Naga SridharProSpective 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
Naga Sridhar's Assessment Results
These are your Top 5 Leadership Characteristics:
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.
Dealing with Trouble
You are willing to stick your neck out. You have the courage to challenge the status quo and
bring up ideas that may make others uncomfortable. People count on you to stand up, speak
your mind respectfully, and not let others off the hook. It’s something they admire about you
because they know it’s not easy to do. With you, people know where they stand. You do not
hesitate to confront problem performers, deal with conflict, or deliver negative feedback. Your
approach is productive, not threatening. And you are able to keep your own personal feelings
in check. Challenge, conflict, and hardship do not deter you from leading. In fact, you are
energized by tough challenges.
Inspiring Others
You have a compelling vision, and you are able to paint a picture of the future that ignites
enthusiasm. You are able to translate your vision in a way that others begin to share the
vision. You help individuals see how they fit into the bigger picture, and this leads to better
engagement and stronger performance. You infuse others with a sense of optimism and
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Inspiring Others: Top 5 Characteristics (Cont'd)
possibility. You build effective teams and rally team members around a common purpose and
get everyone working toward a common set of goals.
Managing Work Processes
You understand and manage processes well. You know that the best processes are dynamic
and require constant evaluation and tweaking. You see how all the pieces fit together and how
one affects the other. You build in feedback loops and monitor key metrics. Optimizing for
efficiency is something you focus on—you are always looking for continuous improvement.
Caring About Others
People matter to you. You take a personal interest in their well-being. You care about others,
and you’re willing to help them when they are in trouble. You may be focused on getting
results, but you make time for people. You take time to check in and see how they are doing.
You are not afraid to show kindness and compassion. You recognize that you can be both a
strong, respected leader and a caring, compassionate person. It is not a paradox for you. You
balance caring and confidence as complementary leadership qualities.
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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 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.
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.
•
Relating Skills
Relating Skills means more than just getting along with others. It also speaks to your ability to
make the most of your interactions with people in any context. Building and maintaining strong
connections with others is the name of the game.
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Relating Skills: Blind Spots (Cont'd)
Everything is a network – Don’t make the mistake of thinking the conference is for
networking but the dog park isn’t. People who have large personal and professional
networks connect to people wherever they go. You don’t have to be in “sell” mode; rather,
set your dial to “curious” and find out about the people around you.
•
Invest – Just like plants need water and light, relationships need time and attention. But a
little bit goes a long way—put some effort into remembering others’ names, follow up with a
note after meeting someone for the first time, and reach out to those you haven’t seen in a
while.
•
Pleasantry – Keeping yourself well dressed and well groomed, giving your full attention to
someone when they’re speaking, using appropriate humor, sharing a kind word or
compliment, breaking the ice, spending time finding common ground with someone you
just met—these are all ways of communicating that you care. Be pleasant, warm, and
friendly—these are at the heart of all healthy connections.
•
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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:
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.
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.
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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:
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.
Dealing with Trouble
Dealing with Trouble is highly correlated with strong performance at the manager level.
Dealing with Trouble is a rare skill among individual contributors but is more common at the
manager and executive levels. It takes courage to handle conflict, deliver tough feedback, and
stick your neck out for an unpopular idea. These are the things that make Dealing with Trouble
harder to develop. It is a good idea to begin to develop this skill as early as possible in your
career so that by the time you lead and manage others, you are prepared to handle tough,
controversial situations.
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. Begin honing 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.
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Korn/Ferry Insights (Cont'd)
Managing Work Processes
Managing Work Processes is highly correlated with strong performance at the manager level.
Managers are often responsible for seeing the big picture and understanding how the pieces
interrelate. Most people are low in this skill, and it is moderately difficult to develop. The ability
to see a process as a dynamic system and to understand how tweaks create ripple effects is a
vital contribution to a business and will differentiate you from other leaders.
Caring About Others
Most people are moderately skilled in Caring About Others, and it is moderately difficult to
develop. Leaders who are skilled in Caring About Others also tend to be skilled in Managing
Diverse Relationships and Being Open and Receptive. Taking an interest in others and
showing kindness and concern demonstrate how much you value others and can impact your
ability to lead and influence others.
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.
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.
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Korn/Ferry Insights (Cont'd)
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.
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.
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Naga SridharProSpective Assessment

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