Recommender Questions for programs that start in 2020

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

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

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

Pay attention to the word limits.

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

INSTRUCTIONS

Please provide information on your two recommenders so that we can send them the electronic recommendation form directly. Your direct supervisor is the best recommender, or other managers who know your work well and can make a good case for you. Peers and family members are not appropriate as recommenders.
Reapplicants only need to submit one new recommendation. You may ask an individual who submitted a recommendation for you in a prior year to submit a new one.
Two recommendations are required. (Reapplicants only need one new recommendation.) Your recommenders can only submit electronically through the online recommendation system.
Once your recommenders’ information is saved, an email will be sent to each recommender with instructions on how to proceed with the online recommendation.

QUESTIONS

Section 1 – Recommender Information

  • 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 UCLA Anderson School of Management or UCLA, 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? [text box]

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

Overall, I … [select]

Section 3

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

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

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

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

4. (Optional) Is there anything else we should know? [upload document, Or, type or copy-and-paste your document in text box]

Instructions

The Full-Time MBA Program requires every applicant to provide two letters of recommendation. These letters MUST be submitted via our online system. To ensure the objectivity and validity of your recommendations, the written product must be entirely your recommenders’ work. Although you may discuss the recommendations with them, you may not have any involvement in drafting or submitting them.

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

The first letter of recommendation should come from a supervisor. Overall, we are seeking objectivity in the letter, and we want to hear from someone who can assess both your strengths and your weaknesses.
We prefer that you use a current supervisor for this recommendation, although we understand that this may not always be possible. If you are unable to use your current supervisor, please explain the circumstances in the optional essay.
If you work for a family business or own your own company, please try to secure a letter from a client or outside party who does business with you and can provide an objective assessment of you.

The second letter can be professional in nature or come from an individual who has worked with you in an organization, club, or on a volunteer project. These letters can give us a different perspective of your skill sets outside of your professional environment.
There is no preference on who supplies your second letter of recommendation.
Our only guideline is that it should add new and valuable insight to your candidacy.

Questions

Reference Relationship [select]

How long have you known the applicant? ____________

Do you have an MBA degree? [select]

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

Skills Assessment

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

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

Peer Comparison

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

Letter of Recommendation

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

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

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

[Upload document]

Instructions: Please enter information for two individuals you wish to submit recommendations on your behalf. They should be able to speak directly about your performance and professional promise. Re-applicants are required to submit just one new recommendation. This recommendation must be from a recommender that you did not use in your previous application.

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

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

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

RECOMMENDER QUESTIONS

Recommendation Upload

Thank you for your willingness to recommend a candidate to Columbia Business School. Your recommendation adds vital perspective to the admissions process. Please consider the following guidelines when writing your recommendation:

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

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

Upload a Word or PDF document:

INSTRUCTIONS

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

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

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

If you applied last year (2018-2019), you are required to submit only one recommendation from an individual who can speak to your professional and personal development since your last application. If you applied two or more years ago, you will need to submit two recommendations.
Choose recommenders who know you well, who have directly observed your work (ideally within the last few years), and who will take the time to write a thorough, detailed document with specific anecdotes and examples. Strictly academic recommendations are generally less helpful in our evaluation. The Admissions Committee focuses on the content of the recommendation, not on the title/position of the individual who provides it (i.e., we strongly prefer comments from a direct manager as opposed to comments from a more senior individual who has little firsthand knowledge of you).
When you enter your recommenders’ contact information, you will be asked to confirm that you did not write any portion of the recommendation, either in whole or in part, or have any involvement in its drafting or submission.
We prefer that you use your recommender’s institutional or corporate email address however we understand that your recommender may prefer to use a personal email address. Submissions from email addresses such as Gmail, Hotmail, and Yahoo may be subject to additional review. Please tell your recommenders to set their email filters to allow emails from @darden.virginia.edu.
We have found that emails sent to certain organizations such as some government agencies and consulting firms will be blocked. You can submit a personal email address for your recommender if necessary.
Recommendations that require conversion to English should be translated by a Certified Translation Service.

QUESTIONS

Section 1 – Recommender information

  • Context of Relationship [select]
  • Nature of relationship [select]
  • How long have you known the applicant? [select]
  • During which period of time have you had the most frequent contact with the applicant?   From:    To:
  • Please select the option(s) that most closely matches your affiliation with Darden or the University of Virginia, if one exists.
    • Faculty
    • Darden Graduate
    • UVA Graduate
    • Staff
    • Not affiliated
    • Other
  • May we contact you regarding this applicant?
  • Did you use a translator?

Section 2

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

– Achievement

– Influence

– People

– Personal Qualities

– Cognitive Abilities

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

Achievement

1. Initiative: Acts ahead of need/anticipates problems

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

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

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

Influence

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

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

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

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

People

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

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

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

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

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

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

Personal Qualities

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

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

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

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

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

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

Cognitive

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

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

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

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

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

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

Overall, I … [select]

Section 3

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

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

(Optional) Is there anything else we should know?

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

INSTRUCTIONS

Two recommendation letters must be submitted as part of the application process. These can be from professional and/or academic referees, although we recommend that both be from professional sources. Your recommendation letters will be used to evaluate your global mindset and personal motivation.
You will need to introduce your referees’ information in your online application form. Once you have completed and saved this section of the form, your referees will receive an automatic request to submit your recommendation letter.

QUESTIONS

1. How long have you known the candidate? In which context? [TEXT BOX]

2. What do you consider to be the candidate’s most noteworthy qualities? [TEXT BOX]

3. What are the areas in which you believe the candidate needs to improve? [TEXT BOX]

4. Please comment on the candidate’s potential for management. Describe an occasion in which you observed the candidate in a leadership role. [TEXT BOX]

5. Please give us your opinion in terms of the following criteria: [for each, select from drop-down menu between exceptional>>>poor]

  • Leadership potential
  • Organizational skills
  • Teamwork
  • Maturity
  • Self-confidence
  • Creativity
  • Additional Comments

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

7. Upload additional supporting letter here [UPLOAD]

INSTRUCTIONS

Two letters of recommendation are required. Valuable recommendations come from people who know your professional skills and abilities. We encourage you to submit at least one recommendation from someone who knows you well in your current position and can critique your professional performance, such as a current supervisor. If you applied in the 2018-2019 application cycle you are considered a re-applicant and are only required to submit one new recommendation.
All recommenders are required to use the common letter of recommendation form associated with the online application. An application may be submitted, but will not be considered “complete” until we have received your recommendation(s).
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.

QUESTIONS

Section 1 – Recommender Information

  • Context of Relationship [select]
  • Nature of relationship [select]
  • How long have you known the applicant? [select]
  • During which period of time have you had the most frequent contact with the applicant? From: To:
  • Please select the option that most closely matches your affiliation with The Fuqua School of Business or Duke University, if any, or else select Not affiliated. [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

  • 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 & 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? [text box]

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

Overall, I … [select]

Section 3

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

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

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

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

4. (Optional) Is there anything else we should know? [upload document, Or, type or copy-and-paste your document in text box]

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. 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.
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.
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.

QUESTIONS

1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. [text box, no specified limit]

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

3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. [text box, no specified limit]

4. In the Berkeley MBA program, we develop leaders who embody our distinctive culture’s four key principles one of which is “confidence without attitude” or “confidence with humility”. Please comment on how the applicant reflects this Berkeley Haas value. [text box, no specified limit]

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

INSTRUCTIONS

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

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

Who should I choose to be my recommenders?

Please submit two recommendations (no more, no less!) from individuals who can speak directly about your professional performance and promise. The Admissions Committee suggests (but does not require) that one recommendation be from your direct supervisor. Sorry to repeat ourselves, but this is a guideline, not a requirement. We are very aware that not all candidates will be able to do this.
The other recommendation should be from someone who can comment on your leadership skills and/or potential; this may be a former supervisor, another professional associate, or a university professor. Use your best judgment on who you decide to ask – there is no set formula for who should be your recommenders.
Worth mentioning here, because we are asked this a lot: No, we don’t give special consideration to recommendations written by HBS alums, and you don’t need to have an HBS recommender to be admitted. (Most admitted students don’t!)

What if my recommender doesn’t submit?

We review all submitted applications. It is your responsibility to ensure that we receive all of your application materials, including recommendations.

What if my recommender doesn’t receive an email from HBS?

Filling out the information below generates an automated email to your recommender. Sometimes servers (especially those at large companies) reject or block automated emails, which means your recommenders might have trouble receiving the link they needs to complete your recommendation. Have no fear — we can fix this! Send an email to [email protected] with your recommender’s name and we’ll get it sorted out.

What if I need to change my recommender?

If you need to change your recommender’s email address for any reason, you need to exclude that recommender from consideration and then re-enter the information. If you do so, your recommender will lose whatever work has been entered into the recommendation already, so be careful!

Remember to verify accuracy.
Web browsers occasionally auto-fill fields incorrectly. Before submitting the request, please ensure that all information is accurate – and remind your recommenders to do the same!

QUESTIONS

Recommender Information

Context of Relationship [select]

Are you an HBS graduate? [select]

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

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

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

Recommendation

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

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

Recommendation Upload

Please respond to both questions below in a single document.

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

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

Upload a Word or PDF document:

INSTRUCTIONS

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

QUESTIONS

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

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

INSTRUCTIONS

Two professional recommendation letters are required, providing information about your leadership and management potential. As such, at least one recommendation should come from your workplace; your current supervisor or manager is usually a good choice. The other recommendation should be from someone who has had a chance to evaluate you in a professional setting, for example, a client, a former supervisor or a colleague from your community service or extracurricular activities. Academic recommendations are acceptable but they are less likely to address our main interest, which is to assess your ability to work with and manage others as well as your potential for senior management. If you feel it would add value to your application, you may also upload an optional third letter of recommendation as part of the supporting documents.
It is important to note that your recommenders can submit their online letters to us at their earliest convenience after receiving their links, and no later than 48 hours after the application deadline, to which you are applying.

QUESTIONS

Relationship to Candidate

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

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

Ratings

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

Please give your answers to each of the following questions.

1. Comment on the candidate’s career progress to date and his/her career focus. [text box, no specified limit]

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

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

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

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

INSTRUCTIONS

One letter of professional recommendation is required (a second letter is optional).
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.
You are welcome to submit an additional letter of recommendation if you believe the recommender can add new information to your application. Please send no more than two additional letters. Additional letters of recommendation should be emailed to the attention of our admissions team at [email protected] There is no specific format for additional letters of recommendation, though please make sure that your recommender can highlight the accomplishments and/or details that you would like to have conveyed on your behalf.

QUESTIONS

Recommender Information

Thank you for taking the time to write this letter of recommendation on behalf of the applicant. The Admissions Committee greatly appreciates hearing your views.

Please verify your information and provide answers for the additional questions.

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

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

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

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 – Please share any additional thoughts about the candidate and/or clarify your ratings below. Is there anything about your ratings on which you would like to comment? [text box]

Recommendation Questions

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

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

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

4. (Optional) Is there anything else we should know? [text box]

Please upload recommendation letter.

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

Overall, I [select]

INSTRUCTIONS

Letter of Recommendation: In a letter of no more than 700 words, your recommender should speak to your academic and interpersonal abilities, technical aptitude and/or professional experiences in tech, your experience working on teams, and any areas of improvement. 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 generally advise that you do not choose clients, co-founders, or colleagues to write your recommendation. Only one letter is required, but you may submit an additional letter if relevant to your candidacy for the program.

QUESTIONS

How do you know the applicant? [select]

How long have you known the applicant? [select]

Are you affiliated with Cornell University? [Yes/No]

If yes, what is your affiliation with Cornell University?

Overall recommendation [select]

In a letter of no more than 700 words, please describe the following qualities of this candidate:

  • Appraisal of academic and interpersonal abilities
  • Technical aptitude and/or professional experiences in tech
  • Experience working on teams
  • Areas of improvement

Upload your recommendation letter (Word Doc or PDF, please) here:

INSTRUCTIONS

You’ll need one reference from a supervisor. We cannot accept an academic reference, or a reference from a relative. Decide who you woul