Nuno tasso de figueiredo prospective assessment

ProSpective Assessment

Nuno Tasso de Figueiredo's Assessment Results

These are your Top 5 Leadership Characteristics:
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 don’t
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 it’s something you’ve seen in
your past experience. But you don’t get caught up with surface similarities. Subtle differences
will lead you to take a new course of action—one that you haven’t 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.

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

Relating Skills
Most people would say that you are a likable person. You relate well to all kinds of people. You
make other people feel at ease. You are genuinely interested in other people. And you
naturally 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
makes others feel important and valued. People are quick to offer the same respect and
consideration back to you.

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. linkedin.kornferry.com

Copyright © 2011 Lominger International, a Korn/Ferry company. All Rights Reserved. Page 1 of 9


Top 5 Characteristics (Cont'd)

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 yourself—your career aspirations and
interests—to 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 support of your boss and senior leaders makes the risk worth it to you.

Getting Work Done Through Others
You are a good people manager. You map out your team’s charter. You establish a shared set
of goals and a common purpose for your team. You do not keep the best assignments for
yourself. You delegate strategically based on each person’s strengths, interests, and
development needs. You keep your team members informed of everything that will help them
do their jobs better. You have high standards and you hold people to those standards. But you
are also quick to provide coaching that will help people be successful. You know how to get
the best out of people and because of that, your team shines.





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:

Balancing Work/Life
Does your boss care if you have a life outside the office? Probably not. But most bosses know
that a happy employee is an employee who spends time with friends, writes an occasional
limerick, and reads stories to his or her kids.
• Just say no – You are the only one on earth who can push back on work when its time to
eat a healthy lunch, exercise, attend your child’s recital, or have a relaxed dinner with your
partner. In the long run, forgoing these things will likely decrease, not increase, your overall
productivity.
• Reset your standards – If you’re striving for perfection at work and at home, you’re in for
a tough ride. Take a cue from the world’s most productive, successful people and give
yourself room to be pretty darn good most of the time. This means you’ll get almost
everything done by the end of the day and still have time for a quick round of Ping-Pong®.
• Team up – Try teaming up with coworkers to create a backup system. Everyone needs to
take a day off, sometimes unexpectedly. Serving as backup for one another can take the
pressure off when you really need a break.

Creating the New and Different
Moving 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 that
require creative thinking in ambiguous situations, or that call for strategic and innovative




Creating the New and Different: Blind Spots (Cont'd)

methods 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.
• Integrate – Data from unusual sources can spark new ideas and perspectives. This might
include tapping people from outside your team or function, or identifying analogies that tie
your efforts to other models or new ways of understanding the problem.
• Take the long view – Sometimes a short-term loss hides a long-term gain. Stepping out of
the weeds, looking at the big picture, and taking calculated risks in the service of a long-
term vision are important components of innovation.





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:

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





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, we’ve 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.

This assessment did not generate any problem areas for you.





Korn/Ferry Insights
Here’s how you compare to others:

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.

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

Relating Skills
Relating Skills are particularly important at the individual contributor level. Most people’s skill in
this area is high, and it is moderately difficult to develop. Leaders who are skilled in this area
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, the
absence of these skills can stymie your progression up the leadership ladder.

Managing Up
Managing Up is a strong skill for most people across all leadership levels. However, it may not




Managing Up: Korn/Ferry Insights (Cont'd)

be 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 your
ideas and influence your career trajectory.

Getting Work Done Through Others
Getting Work Done Through Others is important, particularly at the manager and executive
levels. However, it is an extremely rare skill. For most leaders, this is their lowest-ranked
leadership skill. Getting Work Done Through Others is easier to develop, in part, because
organizations provide courses, coaching, and other resources to help leaders improve. It is
difficult to give up doing the work yourself, but your ability to direct, coach, delegate, and
develop can mean the difference between lackluster and stellar results.

Inspiring Others
Inspiring Others is very important at the manager and executive levels. It is highly correlated
with strong performance at the executive level. However, very few people are skilled in this
area. One of the reasons few people have this skill is that it’s difficult to learn. Rallying people
around a common vision and motivating them to embrace change and give their best will
differentiate you and your organization. Begin honing your ability to inspire others at the
manager level because it can be a critical asset for you as you move up the leadership ladder.

Balancing Work/Life
Balancing Work/Life ranks among the lowest skills for leaders at all levels, and it is harder to
develop than most leadership skills. Ultimately, the way you balance between work and life is
a personal choice. The ability to consciously make trade-offs and get what you want out of
your career and personal life will help you balance career achievement with other things you
value.

Creating the New and Different



Creating the New and Different: Korn/Ferry Insights (Cont'd)

Creating the New and Different is an incredibly important but also rare skill. It is correlated with
strong performance at the manager and executive levels. Most people’s skill level in Creating
the New and Different is low, and it is harder to develop than most leadership skills. For these
reasons, 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 individual
contributors and managers. Building, creating, and innovating in the face of ambiguity requires
a tremendous amount of trial and error. Your ability to learn from your experiences will help
you hone this skill.



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