This document summarizes the results of an online leadership assessment taken by Scott Drzonsc through Korn/Ferry's ProSpective Assessment tool. It identifies Scott's top 5 leadership characteristics as Being Organizationally Savvy, Communicating Effectively, Inspiring Others, Acting with Honor and Character, and Managing Diverse Relationships. It also discusses potential blind spots, hidden strengths, and compares Scott's skills to research on skills at different leadership levels.
This document summarizes the results of an online leadership assessment taken by Melanie Grinenk through Korn/Ferry's ProSpective Assessment tool. The assessment identifies her top 5 leadership characteristics as being organizationally savvy, managing up, managing diverse relationships, communicating effectively, and managing work processes. It also outlines potential blind spots, hidden strengths, and compares her skills to typical profiles at different leadership levels.
This document summarizes the results of an online leadership assessment taken by Pasquale Genova Jr., MBA. It identifies his top 5 leadership characteristics as Managing Up, Acting with Honor and Character, Keeping on Point, Relating Skills, and Managing Diverse Relationships. It also analyzes potential blind spots, hidden strengths, problem areas, and how his skills compare based on research by leadership development company Korn/Ferry.
This document summarizes the results of an online career assessment tool called ProSpective Assessment created by Korn/Ferry International. It analyzes an individual's top 5 leadership characteristics based on research, which for the person assessed are Managing Up, Communicating Effectively, Inspiring Others, Creating the New and Different, and Getting Organized. It also identifies potential blind spots and hidden strengths, and suggests areas for development. No problem areas were found for this individual.
Ciprian Marinescu's top 5 leadership characteristics according to an assessment are acting with honor and character, making complex decisions, creating the new and different, inspiring others, and relating skills. The assessment did not find any potential blind spots or problem areas. It identified dealing with trouble as a potential hidden strength.
The document provides the results of an online assessment taken by Abdallah Mostafah Kohif through Korn/Ferry's ProSpective Assessment tool. It identifies his top 5 leadership characteristics as Understanding the Business, Communicating Effectively, Focusing on the Bottom Line, Managing Work Processes, and Relating Skills. It also analyzes potential blind spots, hidden strengths, problem areas, and provides suggestions for improvement.
The document summarizes the results of an online assessment taken by Naga Sridhar through Korn/Ferry's ProSpective Assessment tool on LinkedIn. The assessment identifies Sridhar's top 5 leadership characteristics as Making Complex Decisions, Dealing with Trouble, Inspiring Others, Managing Work Processes, and Caring About Others. It also outlines potential blind spots, hidden strengths, and how Sridhar compares statistically to other professionals who have taken the assessment.
This assessment summarizes the results of Paul Daly's online leadership assessment provided by Korn/Ferry. It identifies his top 5 leadership characteristics as Acting with Honor and Character, Making Complex Decisions, Relating Skills, Managing Diverse Relationships, and Keeping on Point. It also analyzes potential blind spots, hidden strengths, and provides insights into how Paul's skills compare to research on what skills are important for career success. No problem areas were identified.
The document provides the results of Kevin Tart's leadership assessment. His top 5 characteristics are communicating effectively, relating skills, dealing with trouble, managing up, and demonstrating personal flexibility. Potential blind spots identified are getting work done through others and being open and receptive. Potential hidden strengths include keeping on point. No problem areas were identified. The assessment also provides analysis and insights into each characteristic compared to other professionals.
This document summarizes the results of an online leadership assessment taken by Melanie Grinenk through Korn/Ferry's ProSpective Assessment tool. The assessment identifies her top 5 leadership characteristics as being organizationally savvy, managing up, managing diverse relationships, communicating effectively, and managing work processes. It also outlines potential blind spots, hidden strengths, and compares her skills to typical profiles at different leadership levels.
This document summarizes the results of an online leadership assessment taken by Pasquale Genova Jr., MBA. It identifies his top 5 leadership characteristics as Managing Up, Acting with Honor and Character, Keeping on Point, Relating Skills, and Managing Diverse Relationships. It also analyzes potential blind spots, hidden strengths, problem areas, and how his skills compare based on research by leadership development company Korn/Ferry.
This document summarizes the results of an online career assessment tool called ProSpective Assessment created by Korn/Ferry International. It analyzes an individual's top 5 leadership characteristics based on research, which for the person assessed are Managing Up, Communicating Effectively, Inspiring Others, Creating the New and Different, and Getting Organized. It also identifies potential blind spots and hidden strengths, and suggests areas for development. No problem areas were found for this individual.
Ciprian Marinescu's top 5 leadership characteristics according to an assessment are acting with honor and character, making complex decisions, creating the new and different, inspiring others, and relating skills. The assessment did not find any potential blind spots or problem areas. It identified dealing with trouble as a potential hidden strength.
The document provides the results of an online assessment taken by Abdallah Mostafah Kohif through Korn/Ferry's ProSpective Assessment tool. It identifies his top 5 leadership characteristics as Understanding the Business, Communicating Effectively, Focusing on the Bottom Line, Managing Work Processes, and Relating Skills. It also analyzes potential blind spots, hidden strengths, problem areas, and provides suggestions for improvement.
The document summarizes the results of an online assessment taken by Naga Sridhar through Korn/Ferry's ProSpective Assessment tool on LinkedIn. The assessment identifies Sridhar's top 5 leadership characteristics as Making Complex Decisions, Dealing with Trouble, Inspiring Others, Managing Work Processes, and Caring About Others. It also outlines potential blind spots, hidden strengths, and how Sridhar compares statistically to other professionals who have taken the assessment.
This assessment summarizes the results of Paul Daly's online leadership assessment provided by Korn/Ferry. It identifies his top 5 leadership characteristics as Acting with Honor and Character, Making Complex Decisions, Relating Skills, Managing Diverse Relationships, and Keeping on Point. It also analyzes potential blind spots, hidden strengths, and provides insights into how Paul's skills compare to research on what skills are important for career success. No problem areas were identified.
The document provides the results of Kevin Tart's leadership assessment. His top 5 characteristics are communicating effectively, relating skills, dealing with trouble, managing up, and demonstrating personal flexibility. Potential blind spots identified are getting work done through others and being open and receptive. Potential hidden strengths include keeping on point. No problem areas were identified. The assessment also provides analysis and insights into each characteristic compared to other professionals.
The document provides the results of Thomas Baker's leadership assessment. It identifies his top 5 characteristics as Managing Diverse Relationships, Creating the New and Different, Getting Organized, Making Complex Decisions, and Understanding the Business. It also notes he has no potential blind spots or problem areas. His potential hidden strengths are Managing Up and Being Organizationally Savvy. The assessment concludes by comparing Baker's skills to others and providing career insights.
Qadeer Ahmad took an online assessment that identified his top 5 leadership characteristics as focusing on the bottom line, relating skills, managing diverse relationships, getting organized, and dealing with trouble. The assessment also identified potential blind spots in getting work done through others and demonstrating personal flexibility, as well as potential hidden strengths in managing up and acting with honor and character.
Adrian Lowther's assessment results identified his top 5 leadership characteristics as understanding the business, acting with honor and character, creating new and different ideas, getting organized, and managing work processes. The assessment also provided insight into potential blind spots in dealing with trouble and hidden strengths in relating skills.
Khader Mohammed (khadermohammed@aol.com)ProSpective AssessmentKhader Mohammed
The document summarizes the results of an online career assessment tool called ProSpective Assessment created by Korn/Ferry International. It identifies the user's top five leadership characteristics as Managing Up, Managing Work Processes, Understanding the Business, Inspiring Others, and Relating Skills based on research by Korn/Ferry's Lominger International division. It also lists a potential hidden strength in Focusing on the Bottom Line and provides insights about how the user compares to others in each characteristic.
Hossam mba hr dev mgt-operation professional-prospective assessmentConfidential
The document discusses potential blind spots in leadership characteristics for Hossam MBA HRDev|Mgt|Operation Professional's A based on an assessment. It identifies three potential blind spots: getting work done through others, being organizationally savvy, and communicating effectively. For each blind spot, it provides strategies for improvement such as empowering and coaching direct reports, building alliances and understanding informal power structures within the organization, and focusing on active listening and simplifying messages.
Edmundo Escobar's leadership assessment identified his top 5 characteristics as: Acting with Honor and Character, Understanding the Business, Creating the New and Different, Focusing on the Bottom Line, and Managing Work Processes. Potential blind spots included Being Organizationally Savvy and Communicating Effectively, while potential hidden strengths included Keeping on Point. No problem areas were identified.
The document summarizes the results of Andres Guitron-Pruneda's leadership assessment. It identifies his top 5 leadership characteristics as acting with honor and character, getting organized, making complex decisions, focusing on the bottom line, and managing up. It also analyzes potential blind spots, hidden strengths, problem areas, and compares his skills to research on leadership attributes.
How to bring more diversity into the teams through Hiring practices? by Yessi...TechMeetups
This document discusses how to bring more diversity into teams through hiring practices. It first defines diversity and explains its importance in driving innovation. It then outlines key steps in the recruitment cycle where diversity can be boosted, such as establishing diversity objectives, writing inclusive job descriptions, and training those involved in hiring on unconscious bias. Concrete actions are provided, like auditing job descriptions, implementing blind screening, setting diversity goals and metrics, and partnering with diverse organizations. Overall it provides guidance on understanding diversity, identifying opportunities in the hiring process to increase it, and taking specific actions to change current practices.
Nuno Tasso de Figueiredo's top 5 leadership characteristics as determined by his network are: focusing on the bottom line, acting with honor and character, managing diverse relationships, understanding the business, and getting organized. The assessment also identifies potential blind spots in creating the new and different and getting work done through others, and provides suggestions for development in these areas. No hidden strengths were identified.
- The document discusses the importance of leadership and outlines research showing that highly effective leaders have significant positive impacts such as lower employee turnover, higher customer satisfaction and net income.
- It emphasizes that leaders do not need to be perfect across all skills but should focus on developing their key strengths, getting feedback, and practicing leadership skills.
- Building self-awareness, strengthening a few key competencies, and leveraging strengths can allow anyone to become an extraordinary leader according to the research presented.
Universidad de los andes bootcamp june 17 23rebexquita
1) The document outlines the content of a summer bootcamp course on starting a startup. It discusses expectations, Silicon Valley culture, personality traits of entrepreneurs, networking, risk-taking, team building, and motivation.
2) Advice is given on finding the perfect cofounder match, hiring the best team wherever they are, and developing trust within the team. Qualities like obsession, resourcefulness, and integrity are examined.
3) Exercises are assigned on identifying qualities of trust, assessing performance, and giving feedback to close trust gaps. Understanding motivation and decreasing uncertainty are emphasized for building effective teams.
Maurizio Milazzo's top 5 leadership characteristics are: focusing on the bottom line, getting organized, understanding the business, managing work processes, and creating the new and different. He is driven, resilient, and achievement oriented. He is also steady, organized, and able to keep multiple demands on track. Furthermore, he has strong business acumen and speaks credibly with senior executives. He also excels at process management, continuous improvement, and thinking differently to envision new futures.
How to Remove Bias From Your Hiring ProcessAmanda Herbert
At most organizations, hiring quality candidates isn’t just limited to the recruiting team. Qualifying all parties involved in the hiring process is critical, as studies have shown that interviewer conduct is amongst the top-mentioned factors in candidate feedback surveys.
HR professionals are tasked with ensuring that interviewers are qualified in order to provide a professional hiring experience to avoid common biases that appear in the hiring process. This presentation will:
- Share proprietary wage gap data and personal experiences with pay inequality from Hired's "2018 State of Wage Inequality in the Workplace" report.
- Discuss tactics to streamline recruiting practices, avoid unconscious bias and eliminate the wage gap.
- Prepare your team with the knowledge and resources necessary to identify and hire top talent while remaining compliant.
This document provides guidance on reducing implicit bias in the hiring process. It defines implicit bias as unconscious preferences that can influence decisions without full awareness. Common types of cognitive bias that contribute to implicit bias are discussed, such as affinity bias, confirmation bias, and beauty bias. The document reviews how implicit bias can negatively impact hiring decisions by changing perceptions and interactions with candidates. It emphasizes that implicit bias is a human condition, not a character flaw, and the focus should be on how biases are acted upon. Steps are outlined to minimize bias in job postings, screening questions, interviews, and panel composition. Maintaining awareness of implicit biases, focusing on job-relevant skills, and allowing time for reflection are emphasized as ways to make more equitable
The document provides an assessment of Nuno Tasso de Figueiredo's leadership characteristics and career development. It identifies his top 5 characteristics as Making Complex Decisions, Getting Organized, Relating Skills, Managing Up, and Getting Work Done Through Others. It also analyzes potential blind spots, hidden strengths, and insights from leadership research on how he compares to others.
Employer branding staffing event lauren de boerDane Adams
This document outlines a 5-step process for crafting a highly social talent brand: 1) Get buy-in from leadership and cross-functional teams, 2) Listen to current/former employees and candidates to understand perceptions, 3) Craft an authentic talent brand approach based on insights, 4) Promote the talent brand through social media, jobs, and company pages, and 5) Measure success through key metrics and adjust the approach based on results. The goal is to attract and retain top talent through an engaging employer brand.
The document outlines 8 steps for effective collaboration:
1. Understand why collaboration is valuable for stakeholders at different levels from individuals to communities.
2. Diagnose the current state of collaboration and how it can be improved.
3. Consider the costs and benefits of collaboration for different stakeholders.
4. Evaluate conditions that encourage or discourage collaboration.
5. Use tools like communication platforms, visualizations and shared goals to facilitate collaboration.
6. Get permission from stakeholders to enact changes.
7. Experiment with interventions and measure their impact in an iterative process.
This document discusses selecting superior job performers safely under employment law. It notes that biases often prevent hiring the best candidates and instead favor inferior candidates to avoid legal issues. However, the law only prohibits discrimination, not hiring the best person. The document outlines various barriers to superior hiring, including biases around skills, experience and intelligence. It advocates using assessments to identify the key attributes that make someone a superior performer, such as passions and values, rather than just skills or behaviors. By understanding biases and job requirements, organizations can select top talent within legal guidelines.
The document outlines a 10 step process for hiring right the first time presented by Amanda Ono of Drake International. The steps include: 1) Knowing who you are looking for by understanding core competencies; 2) Targeting ideal candidates; 3) Pre-screening applicants; 4) Ranking applicants; 5) Interviewing and evaluating; 6) Matching candidates to positions; 7) Checking for red flags; 8) Making job offers; 9) Integrating new hires; and 10) Assessing the recruitment process. The presentation provides tips and strategies for each step and emphasizes hiring for both skills and attitude to find the right fit for the organization.
The document provides the results of Brian Cosgrove's assessment using Korn/Ferry's ProSpective Assessment tool. It identifies his top five leadership characteristics as Understanding the Business, Creating the New and Different, Communicating Effectively, Making Complex Decisions, and Acting with Honor and Character. It also analyzes potential blind spots, hidden strengths, and compares his skills to research on characteristics correlated with career success.
The document provides an assessment of Rui Serapicos's top 5 leadership characteristics, which are Understanding the Business, Acting with Honor and Character, Creating the New and Different, Relating Skills, and Inspiring Others. It also identifies potential blind spots and hidden strengths, and provides insights on how Rui compares to others in these skills based on research.
The document provides the results of Thomas Baker's leadership assessment. It identifies his top 5 characteristics as Managing Diverse Relationships, Creating the New and Different, Getting Organized, Making Complex Decisions, and Understanding the Business. It also notes he has no potential blind spots or problem areas. His potential hidden strengths are Managing Up and Being Organizationally Savvy. The assessment concludes by comparing Baker's skills to others and providing career insights.
Qadeer Ahmad took an online assessment that identified his top 5 leadership characteristics as focusing on the bottom line, relating skills, managing diverse relationships, getting organized, and dealing with trouble. The assessment also identified potential blind spots in getting work done through others and demonstrating personal flexibility, as well as potential hidden strengths in managing up and acting with honor and character.
Adrian Lowther's assessment results identified his top 5 leadership characteristics as understanding the business, acting with honor and character, creating new and different ideas, getting organized, and managing work processes. The assessment also provided insight into potential blind spots in dealing with trouble and hidden strengths in relating skills.
Khader Mohammed (khadermohammed@aol.com)ProSpective AssessmentKhader Mohammed
The document summarizes the results of an online career assessment tool called ProSpective Assessment created by Korn/Ferry International. It identifies the user's top five leadership characteristics as Managing Up, Managing Work Processes, Understanding the Business, Inspiring Others, and Relating Skills based on research by Korn/Ferry's Lominger International division. It also lists a potential hidden strength in Focusing on the Bottom Line and provides insights about how the user compares to others in each characteristic.
Hossam mba hr dev mgt-operation professional-prospective assessmentConfidential
The document discusses potential blind spots in leadership characteristics for Hossam MBA HRDev|Mgt|Operation Professional's A based on an assessment. It identifies three potential blind spots: getting work done through others, being organizationally savvy, and communicating effectively. For each blind spot, it provides strategies for improvement such as empowering and coaching direct reports, building alliances and understanding informal power structures within the organization, and focusing on active listening and simplifying messages.
Edmundo Escobar's leadership assessment identified his top 5 characteristics as: Acting with Honor and Character, Understanding the Business, Creating the New and Different, Focusing on the Bottom Line, and Managing Work Processes. Potential blind spots included Being Organizationally Savvy and Communicating Effectively, while potential hidden strengths included Keeping on Point. No problem areas were identified.
The document summarizes the results of Andres Guitron-Pruneda's leadership assessment. It identifies his top 5 leadership characteristics as acting with honor and character, getting organized, making complex decisions, focusing on the bottom line, and managing up. It also analyzes potential blind spots, hidden strengths, problem areas, and compares his skills to research on leadership attributes.
How to bring more diversity into the teams through Hiring practices? by Yessi...TechMeetups
This document discusses how to bring more diversity into teams through hiring practices. It first defines diversity and explains its importance in driving innovation. It then outlines key steps in the recruitment cycle where diversity can be boosted, such as establishing diversity objectives, writing inclusive job descriptions, and training those involved in hiring on unconscious bias. Concrete actions are provided, like auditing job descriptions, implementing blind screening, setting diversity goals and metrics, and partnering with diverse organizations. Overall it provides guidance on understanding diversity, identifying opportunities in the hiring process to increase it, and taking specific actions to change current practices.
Nuno Tasso de Figueiredo's top 5 leadership characteristics as determined by his network are: focusing on the bottom line, acting with honor and character, managing diverse relationships, understanding the business, and getting organized. The assessment also identifies potential blind spots in creating the new and different and getting work done through others, and provides suggestions for development in these areas. No hidden strengths were identified.
- The document discusses the importance of leadership and outlines research showing that highly effective leaders have significant positive impacts such as lower employee turnover, higher customer satisfaction and net income.
- It emphasizes that leaders do not need to be perfect across all skills but should focus on developing their key strengths, getting feedback, and practicing leadership skills.
- Building self-awareness, strengthening a few key competencies, and leveraging strengths can allow anyone to become an extraordinary leader according to the research presented.
Universidad de los andes bootcamp june 17 23rebexquita
1) The document outlines the content of a summer bootcamp course on starting a startup. It discusses expectations, Silicon Valley culture, personality traits of entrepreneurs, networking, risk-taking, team building, and motivation.
2) Advice is given on finding the perfect cofounder match, hiring the best team wherever they are, and developing trust within the team. Qualities like obsession, resourcefulness, and integrity are examined.
3) Exercises are assigned on identifying qualities of trust, assessing performance, and giving feedback to close trust gaps. Understanding motivation and decreasing uncertainty are emphasized for building effective teams.
Maurizio Milazzo's top 5 leadership characteristics are: focusing on the bottom line, getting organized, understanding the business, managing work processes, and creating the new and different. He is driven, resilient, and achievement oriented. He is also steady, organized, and able to keep multiple demands on track. Furthermore, he has strong business acumen and speaks credibly with senior executives. He also excels at process management, continuous improvement, and thinking differently to envision new futures.
How to Remove Bias From Your Hiring ProcessAmanda Herbert
At most organizations, hiring quality candidates isn’t just limited to the recruiting team. Qualifying all parties involved in the hiring process is critical, as studies have shown that interviewer conduct is amongst the top-mentioned factors in candidate feedback surveys.
HR professionals are tasked with ensuring that interviewers are qualified in order to provide a professional hiring experience to avoid common biases that appear in the hiring process. This presentation will:
- Share proprietary wage gap data and personal experiences with pay inequality from Hired's "2018 State of Wage Inequality in the Workplace" report.
- Discuss tactics to streamline recruiting practices, avoid unconscious bias and eliminate the wage gap.
- Prepare your team with the knowledge and resources necessary to identify and hire top talent while remaining compliant.
This document provides guidance on reducing implicit bias in the hiring process. It defines implicit bias as unconscious preferences that can influence decisions without full awareness. Common types of cognitive bias that contribute to implicit bias are discussed, such as affinity bias, confirmation bias, and beauty bias. The document reviews how implicit bias can negatively impact hiring decisions by changing perceptions and interactions with candidates. It emphasizes that implicit bias is a human condition, not a character flaw, and the focus should be on how biases are acted upon. Steps are outlined to minimize bias in job postings, screening questions, interviews, and panel composition. Maintaining awareness of implicit biases, focusing on job-relevant skills, and allowing time for reflection are emphasized as ways to make more equitable
The document provides an assessment of Nuno Tasso de Figueiredo's leadership characteristics and career development. It identifies his top 5 characteristics as Making Complex Decisions, Getting Organized, Relating Skills, Managing Up, and Getting Work Done Through Others. It also analyzes potential blind spots, hidden strengths, and insights from leadership research on how he compares to others.
Employer branding staffing event lauren de boerDane Adams
This document outlines a 5-step process for crafting a highly social talent brand: 1) Get buy-in from leadership and cross-functional teams, 2) Listen to current/former employees and candidates to understand perceptions, 3) Craft an authentic talent brand approach based on insights, 4) Promote the talent brand through social media, jobs, and company pages, and 5) Measure success through key metrics and adjust the approach based on results. The goal is to attract and retain top talent through an engaging employer brand.
The document outlines 8 steps for effective collaboration:
1. Understand why collaboration is valuable for stakeholders at different levels from individuals to communities.
2. Diagnose the current state of collaboration and how it can be improved.
3. Consider the costs and benefits of collaboration for different stakeholders.
4. Evaluate conditions that encourage or discourage collaboration.
5. Use tools like communication platforms, visualizations and shared goals to facilitate collaboration.
6. Get permission from stakeholders to enact changes.
7. Experiment with interventions and measure their impact in an iterative process.
This document discusses selecting superior job performers safely under employment law. It notes that biases often prevent hiring the best candidates and instead favor inferior candidates to avoid legal issues. However, the law only prohibits discrimination, not hiring the best person. The document outlines various barriers to superior hiring, including biases around skills, experience and intelligence. It advocates using assessments to identify the key attributes that make someone a superior performer, such as passions and values, rather than just skills or behaviors. By understanding biases and job requirements, organizations can select top talent within legal guidelines.
The document outlines a 10 step process for hiring right the first time presented by Amanda Ono of Drake International. The steps include: 1) Knowing who you are looking for by understanding core competencies; 2) Targeting ideal candidates; 3) Pre-screening applicants; 4) Ranking applicants; 5) Interviewing and evaluating; 6) Matching candidates to positions; 7) Checking for red flags; 8) Making job offers; 9) Integrating new hires; and 10) Assessing the recruitment process. The presentation provides tips and strategies for each step and emphasizes hiring for both skills and attitude to find the right fit for the organization.
The document provides the results of Brian Cosgrove's assessment using Korn/Ferry's ProSpective Assessment tool. It identifies his top five leadership characteristics as Understanding the Business, Creating the New and Different, Communicating Effectively, Making Complex Decisions, and Acting with Honor and Character. It also analyzes potential blind spots, hidden strengths, and compares his skills to research on characteristics correlated with career success.
The document provides an assessment of Rui Serapicos's top 5 leadership characteristics, which are Understanding the Business, Acting with Honor and Character, Creating the New and Different, Relating Skills, and Inspiring Others. It also identifies potential blind spots and hidden strengths, and provides insights on how Rui compares to others in these skills based on research.
Simon Coulter's assessment identified his top 5 leadership characteristics as Managing Up, Communicating Effectively, Getting Organized, Caring About Others, and Managing Work Processes. Potential blind spots included Demonstrating Personal Flexibility and Being Organizationally Savvy. Potential hidden strengths included Keeping on Point. No problem areas were identified.
This document provides the results of an online leadership assessment for Mohammad Akhtar completed through Korn/Ferry's ProSpective Assessment tool. It identifies his top 5 leadership characteristics as Creating the New and Different, Relating Skills, Being Organizationally Savvy, Caring About Others, and Making Tough People Calls. It also examines potential blind spots, hidden strengths, and problem areas to provide insight into development opportunities.
Christopher Krofton took a leadership assessment that identified his top 5 characteristics as creating new ideas, acting with honor and character, managing processes well, balancing work and life, and demonstrating flexibility. The assessment also identified potential blind spots in dealing with trouble and being open, as well as hidden strengths in managing relationships with supervisors. It provided tips for developing areas of weakness and maintaining areas of strength.
This document provides the results of an online leadership assessment taken by Herminio Mello through Korn/Ferry International's ProSpective Assessment tool. It identifies his top 5 leadership characteristics as Understanding the Business, Acting with Honor and Character, Creating the New and Different, Inspiring Others, and Managing Work Processes. It also analyzes potential blind spots, hidden strengths, problem areas, and compares his skills to typical skill levels and importance for different leadership levels.
The document describes the results of an online assessment taken by Rui Martins Barata through Korn/Ferry's ProSpective Assessment tool. The assessment identifies Barata's top five leadership characteristics as Acting with Honor and Character, Managing Diverse Relationships, Keeping on Point, Inspiring Others, and Demonstrating Personal Flexibility. It also notes a potential blind spot in Getting Work Done Through Others and provides no identified problem areas or hidden strengths. The assessment concludes with general insights into how Barata's skills compare to others in various leadership areas.
Marcos Ton's assessment identified his top 5 leadership characteristics as relating skills, inspiring others, acting with honor and character, creating the new and different, and getting work done through others. Potential blind spots included balancing work/life and demonstrating personal flexibility. No potential hidden strengths were identified. Common barriers to career success like overdependence on others, poor change management skills, and lack of openness were not identified as problem areas for Marcos Ton.
This document provides an assessment of Rina Giacchi's top 5 leadership characteristics, which are communicating effectively, caring about others, keeping on point, relating skills, and managing work processes. It also identifies potential blind spots in dealing with trouble and making tough people calls, as well as potential hidden strengths in creating the new and different and acting with honor and character.
This document contains the results of an online leadership assessment taken through Korn Ferry's ProSpective Assessment tool on LinkedIn. The assessment identifies the user's top 5 leadership characteristics as Focusing on the Bottom Line, Getting Organized, Dealing with Trouble, Caring About Others, and Managing Work Processes. It also analyzes potential blind spots, hidden strengths, and compares the user's skills to typical profiles. The assessment is based on research by Korn Ferry's Lominger International on identifying leadership competencies.
This assessment report from Korn/Ferry summarizes the results of an online assessment taken by Rod Tolentino to evaluate their leadership characteristics. It identifies their top 5 characteristics as Understanding the Business, Making Complex Decisions, Keeping on Point, Relating Skills, and Demonstrating Personal Flexibility. It also discusses potential blind spots and hidden strengths, and compares Rod's skills to typical skill levels for others. No problem areas were identified.
Ramaa Pichumani's top 5 leadership characteristics according to an assessment are caring about others, relating skills, inspiring others, acting with honor and character, and demonstrating personal flexibility. Potential blind spots identified are getting work done through others and being open and receptive. Potential hidden strengths include managing up and communicating effectively. The assessment did not identify any problem areas.
The document provides the results of an online leadership assessment taken by Manik K. Sarker through Korn/Ferry's ProSpective Assessment tool. The assessment identifies Mr. Sarker's top 5 leadership characteristics as Acting with Honor and Character, Making Complex Decisions, Understanding the Business, Getting Organized, and Relating Skills. It also discusses potential blind spots, hidden strengths, problem areas, and how Mr. Sarker's skills compare to others based on Korn/Ferry's research.
Abhay's top 5 leadership characteristics according to the assessment are: acting with honor and character, understanding the business, creating the new and different, demonstrating personal flexibility, and being open and receptive. The assessment also identifies potential blind spots in balancing work/life and hidden strengths in keeping on point and making complex decisions. No problem areas were identified for Abhay.
This assessment identifies Stefano Pazzaglia's top 5 leadership characteristics as Getting Organized, Focusing on the Bottom Line, Inspiring Others, Dealing with Trouble, and Creating the New and Different. It also identifies potential blind spots in Demonstrating Personal Flexibility and Communicating Effectively, as well as potential problem areas in Relating Well to Others, Being Self-Centered, and Inspiring or Building Talent in Others. The assessment provides advice and recommendations for improvement in each of these areas.
Amol Vidwans's top 5 leadership characteristics according to the assessment are:
1. Understanding the business and having credibility with senior executives.
2. Seeking diverse perspectives and accommodating differences in others.
3. Being organized, focused, and able to plan and adjust to keep projects on track.
4. Understanding processes and continuously looking for ways to improve efficiency.
5. Relating well to others, making them feel valued, and building relationships.
SELF in the Diamond Model Andrew Rockfish’s Opening RemarksThi.docxbagotjesusa
SELF in the Diamond Model
Andrew Rockfish’s Opening Remarks
This week we have a few truths to remember as we explore relationship building to create competitive advantage. Motivation and empowerment are two words that you have heard throughout your business education. Managers motivate and leaders empower. The lines are blurring at GDD. Managers are giving decision-making authority to teams and leaders are motivating other leaders to get the job done well. But good relationship building gets at the heart of the relationship of the leader and follower: trust, respect, and expertise. You cannot bring about change at GDD or any organization if the people do not trust. Like the earlier example of Robbins at Plastic Lumber Company, the inappropriate leadership style gave the impression to the floor workers that Robbins was weak, confused and therefore not in need of respect. Employees would not follow someone who seemingly was not worth following. Understanding who you are and what you want people to do is the first step in building relationships that influence others to follow you.
This week our discussion will focus on the skills needed as an individual leader to create and maintain relationships within GDD. We will also discuss the nature of the leader-follower relationship. Look carefully at the results of the personal assessment that you will take. There are two points to understanding the full import of the results. First, the results tell you a lot about the personal strength and weaknesses you may possess allowing you to contemplate areas of improvement and how you as a person relate to others. The second aspect of this information is how others relate to one another and the organization. For example, understanding how a candidate for a new job will fit into the department requires you know the personal traits of those in the department as well as the candidates to make an effective decision on the hire; one that will benefit the organization.
THEME ONE: Creating your own leadership energy as Clawson would suggest starts with knowing who are as person.
Before you can build relationships with others, it is important to reflect upon the personal skills you bring to the table. Knowing your leadership style is a start but using assessment tools and feedback from others will help define the extent to which you possess a personal “soft” skill set equal to the task of leading. Also, you will gain insight into how others perceive you and how you perceive others. The former skill helps the leader better sell their story and implement change while the latter skill set helps align and design the organization for greater effectiveness.
Read and View:
How Implicit Personality Affects Leadership
Personality and How It Relates to Leadership
Emotional Intelligence and Leadership
What is emotional intelligence?
Interview of Daniel Goleman, Emotional Intelligence Social Intelligence and Leadership
Personality and Leadership 9.5min
Pers.
The REAL Leadership Framework and Leadership Development Canvas - 101415Curt Buermeyer
This document introduces the REAL Leadership Framework, which provides a universal framework for understanding leadership through four perspectives: Results, Effect on People, Actions, and Leader Attributes. The framework was developed by the author over 15 years of studying leadership theory and finding that existing frameworks were too complex or contradictory. It evaluates leadership based on the measurable outcomes of Results and Effect on People, the observable actions a leader takes, and inherent leader attributes. The document explains each of the four perspectives in more detail.
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