Question 1
Comment on the candidate’s career progress to date and his/her career focus.
Tips: 
This is exactly why your recommender can’t just be a big title — they need to actually know you. AdComs want someone who’s seen you grow firsthand: how you’ve taken on more responsibility, stepped into leadership, or earned trust over time. The best recommenders can speak clearly to your career trajectory, how you show up at work, and why you’re heading for an MBA now. Bonus if they understand your goals — not just what you want to do, but what drives you. If your recommender can’t speak to that? Rethink the choice. A detailed, personal rec from a mid-level manager who gets you beats a generic VP letter any day.​

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Question 2
What do you consider to be the candidate’s major strengths? Comment on the factors that distinguish the candidate from other individuals at his/her level.
Tips: ​

Anyone can say someone’s “hardworking” or “dependable” but without real examples, it’s just noise. Your recommender needs to highlight traits that matter, and back them with proof. Focus on EQ over IQ. Leadership over checkbox wins. Don’t just say you met deadlines show how you led under pressure, rallied a team, or took initiative beyond your role. If you've been promoted fast, won awards, or stood out among peers, that’s gold include it. And make sure every trait ties back to your future career goals. If you're gunning for a leadership role in impact investing, show moments where you influenced, built consensus, or pushed a bold idea forward. No vague praise. No fluff. Just sharp traits, linked to sharp stories.
 

Question 3
What do you consider to be the candidate’s major areas for development/improvement?
Word Limit: 500 words
Tips: 
The best way to answer the weakness question? Keep it real but structured. Start with the actual weakness (don’t sugarcoat it), then share the feedback they got that made them aware of it. Show that they took it seriously no defensiveness, just maturity. Then walk through what they did to fix it: concrete actions, not vague intentions. End with the progress they’ve made and the impact it had. Every step should have an example. And remember: pick a weakness that’s fixable, not a red flag. Never choose something that questions judgment, ethics, or character. You want growth, not damage control.

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Question 4
Comment on the candidate’s potential for management. Do you see him/her as a future leader?
Tips: 
INSEAD doesn’t just talk about leadership it builds entire programs around it. That’s why this question matters. They’re not looking for generic praise. They want proof clear, objective signs that you lead with impact. So your recommender shouldn’t just say you’re “a strong leader.” They should show it, with 1–2 sharp examples. And because INSEAD lives and breathes global diversity, the strongest stories highlight cross-cultural teamwork, inclusive leadership, or tough decisions that balanced results with values. If you’ve led across borders, built bridges, or brought purpose into the room those are the stories that land. Give the AdCom something they can’t ignore: not just potential, but proof.

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Question 5
Describe the candidate as a person. Comment on his/her ability to establish and maintain relationships, sensitivity to others, self-confidence, attitude, etc. Specifically comment on the candidate’s behaviour or skills in a group setting/team environment.
Tips: 

This isn’t your typical rec letter question and that’s exactly the point. INSEAD isn’t just evaluating your resume; they’re trying to understand you, in a group. How do you show up when the stakes are high and the credit is shared? Your recommender should pick a clear team-based story  something that shows how you collaborate, communicate, and lead without steamrolling. Think: navigating tough group dynamics, mentoring teammates, driving a project forward, or managing conflict with emotional intelligence. The strongest stories show self-awareness, empathy, and the ability to move the team forward, especially across different backgrounds or opinions.

Remember: INSEAD’s MBA is deeply global and collaborative. The best stories prove that you know how to lead in a room full of smart people who don’t think like you and that you can bring the group together anyway. That’s what they’re really testing here.