MR - Sc. Kresimir Popović ProSpective Assessment

ProSpective Assessment
Kresimir Popovic's Assessment Results

These are your Top 5 Leadership Characteristics:
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 thissetting aside blocks of time, finding ways to minimize interruptions, making decisions quickly. You know that its not enough to be busy. Your concentrated focus produces meaningful accomplishments. 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 dont 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 its something youve seen in your past experience. But you dont get caught up with surface similarities. Subtle differences will lead you to take a new course of actionone that you havent 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. Being Open and Receptive You make a point of asking questions to learn more about people. You are willing to share work- and nonwork-related things about yourself to find common ground with others. You actively listen to others perspectives. You have a way of focusing your mind exclusively on the person in front of you and what he or she is saying. The fact that you stay so present sends a strong message about the other persons value and the worth of his or her point of view. Caring About Others
Korn/Ferrys 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.
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Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.
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Caring About Others: Top 5 Characteristics (Cont'd)
People matter to you. You take a personal interest in their well-being. You care about others, and youre 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. 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 onyou are always looking for continuous improvement.
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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:
Demonstrating Personal Flexibility Clearly, our world is in constant flux. And as the pace of change accelerates on all of us, organizations have become keenly aware of their need for people who can tuck and roll and keep their balance in a context of continuous change. Keep learning Getting better and better at something youre already good at does not grow you as fast as pushing past your comfort zone and entering unfamiliar terrain. Seek out classes, opportunities to cross-team, or even lateral moves that will allow you to exercise new muscles and break up your routine. Start again, and again Resilience used to be a term used mostly in psychology and sports, but its creeping into the business lexicon. It refers to ones ability to bounce back from setbacks, losses, or simple failure. Your grace in the face of such challenges and your ability to get back on the horse will communicate your resilience. Think solutions Where theres a problem, theres always a solution (or at least a brave attempt at one). Identifying problems is an important part of any job, but looking deep into the heart of a problem and coming up with a recommended course of action is what separates the truly nimble from the rest of us. 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
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Making Tough People Calls: Blind Spots (Cont'd)
and good intentions are needed to pull off one of the most difficult aspects of effective management. Focus on the Big Four Resist the temptation to load up on data when evaluating someone. Narrowing your focus around four key aspectsskills, training, attitude, and work ethicwill 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:
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 out to ask your opinion about the potential impact of business decisions. 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 yourselfyour career aspirations and intereststo 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 the support of your boss and senior leaders makes the risk worth it to you.
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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, weve 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.
Doesn't Inspire or Build Talent One of the toughest career transitions youll ever face is making the switch from individual contributor to leader. When youre used to relying entirely on yourself, it can be a shock to find yourself at the mercy of a team. Anyone in a new leadership role struggles with how to relinquish control, trust others, inspire people to bring their best, build a sense of team cohesion, identify individual strengths, and grow leadership capabilities in others. If you struggle in these areas, welcome to the club. But if you want to be a leader, its essential that you learn how to inspire and grow the people on your team by providing the right balance of direction, coaching, and support. You will see improvements in this area as you begin to give up some control and depend upon others. Not doing so will likely slow or stall your career progress. Be a leader Contrary to what many people believe, emerging as a leader is not about dominating, outshining, and beating others to the punch. Great leaders are people who know how to elicit outstanding work from their team and help develop leadership capabilities in others. Great leaders listen closely to their team, cue into individual strengths, and step aside so others can practice taking the lead. Keep it safe Healthy debate is part of any strong team, but triangulation, favoritism, trash-talking, or sabotage is not. If youre leading a team, youre also helping to set the
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Doesn't Inspire or Build Talent: Problem Areas (Cont'd)
tone for whats acceptable. Allowing for bad behavior makes the team unsafe and unhealthy. Its all right to be the downer sometimes, set limits, and referee so that people can relax and connect and do their best work. Delegate to develop Delegation is not only about leveraging your team and increasing efficiency, its also about developing the members of your team. Bringing them closer to tough decision making, complex problem solving, and personal investment means youre not overburdened, and theyre stretching and growing on the job.
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Korn/Ferry Insights
Heres how you compare to 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 commonit will differentiate you from your peers. 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. Being Open and Receptive Most people are moderately skilled in Being Open and Receptive, and it is moderately difficult to develop. Listening, patience, and a relaxed sense of humor are qualities that can help you build strong relationships with your colleagues and team. 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
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Caring About Others: Korn/Ferry Insights (Cont'd)
showing kindness and concern demonstrate how much you value others and can impact your ability to lead and influence others. 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. 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 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 its easier to learn, compared to other skills. Understanding the Business is one of the most common hidden strengths for individual contributors, managers, and executives. It may be a case of the more you know the more you realize you dont know. Regardless, others see you as an expert in how businesses operate and as possessing critical knowledge in your functional area. 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. Many people are not aware of their ability to manage upit is one of the most common hidden strengths for individual contributors, managers, and executives. Your ability to garner support from senior leaders gives you the opportunity to position your ideas and influence your career trajectory.
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Korn/Ferry Insights (Cont'd)
Demonstrating Personal Flexibility Demonstrating Personal Flexibility is a very low skill for most people. It is also harder for people to develop because it involves the willingness to respond to feedback and to change. Change can be hard for people, and personal change can be even more challenging. People often overestimate their ability in this area; it is a common blind spot across all levels of leadership. Enhancing your ability to adjust, adapt, and flex in response to feedback or changing conditions will make you a resilient and nimble leader. Making Tough People Calls 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. Doesn't Inspire or Build Talent Doesnt Inspire or Build Talent is a staller that can slow your career progress. Compared to other stallers, Doesnt Inspire or Build Talent is the most likely to be a problem, and it is more harmful to success. Many leaders underestimate this problem to some degree. This area is a known derailer, especially at the manager and executive levels. The inability to select, develop, and empower talent will choke your ability to get results and lead a healthy, productive team.
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MR - Sc. Kresimir Popović ProSpective Assessment

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ProSpective Assessment

Kresimir Popovic's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Kresimir Popovic's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Kresimir Popovic's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Kresimir Popovic's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Kresimir Popovic's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Kresimir Popovic's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Kresimir Popovic's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Kresimir Popovic's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Kresimir Popovic's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Kresimir Popovic's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

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