Jorge Purgly Network Assessment

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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

Jorge Purgly's Network Results

These are your Top 5 Leadership Characteristics as determined by your Network:

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.

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.

Caring About OthersPeople matter to you. You take a personal interest in their well-being. You care about others,and you’re willing to help them when they are in trouble. You may be focused on gettingresults, 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 astrong, respected leader and a caring, compassionate person. It is not a paradox for you. Youbalance caring and confidence as complementary leadership qualities.

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 and

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Jorge Purgly's Network ResultsManaging Up: Network Top 5 Characteristics (Cont'd)

interests—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.

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

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Blind SpotsBlind spots are characteristics that you overestimate. You are likely to see yourself as stronger in these skills thanothers see you. Here are your potential blind spots and some ideas for next steps:

Creating the New and DifferentMoving into more demanding roles often requires a shift in the way you approach work.Efficiency, perfectionism, and focus can begin to work against you, particularly in roles thatrequire creative thinking in ambiguous situations, or that call for strategic and innovativemethods of bringing ideas to market.

Slow down – Seeing patterns and trends in diverse data takes time. Brainstorming,exploration, and collaboration will help bring a complex picture into focus.

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Integrate – Data from unusual sources can spark new ideas and perspectives. This mightinclude tapping people from outside your team or function, or identifying analogies that tieyour efforts to other models or new ways of understanding the problem.

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Take the long view – Sometimes a short-term loss hides a long-term gain. Stepping out ofthe weeds, looking at the big picture, and taking calculated risks in the service of a long-term vision are important components of innovation.

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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 building

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Jorge Purgly's Network ResultsBeing Organizationally Savvy: Network Blind Spots (Cont'd)

relationships 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.

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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.

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

This assessment did not generate any hidden strengths for you.

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Problem AreasPotential problem areas can be hard to talk about. However, we want to arm you with as much information aspossible about the roots of success as well as known causes of derailment. Through studying the careertrajectories of thousands of individual contributors, managers, and executives, we’ve identified the five mostcommon barriers to career success. If you suspect one or more of these areas is a problem for you, the sectionbelow will provide initial steps toward improvement.

This assessment did not generate any problem areas for you.

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

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.

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.

Caring About OthersMost people are moderately skilled in Caring About Others, and it is moderately difficult todevelop. Leaders who are skilled in Caring About Others also tend to be skilled in ManagingDiverse Relationships and Being Open and Receptive. Taking an interest in others andshowing kindness and concern demonstrate how much you value others and can impact yourability to lead and influence others.

Managing Up

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Jorge Purgly's Network ResultsManaging Up: Network Korn/Ferry Insights (Cont'd)

Managing 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.

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 areaare 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.

Creating the New and DifferentCreating the New and Different is an incredibly important but also rare skill. It is correlated withstrong performance at the manager and executive levels. Most people’s skill level in Creatingthe New and Different is low, and it is harder to develop than most leadership skills. For thesereasons, it is a good idea to focus on developing this skill as early as possible in your career.Creating the New and Different is one of the most common blind spots among individualcontributors and managers. Building, creating, and innovating in the face of ambiguity requiresa tremendous amount of trial and error. Your ability to learn from your experiences will helpyou hone this skill.

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 things

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Jorge Purgly's Network ResultsBeing Organizationally Savvy: Network Korn/Ferry Insights (Cont'd)

done can mean the difference between stalled initiatives and moving things forward.

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Jorge Purgly Network Assessment