edmundo´s 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

Edmundo Escobar's Assessment Results

These are your Top 5 Leadership Characteristics:

Acting with Honor and CharacterYou know what you stand for. Your actions are rooted in a stable set of values. You can becounted on to act consistently and stay true to your word. Others trust you because yourbeliefs and actions match. People see you walking your talk. They sense your authenticity andyour character.

Understanding the BusinessYou have earned a seat at the table. You have regular interaction with senior executives, andthey see you as a credible partner. You speak the language of business. With your high levelof acumen, you are able to analyze and speak intelligently about customers, competitors, andbusiness strategy. You have a clear point of view. The payoff is that many leaders seek youout to ask your opinion about the potential impact of business decisions.

Creating the New and DifferentYou are able to envision a future that no one else sees and invent things that haven’t beenimagined. 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 makeconnections across many fields and use analogies that help you think differently about aproblem. During brainstorming, you value the outlandish and the absurd—which can sparknew thinking. You don’t judge. You don’t hem people in. You believe that many people withdifferent ways of looking at the world will always outperform any one individual’s ideas. Youare not afraid of failure. Fail early, fail often is almost a mantra for you. You expect a result thatwill wow clients and strive to make it a reality.

Focusing on the Bottom Line

of 9

http://www.linkedin.com/

http://www.kornferry.com/

http://linkedin.kornferry.com/?utm_medium=userpdf






Edmundo Escobar's Assessment ResultsFocusing on the Bottom Line: Top 5 Characteristics (Cont'd)

You are achievement oriented. You are eager to take action and see results. Even when youencounter obstacles, your energy and perseverance keep you going. You are motivated andoptimistic. At your best, you ensure that your actions are focused rather than lettingmomentum take over. You attribute much of your strong performance to your sense ofurgency, drive, and resilience.

Managing Work ProcessesYou understand and manage processes well. You know that the best processes are dynamicand require constant evaluation and tweaking. You see how all the pieces fit together and howone affects the other. You build in feedback loops and monitor key metrics. Optimizing forefficiency is something you focus on—you are always looking for continuous improvement.

of 9










Potential Blind SpotsBlind spots are characteristics that you overestimate. You are likely to see yourself as stronger in these skills thanothers see you. A self assessment can give you insight on potential areas for self improvement, however, askingothers for their input by doing a network assessment will give you far greater insight on your blind spots. Here areyour potential blind spots and some ideas for next steps:

Being Organizationally SavvyOrganizations are essentially groups of people organized around a common goal. Thus,successfully navigating organizations requires a high level of social attunement.Understanding how to align with and influence others, form strong networks, and listen activelyto those around you are essential first steps toward finding your feet in your organization.

Build alliances – Your mission: Find commonalities with a wide range of people withinyour organization. Sincerity, respect, and active listening will go a long way toward buildingrelationships and learning about the organization through others’ perspectives andexperiences.

•

Know your advocates – Find the key people in the organization who will work with you tousher your projects through the maze of governance bodies and approvals. These are thepeople who will take a vested interest in your success.

•

Unwritten signs – Knowing people’s titles and reporting relationships is not the completepicture. An organization has a formal structure and an informal structure. Many times, thereare people who have power and respect without the title and they are able to influence.Read the unwritten title on people’s nameplates.

•

Communicating EffectivelyWhen everyone around you is bombarded with information, how do you get your messageacross? Start by calling to mind those people who get your attention. Chances are they’re

of 9









Edmundo Escobar's Assessment ResultsCommunicating Effectively: Blind Spots (Cont'd)

skilled communicators. It is also likely that they draw from these essential strategies:Keep it simple – Pulling the salient points from a jumble of information, using an analogyto bring to life a complex issue, or using images and stories to illustrate a point are allexamples of simplifying to increase the impact of a message. Brevity is much more difficultthan long explanations, and much more powerful.

•

Take care – Technology has given us a million ways to communicate and even more waysto goof up communication. Respect the medium you’re using and use good sense whendeciding what you write down and where. Pay attention to etiquette, be mindful of youraudience, and know when it’s time to communicate in person.

•

Listening is communication – Quieting the thoughts in your head, turning away from thehandheld, and giving your full attention to another person is a very powerful way ofcommunicating respect, conscientiousness, and interest. People who say less and listenmore are actually very skilled communicators and are able to command the attention ofothers when they do speak.

•

of 9










Potential Hidden StrengthsHidden strengths are characteristics that you underestimate. You are likely to see yourself as weaker in theseskills 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 yourhidden strengths. Here are your potential hidden strengths:

Keeping on PointYou have discipline. Despite all of the tasks and challenges vying for your attention, you sortthrough competing priorities and stay focused. You have your favorite tricks for doingthis—setting aside blocks of time, finding ways to minimize interruptions, making decisionsquickly. You know that it’s not enough to be busy. Your concentrated focus producesmeaningful accomplishments.

of 9










Problem AreasProblem areas can be hard to talk about. However, we want to arm you with as much information as possibleabout the roots of success as well as known causes of derailment. Through studying the career trajectories ofthousands of individual contributors, managers, and executives, we’ve identified the five most common barriersto career success. If you suspect one or more of these areas is a problem for you, the section below will provideinitial steps toward improvement.

This assessment did not generate any problem areas for you.

of 9










Korn/Ferry InsightsHere’s how you compare to others:

Acting with Honor and CharacterActing with Honor and Character is ranked highest in importance compared to all otherleadership skills. It is the foundation upon which all other leadership skills are built. Mostpeople are highly skilled in Acting with Honor and Character. It is moderately difficult todevelop. Being trustworthy, consistent, and ethical are viewed by most employers as price-of-admission leadership qualities.

Understanding the BusinessUnderstanding the Business is moderately important at all levels of leadership and is linked tosuccess early in your career. The skill level for most people in Understanding the Business isvery high, so you will need to combine it with other skills to pull ahead of the pack. One of thereasons most people have this skill is that it’s easier to learn, compared to other skills. Yourknowledge of how businesses operate and your expertise in your functional area are likely tobe considered price-of-admission qualities.

Creating the New and DifferentCreating the New and Different is correlated with strong performance at the manager andexecutive levels. Most people’s skill level in Creating the New and Different is low, and it isharder to develop than most leadership skills. For these reasons, it is a good idea to focus ondeveloping this skill as early as possible in your career. Your ability to generate breakthroughswill be noticed, appreciated, and sought after because it is the source of competitiveadvantage that companies seek.

of 9









Edmundo Escobar's Assessment ResultsKorn/Ferry Insights (Cont'd)

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

Managing Work ProcessesManaging 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 piecesinterrelate. Most people are low in this skill, and it is moderately difficult to develop. The abilityto see a process as a dynamic system and to understand how tweaks create ripple effects is avital contribution to a business and will differentiate you from other leaders.

Keeping on PointKeeping on Point is very important across all leadership levels, particularly at the managerlevel where it is highly correlated with strong performance. However, the skill level for mostpeople 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 focusedis not common—it will differentiate you from your peers.

Being Organizationally SavvyBeing Organizationally Savvy is moderately important across all leadership levels. It is a rareskill at the individual contributor level, but leaders steadily improve as they rise to the managerand executive levels. Slow but steady improvement is laudable, given that this is one of thehardest leadership skills to develop. Your ability to navigate organizational mazes to get thingsdone can mean the difference between stalled initiatives and moving things forward.

of 9









Edmundo Escobar's Assessment ResultsKorn/Ferry Insights (Cont'd)

Communicating EffectivelyCommunicating Effectively is particularly important at the individual contributor level. Thenumber of people who are good communicators tends to be lower at the individual contributorlevel but steadily increases among managers and executives. With a little effort, this skill is nothard to develop. The ability to tailor your delivery and clearly articulate your points will buildcredibility for both you and your message.

of 9





edmundo´s assessment

Documents