Paul daly prospective assessment

Copyright © 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.
Korn/Ferry’s ProSpective Assessment is an online assessment tool created by Korn/Ferry International to assist LinkedIn users with their career
development. Leadership characteristics are based on research by Lominger International, a Korn/Ferry company.
ProSpective Assessment
Paul Daly's Assessment Results
These are your Top 5 Leadership Characteristics:
Acting with Honor and Character
You know what you stand for. Your actions are rooted in a stable set of values. You can be
counted on to act consistently and stay true to your word. Others trust you because your
beliefs and actions match. People see you walking your talk. They sense your authenticity and
your character.
Making Complex Decisions
When you mull over a problem, you can fill pages with plus and minus columns, mind map
sketches, lists of options, and various other notations. You gather enough data, but you don’t
get too bogged down in it. You find the essence of a problem. You take into account all of the
moving parts. When you look for patterns, you assess whether it’s something you’ve seen in
your past experience. But you don’t get caught up with surface similarities. Subtle differences
will lead you to take a new course of action—one that you haven’t tried in the past. Once you
land on a decision, you are aware of the risk but confident that your approach has the best
chance for success.
Relating Skills
Most people would say that you are a likable person. You relate well to all kinds of people. You
make other people feel at ease. You are genuinely interested in other people. And you
naturally build relationships by inquiring about people’s interests, priorities, and perspectives.
After spending time with you, people feel like they matter. Your positive, affirming nature
makes others feel important and valued. People are quick to offer the same respect and
consideration back to you.
Managing Diverse Relationships
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Managing Diverse Relationships: Top 5 Characteristics (Cont'd)
You seek out people with different points of view and different backgrounds. Even though you
acknowledge that it takes a little more time and more deliberate communication, you see the
value that a diversity of perspectives and experiences contributes. You are open and
collaborative. You share and communicate well. You seek to understand, accommodate, and
leverage differences.
Keeping on Point
You have discipline. Despite all of the tasks and challenges vying for your attention, you sort
through competing priorities and stay focused. You have your favorite tricks for doing
this—setting aside blocks of time, finding ways to minimize interruptions, making decisions
quickly. You know that it’s not enough to be busy. Your concentrated focus produces
meaningful accomplishments.
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Potential Blind Spots
Blind spots are characteristics that you overestimate. You are likely to see yourself as stronger in these skills than
others see you. A self assessment can give you insight on potential areas for self improvement, however, asking
others for their input by doing a network assessment will give you far greater insight on your blind spots. Here are
your potential blind spots and some ideas for next steps:
Getting Work Done Through Others
One of the most difficult transitions people face as they move up the ladder is transforming
their approach to managing others. Direct step-by-step instruction and discipline gives way to
relationship building, empowerment, advocacy, and coaching.
Empower – Taking a command-and-control approach to leadership has its advantages,
but it also involves a lot of extra stress and expended energy. Delegating work is one of the
best ways to develop and empower others. Add some coaching and support to the mix,
and you have a recipe for bringing out the best in people.
•
Eliminate barriers – Part of your job as a leader is to make sure your team has what it
needs (resources, time, support, information) to get their jobs done efficiently. Listen to
feedback from your team about where the system bogs down and use your influence and
advocacy to clear their path.
•
Spend your time wisely – It is tempting to continue to do the work that you love—the work
that got you promoted. But once you manage other people, your job responsibilities shift.
Spend less time on tasks you have mastered and more time on tasks that only you can do.
•
Getting Organized
Feeling overwhelmed by a large number of tasks can have the paradoxical effect of making it
harder to get any one thing done. Being a skilled juggler requires careful planning,
sequencing, and focused attention on the right things.
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Getting Organized: Blind Spots (Cont'd)
Strategize – Set a long-term goal and work backwards from there. Break the goal into
smaller pieces and schedule deadlines for each step along the way. This will keep you
focused when other pressures vie for your attention.
•
Find resources – Get more done with less by calling upon all available resources. You
might offer a piece of the project to someone as a development assignment or reallocate
budget dollars to pay for an additional set of hands. Search for creative ways to increase
your efficiency.
•
Manage your time – There are many resources available to help you become a better
time manager. These include online courses, software, and professional organizing
consultants. In the absence of these external learning tools, scheduling time for critical
projects and holding yourself to those daily commitments is an excellent first step.
•
Demonstrating Personal Flexibility
Clearly, our world is in constant flux. And as the pace of change accelerates on all of us,
organizations have become keenly aware of their need for people who can tuck and roll and
keep their balance in a context of continuous change.
Keep learning – Getting better and better at something you’re already good at does not
grow you as fast as pushing past your comfort zone and entering unfamiliar terrain. Seek
out classes, opportunities to cross-team, or even lateral moves that will allow you to
exercise new muscles and break up your routine.
•
Start again, and again – Resilience used to be a term used mostly in psychology and
sports, but it’s creeping into the business lexicon. It refers to one’s ability to bounce back
from setbacks, losses, or simple failure. Your grace in the face of such challenges and your
ability to get back on the horse will communicate your resilience.
•
Think solutions – Where there’s a problem, there’s always a solution (or at least a brave
attempt at one). Identifying problems is an important part of any job, but looking deep into
•
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Demonstrating Personal Flexibility: Blind Spots (Cont'd)
the heart of a problem and coming up with a recommended course of action is what
separates the truly nimble from the rest of us.
Making Tough People Calls
Being skilled at reading people will get you only so far in the ongoing and challenging task of
identifying, attracting, and retaining the best people for your team. Much more than instinct
and good intentions are needed to pull off one of the most difficult aspects of effective
management.
Focus on the Big Four – Resist the temptation to load up on data when evaluating
someone. Narrowing your focus around four key aspects—skills, training, attitude, and
work ethic—will help you make objective, fair, and reliable personnel decisions.
•
Diversify – Relying on referrals, instinct, or personality similarities limits your talent pool
and can result in a homogenous, static team. Reaching across generational or cultural
barriers to find the most skilled people will keep teams dynamic and balanced.
•
Systematize – Use job descriptions, skills assessments, and consistent hiring procedures.
Clearly communicate standards for promotion, bonus, and performance expectations.
Keeping poor performers around sends the wrong message and might cause your best
people to disengage. Keep the team lean and strong, and be consistent in your standards.
•
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Potential Hidden Strengths
Hidden strengths are characteristics that you underestimate. You are likely to see yourself as weaker in these
skills than others see you. A self assessment can give you insight on potential areas for self improvement,
however, asking others for their input by doing a network assessment will give you far greater insight on your
hidden strengths. Here are your potential hidden strengths:
Creating the New and Different
You are able to envision a future that no one else sees and invent things that haven’t been
imagined. You focus a lot of your time on gathering information and asking good questions.
Because you value all points of view and look broadly for information, you are able to make
connections across many fields and use analogies that help you think differently about a
problem. During brainstorming, you value the outlandish and the absurd—which can spark
new thinking. You don’t judge. You don’t hem people in. You believe that many people with
different ways of looking at the world will always outperform any one individual’s ideas. You
are not afraid of failure. Fail early, fail often is almost a mantra for you. You expect a result that
will wow clients and strive to make it a reality.
Managing Up
You relate well with higher management. You manage your career well. You know what you
want in your career. You are proactive in positioning yourself—your career aspirations and
interests—to leaders who will influence your career trajectory. You do not hesitate to take
advantage of opportunities that showcase your skills to higher management. This requires
confidence, but gaining the support of your boss and senior leaders makes the risk worth it to
you.
Focusing on the Bottom Line
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Focusing on the Bottom Line: Hidden Strengths (Cont'd)
You are achievement oriented. You are eager to take action and see results. Even when you
encounter obstacles, your energy and perseverance keep you going. You are motivated and
optimistic. At your best, you ensure that your actions are focused rather than letting
momentum take over. You attribute much of your strong performance to your sense of
urgency, drive, and resilience.
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Problem Areas
Problem areas can be hard to talk about. However, we want to arm you with as much information as possible
about the roots of success as well as known causes of derailment. Through studying the career trajectories of
thousands of individual contributors, managers, and executives, we’ve identified the five most common barriers
to career success. If you suspect one or more of these areas is a problem for you, the section below will provide
initial steps toward improvement.
This assessment did not generate any problem areas for you.
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Korn/Ferry Insights
Here’s how you compare to others:
Acting with Honor and Character
Acting with Honor and Character is ranked highest in importance compared to all other
leadership skills. It is the foundation upon which all other leadership skills are built. Most
people are highly skilled in Acting with Honor and Character. It is moderately difficult to
develop. Being trustworthy, consistent, and ethical are viewed by most employers as price-of-
admission leadership qualities.
Making Complex Decisions
Making Complex Decisions is highly correlated with strong performance across all leadership
levels and is associated with further promotion at the manager level. It is moderately difficult to
develop. The skill level for most people in Making Complex Decisions is high. Having the skill
to solve tough problems and deftly handle new situations will be mission critical at all stages of
your career.
Relating Skills
Relating Skills are particularly important at the individual contributor level. Most people’s skill in
this area is high, and it is moderately difficult to develop. Leaders who are skilled in this area
are also likely to be skilled in Managing Diverse Relationships and Being Open and Receptive.
While the presence of these interpersonal skills may not be enough to get you promoted, the
absence of these skills can stymie your progression up the leadership ladder.
Managing Diverse Relationships
Managing Diverse Relationships is significantly related to getting promoted at the manager
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Managing Diverse Relationships: Korn/Ferry Insights (Cont'd)
and executive levels. The skill level for most people is high, and it is moderately difficult to
develop. Relating well and collaborating with people who have different points of view and
different backgrounds and experiences can enhance and sharpen your contribution at work.
Keeping on Point
Keeping on Point is very important across all leadership levels, particularly at the manager
level where it is highly correlated with strong performance. However, the skill level for most
people in Keeping on Point is moderate when compared to other leadership skills. Fortunately,
it is easier to develop than most leadership skills. The ability to set priorities and stay focused
is not common—it will differentiate you from your peers.
Creating the New and Different
Creating the New and Different is correlated with strong performance at the manager and
executive levels. Most people’s skill level in Creating the New and Different is low, and it is
harder to develop than most leadership skills. For these reasons, it is a good idea to focus on
developing this skill as early as possible in your career. Your ability to generate breakthroughs
will be noticed, appreciated, and sought after because it is the source of competitive
advantage that companies seek.
Managing Up
Managing Up is a strong skill for most people across all leadership levels. However, it may not
be surprising that the skill improves as leaders move up to the manager and executive levels.
Many people are not aware of their ability to manage up—it is one of the most common hidden
strengths for individual contributors, managers, and executives. Your ability to garner support
from senior leaders gives you the opportunity to position your ideas and influence your career
trajectory.
Focusing on the Bottom Line
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Focusing on the Bottom Line: Korn/Ferry Insights (Cont'd)
Focusing on the Bottom Line is critically important. It is highly correlated with performance at
the individual contributor and manager levels. The ability to get results is also related to getting
promoted at the individual contributor and manager levels. The skill level for most people is
very high, and it is one of the easiest leadership skills to develop. Focusing on the Bottom Line
is a non-negotiable for anyone who wants to succeed at work.
Getting Work Done Through Others
Getting Work Done Through Others is important, particularly at the manager and executive
levels. However, it is an extremely rare skill. For most leaders, this is their lowest-ranked
leadership skill, and it is one of the most common blind spots at the executive level. Getting
Work Done Through Others is easier to develop, in part, because organizations provide
courses, coaching, and other resources to help leaders improve. It is difficult to give up doing
the work yourself, but your ability to direct, coach, delegate, and develop can mean the
difference between lackluster and stellar results.
Getting Organized
Getting Organized is important at all leadership levels, particularly at the individual contributor
and manager levels where it is highly correlated with strong performance. Most people are
moderately skilled at Getting Organized, and the good news is, it is easier to develop than
most leadership skills. Planning, marshalling resources, and multi-tasking are key, especially
for leaders who are charged with efficient execution.
Demonstrating Personal Flexibility
Demonstrating Personal Flexibility is a very low skill for most people. It is also harder for
people to develop because it involves the willingness to respond to feedback and to change.
Change can be hard for people, and personal change can be even more challenging. People
often overestimate their ability in this area; it is a common blind spot across all levels of
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Demonstrating Personal Flexibility: Korn/Ferry Insights (Cont'd)
leadership. Enhancing your ability to adjust, adapt, and flex in response to feedback or
changing conditions will make you a resilient and nimble leader.
Making Tough People Calls
Making Tough People Calls is important at the manager and executive levels, but few people
have this skill, regardless of leadership level. This is one of the most common blind spots
across all levels of leadership. Making Tough People Calls requires keen observational skills,
the ability to assess accurately, and the courage to make the decision to hire, fire, or promote.
For these reasons, Making Tough People Calls is moderately difficult to develop.
Page 12 of 12

Paul daly prospective assessment

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