Recommender Questions for programs that start in 2019

Important Notes
It is essential that you check the school website for the most accurate, complete and up-to-date information.
Especially if you are a re-applicant.

The recommenders should work on the official form, either hardcopy, or online. They should not go by the information contained on this page alone.

Sometimes schools change the questions mid-season, so be aware, and have your recommenders be aware they should verify the questions before submitting their answers.

Pay attention to the word limits.

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

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

We strongly prefer that MBA candidates provide both letters from current or former employers. If you do not provide a letter from your current direct supervisor, you should include an explanation in the Supplementary Data section of the online application.

Please only submit two letters of recommendation. Recommendations may be submitted online or through the mail using a PDF version (http://mba.haas.berkeley.edu/admissions/FTMBA_LOR.pdf). You will receive an automated message once a recommender has submitted their letter of recommendation. Letters sent via mail must have the letter writer’s signature across the seal of the envelope.

If your recommender is not comfortable writing a letter in English, it is acceptable to obtain the recommendation in the native language of the author. The original letter and an English translation completed by an ATA (American Translators Association) certified translator must be provided through the mail with the letter writer’s signature across the seal of the envelope.

You are responsible for ensuring that both recommendations are submitted prior to the application deadline. Please do not draft or write your own letter of recommendation, even if asked to do so by your recommender. Such an action can result in denial of your application or withdrawal of your offer of admission.

RECOMMENDER QUESTIONS

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

2. How does the applicant’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths?) (textbox, no limit)

3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (textbox, no limit)

4. In the Berkeley MBA program, we develop leaders who embody our distinctive culture’s four key principles [http://mba.haas.berkeley.edu/community/culture.html] one of which is “confidence without attitude” or “confidence with humility”. Please comment on how the applicant reflects this Berkeley-Haas value. (textbox, no limit)

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

Please give us your appraisal of the applicant in terms of the traits listed below. Compare the applicant with others whom you know have applied to business school or with individuals who are being groomed for leadership positions within your organization (for each trait, select from drop-down menu):

  • Results Orientation
  • Strategic Orientation
  • Team Leadership
  • Influence and Collaboration
  • Communication
  • Information Seeking
  • Developing Others
  • Change Leadership
  • Respect for Others
  • Trustworthiness

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

We strongly prefer that you use this form for your recommendation. Alternatively, you may upload a letter of recommendation. (upload doc)

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

You’ll need one reference from a supervisor. We cannot accept an academic reference, or a reference from a relative. Decide who you would like them to be and ask them now. Applications are often held up because of references failing to be submitted. An automated reference request will be sent to your referee once you have entered their contact details into our online application system.
You are required to provide one reference. This reference should come from a line manager or a supervisor.
Please note that reference should come from a valid work email address. We cannot accept reference submitted from a personal email address.
Reference must be received by the deadline for applicants to be considered in that round. It is the responsibility of the applicant to ensure their referee is aware of the relevant deadline.

RECOMMENDER QUESTIONS

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

In what capacity have you known the applicant?

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

Rate the applicant

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

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

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

Reference letter

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

Reference criteria

Please complete the following if you are a Supervisor or Peer Referee

  1. Elaborate and / or provide us with concrete examples if you have rated the applicant as below average, outstanding or exceptional on any of the qualities in the ‘Rate the Applicant’ Section.
  2. Describe what you like most and least about working with the applicant.
  3. Tell us about any particular weakness the candidate has compared to other peers / team members that you regularly work with.
  4. Describe the applicant’s attitude and behaviour when working with: (a) managers/supervisors (b) peers (c) subordinates.
  5. Suggest what you think the applicant will be doing in ten years.

Please complete the following if you are an Academic Referee

  1. Elaborate and/or provide us with concrete examples of how the applicant has demonstrated the intellectual capacity to undertake this postgraduate programme. For example, demonstration of quant skill, capability of rigorous analysis & critical reflection of problems, mastering understanding in theoretical concepts.
  2. Please provide us with any further relevant information about the candidate’s experience, abilities and temperament that you feel would be relevant.
  3. Please indicate where the applicant was ranked in the class.

Please upload your reference letter here:

We require just one recommendation and prefer that you select someone from your professional life. Ideally, you will pick a supervisor (current or previous), but someone who can speak to your strengths at work would be best. When you complete your application, submit contact information for your recommender and we will email them with a request to submit their recommendation online.

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 asking 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

  • Context of Relationship
  • Nature of relationship
  • How long have you known the applicant?
  • During which period of time have you had the most frequent contact with the applicant? From: To:
  • If you are affiliated with the Tepper School of Business or Carnegie Mellon University, please select the option that most closely matches.
  • May we contact you regarding this applicant?
  • Did you use a translator?

Section 2

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

– Achievement

– Influence

– People

– Personal Qualities

– Cognitive Abilities

For each competency, please 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

0-No basis for judgment

1-Reluctant to take on new tasks; waits to be told what to do; defers to others

2-Willing to step in and take charge when required to do so

3-Takes charge spontaneously when problem needs attention

4-Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks

5-Proactively seeks high-impact projects; steps up to challenges even when things are not going well

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

0-No basis for judgment

1-Focuses on fulfilling activities at hand; unsure how work relates to goals

2-Takes actions to overcome obstacles to achieve goals

3-Independently acts to exceed goals and plans for contingencies

4-Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team

5-Invents new approaches with measurably better results; works to deliver best-in-class performance improvements

Influence

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

0-No basis for judgment

1-Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure

2-Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances

3-Present views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations

4-Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance

5-Structures content for senior-level meetings; maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; remains cool under pressure during conflict or crisis; channels emotion into positive action

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

0-No basis for judgment

1-Does not seek input and perspective of others

2-Accepts input from others and engages them in problem solving

3-Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives

4-Uses tailored approaches to connect with others, influence, and achieve results

5-Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes

People

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

0-No basis for judgment

1-Unwilling to acknowledge others’ points of view

2-Open to considering others’ views when confronted or offered

3-Invites input from others because of expressed respect for them and their views

4-Praises people publicly for their good actions; ensures that others’ opinions are heard before their own

5-Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others

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

0-No basis for judgment

1-Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks

2-Assigns tasks and tells people what to do; checks when they are done

3-Solicits ideas and perspectives from the team; structures activities; holds members accountable

4-Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions

5-Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support

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

0-No basis for judgment

1-Focuses only on one’s own growth; critical of others’ efforts to develop

2-Encourages people to develop; points out mistakes to help people develop and praises them for improvements

3-Gives specific positive and negative behavioral feedback to support the development of others

4-Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development

5-Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change

Personal Qualities

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

0-No basis for judgment

1-Follows the crowd; takes path of least resistance; gives in under pressure

2-Acts consistently with stated intentions, values, or beliefs when it is easy to do so

3-Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition

4-Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly

5-Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values

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

0-No basis for judgment

1-Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations

2-Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle

3-Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome

4-Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure

5-Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks

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

0-No basis for judgment

1-Lacks awareness of how he/she is perceived; denies or offers excuses when confronted

2-Acknowledges fault or performance problem when confronted with concrete example or data

3-Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals

4-Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults

5-Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources—people, processes, or content—to maximize strengths or mitigate weaknesses

Cognitive

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

0-No basis for judgment

1-Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path

2-Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture

3-Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions

4-Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions

5-Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected

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

0-No basis for judgment

1-Focuses on completing work without understanding implications

2-Understands immediate issues or implications of work or analysis

3-Develops insights or recommendations within area of responsibility that have improved near-term business performance

4-Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance

5-Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance

.

(Optional) Is there anything about your competency ratings on which you’d like to comment? [TEXTBOX, NO LIMIT]

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

Overall, I … [select]

Section 3

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

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

All applicants must submit two letters of recommendation. Whomever you choose to write your recommendation, make sure he or she knows you well and can offer specific examples of your performance and contributions to the organization. Avoid choosing people simply based on their title or status. We are more concerned with content and substance rather than reputation.

  • The first letter of recommendation should come from a supervisor. Overall, we are seeking objectivity in the letter, and we want to hear from someone who can assess both your strengths and your weaknesses.
    • We prefer that you use a current supervisor for this recommendation, although we understand that this may not always be possible. If you are unable to use your current supervisor, please explain the circumstances in the optional essay.
    • If you work for a family business or own your own company, please try to secure a letter from a client or outside party who does business with you and can provide an objective assessment of you.
  • The second letter can be professional in nature or come from an individual who has worked with you in an organization, club, or on a volunteer project.These letters can give us a different perspective of your skill sets outside of your professional environment.
    • There is no preference on who supplies your second letter of recommendation.
    • Our only guideline is that it should add new and valuable insight to your candidacy.

LETTER OF RECOMMENDATION FORM

How long have you known the applicant?

Do you have an MBA degree?

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

Skills Assessment

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

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

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

Please indicate the reference group for this comparison: ___________

Overall, I: (select)

Letter of Recommendation

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

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

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

(upload doc)

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

All first-time applications require two recommendations. Reapplicants are required to submit one new recommendation. If you have been working full-time for at least six months, one recommendation should be from your current supervisor. If you are unable to secure a recommendation from your direct supervisor, please submit a statement of explanation in the Employment section of your application.The second recommendation should be from either a former direct supervisor or from another professional associate, senior to you, who can share their insights on your candidacy.

If you are a college senior or have worked full-time for fewer than six months, at least one, but preferably both, of your recommendations should be from a person who can comment on your managerial abilities. You may ask a summer employer or another person whom you feel can objectively assess your professional promise. The second recommendation may be from a college professor.

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

.

RECOMMENDER QUESTIONS

Please consider the following guidelines when writing your recommendation:

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

Please limit your recommendation to 1000 words. Thank you once again.

Upload a Word or PDF document:

One recommendation is required, but you may submit up to two for review by the committee.
Please provide the contact information for a minimum of one and a maximum of two individuals excited to endorse your candidacy. Official recommendations for Johnson are a vital part of the final evaluation process. Carefully follow the instructions below and note the timing of when the admissions office will review this information.
Please click “add new” to submit each of your endorsements. Your recommender will automatically be sent an email with directions on how to provide the recommendation after you submit their information. Please note that some corporate email servers may filter this email before it reaches your recommender. If possible, please provide a personal email address instead. Once your recommender submits their recommendation, you will receive a notification email.
You should seek recommendations from people capable of commenting on your professional, leadership, and intellectual capabilities. The most useful evaluations are from people who are able to speak with certainty about your leadership, maturity, team orientation, analytical skills, and interpersonal skills. Examples include a current supervisor, colleague, client, or former supervisor. If you are currently employed we recommend that one of your recommendations come from your direct supervisor. If you are still in school, we recommend asking an internship supervisor or an individual who knows you from a leadership role.

RECOMMENDER QUESTIONS

Please verify your information and provide answers for the additional questions.
Comment on the following topics when constructing the letter of recommendation:

  • Strengths and outstanding qualities
  • How applicant gets along with others
  • Oral and written communication skills
  • English language ability if English is not the applicant’s native language
  • Areas of improvement (weaknesses)
  • Anything else you would like to say about the applicant

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

  • Context of Relationship [select]
  • Context of Relationship – Other ________
  • Nature of Relationship [select]
  • Nature of Relationship – Other ________
  • How long have you known the applicant? ________
  • Most Frequent Contact From Date MM/DD/YYYY ________
  • Most Frequent Contact To Date MM/DD/YYYY ________
  • If you are affiliated with the Johnson School or Cornell University, please select the option that most closely matches. [select]
  • Cornell Afilliation – Other ________
  • If you are a Johnson School graduate, Degree Awarded [select]
  • Johnson Degree Year Awarded ________
  • If you are a Cornell University graduate, Degree Awarded [select]
  • Cornell Degree Year Awarded ________
  • May we contact you regarding this applicant? [select]
  • If the applicant receives an offer of admission from Johnson, you may be contacted by a third party company to verify the information you
  • provide. Please let us know how you would prefer to be contacted. [select]
  • Do you use a translator? [select]

Assessment Grid

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

Initiative – Acts ahead of need/anticipates problems

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

Results Orientation – Focuses on and drives toward delivering on goals, objectives, and performance improvement

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

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

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

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

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

Respect For Others – Acknowledges the value of others’ views and actions

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

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

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

Developing Others – Helps people develop their performance and ability over time

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

Trustworthiness/Integrity – Acts consistently in line with or follows explicit values, beliefs or intentions

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

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

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

Self Awareness – Aware of and seeks out additional input on own strengths and weaknesses

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

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

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

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

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

(Optional) Comments

Is there anything about your ratings on which you would like to comment? [textbox, no limit]

Recommendation Questions

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

  1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (textbox, Recommended word count: 50 words)
  2. How does the applicant’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths?) (textbox, Recommended word count: 500 words)
  3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (textbox, Recommended word count: 500 words)
  4. (Optional) Is there anything else we should know? (textbox, no limit)

Please upload recommendation letter (upload)

Capstone

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

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

RECOMMENDER QUESTIONS

Comment on the following topics when constructing the letter of recommendation:

  • Strengths and outstanding qualities
  • How applicant gets along with others
  • Oral and written communication skills
  • English language ability if English is not the applicant’s native language
  • Areas of improvement (weaknesses)
  • Anything else you would like to say about the applicant

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

How long have you known the applicant? _____________

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

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

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

Please upload recommendation letter (upload)

Please provide two recommendations from individuals whom you believe can speak directly to your aptitude and capabilities for graduate study and for future success as a manager. We encourage you to let your recommendation writers know about your interest in Darden and remind them of your accomplishments but you should not participate in the writing of your letters.

If you applied last year (2017-2018), you are required to submit only one recommendation from an individual who can speak to your professional and personal development since your last application. If you applied two or more years ago, you will need to submit two recommendations.
Choose recommenders who know you well, who have directly observed your work (ideally within the last few years), and who will take the time to write a thorough, detailed document with specific anecdotes and examples. Strictly academic recommendations are generally less helpful in our evaluation. The Admissions Committee focuses on the content of the recommendation, not on the title/position of the individual who provides it (i.e., we strongly prefer comments from a direct manager as opposed to comments from a more senior individual who has little firsthand knowledge of you).
When you enter your recommenders’ contact information, you will be asked to confirm that you did not write any portion of the recommendation, either in whole or in part, or have any involvement in its drafting or submission.
We prefer that you use your recommender’s institutional or corporate email address however we understand that your recommender may prefer to use a personal email address. Submissions from email addresses such as Gmail, Hotmail, and Yahoo may be subject to additional review. Please tell your recommenders to set their email filters to allow emails from @darden.virginia.edu.
We have found that emails sent to certain organizations such as some government agencies and consulting firms will be blocked. You can submit a personal email address for your recommender if necessary.
​​​​​​​Recommendations that require conversion to English should be translated by a Certified Translation Service. ​​​​​​​ ​​​​​​​
Contact your recommenders now! The most common reason an application is incomplete and/or misses a deadline is because we have not received one or both recommendations.

RECOMMENDER QUESTIONS

Section 1 – Recommender Information

  • Context of Relationship (select)
  • Nature of relationship (select)
  • How long have you known the applicant? (select)
  • During which period of time have you had the most frequent contact with the applicant? From: To:
  • If you are affiliated with Darden or the University of Virginia, please select the option that most closely matches. (select)
  • May we contact you regarding this applicant? (select)
  • Did you use a translator? (select)

Section 2

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

– Achievement

– Influence

– People

– Personal Qualities

– Cognitive Abilities

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

Achievement

1. Initiative: Acts ahead of need/anticipates problems

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

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

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

Influence

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

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

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

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

People

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

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

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

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

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

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

Personal Qualities

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

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

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

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

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

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

Cognitive

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

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

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

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

(Optional) Is there anything about your competency ratings on which you would like to comment? (textbox, no limit)

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

Overall, I … (select)

Section 3

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

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

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

RECOMMENDER QUESTIONS

Section 1 – Recommender Information

  • Context of Relationship (select)
  • Nature of relationship (select)
  • How long have you known the applicant? (select)
  • During which period of time have you had the most frequent contact with the applicant? From: To:
  • If you are affiliated with The Fuqua School of Business or Duke University, please select the option that most closely matches. (select)
  • May we contact you regarding this applicant? (select)
  • Did you use a translator? (select)

Section 2

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

– Achievement
– Influence
– People
– Personal Qualities
– Cognitive Abilities

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

Achievement

1. Initiative: Acts ahead of need/anticipates problems

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

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

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

Influence

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

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

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

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

People

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

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

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

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

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

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

Personal Qualities

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

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

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

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

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

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

Cognitive

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

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

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

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

(Optional) Is there anything about your competency ratings on which you’d like to comment? (textbox, no limit)

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

Overall, I … (select)

Section 3
Please answer the following questions and provide specific examples where possible.

1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (textbox, Recommended word count: 50 words)

2. How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (textbox, Recommended word count: 500 words)

3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (textbox, Recommended word count: 500 words)

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

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

You have two options for submitting your recommendations:

ONLINE RECOMMENDATION

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

HARD COPY RECOMMENDATION

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

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

Download recommendation form

Please mail recommendation form to:

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

RECOMMENDER QUESTIONS

How long have you known the applicant? ___________

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

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

1. Intellectual Ability

2. Integrity

3. Maturity

4. Motivation/Initiative

5. Ability to work with others

6. Oral Communications

7. Written Communications

8. Leadership/Managerial Potential

9. Analytical Ability

10. Judgement

11. Overall Rating

.

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

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

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

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

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

Additional Comments: (textbox)

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

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

Please submit two recommendations (no more, no less!) from individuals who can speak directly about your professional performance and promise.

The Admissions Committee suggests (but does not require) that one recommendation be from your direct supervisor. Sorry to repeat ourselves, but this is a guideline, not a requirement. We are very aware that not all candidates will be able to do this.

The other recommendation should be from someone who can comment on your leadership skills and/or potential; this may be a former supervisor, another professional associate, or a university professor. Use your best judgment on who you decide to ask – there is no set formula for who should be your recommenders.

Worth mentioning here, because we are asked this a lot: No, we don’t give special consideration to recommendations written by HBS alums, and you don’t need to have an HBS recommender to be admitted. (Most admitted students don’t!)
Recommendations must be completed online. It is your responsibility to ensure that we receive all of your application materials, including recommendations.
If you need to change your recommender’s email address for any reason, you need to exclude that recommender from consideration and then re-enter his or her information. If you do so, your recommender will lose whatever work he or she has entered into the recommendation already, so be careful!

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

Recommender Questions

Context of Relationship

Are you an HBS graduate?

If yes, please list year of graduation:

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

Number of applicants you are recommending to the HBS MBA Program

Evaluation grid

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

Please feel free to comment on the ratings you have assigned: (textbox, 500 characters)

Recommendation Upload

Please respond to both questions below in a single document.

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

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

Upload a Word or PDF document:

You are required provide us with two referees who can complete a recommendation form. The referees should be individuals well acquainted with your performance in a professional or academic context. Once you have uploaded their contact details they will automatically be contacted by us to fill out an online reference.

RECOMMENDER QUESTIONS

Relationship to candidate:

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

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

Candidate’s abilities:

Please evaluate the candidate in terms of the qualities below (for each, select rating from menu, between outstanding >>> below average)

  • Intellectual or academic ability
  • Competence in current position
  • Oral communication skills
  • Written communication skills
  • Analytical skills
  • Leadership skills
  • Teamwork skills
  • Initiative / problem solving skills
  • Creativity / Innovative

Proficiency in English:

Candidate’s first language? (select—English/not English)

If the candidate’s first language is not English, please comment on his/her level of competence

  • Written
  • Listening / Comprehension
  • Spoken
  • Reading

Candidate’s strengths and weaknesses:

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

2 letters of recommendation are required.
If your referees prefer to submit the letter of recommendation in another format please refer to the “Resources” help tool where you will be able to download the template.
Remember that ALL letters must have a professional or academic relationship.
Personal relationships can be additional but we do not accept letters from friends or family members with no professional or academic relationship to you.

RECOMMENDER QUESTIONS

1. How long have you known the applicant?

  • Less than 1 year.
  • Between 2 and 4 years.
  • Between 5 and 9 years.
  • Between 10 and 19.
  • 20 years or more.
  • Since he/she was born (I know his/her family).

2. What was your relationship with the applicant?

  • I am or have been his/her partner in a venture.
  • I am or have been his/her direct boss.
  • I am or have been his/her indirect boss or boss of his/her boss(es).
  • I am or have been his/her colleague.
  • I am or have been his direct or indirect subordinate.
  • I am or have been from his/her organization’s customer base.
  • I am or have been from a business provider to his/her organization.
  • I am or have been his teacher.
  • I am or have been his classmate.
  • I am or have been his personal friend.
  • Other(s) [textbox, Max 140 characters]

3. In three words how would you describe the applicant? ___________      _____________      ______________

4. Here are a number of personality traits that may or may not apply to the applicant. Please choose a number next to each statement to indicate the extent to which you agree or disagree with that statement. You should rate the extent to which the pair of traits applies to the candidate, even if one characteristic applies more strongly than the other.

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

I see the applicant as:

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

5. Here are a number of characteristics that you may or may not want the applicant to improve. Please choose a number next to each statement to indicate the extent to which you agree or disagree with that statement.

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

I would like the applicant to be a more:

  • Creative person.
  • Innovative person.
  • Inquisitive person.
  • Efficient person.
  • Persistent person.
  • Organized person.
  • Adaptable person.
  • Talkative person.
  • Optimistic person.
  • Collaborative person.
  • Modest person.
  • Flexible person.
  • Tolerant person.
  • Transparent person.
  • Stable person.

6. Would you like to add something else about the applicant? [textbox, 500 characters]

Two Letters of recommendation are required. You may register up to 3 recommenders for this application if one of the 2 recommenders is not available to submit the recommendation letter you requested.
Please enter the following information to allow your letter writers to submit your recommendations online. It is imperative that you accurately enter the information as your recommender will receive an automated email informing him/her of the online process.
Two recommendation letters are required. We recommend that one of your letters is from your current employer and the other can be from a former employer or client. Both letters should reflect your capacities in the work environment. Recommendations from extra-curricular activities such as Volunteer Organizations can also be considered.
Please submit your recommendation letters through the on-line application system. Recommendation letters can be submitted in Spanish and/or English. If your recommenders are not able to submit your recommendation letter through the on-line application system please let us know at [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) (textbox)

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

Two professional recommendation letters are required, providing information about your leadership and management potential. As such, at least one recommendation should come from your workplace; your current supervisor or manager is usually a good choice. The other recommendation should be from someone who has had a chance to evaluate you in a professional setting, for example, a client, a former supervisor or a colleague from your community service or extracurricular activities. Academic recommendations are acceptable but they are less likely to address our main interest, which is to assess your ability to work with and manage others as well as your potential for senior management. If you feel it would add value to your application, you may also upload an optional third letter of recommendation as part of the supporting documents.
It is important to note that your recommenders can submit their online letters to us at their earliest convenience after receiving their links, and no later than 48 hours after the application deadline, to which you are applying.
We encourage you to send the recommendation letter template to your chosen referees as early as possible to allow them enough time to complete the form. Please note that your referees will be able to submit their recommendations online at any time, even before you submit your application. Nevertheless, we strongly encourage you to submit your application a few days before the deadline, to ensure a smooth completion of your application material.
Your chosen referees do not have to fill in the form in one go; they can save and come back to it later. However, once submitted, the form can no longer be edited. After submitting their recommendations, they will receive a confirmation receipt via email.

RECOMMENDER QUESTIONS

Relationship to Candidate

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

How long have you known the candidate? Define your relationship with the candidate and the circumstances whereby you met. (textbox, no limit)

 

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

 

.
Please give your answers to each of the following questions.

1. Comment on the candidate’s career progress to date and his/her career focus. (textbox, no limit)

2. What do you consider to be the candidate’s major strengths? Comment on the factors that distinguish the candidate from other individuals at his/her level. (textbox, no limit)

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

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

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

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

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

RECOMMENDER QUESTIONS:

Context of Relationship

Highest Degree Earned:

Degree Granting Institution

Are you a Kellogg Alumnus?

Have known candidate since:

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

What has been the candidate’s most significant contribution to your organization? Provide measurable impact if applicable. (textbox, 250 characters)

Leadership Assessment

Listed below you will find a section listing some competencies and character traits that contribute to successful leadership. For each item, please select the response corresponding to the behavior that the candidate most typically exhibits. Your candid, honest appraisal of the candidate will be helpful to the Admissions Committee.
Please assess the candidate on the following skills/qualities: (for each skill, select from drop-down menu)

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

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

If needed, please explain any rankings above. (textbox, 250 characters)

Do you recommend this candidate for Kellogg? (select)

Are you willing to speak with an admissions officer about this candidate? (select)

Should the candidate accept an offer of admission, I understand I may be contacted by Re Vera Services as part of the application verification process, via phone and/or email, to verify authenticity of this letter of recommendation. (please type your full legal name)

Recommendation Upload

Please address all of the following questions:

1. Kellogg has a diverse student body and values students who are inclusive and encouraging of others with differing perspectives and backgrounds. Please tell us about a time when you witnessed the candidate living these values. (300 words)

2. How does the candidate’s performance compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (300 words)

3. Describe the most important piece of constructive feedback you have given the candidate. Please detail the circumstances and the applicant’s response. (250 words)

4. (Optional) Is there anything else you would like us to know?

Upload a Word or PDF document:

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

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

After you input your referees’ details into the online application form we will send them an email with log-in details for our online reference system. London Business School reserves the right to contact your referees for further information in connection with your application.
As part of your application you must have two references sent on your behalf.

One referee should be a current or previous employer, colleague, or someone else who knows you well at work. If you don’t wish to provide two professional references, the other referee could be someone who taught you at university.
We understand that you may not want to give your current and immediate manager as a referee.
You are only permitted to submit two references.

We ask for all references to be completed via our online reference system. Your referees must have a valid email address so that we can send them details of how to access our system.
For full details or to register your referees, select the Manage referees link on the application form. From here you can register your referees, send them reminders and track the progress of your references.

We ask for all references to be completed via our online reference system. Your referees must have a valid email address so that we can send them details of how to access our online reference system. You will need to notify your referees in advance that they will be receiving an email from London Business School with their User ID, password and instructions for completing the online form.
If you have a referee who is unable to complete the form online, contact the Programme Office.
It is your responsibility to make sure that we receive both references by the application deadline date. However, you do not need to wait for your referees to send in their references before you send in the rest of your application.
Once you have received an offer, your referees may be contacted for verification.

RECOMMENDER QUESTIONS

Comments

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

1. How do you know the applicant? How long have you known them for? (textbox)

2. What would you say are the applicant’s key strengths and talents? (textbox)

3. What would you say are the applicant’s key weaknesses or areas for improvement? (textbox)

4. How do the applicant’s performance, potential and personal qualities compare to those of other individuals in similar roles? (textbox)

5. What do you think this person might be doing in ten years’ time? Why? (textbox)

Ratings

Please rate the applicant, comparing them with other members of his or her peer group, on the qualities listed below using the following scoring system:

1 = High 3 = Average 5 = Low

  • Intellectual or academic ability 1 (High) 2 3 4 5 (Low) Not observed
  • Quantitative skills 1 (High) 2 3 4 5 (Low) Not observed
  • Initiative / ability to take decisions 1 (High) 2 3 4 5 (Low) Not observed
  • Problem-solving skills 1 (High) 2 3 4 5 (Low) Not observed
  • Organisational skills 1 (High) 2 3 4 5 (Low) Not observed
  • Leadership skills 1 (High) 2 3 4 5 (Low) Not observed
  • Team skills 1 (High) 2 3 4 5 (Low) Not observed
  • Impact / charisma 1 (High) 2 3 4 5 (Low) Not observed
  • Self confidence 1 (High) 2 3 4 5 (Low) Not observed
  • Self motivation 1 (High) 2 3 4 5 (Low) Not observed
  • Spoken English communication skills 1 (High) 2 3 4 5 (Low) Not observed
  • Written English communication skills 1 (High) 2 3 4 5 (Low) Not observed

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

  • Recommendation 1 2 3 4 5

Please feel free to elaborate on your recommendation. (Note: If you prefer to submit additional comments in a separate letter, please email this to [email protected]) (textbox, no limit)

Michigan Ross uses the GMAC Common Recommendation Form, and we require only one recommendation. You should select a recommender who can discuss your professional performance and work style.  A current or former supervisor is an ideal choice. Other alternatives include a client, project manager, or professional mentor. Your recommender should be able to answer the following questions about you:

  1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (50 words).
  2. How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (500 words)
  3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (500 words)

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

MBA applicants must submit two letters of recommendation. Professional recommendations are preferred from individuals who are able to speak with certainty about your professional achievements and potential.
Recommenders must submit recommendations online. We do not accept recommendations via the mail.
Recommendations may be in either letter or short answer format and should not exceed two pages each. We do not accept recommendations from family members.
MIT Sloan utilizes the GMAC Common Letter of Recommendation form.
Lastly, it is your responsibility to remind your recommenders of the deadline date in order for your complete application to be received on time.

RECOMMENDER QUESTIONS

Section 1

Context of Relationship (select)

Nature of relationship (select)

How long have you known the applicant? (select)

During which period of time have you had the most frequent contact with the applicant? From: To:

If you are affiliated with MIT Sloan or the Massachusetts Institute of Technology, please select the option that most closely matches. (select)

May we contact you regarding this applicant? (select)

Did you use a translator? (select)

Section 2

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

– Achievement
– Influence
– People
– Personal Qualities
– Cognitive Abilities

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

Achievement

1. Initiative: Acts ahead of need/anticipates problems

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

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

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

Influence

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

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

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

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

People

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

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

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

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

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

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

Personal Qualities

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

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

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

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

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

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

Cognitive

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

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

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

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

.

(Optional) Is there anything about your competency ratings on which you’d like to comment? (textbox)

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

Overall, I … (select)

Section 3

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

1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Recommended word count: 50 words) (textbox)

2. How does the performance of the applicant compare to that of other well-qualified individuals in simil