How to secure powerful, authentic

Letters of Recommendation 

• AIGAC resources to share with your recommenders

• Video: Vince Ricci and Betsy Massar discuss MBA letters of recommendation

• Who should write your MBA letters of recommendation?

• Ten ways to help your recommenders

• How to use Stanford GSB's Leadership Behavior Grid

What if your recommender says,

“You write it. I will sign it.”

How to convince your MBA letter of recommendation writer (recommender) to work hard on your behalf

If someone says, ”You write it, I’ll sign it, you have three options

1. Write it

2. Find someone else to write it

3. Convince this person to write it on your behalf

I suggest option #3

And along the way, you might mention that you might need to find someone else

Some recommenders might feel ashamed of forcing you to go to someone else for an authentic letter

By saying that you need to find someone else, your recommender might offer to write your letter

I encourage you to take this opportunity to practice “managing up”

And be sure to share these AIGAC resources with your recommenders

For reference, I have copied Stanford's Letter of Reference Grid, which you can find here 

» www.gsb.stanford.edu/sites/default/files/GSB-mba_LOR13-14_reference.pdf

Stanford Leadership Behavior Grid 

(fall 2014 version) 

Skill/Quality 

Results Orientation

1 Fulfills assigned tasks 

2 Overcomes obstacles to achieve goals

3 Exceeds goals and raises effectiveness of organization

4 Introduces incremental improvements to enhance business performance using robust analysis

5 Invents and delivers best-in-class standards and performance

Skill/Quality 

Strategic Orientation

1 Understands immediate issues of work or analysis

2 Identifies opportunities for improvement within area of responsibility

3 Develops insights or recommendations that have improved business performance

4 Develops insights or recommendations that have shaped team or department strategy

5 Implements a successful strategy that challenges other parts of the company or other players in the industry

Skill/Quality 

Team Leadership

1 Avoids leadership responsibilities; does not provide direction to team

2 Assigns tasks to team members

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

4 Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing

5 Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations

Skill/Quality 

Influence and Collaboration

1 Accepts input from others

2 Engages others in problem solving

3 Generates support from others for ideas and initiatives

4 Brings others together across boundaries to achieve results and share best practices

5 Builds enduring partnerships within and outside of organization to improve effectiveness, even at short-term personal cost

Skill/Quality 

Communicating 

1 Sometimes rambles or is occasionally unfocused

2 Is generally to the point and organized

3 Presents views clearly and in a well-structured manner

4 Presents views clearly and demonstrates understanding of the response of others

5 Presents views clearly; solicits opinions and concerns; discusses them openly

Skill/Quality 

Information Seeking

1 Asks direct questions about problem at hand to those individuals immediately available

2 Personally investigates problems by going directly to sources of information

3 Asks a series of probing questions to get at the root of a situation or a problem

4 Does research by making a systematic effort over a limited period of time to obtain needed data or feedback

5 Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information

Skill/Quality 

Developing Others

1 Focuses primarily on own abilities

2 Points out mistakes to support the development of others

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

4 Gives specific positive and negative behavioral feedback and provides unfailing support

5 Inspires and motivates others to develop by providing feedback and identifying a new growth opportunities as well as supporting their efforts to change

Skill/Quality 

Change Leadership

1 Accepts status quo; does not see the need for change

2 Challenges status quo and identifies what needs to change

3 Defines positive direction for change and persuades others to support it

4 Promotes change and mobilizes individuals to change behavior

5 Builds coalition of supporters and coordinates change across multiple individuals: may create champions who will mobilize others to change

Skill/Quality 

Respect for Others 

1 Is sometimes self-absorbed or overly self-interested

2 Generally treats others with respect: usually shares praise and credit

3 Is humble and respectful to all

4 Is respectful to all and generous with praise: ensures other opinions are heard

5 Uses understanding of others and self to resolve conflicts and foster mutual respect

Skill/Quality 

Trustworthiness 

1 Shows occasional lapses in trustworthy behavior

2 Generally acts consistently with stated intentions

3 Acts consistently with stated intentions even in difficult circumstances

4 Is reliable and authentic even at some personal cost: acts as a role model for the values of the organization

5 Is reliable and authentic even at some personal costs: works to ensure all members of the organization operate with integrity

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

Below average 

Average 

Very good (well above average) 

Excellent (top 10%) 

Outstanding (top 5%) 

The best encountered in my career

Just for fun, compare Stanford’s super intense Leadership Behavior Grid with the HBS laissez faire LoR criteria, which only ask your recommenders to simply check a number without needing to parse and apply extensive, qualifying text

HBS recommender criteria  

Awareness of Others

Humility

Humor   

Imagination, Creativity, and Curiosity

Initiative

Integrity

Interpersonal Skills (with subordinates/colleagues)

Interpersonal Skills (with superiors)

Maturity

Self-awareness

Self-confidence

Teamwork

Skills: Analytical thinking

Skills: Listening

Skills: Quantitative Aptitude

Skills: Verbal Communication

Skills: Writing