Kellogg MBA & MMM Recommendation

I Letter of Recommendation
II Notable Recommendation Questions
III Assessment Grid

You can download a PDF of the exact form your recommender will see below.

[download id=”2089″]

This recommendation form is for the Kellogg (1-year and 2-year) MBA & MMM programs during the 2016-17 application season. Generally speaking, recommendation forms do not change from year to year so it’s a safe bet to assume that the same recommendation form will be used during the 2017-18 application season. When the 2017-18 application goes live (summer 2017) the download file and this page will be updated.

Kellogg requires that MBA & MMM applicants submit two recommendations.

Ideally, one letter should come from a current supervisor or manager. The second should come from someone who can evaluate your professional performance and your managerial/leadership potential (e.g., former supervisor, previous employer, client). If you are unable to ask a current supervisor or manager for a letter of recommendation, you should include a brief explanation in the “Additional Information” section of the application.
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Before you ask someone for a recommendation it’s best to understand what types of questions the school will put to them. Asking the CEO of your company for a recommendation may be tempting, but will he/she be able to convincingly convey your strengths and weaknesses to the Kellogg Admissions Committee? The best recommenders are those that have observed you interacting with others on a regular basis.

After you input your recommender’s name and email inside the Kellogg application, he/she will receive an email directing him/her to Kellogg’s online recommendation form.

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I Kellogg MBA & MMM Letter of Recommendation

Upload a Word or PDF document.

  1. Please comment on the candidate’s openness to new experiences and demonstrated intellectual curiosity. (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 applicant. Please detail the circumstances and the applicant’s response. (250 words)

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

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II Notable Kellogg MBA & MMM Recommendation Questions

Aside from the typical questions Kellogg asks recommenders (Name, Address, Phone etc.) here are some notable short answer questions you should be aware of.

  • Context of Relationship (with applicant)
  • I am the applicant’s current supervisor (Y/N)
  • Highest Degree Earned
  • Degree Granting Institution
  • Are you a Kellogg Alumnus
  • Have known the candidate since:
  • Please comment briefly on the context of your interaction with the applicant and his/her role in your organization. (250 characters)
  • What has been the candidate’s most significant contribution to your organization? Provide measurable impact if applicable. (250 characters)
  • If needed, please explain any rankings above (in the assessment grid). (250 characters)
  • Are you willing to speak with an admissions officer about this candidate?
  • 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 to verify the authenticity of this letter of recommendation.
  • Do you recommend this candidate for Kellogg?
    • Recommend the candidate
    • Recommend the candidate with reservations
    • Do not recommend the candidate

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III Kellogg MBA & MMM Recommendation Assessment Grid

Listed below you will find a grid listing some competencies and character traits that contribute to successful leadership. Within each row, please check the one box corresponding to the behavior that the candidate most typically exhibits. Your candid, honest appraisal of the candidate will be helpful to the Admissions Committee.

Results Orientation

  • 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
  • No basis

Strategic Orientation

  • 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
  • No basis

Team Leadership

  • 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
  • No basis

Influence and Collaboration

  • 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
  • No basis


  • 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 response of others
  • Presents views clearly; solicits opinions and concerns; discusses them openly
  • No basis

Information Seeking

  • 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
  • No basis

Developing Others

  • 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
  • Gives 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
  • No basis

Change Leadership

  • 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
  • No basis

Respect for Others

  • 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
  • No basis


  • 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
  • No basis

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

  • The best I’ve encountered in my career
  • Outstanding (top 5%)
  • Excellent (top 10%)
  • Very good (well above average)
  • Average
  • Below average
  • No basis
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