Korn Ferry - Stefano Pazzaglia's ProSpective Assessment 2012

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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

Stefano Pazzaglia's Assessment Results

These are your Top 5 Leadership Characteristics:

Getting OrganizedYou are steady and calm in situations that others find overwhelming. When you are faced withever-increasing demands, when you are under pressure to keep up the pace, you approachyour work with focused attention and careful planning. You manage your time well. You havethe ability to call upon the appropriate resources at a moment’s notice in order to advance theproject or deliverable. You are constantly monitoring, thinking ahead, and making timelyadjustments in order to avoid obstacles and keep things moving on track.

Focusing on the Bottom LineYou 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.

Inspiring OthersYou have a compelling vision, and you are able to paint a picture of the future that ignitesenthusiasm. You are able to translate your vision in a way that others begin to share thevision. You help individuals see how they fit into the bigger picture, and this leads to betterengagement and stronger performance. You infuse others with a sense of optimism andpossibility. You build effective teams and rally team members around a common purpose andget everyone working toward a common set of goals.

Dealing with TroubleYou are willing to stick your neck out. You have the courage to challenge the status quo and

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Stefano Pazzaglia's Assessment ResultsDealing with Trouble: Top 5 Characteristics (Cont'd)

bring up ideas that may make others uncomfortable. People count on you to stand up, speakyour mind respectfully, and not let others off the hook. It’s something they admire about youbecause they know it’s not easy to do. With you, people know where they stand. You do nothesitate to confront problem performers, deal with conflict, or deliver negative feedback. Yourapproach is productive, not threatening. And you are able to keep your own personal feelingsin check. Challenge, conflict, and hardship do not deter you from leading. In fact, you areenergized by tough challenges.

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.

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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:

Demonstrating Personal FlexibilityClearly, 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 andkeep their balance in a context of continuous change.

Keep learning – Getting better and better at something you’re already good at does notgrow you as fast as pushing past your comfort zone and entering unfamiliar terrain. Seekout classes, opportunities to cross-team, or even lateral moves that will allow you toexercise new muscles and break up your routine.

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Start again, and again – Resilience used to be a term used mostly in psychology andsports, but it’s creeping into the business lexicon. It refers to one’s ability to bounce backfrom setbacks, losses, or simple failure. Your grace in the face of such challenges and yourability to get back on the horse will communicate your resilience.

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Think solutions – Where there’s a problem, there’s always a solution (or at least a braveattempt at one). Identifying problems is an important part of any job, but looking deep intothe heart of a problem and coming up with a recommended course of action is whatseparates the truly nimble from the rest of us.

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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

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Stefano Pazzaglia'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.

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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.

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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.

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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:

This assessment did not generate any hidden strengths for you.

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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.

Doesn't Relate Well to OthersEveryone knows someone who has enjoyed unbridled career success, despite their less-than-winning interpersonal skills. Those exceptional people are out there, but they are exceptionsindeed. Far more often than not, people who lack openness, flexibility, graciousness, andsocial sensitivity tend not to advance as quickly in their careers as people who do possessthose skills. If you find yourself cutting people off in mid-sentence, reacting defensively whenyour ideas are challenged, pulling rank instead of negotiating, or losing patience with peoplewho differ from you, there’s a good chance that you’re not relating to others as effectively asyou could be. Improving in this area will be essential to your success, and not doing so is likelyto slow or stall your career progress.

Open up to feedback – Negative feedback, upsetting as it may be, is also incrediblyvaluable information. And the person who gave you that honest feedback has done you afavor. Practice active listening, thanking the source for his or her thoughts, andsummarizing what you heard. This will increase the likelihood that that person will come toyou with similar concerns in the future.

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Demonstrate humility – Ironically, as people become more self-assured, they also tend tolet go of their need to be “right” and allow for more healthy debate and flexibility in theirthinking. If you catch yourself digging in your heels or shutting down people who disagree

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Stefano Pazzaglia's Assessment ResultsDoesn't Relate Well to Others: Problem Areas (Cont'd)

with you, challenge yourself to slow down, take a breath, and really consider other ways oflooking at the issue.Foster collegiality – The people who work with you may not be your friends, and you maynot even like them very much. But they most certainly are your colleagues, and becausethey also serve your organization, you have a very important goal in common. Try to fosterprofessional respect for your colleagues, even if true admiration or friendship is unlikely.

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Self-CenteredWho can argue with ambitiousness and self-esteem? No one. You have to believe in yourselfand promote yourself to get ahead in this world. But in the absence of real self-awareness,your efforts at self-promotion could be backfiring on you. Bringing self-awareness into the mixmeans paying close attention to your strengths and your weaknesses, opening yourself up tolessons and insights from others, and sharing wins with everyone who contributed along theway. A little humility can help you tone down the potential negative effects of healthy self-confidence. Letting go of your need to impress others will have the paradoxical effect ofincreasing your overall likability. Holding on to a self-centered approach with others can taxyour relationships and ultimately slow or stall your career progress.

Trace the source of your success – It’s easy, in the wake of a big success, to recall theingenious contributions you brought to the table. But the simple reality is that practicallynothing gets accomplished in a vacuum. Think back on all the doors that were opened,thoughts shared, and even extra grunt work done that helped push that ball toward thegoal. Then hand out the thank-yous.

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Work on your brand – Who are you to the people around you? Who are you in yourorganization? You might be charismatic and bright and talented and assertive, but unlessyou have the real support of others, your personal brand may be suffering. Try adding“good listener, facilitator, collaborator, and encourager” to your repertoire.

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Stefano Pazzaglia's Assessment ResultsSelf-Centered: Problem Areas (Cont'd)

Team build – Teams form around a sense of shared vision, effort, risk, and reward. Peopleconnect to efforts they feel personally invested and involved in. When someone on theteam is overdriving or dominating the effort, the fabric of the team begins to fray. Hangback, draw people out, and let the synergy begin.

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Doesn't Inspire or Build TalentOne of the toughest career transitions you’ll ever face is making the switch from individualcontributor to leader. When you’re used to relying entirely on yourself, it can be a shock to findyourself at the mercy of a team. Anyone in a new leadership role struggles with how torelinquish control, trust others, inspire people to bring their best, build a sense of teamcohesion, identify individual strengths, and grow leadership capabilities in others. If youstruggle in these areas, welcome to the club. But if you want to be a leader, it’s essential thatyou learn how to inspire and grow the people on your team by providing the right balance ofdirection, coaching, and support. You will see improvements in this area as you begin to giveup some control and depend upon others. Not doing so will likely slow or stall your careerprogress.

Be a leader – Contrary to what many people believe, emerging as a leader is not aboutdominating, outshining, and beating others to the punch. Great leaders are people whoknow how to elicit outstanding work from their team and help develop leadershipcapabilities in others. Great leaders listen closely to their team, cue into individualstrengths, and step aside so others can practice taking the lead.

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Keep it safe – Healthy debate is part of any strong team, but triangulation, favoritism,trash-talking, or sabotage is not. If you’re leading a team, you’re also helping to set thetone for what’s acceptable. Allowing for bad behavior makes the team unsafe andunhealthy. It’s all right to be the downer sometimes, set limits, and referee so that peoplecan relax and connect and do their best work.

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Stefano Pazzaglia's Assessment ResultsDoesn't Inspire or Build Talent: Problem Areas (Cont'd)

Delegate to develop – Delegation is not only about leveraging your team and increasingefficiency, it’s also about developing the members of your team. Bringing them closer totough decision making, complex problem solving, and personal investment means you’renot overburdened, and they’re stretching and growing on the job.

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

Getting OrganizedGetting Organized is important at all leadership levels, particularly at the individual contributorand manager levels where it is highly correlated with strong performance. Most people aremoderately skilled at Getting Organized, and for those who need to improve, it is easier todevelop than most leadership skills. Planning, marshalling resources, and multi-tasking arekey, especially for leaders who are charged with efficient execution.

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.

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. Begin honing your ability to inspire others at themanager level because it can be a critical asset for you as you move up the leadership ladder.

Dealing with Trouble

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Stefano Pazzaglia's Assessment ResultsDealing with Trouble: Korn/Ferry Insights (Cont'd)

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 themanager and executive levels. It takes courage to handle conflict, deliver tough feedback, andstick your neck out for an unpopular idea. These are the things that make Dealing with Troubleharder to develop. It is a good idea to begin to develop this skill as early as possible in yourcareer so that by the time you lead and manage others, you are prepared to handle tough,controversial situations.

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.

Demonstrating Personal FlexibilityDemonstrating Personal Flexibility is a very low skill for most people. It is also harder forpeople 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. Peopleoften overestimate their ability in this area; it is a common blind spot across all levels ofleadership. Enhancing your ability to adjust, adapt, and flex in response to feedback orchanging conditions will make you a resilient and nimble leader.

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 contributor

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Stefano Pazzaglia's Assessment ResultsCommunicating Effectively: Korn/Ferry Insights (Cont'd)

level 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.

Doesn't Relate Well to OthersDoesn’t Relate Well to Others is a staller that can slow your career progress. Doesn’t RelateWell to Others is somewhat likely to be a problem across all levels of leadership; however, it issomewhat more common at the executive level. While it is less harmful than other stallers, it isa factor that can lead to flame-out at the manager and executive levels. Many leadersunderestimate this problem to some degree. Defensiveness, inflexibility, being too private orself-reliant can derail your career or cause it to prematurely plateau.

Self-CenteredSelf-Centered is a staller that can slow your career progress. Compared to other stallers, it isless likely to be a problem for most people. It is somewhat harmful to success, and it is aknown derailer, particularly at the manager level. Being too ambitious, arrogant, oruntrustworthy will be perceived negatively and can derail your career or cause it toprematurely plateau.

Doesn't Inspire or Build TalentDoesn’t Inspire or Build Talent is a staller that can slow your career progress. Compared toother stallers, Doesn’t Inspire or Build Talent is the most likely to be a problem, and it is moreharmful to success. Many leaders underestimate this problem to some degree. This area is aknown 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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Career

Korn Ferry - Stefano Pazzaglia's ProSpective Assessment 2012