Recommender Questions for Programs that start in 2021

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

New applicants are required to submit two recommendations. Reapplicants only need to submit one new recommendation. Recommendations should be written by individuals who are well acquainted with your performance in a work setting, preferably from a direct supervisor or manager.

Here is the how, who, what, where, when and why of recommendations:

  • How & How Many: Fill out the details within the Recommenders section below. Two recommendations are required for new applicants and one new recommendation is required for reapplicants (you may ask an individual who submitted a recommendation for you in a prior year to submit a new one). If you need to change your recommender or their e-mail, click “Exclude” (warning: recommender will lose all work already entered) and re-enter via Add Recommender.
  • Who: Choose recommenders who can speak to your work performance, capabilities, and potential for graduate studies and future career success. Use your best judgment on whom to ask for a recommendation — direct supervisors are generally preferred, and other options could include current or past supervisors/managers, professional colleagues, and clients (peers, family members, and professors are generally not good selections).
  • What: The recommendation form asks recommenders to evaluate your strengths and areas of growth, plus rate you across a variety of metrics.
  • Where: Recommendation forms can only be sent and received electronically so your recommender must have a valid e-mail address.
  • When: Recommendations should be submitted by the round deadline in which you are applying, and it is your responsibility to ensure we receive recommendations in time. To send a reminder to a recommender, click on the Edit link next to their name and then click the Send Reminder button at the bottom of the pop-up screen. We encourage you to contact your recommenders as soon as possible to give them sufficient time (the recommender’s access code is valid for 180 days from the date you save their information).
  • Why: We are interested in learning more about your professional past performance, future potential, and overall fit from individuals who have worked closely with you.

QUESTIONS

Recommender Information

  • Context of Relationship (select)
  • Recommender’s relationship to applicant (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, please select the option that most closely matches. (select)

Competency Ratings

For each skill, mark one of the following: No Basis ; Below Average ; Average (top 50%) ; Good (top 25%) ; Excellent (top 10%)

  • Interpersonal Skills
  • Professional Maturity
  • Resilience
  • Self-Confidence
  • Communication
  • Analytical & Problem-Solving
  • Motivation & Initiative
  • Work Quality
  • Teamwork
  • Leadership Potential

Is there anything about your competency ratings on which you would like to comment? (optional) (textbox)

Comments and Examples

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 similar roles?
e.g., what are the applicant’s principal strengths? (Recommended word count: 300 words) (textbox)

3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended word count: 300 words) (textbox)

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

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

Overall, I … (select)

INSTRUCTIONS

Please submit letters of recommendation from two individuals who know you well and can offer specific examples of your performance at and contributions to an organization. Avoid choosing recommenders based on their title or status. We are more concerned with content and substance rather than reputation.

One letter of recommendation should come from a supervisor. We are looking for objectivity in the letter, and we want to hear from someone who can assess both your strengths and your weaknesses.

We prefer to hear from a current supervisor, although we understand that this may not be possible. If you are unable to ask your current supervisor, please explain the circumstances in the optional essay.
If you work for a family business or own your own company, please submit a letter from a client or outside party who does business with you and can provide an objective assessment.
The other letter can come from another professional contact or from someone who has worked with you in an organization or club, or on a volunteer project. This letter can offer a different perspective on your skill sets outside of your professional environment.

We have no preference regarding who supplies your second letter of recommendation.
Our only guideline is that it should add new and valuable insight to your candidacy.
How to Submit Letters of Recommendation
The recommendation form is part of the online application. You will be prompted to provide the names and email addresses of your recommenders, and we’ll send them an email directing them to the online form. Chicago Booth does not accept letters of recommendation via mail or fax.

Instructions: We require 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.

QUESTIONS

Reference Information

  • 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 below, select: Unable to Assess ; Area of Concern ; Opportunity for Development ; Solid/Meets Expectations ; Strength/ Exceeds Expectations

  • Ability to adapt to change
  • Self-awareness
  • Demonstration of empathy for 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

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.

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

Re-applicants are required to submit just one new recommendation. This recommendation must be from a recommender that you did not use in your previous application.
We expect that you, the applicant, will not participate in the drafting of these recommendations.

Recommendation Upload

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. Upload a Word or PDF document:

INSTRUCTIONS

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.
In accordance with the Family Educational Rights and Privacy Act (FERPA), you can waive your right to inspect your letters of recommendation. If you do not waive your right, you will only have access to your letter(s) if you enroll at Cornell Tech.

QUESTIONS

Below are instructions for writing your letter of recommendation:

Core Competency Rating:

In a letter of no more than 700 words, your recommendation should address the following list of attributes based on your experience with the applicant:

  • Appraisal of academic and interpersonal abilities
    • Examples: Quantitative aptitude, teamwork, dependability, leadership, motivation
  • Technical aptitude and/or professional experiences in tech
    • Examples: Specific programming and data structure platforms, entrepreneurship, innovation
  • Project and Team based activities?
    • Examples: Leadership, time management, communication, conflict resolution, technical documentation and research
  • Areas of improvement
  • Provide an example of when you provided the applicant feedback and describe that interaction?

If you have issues submitting your letter, you can email the letter to [email protected]

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

INSTRUCTIONS

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 in the previous application period, 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
  • 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?
  • Please select the option(s) that most closely matches your affiliation with Darden or the University of Virginia, if one exists.
  • 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? (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. (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 in textbox)

INSTRUCTIONS

Your recommenders must complete the current recommendation forms associated with the online application—no other format of recommendation will be accepted.

At least one recommendation should reflect your performance in your most recent professional setting. Volunteer activities or other service-oriented roles in which you are deeply involved may also be excellent sources for recommendations. The most valuable recommendations come from people who know your professional skills and abilities.

Submissions by email or mail are not accepted.

New applicants

  • One required letter of recommendation
  • One optional letter of recommendation

Re-applicants

  • One new recommendation letter (not from a previous recommender)

Other recommendation guidelines

You are required to use the recommendation forms that are within the online application.
Use your recommenders’ work email addresses rather than personal accounts like Gmail, which will be more closely monitored in our credential verification process.
Recommendations from relatives and friends are strongly discouraged.
Academic recommendations often provide a similar perspective to your transcript and are less helpful.

Bonus endorsement from Fuqua students and alumni

In addition to the two required recommendations, you may provide additional endorsements from our alumni or current students.

Endorsement Form: http://www.fuqua.duke.edu/endorsement-form

If an endorsement is submitted on your behalf before you submit your application, you will become eligible for an application fee waiver. We are unable to provide refunds if your endorsement is received after the application fee has been paid.

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.

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.

Please refer below to the recommendation requirements for the specific program to which you are applying.

One letter of recommendation is required. The most valuable recommendations come from people who know your professional skills and abilities. We require that you submit one recommendation from your current supervisor. If you do not have an immediate supervisor, you may submit a recommendation from someone who knows you well in your current position and can critique your professional performance. If you are unable to provide a professional recommendation, please clarify in the text box below.You may also choose to submit an additional recommendation from someone who knows you well and can speak to your performance in a professional setting.

QUESTIONS

In the Common LOR, you will be asked to assess the candidate on 12 character traits and competencies that contribute to successful leadership, and answer the following open-ended recommendation questions.

1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. Up to 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?) Up to 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. Up to 500 words

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

In order to assist us in our review of the candidate, please be as thoughtful and candid as possible. Your letter of recommendation must be completed in English. For recommenders who are non-native speakers, the Common LOR form is available in multiple languages for reading purposes. Please click here for more information.

Submitting Letters of Recommendation

You are required to submit letters through the online recommendation system by the application deadline.

1. If you have not already, download the common LOR template below and save it to your computer.
Common Letter of Recommendation Template: English (Word)

2. Complete the template offline and save a final version of the file to your computer. To ensure that you do not accidentally lose any entered form data, please avoid completing the template online within your browser.

3. Use the completed Common LOR template to copy and paste your responses below.

4. Complete and submit your recommendation form. You will receive an email confirming the recommendation has been submitted.

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? (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 similar roles? (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words) (textbox)

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

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

Upload document, Or, type or copy-and-paste your document here: (textbox)

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.

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. This 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. (textbox, no specific 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 specific 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 specific 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. (textbox, no specific limit)

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

INSTRUCTIONS

Please submit two recommendations (no more, no less!) from individuals who can speak directly about your professional performance and promise. Recommendations must be completed online.
Who should I choose to be my recommenders? 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!)

QUESTIONS

Context of Recommendation

  • Relationship Type
  • Relationship Context
  • Number of applicants you are recommending to the HBS MBA Program this year:
  • Please provide a brief description of your interaction with the applicant and, if applicable, their role in your organization: (textbox, 300 characters)

Evaluation of Candidate

For each skill, select one of these options:

No Basis for Judgement ; Area of Concern ; Opportunity for Development ; Meets Expectations ; Exceeds Expectations

  • Awareness of and respect for others
  • Humility
  • Adaptability and resilience
  • Imagination, creativity, and curiosity
  • Initiative
  • Integrity
  • Interpersonal skills with subordinates and colleagues
  • Interpersonal skills with superiors
  • Professional maturity
  • Self-awareness
  • Self-confidence
  • Teamwork: engagement and collaboration
  • Teamwork: leadership and development of others
  • Skills: analytical thinking
  • Skills: listening
  • Skills: quantitative aptitude
  • Skills: verbal communication
  • Skills: written communication

Based on your professional experience, how do you rate this candidate compared to others in their peer group?

  • Below Average
  • Average
  • Very Good (well above average)
  • Excellent (top 10%)
  • Outstanding (top 5%)
  • The best encountered in my career

Please use this space to comment on the ratings you have assigned. (Optional) (textbox, 500 characters)

Letter of Recommendation

Please respond to the 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)

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

UPLOAD DOCUMENT

Relationship to candidate:

1. How long and in what capacity have you known the candidate? (textbox, no specific limit)

2. If this is a work related reference, in what position is/was the candidate employed and for how long? (textbox, no specific limit)

Candidate’s abilities:

Please evaluate the candidate in terms of the qualities below (for each quality, select from drop down 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)

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

  • Written (select)
  • Listening / Comprehension (select)
  • Spoken (select)
  • Reading (select)

Candidate’s strengths and weaknesses:

1. What do you consider to be the candidate’s principal strengths / talents? (textbox, no specific limit)

2. What do you consider to be the candidate’s weaknesses or areas that need improvement? (textbox, no specific limit)

How long have you known the candidate?

  • Less than 1 year
  • Between 1 and 4 years
  • Between 5 and 9 years
  • Between 10 and 19 years
  • 20 years or more

What was your relationship with the candidate?

  • I am or have been their partner in a venture
  • I am or have been their direct boss
  • I am or have been their indirect boss or boss of their boss(es)
  • I am or have been their colleague
  • I am or have been his direct or indirect subordinate
  • I am or have been their customer
  • I am or have been a business provider to their organization
  • I am or have been their teacher
  • I am or have been their classmate
  • I am or have been their personal friend
  • Other(s)

In three words, how would you describe the candidate?

_____________ _______________ _______________

From a professional perspective, what stands out about the candidate? (textbox, characters 500 Max)

In your opinion, how would the candidate benefit from the program? (textbox, characters 500 Max)

Additional comments about the candidate (textbox, characters 500 Max)

INSTRUCTIONS

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]

One Letter of recommendation is required․ You may register up to 3 recommenders for this application if you consider it necessary․
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 and the instructions and questions on what they need to complete for your application․
The recommenders can still fill up their forms and submit up to 7 days after the candidate clicks submit on their application․
Enter the contact information of your recommender below, and then click “Send Invitation”․ You may add additional recommenders by selecting the + icon․ If you need to edit or remove an individual, use the trash can icon to delete the entry․ Please note, once the status is submitted, you will not be able to remove the recommender from your application․

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)

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: 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)

RATINGS TABLE

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

How do you rate the candidate’s potential for becoming a responsible and successful manager in international business compared with other students or employees whom you have known in a similar capacity?

Excellent (top 2%) / Very good (top 10%) / Above average (top 25%) / Average (top 50%) / Below average (bottom 50%)

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)

INSTRUCTIONS

One letter of recommendation is required, but you may submit up to two for review by the committee. 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.
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.

QUESTIONS

Recommender Information

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
  • Nature of Relationship
  • 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.
  • If you are a Johnson School graduate, Degree Awarded
  • Johnson Degree Year Awarded
  • If you are a Cornell University graduate, Degree Awarded
  • Cornell Degree Year Awarded
  • May we contact you regarding this applicant?
  • 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.
  • Do you use a translator?
  • Name of Translator
  • Translator’s Phone Number (including country code)

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.

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

Recommendation Questions

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

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

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

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

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

Please upload recommendation letter. Files must be less than 5 MB and be one of the following formats: pdf, Word (doc or docx), jpg, png

Overall, I (select)

INSTRUCTIONS

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.
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.

QUESTIONS

Personal information

  • Length of time you have known the applicant? (years, months)
  • In what capacity have you known the applicant? ___________________________

Rate the applicant

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

  • What is the peer group that you are using? ___________________________
  • Number in peer group ___________________________
  • Applicant’s ranking within peer group ___________________________
  • Integrity (select)
  • Ability to work with others (select)
  • Creativity (select)
  • Motivation (select)
  • Self-confidence (select)
  • Analytical skills (select)
  • Written communication skills (select)
  • Oral communication skills (select)
  • Leadership potential (select)
  • Responsibility for own action (select)
  • Quantitative numerical skill (select)

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:

INSTRUCTIONS

You must submit two letters of recommendation through the online application.
Ideally, one letter should come from a current supervisor or manager. The second should come from someone who can evaluate your professional performance and your managerial/leadership potential (e.g., former supervisor, previous employer, client).
The application is not considered complete until we have received both recommendations. Please choose your recommenders carefully as additional letters of support are neither required nor encouraged.

QUESTIONS

Recommender Information

  • Context of Relationship
  • I am the applicant’s current supervisor
  • 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:

  • 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 Letter

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, Or, type or copy-and-paste your document in textbox.

INSTRUCTIONS

The Admissions Committee requires two (2) professional recommendations, preferably from supervisors. If you do not have full-time post-graduate work experience, we will accept one (1) academic recommendation and one (1) professional recommendation (from part-time or summer work experience).

Please designate your two (2) recommenders below, which will trigger an e-mail directly to each with specific instructions and a link to the recommendation form. UNC Kenan-Flagler full-time MBA program utilizes the Graduate Management Admissions Council (GMAC) Common Letter of Recommendation (LoR).

Be sure to notify your chosen recommenders of the application deadline for the Round in which you are applying. We permit a 10 business day grace period past the deadline for recommendations to be received, but note that this will delay the processing of your application.

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 UNC Kenan-Flagler Business School or The University of North Carolina Chapel Hill 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 12 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:

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

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

Achievement

1. Initiative: Acts ahead of need/anticipates problems

No basis for judgment
(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

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

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

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

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

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

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

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

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

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

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

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)

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 similar roles? (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words) (textbox)

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

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

INSTRUCTIONS

2 references are required.
All references must be completed online. 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.
If a referee uses a free/personal email account (eg Hotmail, Gmail, Yahoo) they will be asked to provide an additional proof of identity, such as signed headed paper or a business card. This is a routine measure to help prevent fraudulent submissions.

QUESTIONS

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)

INSTRUCTIONS

List one recommender who will complete a reference form in support of your application. Once you click the “Submit Recommendation Request” button below, your recommender will receive an email from ApplyWeb with instructions.
If you are not selecting a direct supervisor as your recommender, please address why in the optional essay.
Please note that a member of the admissions committee or third party vendor may reach out to your recommender to verify their recommendation.

Michigan Ross uses the GMAC Common Recommendation Form, and we require only one recommendation. Select a recommender who can discuss your professional performance and work style; a current or former supervisor is ideal. Alternatives include a client, project manager, or professional mentor.

QUESTIONS

Recommender Information

  • Context of Relationship (select)
  • Nature of relationship (select)
  • During which period of time have you had the most frequent contact with the applicant?
  • If you are affiliated with Ross School of Business or University of Michigan, please indicate how. (select)
  • Did you use a translator? (select)
Recommendation Form

In this section, you will find 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

2. Results Orientation

Influence

3. Communication, Professional Impression, Poise & Presence

4. Influence and Collaboration

People

5. Respect for Others

6. Team Leadership

7. Developing Others

Personal Qualities
8. Trustworthiness/ Integrity

9. Adaptability/ Resilience

10. Self Awareness

Cognitive

11. Problem Solving

12. Strategic Orientation

(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)

Recommender Questions

Please answer the following questions and provide specific examples where possible.
1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Maximum 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?) (500 words)
4. Is there anything else we should know? (Optional)

INSTRUCTIONS

We require two professional or academic references.
Using the online application form you will need to submit two references, preferably from professional referees. Once your referee details are input into the form, your referee will receive an automatic email from the School with details on how to complete the online reference form. Please note we can only accept references from a valid work/professional/institutional email address and not from Gmail/Hotmail accounts.
You must provide a minimum of two references using the referee’s professional or institutional email address. References from personal email addresses will not be accepted (@gmail, @yahoo, @hotmail etc.)

QUESTIONS

Evaluation Grid

For each of the skills below, select: Needs Improvement ; Developing ; Competent ; Exceeds Expectations ; Unknown/Not Observed

  • Intellectual Curiosity
  • Leadership skills
  • Ability to work in a team
  • Energy and drive
  • English language ability

LETTER

Please upload a letter below, to elaborate on your ratings you have given the candidate above. Please also indicate, for how long you have known the candidate and in what capacity, what are their strengths and weaknesses, and how you think the candidate would benefit from the programme. (upload)

INSTRUCTIONS

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

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

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

QUESTIONS

Recommender Information

  • Context of Relationship (select)
  • Nature of relationship (select)
  • How long have you known the applicant? (select)
  • During which period of time have you had the most frequent contact with the applicant? From: To:
  • If you are affiliated with MIT Sloan or the Massachusetts Institute of Technology, please select the option that most closely matches. (select)
  • May we contact you regarding this applicant? (select)
  • Occasionally candidates would like to be considered for other MIT programs or partner schools and ask us to share their applications with these programs. Please indicate below if you would like us to share your recommendation.
  • 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 similar roles? (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words) (textbox)
  3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended word count: 500 words) (textbox)
  4. (Optional) Is there anything else we should know?

Upload do, Or, type or copy-and-paste your document here: (textbox)

INSTRUCTIONS

Stories about your behaviors, impact, and personal qualities told by others play an essential role in our evaluation of your application.

Your letters of reference should provide specific examples and anecdotes that illustrate what you have done and how you have done it.

Two letters of reference are required:

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

Both letters of reference must be submitted by the deadline of the round in which you apply. You must not have any involvement in the drafting, writing, translation, or submission of the letters, including having any outside party review the letters before they are submitted.

Current Direct Supervisor Reference

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

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

If you are unable to provide a letter from your current direct supervisor, use your judgment in finding an alternative source for your recommendation — a previous supervisor, an indirect manager, a client, a member of your board of directors, or any other individual who supervises your work.

If you don’t have full-time work experience, you may use a direct supervisor from a summer, part-time, or internship position. Alternatively, you may ask someone who managed you in an extracurricular, research, volunteer, or community activity.

Second Reference

The second reference should come from someone who has supervised your work. The strongest references typically come from your workplace. You may select a reference from your professional, community, or extracurricular experiences. Having two references from the same organization is fine. We recognize that work environments are fluid, so we give you the option of choosing the individual who can best represent your potential impact.

Choosing Your Recommenders

We are impressed by what a reference letter says, not by the title or background of the individual who wrote it or the writing skills of the recommender. You should choose individuals who:

  • Know you well through significant, direct involvement with you within the last three years
  • Will provide detailed anecdotes and examples to support their assertions
  • Are sufficiently enthused to spend time writing a thoughtful letter

Deferred Enrollment

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

A Few Words of Advice

  • More Is Not Better – While we know there are people excited about you who may want to submit unofficial letters of reference, additional letters are neither necessary nor encouraged. The overwhelming majority of successful applicants do not submit any additional materials. If someone submits an additional letter of reference, we will do our best to add it to your application. However, we cannot guarantee it will be considered.
  • Language for Recommendations – Your letters of reference must be submitted in English. For references from non-native English speakers, we will ignore minor syntax or grammar errors or awkward phrasing. However, it may be to your advantage to have your recommender write the letter in his/her native language, and then have it translated into English.
  • Their Words, Not Yours – Do not write your own letter of reference; it is improper and a violation of the terms of the application process. If your recommender asks you to write your own letter, find a different recommender.

How to submit

We strongly encourage your recommenders to submit the letter(s) of reference at least one day prior to your application deadline date. You’ll feel better knowing that it’s been submitted, and your recommender will be less likely to encounter difficulties due to high server traffic on the application deadline date.

Letters received after the deadline date of the round in which you applied may not be reviewed with your application.
All recommenders must submit their letters of reference online.

QUESTIONS

Recommender Information

  • How long have you known the applicant?
  • During which period of time have you had the most frequent contact with the applicant?
  • Please comment briefly on the context of your interaction with the applicant. If applicable, describe the applicant’s role in your organization. (textbox, Limit 320 characters.)
  • Did you use a translator?
  • If you are a Stanford GSB alumna/alumnus, please enter your degree class year
  • How many candidates are you recommending to Stanford GSB this year?

Leadership Assessment

Listed below you will find a number of competencies that contribute to successful leadership. Within each category, please mark the one button corresponding to the behavior that the candidate most typically exhibits. We acknowledge that all candidates have both areas of strength and areas of development. If you select the highest rating, please provide specific examples in your letter.

Initiative 

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

Results Orientation 

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

Communication, Professional Impression & Poise 

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

Influence and Collaboration 

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

Respect for Others

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

Team Leadership 

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

Developing Others 

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

Trustworthiness/ Integrity 

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

Adaptability/Resilience 

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

Self Awareness 

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

Problem Solving 

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

Strategic Orientation 

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

Please feel free to comment if you need to clarify the ratings you have assigned. (textbox)

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

Overall, I (select)

Reference Questions

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

Questions:

  1. How does the applicant’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g., what are the applicant’s principal strengths?) – Up to 500 words
  2. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant?s response. – Up to 500 words
  3. (Optional) Is there anything else we should know?

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

Save your recommendation form before uploading your document by clicking on the Save button below. To upload your document:
Click on the Choose File or Browse button
Locate your document and click on Open in the pop-up window
Click on the Save button
Once you have uploaded your letter, a “View uploaded document” link will appear below to the right. You can ignore the “No file chosen” or “No file selected” message if the View link is there.

(Upload letter)

INSTRUCTIONS

EQ Endorsements

Choosing Your Endorsers

You are required to submit two EQ Endorsements with your application.
One EQ Endorsement must come from your current supervisor. If you cannot include an endorsement from your current supervisor, you must provide an explanation in the online application.
The second EQ Endorsement may come from someone who knows you professionally and/or personally.
EQ Endorsements should come from individuals who can objectively assess your potential for success in NYU Stern’s MBA program and in your future career, and who can act as a persuasive advocate of your EQ strengths.
Immediate family members should not write your EQ endorsement.
Submitting more than two EQ endorsements is not encouraged but is allowed. Please carefully consider whether additional endorsements add significant value and a new and unique perspective to your application.

Your endorsers may answer the questions in the endorsement form or by uploading a Word or PDF document.

EQ endorsements must be submitted online. If your endorser cannot submit an online endorsement, you must email [email protected] to explain the circumstances and request approval for your endorser to submit a paper endorsement.
If your endorser cannot complete an endorsement in English, he or she will need to complete a paper endorsement, following the instructions above, and have it translated into English. A certified English translation through a translating service must be obtained and submitted in a sealed envelope with the original endorsement, endorsed across the seal.

You are required to submit two EQ Endorsements. EQ Endorsements should come from individuals who can objectively assess your potential for success in NYU Stern’s MBA program and in your future career, and who can act as a persuasive advocate of your EQ strengths. View details on the EQ Endorsement.

QUESTIONS

EQ Endorsement

Please rate the applicant in relation to his or her peers. (for each skill, select from drop down between OUTSTANDING>>>BELOW AVERAGE)

  • Analytical/Quantitative Ability:
  • Oral Communication Skills:
  • Written Communication Skills:
  • Initiative:
  • Integrity:
  • Leadership:
  • Maturity:
  • Teamwork:
  • Professionalism:
  • Emotional Intelligence (EQ):

Please mark your overall recommendation regarding this applicant’s admission to NYU Stern: (select)

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

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

4. IQ+EQ is a core value of NYU Stern, and we seek exceptional individuals who possess both intellectual and interpersonal strengths. Emotional intelligence (EQ) skills such as self-awareness, empathy, communication and self-management are at the core of our community of leaders.
Please provide one specific and compelling example to demonstrate the applicant’s emotional intelligence. (textbox, no specified limit)

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

(upload document)

I confirm that I am the EQ Endorser identified above, that I have written this endorsement in its entirety and that the applicant did not draft, write or submit this document.

INSTRUCTIONS

We require just one recommendation and ask you to select someone with whom you have a professional relationship. Ideally, you would pick a supervisor (current or previous), but someone who can speak to your strengths at work would be best.

We use the GMAC Common Letter of Recommendation (LOR). The Common LOR is intended to save you and your recommender valuable time by providing a single set of recommendation questions for each participating school. This allows your recommender to use the same answers for multiple letter submissions, alleviating the workload of having to answer different questions for each school multiple times. You benefit because it makes the ask for several different letters to be written on your behalf much easier.

We require just one recommendation and prefer that you select someone from your professional life. Ideally you would pick a supervisor (current or previous) but someone who can speak to your strengths at work would be best.

Here’s how this works – enter the name and contact information for your recommender below and we will email him/her with instructions for completing the recommendation online. We will reach out to your recommender as soon as you complete this section and click on “Send to Recommender.” We will ask that they fill it out quickly so that your application can be processed.

After you submit your application, check back to see the status of your recommendation and, if needed, nudge your recommender to ensure they submit quickly. We don’t want anything to hold up your application!

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 Tepper School of Business or Carnegie Mellon 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 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
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)

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 similar roles? (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words) (textbox)

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

INSTRUCTIONS

Request Letters of Reference (LORs) from people who can comment on your qualifications for Tuck’s admissions criteria. The best letters come from references who can demonstrate that you are smart, accomplished, aware, and encouraging. If possible, your current direct supervisor should write one of your LORs. If you cannot provide an LOR from a direct supervisor, include a brief explanation in the optional essay section. LORs from professors who did not supervise professional work, from family members, or from personal acquaintances, do not enhance your candidacy.

You must submit two LORs. Reapplicants who applied during the previous year need to submit only one new LOR from a reference who did not write to Tuck on your behalf last year.

Your reference must be the sole author of your LOR. Drafting, writing, translating, or submitting your own reference, even if asked to do so by your reference, violates Tuck’s admissions policies and Tuck’s Academic Honor Principle. You are responsible for informing your references of this policy.

References who cannot write in English may write in a native language and have the LOR translated by an outside translation service. Do not translate the LOR into English for your reference.

You are responsible for notifying your references of your application deadline and ensuring your LORs are submitted on time. We review your application only if both LORs are received by your application deadline. Otherwise, we will move your application to the next admission round. If you would like to make changes to your list of references, please contact us.

Tuck has adopted the questions posed by the Common Letter of Recommendation.

QUESTIONS

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

1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization.

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

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

4. Is there anything else we should know?

(Textbox)

NOTE: in the LOR system, the questions above have no word limit. However, on Tuck’s website they mention 50 words for the 1st question, and 500 words for each of questions 2-3.

INSTRUCTIONS

We require two letters of recommendations from individuals who are well acquainted with your performance in a work setting, preferably from a current or former supervisor.

The title or position of the recommender is not as important as his/her ability to comment knowledgeably and specifically about you. Submit recommendations from people who can speak directly about your aptitudes and capabilities.
We require all recommendations to be submitted electronically. After you have contacted your recommenders, please complete the form on the Recommendations page.
After selecting your recommenders, it is possible that you’ll need to alter this selection. If a recommender has not begun their recommendation, you can delete them and assign another recommender. Please note that your new recommender will not appear on the recommendation page of your application, however we will see the new listing when you submit your application.
If you or a recommender have questions, please reach out to [email protected]
We require two letters of recommendations from individuals who are well acquainted with your performance in a work setting, preferably from a current or former supervisor.
The title or position of the evaluator is not as important as his/her ability to comment knowledgeably and specifically about you. Submit recommendations from people who can speak directly about your aptitudes and capabilities.
Go to the Recommender section of the MBA Application Instructions to see the questions asked of recommenders and for more details.
It is possible that after having selected your recommenders, to alter this selection. If the recommender has not submitted a recommendation, you can change the recommender by clicking the Manage your Recommenders’ button below. You cannot change a recommender once he/she has completed and submitted their recommendation.
Please also note that this page cannot be updated directly and will not reflect any changes made to the recommender’s name or email address on the activities page. However this system will capture the updated information as well as send an email to the new recommender if the email address is updated.

QUESTIONS

Recommender Information

  • Relationship With Applicant (e.g. Direct Supervisor, Advisor, Indirect Report/Subordinate) _____________
  • During which period of time have you had the most frequent contact with the applicant? From To
  • Are you a graduate of Wharton or any other University of Pennsylvania school? Yes/No
  • Are you a faculty member of Wharton or any other University of Pennsylvania School? Yes/No

Summary Appraisal

Please look at this list of personality characteristics and choose up to two traits that you feel best represent the candidate you are recommending to the Wharton MBA Program. (TIP – You do not have to choose two, only up to two.)

Determined, Humble, Disciplined, Engaged, Intellectually Curious,Analytical, Flexible, Persistent, Conscientious, Results Oriented

1

2

Please look at this list of personality characteristics and choose up to two traits that you feel best represent the candidate you are recommending to the Wharton MBA Program. (TIP – You do not have to choose two, only up to two.)

Collaborative, Persuasive, Innovative, Confident, Self-Aware, Professional, Resilient, Energetic, Emotionally Stable, Agreeable

1

2

Applicant Assessment

1. Please provide example(s) that illustrate why you believe this candidate will find success in the Wharton MBA classroom. (Word count: 300) (textbox, 7500 characters max)

2. Please provide example(s) that illustrate why you believe this candidate will find success throughout their career. (Word count: 300) (textbox, 7500 characters max)

3. (Optional) Is there anything else we should know? (textbox, 7500 characters max)

INSTRUCTIONS

List two (2) individuals who will provide professional recommendations for you. At least one of the recommenders should be in a position to assess your performance at your most recent job. Once you have entered the required recommender information, click the “Send to Recommender” button to email the online recommendation form to your recommender.
To help you find recommenders who can speak to your past experiences, we accept letters written in English, Spanish, and Chinese. Yale SOM Admissions will be responsible for translating letters written in Spanish and Chinese.
To ensure the objectivity and independence of your recommendations, the written product must be entirely your recommenders’ work. Although you may discuss the recommendations with them, you may not have any involvement in drafting or submitting them.

QUESTIONS

Leadership Assessment

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

– Achievement

– Influence

– People

– Personal Qualities

– Cognitive Abilities

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

Achievement

1. Initiative: Acts ahead of need/anticipates problems

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

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

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

Influence

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

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

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

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

People

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

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

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

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

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

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

Personal Qualities

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

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

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

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

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

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

Cognitive

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

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

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

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

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

Overall, I … (select)

Qualities Assessment

Below is a list of some of the qualities that describe Yale SOM students and alumni. Please review the list and check off the three (3) qualities on the list that you feel best describe the applicant. Please note that we are not looking for any specific qualities; instead, we are simply trying to get a better sense of the applicant’s strengths.

  • Adaptable
  • Analytical
  • Creative
  • Curious
  • Hard-working
  • Humble
  • Intuitive
  • Level-headed
  • Open-minded
  • Persistent
  • Positive
  • Resilient
  • Responsible
  • Self-motivated
  • Smart
  • Socially adept

Letter of Recommendation

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

Please note that Yale SOM welcomes you to upload and submit letters of recommendation written in English, Chinese (Mandarin), or Spanish. Yale University will translate the letter to English for admissions review.

  1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Recommended word count: 50 words)
  2. How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words)
  3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended word count: 500 words)
  4. Are you in a position to know whether the applicant is sponsored for the MBA by his or her current employer? If so, please comment.
  5. (Optional) Is there anything else we should know?

I am submitting my recommendation letter in this language:

  • English
  • Chinese
  • Spanish

Upload a PDF or Word document here.