Stanford MBA recommendation letters (questions, tips, examples)

Your reference letters are one of the most important parts of your application to Stanford Graduate School of Business. This guide explains how to put everything in place to make sure you get the high quality MBA recommendations that you’ll need.

Below, we lay out the exact letters process, and we explain how to ace it. We also provide two example letters to show the level you should be aiming for, plus a handy summary you can send to your recommenders.

And here’s our first tip: think very carefully before putting your current supervisor as a recommender!

This is an outline of what we’ll cover:

Let’s go!

1. Stanford MBA recommendation letters process (2022)

To get into Stanford GSB, you need to stand out. It’s very hard to achieve this with your GMAT score, and you’ve got limited space on your resume. So, along with your essays, recommendation letters are your best opportunity to set yourself apart from the crowd.

Let’s start off by taking a look at exactly how recommendation letters work at Stanford. If you already know this part, you can skip straight to the sections with the recommender questions, our tips, or our example letters.

1.1 Overview

You’ll need to get two people to recommend you for your MBA at Stanford:

Person 1: Your current direct supervisor at work (or the next best alternative if you’re self-employed, don’t want to tell your supervisor, etc)

Person 2: Someone else who has supervised you (see section 3 for help on choosing this person)

Once you submit their details, you’ll be asked whether you want to notify them straight away. Click “yes,” and they’ll receive an email explaining that you’ve nominated them. You can add a message for them too, if you like.

They’ll click on the link and will be taken to a form where they’ll need to answer various questions, rate you on 10 different skills, and attach their letter of recommendation (specific details below in section 2).

1.2 Waiving your “right to view”

When you add a recommender to your Stanford MBA application, you’ll be asked whether or not you waive your right to view the recommendation letter. If you decide not to waive your right to view the letter, you will be able to see it after the application process is finished, and only if your application was successful.

While Stanford says that “your decision to waive or retain that right will have no bearing on your admission decision,” we highly recommend you should select “Yes” to waive your right.

Why? Many people say that not doing so will send a red flag to the admissions committee, as it suggests you somehow want to game the system. This is debatable, and we think Stanford GSB should be believed when they say it has no bearing on your admission decision.

However, we do believe that not waiving sends the wrong signal to your recommender. If you don’t waive, your recommender sees the following phrase in the email they receive from Stanford:

Please note that NAME has not waived his/her right to review this letter of Letter of Reference.”

They could easily perceive this as a lack of trust from your part. It certainly isn’t the sort of signal you want to be sending to them just as they’re about to do such a big favor for you.

There is really no upside to not waiving. You’d only get to see the letter after the application process is finished, by which time it wouldn’t be useful to you.

1.3 What is and isn’t allowed

Stanford GSB lays out some strict guidelines around recommendation letters, and you should be sure to keep within them.

You’re permitted to:

  • Discuss the recommendation letter with your recommender before they write it
  • Give your recommender general guidelines and tips on how to write a powerful letter

You won't be writing the recommendation letters, but you should still do everything you can to make sure they're both high quality. Making sure your recommenders understand what’s needed of them is perfectly above board, and we’ll go into more detail on this in section 3.

However, sometimes candidates can take their involvement in the process too far. Let’s take a look at what Stanford does not allow.

You’re not permitted to:

  • Tell your recommender what to write
  • Edit the recommendation letter in any way
  • Give feedback on the letter before submission
  • Share a recommendation letter with third parties (e.g. consultants) before it is submitted
  • Translate the letter (if necessary, a neutral third party must do this)

Many consultants offer to review your recommender’s letter and give rounds of feedback. At Stanford GSB, this is prohibited, as it clearly states on the website:

“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.”

We advise you to avoid consultants and coaches who offer these unethical practices. Not only is it unfair for the rest of the candidates who stick to the rules, but it’s unnecessary: follow our advice in section 3 and you should be confident of getting the high quality recommendations you deserve.

Gray area:

  • Seeing the letter before it has been submitted.

Stanford's admissions committee would prefer that you didn’t see a letter before submission. After all, if the recommender knows that you won’t see what they write, they will feel more comfortable being completely honest about you.

Some recommenders may want to share their answers with you for confirmation that they’ve done a good job. However, if you make sure they are properly prepared and aware of what is needed from them, that shouldn't be necessary.

Now we’ve given you an overview of the letters process, let’s take a look at exactly what questions your recommenders will have to answer about you.

2. Stanford MBA recommendation letter questions

Stanford GSB uses the common recommendation letter process. This is a single, common set of questions used by all participating business schools. This is good news for you, because it saves your recommenders having to write out different answers for each school you’re applying to (provided the school uses the common LOR).

You can see more information about which business schools use the common LOR, as well as download the common LOR questions in various languages (useful if your recommenders are non-native English speakers), on the GMAC website.

Let’s take a look at exactly what your recommenders will see when they log in to submit their Stanford GSB letter of reference.

2.1 Details and context questions   

After giving their contact information, your recommenders will need to fill in some details about how long they’ve known you and the nature of their relationship with you.

Stanford letter of reference questions

2.2 Leadership Assessment

Your recommenders will then be asked to rate you on 10 different leadership behaviors:

"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."

10 Leadership behaviors for Stanford GSB

  • Initiative
  • Results Orientation
  • Communication, Professional Impression & Poise
  • Influence and Collaboration
  • Respect for others
  • Team Leadership
  • Developing others
  • Trustworthiness / Integrity
  • Adaptability / Resilience
  • Self-awareness
  • Problem-solving
  • Strategic Orientation

Your recommender will rate you from 1 to 5 on each behavior. Download the descriptions for each leadership behavior rating.

We recommend that you think carefully about these leadership behaviors when choosing your recommender. You’ll want somebody who will give you strong, accurate ratings. We’ll look at this in more detail in section 3.

2.3 Summary

After rating you on the ten leadership behaviors, your recommenders will be asked to provide two overall ratings.

We highly recommend gauging your recommenders' answers to these questions in your initial chat with them. Clearly, you do not want to nominate a recommender who will give you an “Average” or even “Below average” rating.

2.4 Letters

Finally, your recommender will be asked to upload a document with the references they’ve written for you, which answer the three questions that Stanford poses.

Stanford GSB recommendation 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?

Now you’ve seen exactly how the recommendations work, let’s take a look at how you can make sure you get two strong ones.

3. How to get great recommendation letters for MBA

There are two stages you have to do properly if you’re going to get the great letters of recommendation you need to get into Stanford GSB.

First you have to choose wisely. As we laid out in section 1, you’re required to list two people as recommenders, and they should both have supervised you in some capacity, preferably at work.

Secondly, you have to provide these recommenders with the necessary (and fair) guidance to make sure they write a detailed recommendation that gives an authentic sense of who you are.

Let’s take a look at both stages.

3.1 Choose your recommenders wisely

Before reading our tips, take a look at this short video produced by Stanford GSB. It covers a lot of what we mention below, and has some great insights straight from someone who’ll likely be reviewing your application, Kirsten Moss (Assistant Dean and Director of MBA Admissions and Financial Aid at Stanford GSB).

Right, let’s get into our tips.

#1 Start early

You should start thinking about this choice very early on in the application cycle, for two reasons.

Firstly, it gives you time to approach someone else if one of your choices can’t or doesn’t want to do it.

Secondly, it gives your recommender plenty of opportunity to organize their time. This makes it more likely that they’ll do a good job for you. Remember, writing (and submitting) recommendation letters can take a long time, especially for people who will be writing more than one.

Don’t procrastinate on this step!

#2 Don’t feel obligated to choose your current supervisor

Stanford recommends that Person 1 should be your direct supervisor. However, you are given the option to use someone else under various circumstances, including if you “Have not notified your direct supervisor that you are applying to business school.”

Before naming your direct supervisor as Person 1, we recommend considering how strong your relationship is with them, and what perception they hold of you.

Take a look at the questions in section 2. Do you think they’d recommend you to Stanford without reservations? Would they rate you as at least above average compared to your peer group? Have you worked with them closely enough so that they can paint an impressive and authentic picture of you, with examples, in their letters?

If the answer is yes, that’s perfect!

If you don’t know, perhaps you could ask for an informal “performance review” from them, in order to gauge their opinion of you.

If you conclude that the answer to these questions is “no”, don’t be afraid to choose someone else. Stanford suggests various alternatives: “a previous supervisor, an indirect manager, a client, a member of your board of directors, or any other individual who supervises your work.”

Remember, a great recommendation from another supervisor will do you more favors than a mediocre one from your current supervisor.

#3 Choose someone who knows you well

Don’t be tempted into putting an impressive-sounding person (e.g your CEO) or someone who went to Stanford as your reference, unless they have genuinely supervised you. They’ll need to know you well enough to create a letter with “detailed descriptions, candid anecdotes and specific evidence.”

If they haven’t worked closely with you, their letter will be generic, lacking in detail, and won’t help your cause.

We recommend looking closely at the leadership behavior ratings in section 2. Ask yourself if your recommender will be able to answer accurately on each behavior. If the answer is yes, they should have plenty of positive examples they can write about in the letter section.

This quote from Kirsten Moss (Assistant Dean and Director of MBA Admissions and Financial Aid) is a great summary of how you should make your choice:

Find someone who knows what you have done, who’s really been in the trenches and can describe not just what happened but how you did it, and how the way you did it might have been different from how others would have done it. So don’t worry about the title of the person, don’t try and get the highest title.”

#4 You CAN choose outside work for person 2

Stanford GSB have adapted their advice over the years. For your second reference, they now say that "the strongest recommendations typically come from your workplace."

However, don't think that this means you'll be penalized for going elsewhere for your second reference. If you don't have a strong second option from your current or past workplace, extra curricular activities are fine, as long as it is someone who has supervised you.

Read this interesting interview with a Stanford GSB admissions officer, who says that one of the best recommendations they read was from a candidate's soccer team-mate. That would no longer be applicable, as it now must be a supervisor, but the point is that recommendations from outside work can still be powerful.

#4 Ask them properly

Before putting someone’s name down, you’ll want to have discussed it with them first and made sure they’re happy to do it. We recommend a phone call, or if you work with them, buy them a coffee or find a quiet corner for a 15-minute chat.

We don’t recommend using email for such a request, because it’s too impersonal, and written messages aren’t ideal for the honest conversation that you’ll need to have.

In your chat with them, explain that the commitment entails:

  • Being happy to recommend you (ideally “strongly”) to Stanford
  • Setting aside at least 3 hours of their time to write the recommendations 
  • Writing a detailed, honest, and positive appraisal of you
  • Submitting their recommendation a few days before the deadline (preferably earlier)

Show them the questions from section 2 so they can judge how long it will take and what sort of things they’ll need to answer about you.

Make it clear that you don’t expect an answer straight away. Tell them that they should sleep on it, and you’ll check back in with them soon to confirm whether they want to do it.

This gives them more opportunity to say no if they’re not keen. This is important because if someone is reluctant to recommend you but does so because they feel obligated, they’re unlikely to do a great job.

3.2 Guide your recommenders

Once you’ve chosen your two recommenders and they’ve agreed to do it, you need to make sure you provide them with the necessary guidance:

  • If possible, you’ll want to sit down for another chat with them. They’re doing you a favor, so arrange a time and place as convenient as possible for them.
  • Bring a list of positive things that they’ve seen you do, and go through the list with them. Be clear that you’re not trying to tell them what to write, but that you want to jog their memory on experiences that might be worth including.
  • On an emotional level, you should make them feel like they’re a part of your journey. Tell them why you’re applying for the MBA and what you’re hoping it will help you achieve. Share your excitement with them. This way they’ll be more invested in doing the best they possibly can for you.

Once you’ve made sure they’ll have plenty of positive things to say about you, you need to check they understand the type of recommendation they need to write. Make sure they understand these instructions from Stanford:

“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.”

Let’s expand a bit on this advice by outlining three key pieces of advice that your recommender should follow.

#1 They need to go into detail

It isn’t possible to communicate the level of detail they’re looking for in just a couple of paragraphs. Stanford suggests that your recommender uses up to 500 words on each of the two questions they ask: we recommend they should take 350 words as a minimum for each.

#2 They should be willing to include criticism

Some recommenders might think they’re doing you a favor by giving you full marks in all ten leadership behaviors. They’re not. Kirston Moss says that this either conveys a lack of accuracy, or that you’re such an incredible candidate that an MBA wouldn’t do much for you anyway.

Let your recommender know that they should be honest in these ratings, and in the answers they write. Nobody is perfect, and they don’t have to try to pretend that you are. A letter that mentions one or two of your flaws and what you’ve done to address them will be more authentic than one that only gives praise.

This is particularly important in the second “feedback” question, which asks your recommender to describe constructive feedback they gave you and how you responded. Stanford includes this because they want to see evidence that you can take on real criticism and address real weaknesses.

#3 They should show enthusiasm

Kirsten Moss says that the best recommendations that she reads “are written from both a head space and a heart space.”

The recommender’s genuine appreciation of you should shine through, not through generic “they’re fantastic” platitudes, but by including heartfelt anecdotes and examples. Make sure your recommender understands this, and encourage them to include specific details to make their stories as real as possible.

3.2.1 Recommender handout

You may well want to share this article with your recommender and encourage them to read it through.

However, we appreciate they may be pressed for time. That’s why we’ve created a 1 page pdf for you to share with your recommenders. It lists the key things they should keep in mind when writing their answers.

Just put your email in the form below and we’ll send it to you immediately.

Now we’ve covered best practices around recommendation letters, let’s take a look at a couple of examples.

4. Two example Stanford MBA recommendation letters

Below, we’ve laid out two examples of really strong recommendation letters that would impress the Stanford GSB admissions committee. 

We’ve provided these examples in order to illustrate some of the tips we went through in section 3. This is what “detailed descriptions, candid anecdotes and specific evidence” looks like in black and white.

Feel free to share these examples with your recommenders to give them a point of reference. However, bear in mind that they are not templates that must be followed. After all, there are many ways to write a strong recommendation letter.

Also, don’t worry if your recommenders’ writing ability isn’t as high as displayed in these examples. The quality of the content (details, examples, etc) is much more important than their style of writing.

4.1  Letter 1 (from current direct supervisor)

Question 1

      Note how the answer gives detailed examples to illustrate the candidate’s strongest character traits. It even mentions some of the candidate’s mistakes, but does so in a way that gives extra authenticity to the praise that follows.

      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

      As soon as he joined my team at FINANCE FIRM, James stood out. However, initially it was for the wrong reasons! In his first two weeks he managed to both flood a small office we were renting temporarily, as well as send a highly confidential contract to the wrong party. 

      It must have been a difficult start for him, and I must admit I didn’t extend him much patience. However, his reaction to these mistakes actually showed a lot of what is so great about his character.

      It would have been impossible to know who was responsible for the flooding, but James came immediately forward to take responsibility, and even showed up at the office on a Sunday with an industrial dehumidifier he had somehow sourced.

      The mistake with the contract came just a week afterwards, but he reacted in the best possible way - he came immediately to explain what had happened and outlined three different courses of action that we could take, in order of preference.

      I’m pleased to say that after that there were no more slip ups. James quickly started contributing a lot of value to the team, with his very analytical mind making him extremely good at the complex financial modelling we do here: his gross margin calculating models improved our forecasting in our Asia-Pacific markets by 17%.

      In our work there are plenty of stressful and difficult calls to be made. Unlike many of his peers, James has never been afraid to step up in difficult moments, always willing to take a clear position in strategic discussions rather than waiting to see how the land lies and following whatever stance his more senior colleagues take (a much more common tactic unfortunately!).

      This bravery and authenticity quickly won James the respect of both his peers and senior management, and after just 12 months I made him manager of a small subdivision I was creating that was to focus on restructuring assets. His natural leadership ability meant that despite having never managed before, he thrived, and quickly grew the team in both numbers (from 3 reports to 6 in 9 months) and scope.

      Although I’ve never heard him use the term (he’s very plain-speaking and not the type to indulge in management jargon), James’s leadership style is what they call “servant leadership.” It’s a contrast to the norm in our very hierarchical, rather traditional firm, but his team’s results have been superb, and it’s clear that people love working for him. I’ve even adapted my own management style somewhat having seen how James interacts with his reports, and I have encouraged others to do the same. (448 words)

          Question 2

          Notice how this answer describes a genuine, relevant weakness the candidate was displaying (rather than a cop-out “too much of a perfectionist” type answer) and gives a detailed account of how the candidate took the feedback to heart and developed in this area. This conveys growth very effectively.

          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

          As I mentioned above, James had never managed a team before when I moved him into a management position. After a month, the team was meeting their targets but only just, and I felt that, with the talent he clearly had, James could do better.

          We sat down together, and I asked James to assess his performance over the past month. He outlined his individual results, which had been impressive as always, and then explained what he had been doing to help his team in their daily work.

          I felt this displayed the wrong mindset. He was acting as though his first responsibility was to meet his own targets, when in fact it was the other way around. I was judging him on his team’s performance as a whole. I told him I would rather see his own individual results go down, if that meant the team’s results improved overall. 

          I said that he needed to change his mindset, from an execution mindset to a leverage mindset. I  explained that as a manager, time he spent empowering his team would be multiplied by three (for each team member) in terms of value. This kind of leverage was worth much more to the firm than time he spent executing his own projects, even if it was more difficult to measure.

          James is used to leading the way in terms of performance charts, etc, and, even after our chat, I think it was initially difficult for him to accept that he was going to have to stop doing measurable work for things that were less directly visible. 

          However, a month later there was already a clear improvement in his team’s performance as a whole. James had reorganized his workload to focus more on leverage, and he told me that my feedback had helped him to see his role in a completely new light. He said that he now judged himself first and foremost on the results of his team.

          Furthermore, James said he realized that his (very sharp) finance mind was no longer enough to excel in his position, and that since our chat he’d been reading up on management theories and best practices.

          James’s team’s performance has been excellent from that point on, and I can see that he takes real pride in seeing his reports develop under his guidance. He told me that he has enjoyed the experience of managing his team so much that it’s one of the things that inspired him to apply for the MBA, something I wholeheartedly support. (416 words)

              Question 3

              This one is probably a touch on the long side for this optional answer. But it shows how the recommender can use this question to outline a strong and relevant character trait that they haven’t yet touched on (and one that is very relevant to Stanford’s collaborative environment). 

              Again, it is full of extremely specific examples that give us real insights into the candidate’s character.

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

              I think James has quite a rare skill in that he is able to spot value or find interest in places where other people don’t notice.

              This has happened several times at work, where in the very first meeting James will be able to spot an opportunity for a client that they hadn’t previously considered. As you can imagine, this is an extremely valuable skill in the finance world.

              I’m sure his resume will contain some examples that point to this. But I wanted to describe an example of how he displays this skill outside the office too, because I think it says a lot about the sort of person he is.

              At a recent office drinks event, most of James’s peers were busy networking or letting loose with friends. By contrast, I noticed him deep in conversation with one of our junior analysts, a rather shy chap who normally faded into the background at these events.

              Gradually, James involved more people in the conversation, and soon I noticed that a whole group of people was hanging on every word this junior analyst was saying. It turned out that the junior analyst had worked in Iran for a couple of years and had some absolutely fascinating stories about dealing with the government there.

              The junior analyst was clearly a thoughtful person with some very interesting perspectives to share - however, because of his lack of social confidence, nobody had taken the time to realize this - except James, that is.

              I include this story because this has happened on multiple occasions, in and outside the office environment. For me it’s something that sets James apart from his peers and is what gives him the potential to be a really special leader. (289 words)

              4.2  Letter 2 (from current direct supervisor)

                  Question 1

                  Again, this letter focuses on the candidate’s character and soft skills, rather than hard skills which can easily be covered in their resume.

                  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

                  Virginia has excelled at our CONSULTANCY FIRM X, consistently impressing with her results and building excellent relationships with our clients.

                  For me, Virginia’s most impressive quality is her strong inner confidence and her willingness to challenge the status quo.

                  I have a vivid memory of this from when we were dealing with a new client in the construction industry. Virginia had only been in the role a few months, but I was encouraging her to take a leading role in these meetings, as she was clearly capable. The client’s team was all male, and there was a definite undertone of sexism in their attitude to Virginia throughout the meeting, perhaps exacerbated by her relatively young age.

                  I was concerned about embarrassing Virginia and so was planning to have a word with them in private afterwards, but Virginia called them out on it there and then, speaking with a smile but leaving them in no doubt that their attitude had been unacceptable. She then carried on with her presentation without missing a beat.

                  The bravery, confidence, and diplomacy with which she had handled the situation, in a room containing various senior executives, astounded me. I soon learned that this is core to Virginia’s character - she holds high standards of behavior, and if she sees something that’s wrong she’ll say so, irrespective of hierarchy and status.

                  In her day-to-day work, Virginia has also been a high performer. Her work leading a pricing diagnostic for a global capital equipment client particularly impressed me. It was a complex project, requiring her to deal with many stakeholders: the regional CFO, the regional head of Commercial Operations, and the regional marketing and sales teams, as well as the global product managers.

                  Virginia quickly developed an effective relationship with each of them, while also utilizing her mathematics background in making complex calculations to understand where the client was experiencing the most price erosion and identifying the key drivers behind those trends.

                  Virginia has always been keen to take on difficult tasks and increased responsibility, and it is this attitude which has enabled her to move up from analyst to associate and now engagement manager in just three years. Her sincerity and self-belief make her an excellent leader, and I have seen many examples where working with her has led people to raise their own standards.

                  I would love to have her back here after her MBA, but from our conversations I suspect that she has greater ambitions - as well she should.

                  (412 words)

                  Question 2

                  Again, notice how the recommender paints a picture of growth and self-development.

                  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

                  I’m happy to say that the great majority of the feedback I’ve given Virginia has been very positive. Amidst the praise, I have given her small suggestions, which she has always taken on board and put into practice effectively.

                  I did, however, give Virginia some criticism just after she became engagement manager. There had been a particularly important client meeting that Virginia and her team had been preparing for all week. As usual, there was too much to do and too little time. The result was that there were some aspects of the meeting that I felt were slightly underprepared.

                  I felt that Virginia needed to learn how to prioritize better. I told her that I understood the time constraints, but that there were certain aspects of her preparation that needed to be spot on, even if it meant leaving other parts undone.

                  As we talked, it emerged that, as I had suspected, Virginia’s talent had enabled her to get away with a lack of prioritization up until now. She had always managed just about to do enough on each aspect of a project, her strong on-the-spot skills often making up for shallow prep in certain areas. However, now that she had greater responsibilities and was coordinating more complex tasks, this wasn’t going to be enough.

                  To her credit, she took my advice onboard wholeheartedly. She warned me that she was not prepared to make her team work consistently late nights, particularly as one of them had young children. She therefore agreed that prioritizing was key and agreed to put methods into place from then on.

                  Virginia is someone who delivers on promises, and she immediately put into place a prioritization framework for her team to follow. She was also careful about managing clients’ expectations with what her team could deliver in often very short timeframes. 

                  From that point on, Virginia was always extremely well-prepared when I was with her in client meetings. Her already strong performance levels reached new heights, and I noticed that her recommendations to clients were clearer than they’d been before.

                  When we had a 1-to-1 a month later, she explained to me that she had tried to integrate prioritization into every aspect of her work, not just as a time-organizing device but also on a strategic level. She said that this had led her to think deeper about her communication with clients and how she could prioritize her messages to them in presentations and discussions.

                  Virginia finished the year as one of our very top performing engagement managers. I was impressed that she’d not only taken on my feedback but taken it into new areas, and I think this example shows Virginia’s hunger to improve and her willingness to embrace feedback and constructive criticism.  (455 words)

                  Question 3

                  This recommender has used this question as a chance to give a small summary:

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

                  Virginia has been a superb report to me, and she displays superb soft skills as well as a sharp analytical mind and a math background. She is a very honest person and, as I mentioned above, not afraid to challenge things that are sub-optimal or go against her principles. I think she is a great candidate for Stanford’s MBA program.

                  Ace your Stanford MBA application

                  This guide should have given you all the information you need to get the best possible recommendation letters. But of course, recommendations are just one part of your Stanford MBA application. Check out our other guides to make sure you’re acing every step:

                  Good luck!