Georgia Terry MBA Recommendation Questions 2024-2025

The University of Georgia Terry College of Business full-time MBA program application for the fall 2025 intake is now open, so you and your referees can find the Georgia Terry MBA recommendation questions here.

Georgia Terry requires two recommendations. The Admissions Committee prefers that one recommendation be from a direct supervisor, but this is not a requirement. It is advised to choose individuals who can speak directly and specifically to your professional performance and future potential, someone who knows you from a leadership role. Georgia Terry accepts the Common Letter of Recommendation (LOR).

2024-2025 Georgia Terry MBA Recommendation Questions

Section 1: Recommender Information

Context of Relationship:

• Current Employer
• Previous Employer
• University/Academic
• Extra Curricular/Community
• Other

Relationship to applicant:

• Direct Supervisor
• Other Supervisor
• Advisor/Mentor
• Colleague/Peer
• Direct Report
• Indirect Report
• Client/Customer
• Business Partner/Investor
• Vendor
• Professor/Instructor
• Other

How long have you known the applicant?

During which period of time have you had the most frequent contact with the applicant?

If you are affiliated with the Terry College of Business or University of Georgia, please select the option that most closely matches:

• Faculty
• UCLA Anderson Graduate
• UCLA Graduate
• Staff
• Not affiliated
• Other

Section 2: Competency Ratings

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

• Achievement
• Influence
• People
• Personal Qualities
• Cognitive Abilities

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

Achievement

1. Initiative: Acts ahead of need/anticipates problems

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

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

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

Influence

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

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

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

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

People

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

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

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

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

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

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