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 Results

These are your Top 5 Leadership Characteristics:

Managing UpYou relate well with higher management. You manage your career well. You know what youwant in your career. You are proactive in positioning yourself—your career aspirations andinterests—to leaders who will influence your career trajectory. You do not hesitate to takeadvantage of opportunities that showcase your skills to higher management. This requiresconfidence, but gaining support of your boss and senior leaders makes the risk worth it to you.

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.

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.

Relating SkillsMost people would say that you are a likable person. You relate well to all kinds of people. Youmake other people feel at ease. You are genuinely interested in other people. And younaturally 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

Page 1 of 10

http://www.linkedin.com/

http://www.kornferry.com/

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






PASQUALE GENOVA JR., MBA's Assessment ResultsRelating Skills: Top 5 Characteristics (Cont'd)

makes others feel important and valued. People are quick to offer the same respect andconsideration back to you.

Managing Diverse RelationshipsYou seek out people with different points of view and different backgrounds. Even though youacknowledge that it takes a little more time and more deliberate communication, you see thevalue that a diversity of perspectives and experiences contributes. You are open andcollaborative. You share and communicate well. You seek to understand, accommodate, andleverage differences.

Page 2 of 10










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:

Inspiring OthersIf the act of inspiring others doesn’t seem to come naturally to you, you’re in very goodcompany. This is one of the toughest skills for leaders to acquire, and most spend their livestrying to improve on their ability to keep people motivated and engaged through good timesand bad.

Offer a clear vision – If you can’t describe your vision in five sentences or less, then it stillneeds honing. A clear, cohesive vision should be immediately understandable to othersand should be repeated and reinforced continuously. And no vision resonates more deeplywith people than one they helped to create.

•

Empower others – Empowerment is not simple delegation, but rather a process of invitingothers into the most interesting, challenging aspects of the job—tough decision making,compromise, debate, and continuous improvement. Invite others to be co-owners of thegoal, the risk, the work, and the win.

•

Adjust – Not everyone will be motivated by the same thing. Get to know people and whatthey care about. Find the angle that will appeal to their needs and interests.

•

Making Tough People CallsBeing skilled at reading people will get you only so far in the ongoing and challenging task ofidentifying, attracting, and retaining the best people for your team. Much more than instinctand good intentions are needed to pull off one of the most difficult aspects of effective

Page 3 of 10









PASQUALE GENOVA JR., MBA's Assessment ResultsMaking Tough People Calls: Blind Spots (Cont'd)

management.Focus on the Big Four – Resist the temptation to load up on data when evaluatingsomeone. Narrowing your focus around four key aspects—skills, training, attitude, andwork ethic—will help you make objective, fair, and reliable personnel decisions.

•

Diversify – Relying on referrals, instinct, or personality similarities limits your talent pooland can result in a homogenous, static team. Reaching across generational or culturalbarriers 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 bestpeople to disengage. Keep the team lean and strong, and be consistent in your standards.

•

Page 4 of 10










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:

Making Complex DecisionsWhen you mull over a problem, you can fill pages with plus and minus columns, mind mapsketches, lists of options, and various other notations. You gather enough data, but you don’tget too bogged down in it. You find the essence of a problem. You take into account all of themoving parts. When you look for patterns, you assess whether it’s something you’ve seen inyour past experience. But you don’t get caught up with surface similarities. Subtle differenceswill lead you to take a new course of action—one that you haven’t tried in the past. Once youland on a decision, you are aware of the risk but confident that your approach has the bestchance for success.

Page 5 of 10










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.

Too NarrowIt 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, andyour ability to get to the root of a problem or see a hidden solution. These skills won you somuch admiration and respect that they eventually got you promoted. Congratulations! Now forthe hard part: in this new role, you’re expected to do things that make little or no use of yourspecialized skills—managing people and projects, collaborating with other departments,hustling for resources, making strategic decisions, and solving operational problems. Nowwhat? Challenge yourself to break away from your comfort zone and focus on broadening yourskill set. Finding ways to continuously learn about things outside your field will give you freshinsights and augment your contribution at work. Holding on too tightly to what you know canmake 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 ishaving worked in another country. What this communicates is your ability to functioneffectively in an entirely novel context. If moving out of the country isn’t on your list ofthings to do, reaching across departments or cross-teaming with experts from otherfunctional 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•

Page 6 of 10









PASQUALE GENOVA JR., MBA's Assessment ResultsToo Narrow: Problem Areas (Cont'd)

instincts. One of the rewards for developing true expertise in a particular area is that you’velikely developed a sixth sense for when things feel right, wrong, or where an interestingsolution might be hiding just out of sight. Don’t be afraid to break from the data occasionallyand let your intuition be your guide.Broaden your horizons – Being a good forecaster and strategic thinker requires keepingan 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 forinterconnections across systems (culture, demographics, economics, etc.). This will lead tounexpected insights in your own field and help you anticipate what’s coming around thecorner.

•

Page 7 of 10










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

Managing UpManaging Up is a strong skill for most people across all leadership levels. However, it may notbe 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 yourideas and influence your career trajectory.

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.

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.

Relating SkillsRelating Skills are particularly important at the individual contributor level. Most people’s skill inthis area is high, and it is moderately difficult to develop. Leaders who are skilled in this area

Page 8 of 10









PASQUALE GENOVA JR., MBA's Assessment ResultsRelating 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, theabsence of these skills can stymie your progression up the leadership ladder.

Managing Diverse RelationshipsManaging Diverse Relationships is significantly related to getting promoted at the managerand executive levels. The skill level for most people is high, and it is moderately difficult todevelop. Relating well and collaborating with people who have different points of view anddifferent backgrounds and experiences can enhance and sharpen your contribution at work.

Making Complex DecisionsMaking Complex Decisions is highly correlated with strong performance across all leadershiplevels and is associated with further promotion at the manager level. It is moderately difficult todevelop. While the skill level for most people in Making Complex Decisions is high, individualcontributors and managers frequently underestimate their ability in this area. Having both theskill and confidence to solve tough problems and deftly handle new situations will be missioncritical at all stages of your career.

Inspiring OthersInspiring Others is very important at the manager and executive levels. It is highly correlatedwith strong performance at the executive level. However, very few people are skilled in thisarea. One of the reasons few people have this skill is that it’s difficult to learn. Rallying peoplearound a common vision and motivating them to embrace change and give their best willdifferentiate you and your organization. It is a good idea to start developing your ability toinspire others at the manager level because it can be a critical asset for you as you move upthe leadership ladder.

Making Tough People Calls

Page 9 of 10









PASQUALE GENOVA JR., MBA's Assessment ResultsMaking Tough People Calls: Korn/Ferry Insights (Cont'd)

Making Tough People Calls is important at the manager and executive levels, but few peoplehave this skill, regardless of leadership level. This is one of the most common blind spotsacross 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 NarrowToo Narrow is a staller that can slow your career progress. Compared to other stallers, TooNarrow 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 tosome degree. This area is a known derailer, especially at the executive level. Over-reliance ona single skill set or area of expertise can brand you as someone who lacks perspective or isstuck in the past.

Page 10 of 10





Automotive

Pasquale genova jr., mba pro spective assessment