Thomas Baker Leadership Assessment: Envision The Future

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

Thomas Baker - Chile's Assessment Results

These are your Top 5 Leadership Characteristics:

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.

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.

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.

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Thomas Baker - Chile's Assessment ResultsTop 5 Characteristics (Cont'd)

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.

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.

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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:

This assessment did not generate any blind spots for you.

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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:

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 the support of your boss and senior leaders makes the risk worth it toyou.

Being Organizationally SavvyYou see the complexity of an organization—its policies, politics, people. You see navigatingthe political maze as a necessary means to get results. You know whom to go to for whatpurpose, how to usher a project through a myriad of stakeholders, and which messages orarguments will influence key decision makers. You are up to speed on titles as well aspersonalities and relationships. You gracefully navigate a tangled, high-stakes web of egos,agendas, changing priorities, and sometimes outrageous demands. You leverage yourunderstanding of the organizational landscape to adjust your approach for the best outcome.

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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.

This assessment did not generate any problem areas for you.

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

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.

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.

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.

Making Complex DecisionsMaking Complex Decisions is highly correlated with strong performance across all leadership

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Thomas Baker - Chile's Assessment ResultsMaking Complex Decisions: Korn/Ferry Insights (Cont'd)

levels and is associated with further promotion at the manager level. It is moderately difficult todevelop. The skill level for most people in Making Complex Decisions is high. Having the skillto solve tough problems and deftly handle new situations will be mission critical at all stages ofyour career.

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.

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.Many people are not aware of their ability to manage up—it is one of the most common hiddenstrengths for individual contributors, managers, and executives. Your ability to garner supportfrom senior leaders gives you the opportunity to position your ideas and influence your careertrajectory.

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. Being Organizationally Savvy is one of the most commonhidden strengths at the executive level. Your ability to navigate organizational mazes to get

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Thomas Baker - Chile's Assessment ResultsBeing Organizationally Savvy: Korn/Ferry Insights (Cont'd)

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

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Education

Thomas Baker Leadership Assessment: Envision The Future