2015-2016 Stanford MBA Recommendation Questions
The Stanford GSB online application for 2016 is live, which means that the Stanford MBA recommendation questions are now available for those supporting applicants who are targeting the Class of 2018. This recommendation asks for brief information about the nature of the recommender’s relationship with the applicant, as well as some longer essay-style questions about the candidate’s salient strengths and important feedback. Rather than a grid-based ranking system of the applicant’s skills and abilities, Stanford presents recommenders with abilities and tailored multiple choice response options for each.
2015-2016 Stanford MBA Recommendation Questions
How long have you known the applicant? (months and years)
During which period of time have you had the most frequent contact with the applicant? (start and end date mm/yyyy)
Are/were you the applicant’s direct supervisor?
Please comment briefly on the context of your interaction with the applicant. If applicable, describe the applicant’s role in your organization.(Limit 320 characters.)
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 and character traits that contribute to successful leadership. Within each category, please mark the one button corresponding to the behavior that the candidate most typically exhibits. We acknowledge that all candidates have both areas of strength and areas of development. Your candid, honest appraisal will serve not only the admissions committee but also the candidate.
Results Orientation
-No basis for judgment
-Fulfills assigned tasks
-Overcomes obstacles to achieve goals
-Exceeds goals and raises effectiveness of organization
-Introduces incremental improvements to enhance business performance using robust analysis
-Invents and delivers best-in-class standards and performance
Strategic Orientation
-No basis for judgment
-Understands immediate issues of work or analysis
-Identifies opportunities for improvement within area of responsibility
-Develops insights or recommendations that have improved business performance
-Develops insights or recommendations that have shaped team or department strategy
-Implements a successful strategy that challenges other parts of the company or other players in the industry
Team Leadership
-No basis for judgment
-Avoids leadership responsibilities; does not provide direction to team
-Assigns tasks to team members
-Solicits ideas and perspectives from the team; holds members accountable
-Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing
-Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
Influence and Collaboration
-No basis for judgment
-Accepts input from others
-Engages others in problem solving
-Generates support from others for ideas and initiatives
-Brings others together across boundaries to achieve results and share best practices
-Builds enduring partnerships within and outside of organization to improve effectiveness, even at short-term personal cost
Communicating
-No basis for judgment
-Sometimes rambles or is occasionally unfocused
-Is generally to the point and organized
-Presents views clearly and in a well-structured manner
-Presents views clearly and demonstrates understanding of the responses of others
-Presents views clearly; solicits opinions and concerns; discusses them openly
Information Seeking
-No basis for judgment
-Asks direct questions about problem at hand to those individuals immediately available
-Personally investigates problems by going directly to sources of information
-Asks a series of probing questions to get at the root of a situation or a problem
-Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
-Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information
Developing Others
-No basis for judgment
-Focuses primarily on own abilities
-Points out mistakes to support the development of others
-Gives specific positive and negative behavioral feedback to support the development of others
-Give specific positive and negative behavioral feedback and provides unfailing support
-Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts to change
Change Leadership
-No basis for judgment
-Accepts status quo; does not see the need for change
-Challenges status quo and identifies what needs to change
-Defines positive direction for change and persuades others to support it
-Promotes change and mobilizes individuals to change behavior
-Builds coalition of supporters and coordinates change across multiple individuals; may create -champions who will mobilize others to change
Respect for Others
-No basis for judgment
-Is sometimes self-absorbed or overly self-interested
-Generally treats others with respect; usually shares praise and credit
-Is humble and respectful to all
-Is respectful to all and generous with praise; ensures other opinions are heard
-Uses understanding of others and self to resolve conflicts and foster mutual respect
Trustworthiness
-No basis for judgment
-Shows occasional lapses in trustworthy behavior
-Generally acts consistently with stated intentions
-Acts consistently with stated intentions even in difficult circumstances
-Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization
-Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity
Based on your professional experience, how would you rate this candidate compared to her/his peer group? (drop down menu)
Overall, I … (drop down menu with options reflecting strength of recommendation)
Reference Guidelines
The most useful recommendations provide detailed descriptions, candid anecdotes, and specific evidence that highlight the candidate’s behavior and impact on those around her or him. This kind of information helps distinguish the very best individuals from a pool of many well-qualified candidates. Please write your answers to the following questions in a separate document and upload that document into the online application.
Questions:
How does the candidate’s performance compare to those of other well-qualified individuals in similar roles? Please provide specific examples.
Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
(Optional) Is there anything else we should know?
Requests:
Please do not exceed 3 pages, double-spaced.
