Recommendation letters are usually assessed according to three guidelines. These guidelines will help you select the right recommender:
a. The content. For example, the level of enthusiasm and support conveyed by the recommender and the reasons for it.
b. The nature and length of your acquaintance. The longer and more intensive the acquaintance is, the better. The most effective recommenders are usually those that have supervised your work (unless the specific school guidelines instruct you otherwise).
c. The recommender’s background. Assume two potential recommenders for which criteria ‘a’ and ‘b’ are equally strong. Under this scenario, a recommendation from a CEO or a government minister, for example, would be considered more powerful than a recommendation from a junior manager.
When selecting your recommenders, find the right balance of these three criteria, while placing the greatest emphasis on the recommendation’s content. A standard and lukewarm recommendation will not get the job done, regardless of who gave it. If you prefer not to use your current supervisor, look for a close substitute. Consider a former supervisor, even from a different organization if need be. Be cautiously creative; it is okay to use a project manager or an indirect supervisor if they can speak clearly and specifically to your profile. Other considerations could be professionals from extracurricular activities or volunteerism you have been involved with, or a long-term client you have worked with closely.
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