Nuno tasso de figueiredo network assessment

ProSpective Assessment

Nuno Tasso de Figueiredo's Network Results

These are your Top 5 Leadership Characteristics as determined by your Network:
Focusing on the Bottom Line
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.

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.

Managing Diverse Relationships
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.

Understanding the Business
You have earned a seat at the table. You have regular interaction with senior executives, and
they see you as a credible partner. You speak the language of business. With your high level
of acumen, you are able to analyze and speak intelligently about customers, competitors, and
business strategy. You have a clear point of view. The payoff is that many leaders seek you

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. linkedin.kornferry.com

Copyright © 2011 Lominger International, a Korn/Ferry company. All Rights Reserved. Page 1 of 9


Understanding the Business: Network Top 5 Characteristics (Cont'd)

out to ask your opinion about the potential impact of business decisions.

Getting Organized
You are steady and calm in situations that others find overwhelming. When you are faced with
ever-increasing demands, when you are under pressure to keep up the pace, you approach
your work with focused attention and careful planning. You manage your time well. You have
the ability to call upon the appropriate resources at a moment’s notice in order to advance the
project or deliverable. You are constantly monitoring, thinking ahead, and making timely
adjustments in order to avoid obstacles and keep things moving on track.





Blind Spots
Blind spots are characteristics that you overestimate. You are likely to see yourself as stronger in these skills than
others see you. Here are your potential blind spots and some ideas for next steps:

Creating the New and Different
Moving into more demanding roles often requires a shift in the way you approach work.
Efficiency, perfectionism, and focus can begin to work against you, particularly in roles that
require creative thinking in ambiguous situations, or that call for strategic and innovative
methods of bringing ideas to market.
• Slow down – Seeing patterns and trends in diverse data takes time. Brainstorming,
exploration, and collaboration will help bring a complex picture into focus.
• Integrate – Data from unusual sources can spark new ideas and perspectives. This might
include tapping people from outside your team or function, or identifying analogies that tie
your efforts to other models or new ways of understanding the problem.
• Take the long view – Sometimes a short-term loss hides a long-term gain. Stepping out of
the weeds, looking at the big picture, and taking calculated risks in the service of a long-
term vision are important components of innovation.

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,




Getting Work Done Through Others: Network Blind Spots (Cont'd)

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.

Balancing Work/Life
Does your boss care if you have a life outside the office? Probably not. But most bosses know
that a happy employee is an employee who spends time with friends, writes an occasional
limerick, and reads stories to his or her kids.
• Just say no – You are the only one on earth who can push back on work when its time to
eat a healthy lunch, exercise, attend your child’s recital, or have a relaxed dinner with your
partner. In the long run, forgoing these things will likely decrease, not increase, your overall
productivity.
• Reset your standards – If you’re striving for perfection at work and at home, you’re in for
a tough ride. Take a cue from the world’s most productive, successful people and give
yourself room to be pretty darn good most of the time. This means you’ll get almost
everything done by the end of the day and still have time for a quick round of Ping-Pong®.
• Team up – Try teaming up with coworkers to create a backup system. Everyone needs to
take a day off, sometimes unexpectedly. Serving as backup for one another can take the
pressure off when you really need a break.





Hidden Strengths
Hidden strengths are characteristics that you underestimate. You are likely to see yourself as weaker in these
skills than others see you. Here are your potential hidden strengths:

This assessment did not generate any hidden strengths for you.





Problem Areas
Potential 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.





Korn/Ferry Insights
Here’s how you compare to others:

Focusing on the Bottom Line
Focusing on the Bottom Line is critically important. It is highly correlated with performance and
promotion at the individual contributor and manager levels. Most people tend to be good at
this, partially because organizations clearly communicate their desire for people who get
results, and it’s easy to identify and measure this skill in others. Focusing on the Bottom Line
is a non-negotiable for anyone who wants to succeed at work.

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.

Managing Diverse Relationships
Managing Diverse Relationships is significantly related to getting promoted at the manager
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.

Understanding the Business
Understanding the Business is moderately important at all levels of leadership and is linked to
success early in your career. The skill level for most people in Understanding the Business is




Understanding the Business: Network Korn/Ferry Insights (Cont'd)

very high, so you will need to combine it with other skills to pull ahead of the pack. One of the
reasons most people have this skill is that it’s easier to learn, compared to other skills. Your
knowledge of how businesses operate and your expertise in your functional area are likely to
be considered price-of-admission qualities.

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 for those who need to improve, 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.

Creating the New and Different
Creating the New and Different is an incredibly important but also rare skill. It 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.
Creating the New and Different is one of the most common blind spots among individual
contributors and managers. Building, creating, and innovating in the face of ambiguity requires
a tremendous amount of trial and error. Your ability to learn from your experiences will help
you hone this skill.

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




Getting Work Done Through Others: Network Korn/Ferry Insights (Cont'd)

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.

Balancing Work/Life
Balancing Work/Life ranks among the lowest skills for leaders at all levels, and it is harder to
develop than most leadership skills. Ultimately, the way you balance between work and life is
a personal choice. The ability to consciously make trade-offs and get what you want out of
your career and personal life will help you balance career achievement with other things you
value.



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