Pasquale genova jr., mba pro spective 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
PASQUALE GENOVA JR., MBA's Assessment Result
These are your Top 5 Leadership Characteristics:
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 support of your boss and senior leaders makes the risk worth it to you.
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.
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.
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
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Relating Skills: Top 5 Characteristics (Cont'd)
makes others feel important and valued. People are quick to offer the same respect and
consideration back to you.
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.
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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:
Inspiring Others
If the act of inspiring others doesn’t seem to come naturally to you, you’re in very good
company. This is one of the toughest skills for leaders to acquire, and most spend their lives
trying to improve on their ability to keep people motivated and engaged through good times
and bad.
Offer a clear vision – If you can’t describe your vision in five sentences or less, then it still
needs honing. A clear, cohesive vision should be immediately understandable to others
and should be repeated and reinforced continuously. And no vision resonates more deeply
with people than one they helped to create.
•
Empower others – Empowerment is not simple delegation, but rather a process of inviting
others into the most interesting, challenging aspects of the job—tough decision making,
compromise, debate, and continuous improvement. Invite others to be co-owners of the
goal, the risk, the work, and the win.
•
Adjust – Not everyone will be motivated by the same thing. Get to know people and what
they care about. Find the angle that will appeal to their needs and interests.
•
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
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Making Tough People Calls: Blind Spots (Cont'd)
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:
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.
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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.
Too Narrow
It was probably your deep level of expertise that got you noticed in school and later at work.
People relied on your insights and technical prowess, your patience with complex ideas, and
your ability to get to the root of a problem or see a hidden solution. These skills won you so
much admiration and respect that they eventually got you promoted. Congratulations! Now for
the hard part: in this new role, you’re expected to do things that make little or no use of your
specialized skills—managing people and projects, collaborating with other departments,
hustling for resources, making strategic decisions, and solving operational problems. Now
what? Challenge yourself to break away from your comfort zone and focus on broadening your
skill set. Finding ways to continuously learn about things outside your field will give you fresh
insights and augment your contribution at work. Holding on too tightly to what you know can
make you seem narrow and rigid and will likely slow or stall your career progress.
Deploy yourself – One of the most marketable experiences you can put on your resume is
having worked in another country. What this communicates is your ability to function
effectively in an entirely novel context. If moving out of the country isn’t on your list of
things to do, reaching across departments or cross-teaming with experts from other
functional areas can also stretch and grow you in ways that will pay off across the board.
•
Trust your instincts – If analysis is your game, you may not be making the most of your•
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Too Narrow: Problem Areas (Cont'd)
instincts. One of the rewards for developing true expertise in a particular area is that you’ve
likely developed a sixth sense for when things feel right, wrong, or where an interesting
solution might be hiding just out of sight. Don’t be afraid to break from the data occasionally
and let your intuition be your guide.
Broaden your horizons – Being a good forecaster and strategic thinker requires keeping
an eye out for patterns and trends across multiple fronts—science, business, and the arts.
Challenge yourself to read journals from outside your area of expertise and watch for
interconnections across systems (culture, demographics, economics, etc.). This will lead to
unexpected insights in your own field and help you anticipate what’s coming around the
corner.
•
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Korn/Ferry Insights
Here’s how you compare to others:
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.
Your ability to garner support from senior leaders gives you the opportunity to position your
ideas and influence your career trajectory.
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.
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.
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
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Relating Skills: Korn/Ferry Insights (Cont'd)
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
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.
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. While the skill level for most people in Making Complex Decisions is high, individual
contributors and managers frequently underestimate their ability in this area. Having both the
skill and confidence to solve tough problems and deftly handle new situations will be mission
critical at all stages of your career.
Inspiring Others
Inspiring Others is very important at the manager and executive levels. It is highly correlated
with strong performance at the executive level. However, very few people are skilled in this
area. One of the reasons few people have this skill is that it’s difficult to learn. Rallying people
around a common vision and motivating them to embrace change and give their best will
differentiate you and your organization. It is a good idea to start developing your ability to
inspire others at the manager level because it can be a critical asset for you as you move up
the leadership ladder.
Making Tough People Calls
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Making Tough People Calls: Korn/Ferry Insights (Cont'd)
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.
Too Narrow
Too Narrow is a staller that can slow your career progress. Compared to other stallers, Too
Narrow is more likely to be a problem but tends to be least harmful to success. Many leaders,
particularly at the individual contributor and executive levels, underestimate this problem to
some degree. This area is a known derailer, especially at the executive level. Over-reliance on
a single skill set or area of expertise can brand you as someone who lacks perspective or is
stuck in the past.
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Pasquale genova jr., mba pro spective assessment

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