the candidate submit the recommendation on your behalf.

  • Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization.
  • How does the candidate’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples.
  • Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
  • Are you in a position to know whether the applicant is sponsored for the MBA by his or her current employer? If so, please comment.
  • (optional) Is there anything else we should know?

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