Hossam mba hr dev mgt-operation professional-prospective assessment

ProSpective Assessment

Hossam MBA HRDev|Mgt|Operation Professional's A

These are your Top 5 Leadership Characteristics:
Acting with Honor and Character
You know what you stand for. Your actions are rooted in a stable set of values. You can be
counted on to act consistently and stay true to your word. Others trust you because your
beliefs and actions match. People see you walking your talk. They sense your authenticity and
your character.

Creating the New and Different
You are able to envision a future that no one else sees and invent things that haven’t been
imagined. 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 make
connections across many fields and use analogies that help you think differently about a
problem. During brainstorming, you value the outlandish and the absurd—which can spark
new thinking. You don’t judge. You don’t hem people in. You believe that many people with
different ways of looking at the world will always outperform any one individual’s ideas. You
are not afraid of failure. Fail early, fail often is almost a mantra for you. You expect a result that
will wow clients and strive to make it a reality.

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.

Focusing on the Bottom Line

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 13


Focusing on the Bottom Line: Top 5 Characteristics (Cont'd)

You are achievement oriented. You are eager to take action and see results. Even when you
encounter obstacles, your energy and perseverance keep you going. You are motivated and
optimistic. At your best, you ensure that your actions are focused rather than letting
momentum take over. You attribute much of your strong performance to your sense of
urgency, drive, and resilience.

Understanding the Business
You have earned a seat at the table. You have regular interaction with senior executives, and
they see you as a credible partner. You speak the language of business. With your high level
of acumen, you are able to analyze and speak intelligently about customers, competitors, and
business strategy. You have a clear point of view. The payoff is that many leaders seek you
out to ask your opinion about the potential impact of business decisions.





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:

Getting Work Done Through Others
One of the most difficult transitions people face as they move up the ladder is transforming
their approach to managing others. Direct step-by-step instruction and discipline gives way to
relationship building, empowerment, advocacy, and coaching.
• Empower – Taking a command-and-control approach to leadership has its advantages,
but it also involves a lot of extra stress and expended energy. Delegating work is one of the
best ways to develop and empower others. Add some coaching and support to the mix,
and you have a recipe for bringing out the best in people.
• Eliminate barriers – Part of your job as a leader is to make sure your team has what it
needs (resources, time, support, information) to get their jobs done efficiently. Listen to
feedback from your team about where the system bogs down and use your influence and
advocacy to clear their path.
• Spend your time wisely – It is tempting to continue to do the work that you love—the work
that got you promoted. But once you manage other people, your job responsibilities shift.
Spend less time on tasks you have mastered and more time on tasks that only you can do.

Being Organizationally Savvy
Organizations 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 actively




Being Organizationally Savvy: Blind Spots (Cont'd)

to 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 within
your organization. Sincerity, respect, and active listening will go a long way toward building
relationships and learning about the organization through others’ perspectives and
experiences.
• Know your advocates – Find the key people in the organization who will work with you to
usher your projects through the maze of governance bodies and approvals. These are the
people who will take a vested interest in your success.
• Unwritten signs – Knowing people’s titles and reporting relationships is not the complete
picture. An organization has a formal structure and an informal structure. Many times, there
are people who have power and respect without the title and they are able to influence.
Read the unwritten title on people’s nameplates.

Communicating Effectively
When everyone around you is bombarded with information, how do you get your message
across? Start by calling to mind those people who get your attention. Chances are they’re
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 analogy
to bring to life a complex issue, or using images and stories to illustrate a point are all
examples of simplifying to increase the impact of a message. Brevity is much more difficult
than long explanations, and much more powerful.
• Take care – Technology has given us a million ways to communicate and even more ways
to goof up communication. Respect the medium you’re using and use good sense when
deciding what you write down and where. Pay attention to etiquette, be mindful of your
audience, and know when it’s time to communicate in person.
• Listening is communication – Quieting the thoughts in your head, turning away from the




Communicating Effectively: Blind Spots (Cont'd)

handheld, and giving your full attention to another person is a very powerful way of
communicating respect, conscientiousness, and interest. People who say less and listen
more are actually very skilled communicators and are able to command the attention of
others when they do speak.





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:

Caring About Others
People 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 getting
results, 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 a
strong, respected leader and a caring, compassionate person. It is not a paradox for you. You
balance caring and confidence as complementary leadership qualities.





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.

Self-Centered
Who can argue with ambitiousness and self-esteem? No one. You have to believe in yourself
and 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 mix
means paying close attention to your strengths and your weaknesses, opening yourself up to
lessons and insights from others, and sharing wins with everyone who contributed along the
way. 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 of
increasing your overall likability. Holding on to a self-centered approach with others can tax
your 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 the
ingenious contributions you brought to the table. But the simple reality is that practically
nothing 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 the
goal. Then hand out the thank-yous.
• Work on your brand – Who are you to the people around you? Who are you in your
organization? You might be charismatic and bright and talented and assertive, but unless
you have the real support of others, your personal brand may be suffering. Try adding




Self-Centered: Problem Areas (Cont'd)

“good listener, facilitator, collaborator, and encourager” to your repertoire.
• Team build – Teams form around a sense of shared vision, effort, risk, and reward. People
connect to efforts they feel personally invested and involved in. When someone on the
team is overdriving or dominating the effort, the fabric of the team begins to fray. Hang
back, draw people out, and let the synergy begin.

Too Narrow
It 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, and
your ability to get to the root of a problem or see a hidden solution. These skills won you so
much admiration and respect that they eventually got you promoted. Congratulations! Now for
the hard part: in this new role, you’re expected to do things that make little or no use of your
specialized skills—managing people and projects, collaborating with other departments,
hustling for resources, making strategic decisions, and solving operational problems. Now
what? Challenge yourself to break away from your comfort zone and focus on broadening your
skill set. Finding ways to continuously learn about things outside your field will give you fresh
insights and augment your contribution at work. Holding on too tightly to what you know can
make 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 is
having worked in another country. What this communicates is your ability to function
effectively in an entirely novel context. If moving out of the country isn’t on your list of
things to do, reaching across departments or cross-teaming with experts from other
functional 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
instincts. One of the rewards for developing true expertise in a particular area is that you’ve
likely developed a sixth sense for when things feel right, wrong, or where an interesting




Too Narrow: Problem Areas (Cont'd)

solution might be hiding just out of sight. Don’t be afraid to break from the data occasionally
and let your intuition be your guide.
• Broaden your horizons – Being a good forecaster and strategic thinker requires keeping
an 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 for
interconnections across systems (culture, demographics, economics, etc.). This will lead to
unexpected insights in your own field and help you anticipate what’s coming around the
corner.





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

Acting with Honor and Character
Acting with Honor and Character is ranked highest in importance compared to all other
leadership skills. It is the foundation upon which all other leadership skills are built. Most
people are highly skilled in Acting with Honor and Character. It is moderately difficult to
develop. Being trustworthy, consistent, and ethical are viewed by most employers as price-of-
admission leadership qualities.

Creating the New and Different
Creating the New and Different 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. Your ability to generate breakthroughs
will be noticed, appreciated, and sought after because it is the source of competitive
advantage that companies seek.

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

Focusing on the Bottom Line
Focusing on the Bottom Line is critically important. It is highly correlated with performance and




Focusing on the Bottom Line: Korn/Ferry Insights (Cont'd)

promotion at the individual contributor and manager levels. Most people tend to be good at
this, partially because organizations clearly communicate their desire for people who get
results, and it’s easy to identify and measure this skill in others. Focusing on the Bottom Line
is a non-negotiable for anyone who wants to succeed at work.

Understanding the Business
Understanding the Business is moderately important at all levels of leadership and is linked to
success early in your career. The skill level for most people in Understanding the Business is
very high, so you will need to combine it with other skills to pull ahead of the pack. One of the
reasons most people have this skill is that it’s easier to learn, compared to other skills. Your
knowledge of how businesses operate and your expertise in your functional area are likely to
be considered price-of-admission qualities.

Caring About Others
Most people are moderately skilled in Caring About Others, and it is moderately difficult to
develop. Leaders who are skilled in Caring About Others also tend to be skilled in Managing
Diverse Relationships and Being Open and Receptive. Taking an interest in others and
showing kindness and concern demonstrate how much you value others and can impact your
ability to lead and influence others.

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, and it is one of the most common blind spots at the executive level. 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




Getting Work Done Through Others: Korn/Ferry Insights (Cont'd)

difference between lackluster and stellar results.

Being Organizationally Savvy
Being Organizationally Savvy is moderately important across all leadership levels. It is a rare
skill at the individual contributor level, but leaders steadily improve as they rise to the manager
and executive levels. Slow but steady improvement is laudable, given that this is one of the
hardest leadership skills to develop. Your ability to navigate organizational mazes to get things
done can mean the difference between stalled initiatives and moving things forward.

Communicating Effectively
Communicating Effectively is particularly important at the individual contributor level. The
number of people who are good communicators tends to be lower at the individual contributor
level but steadily increases among managers and executives. With a little effort, this skill is not
hard to develop. The ability to tailor your delivery and clearly articulate your points will build
credibility for both you and your message.

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

Too Narrow
Too Narrow is a staller that can slow your career progress. Compared to other stallers, Too
Narrow 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 to
some degree. This area is a known derailer, especially at the executive level. Over-reliance on



Too Narrow: Korn/Ferry Insights (Cont'd)

a single skill set or area of expertise can brand you as someone who lacks perspective or is
stuck in the past.



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