Vincy Joseph Prospective Assessment

ProSpective Assessment
Vincy Joseph's Assessment Results

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. Communicating Effectively You are clear and credible when you communicate. You are knowledgeable about the topic. You have an interest and a passion in the message. And you are in tune with your audience. You adjust your message and delivery appropriately for the audience. You are an articulate, engaging speaker and a strong writer. Your use of stories, visuals, descriptions, and tone captivate the reader or the listener. You effectively inform, persuade, coach, and inspire. 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. Caring About Others People matter to you. You take a personal interest in their well-being. You care about others, and youre 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
Korn/Ferrys 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.
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Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.
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Caring About Others: Top 5 Characteristics (Cont'd)
strong, respected leader and a caring, compassionate person. It is not a paradox for you. You balance caring and confidence as complementary leadership qualities. Managing Work Processes You understand and manage processes well. You know that the best processes are dynamic and require constant evaluation and tweaking. You see how all the pieces fit together and how one affects the other. You build in feedback loops and monitor key metrics. Optimizing for efficiency is something you focus onyou are always looking for continuous improvement.
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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:
Being Open and Receptive Stress is noisy, and when youre overwhelmed, it can be very hard to quiet down and pay attention to what others are experiencing. Part of effective leadership is learning how to turn down the volume on your own stress so you can fully engage the people around you. Regulate your emotions Among the first things to go when youre pushed beyond your limits are your openness and calm. Meditation, deep breathing, and long walks are not health fads, theyre business tools. Develop a tool set for keeping yourself on an even keel. Open the door Literally open your door to casual check-ins, spontaneous conversation, and lending an ear to someone seeking advice. Figuratively open the door to hear others ideas or concerns. Essential in this effort is keeping your defensiveness at bay and recognizing feedback as an avenue for addressing grievances and building stronger relationships. Share Listen ten times more than you talk. When you are ready to pipe in to the conversation, dont hesitate to share something about yourself, use humor, maybe even combine the two and be self-deprecating. Showing your human side will reassure other people that you are someone they can talk to. 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.
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Being Organizationally Savvy: Blind Spots (Cont'd)
Understanding how to align with and influence others, form strong networks, and listen actively 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 peoples 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 peoples nameplates.
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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:
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 yourselfyour career aspirations and intereststo 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 the support of your boss and senior leaders makes the risk worth it to you. Focusing on the Bottom Line 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.
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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, weve 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.
Doesn't Inspire or Build Talent One of the toughest career transitions youll ever face is making the switch from individual contributor to leader. When youre used to relying entirely on yourself, it can be a shock to find yourself at the mercy of a team. Anyone in a new leadership role struggles with how to relinquish control, trust others, inspire people to bring their best, build a sense of team cohesion, identify individual strengths, and grow leadership capabilities in others. If you struggle in these areas, welcome to the club. But if you want to be a leader, its essential that you learn how to inspire and grow the people on your team by providing the right balance of direction, coaching, and support. You will see improvements in this area as you begin to give up some control and depend upon others. Not doing so will likely slow or stall your career progress. Be a leader Contrary to what many people believe, emerging as a leader is not about dominating, outshining, and beating others to the punch. Great leaders are people who know how to elicit outstanding work from their team and help develop leadership capabilities in others. Great leaders listen closely to their team, cue into individual strengths, and step aside so others can practice taking the lead. Keep it safe Healthy debate is part of any strong team, but triangulation, favoritism, trash-talking, or sabotage is not. If youre leading a team, youre also helping to set the
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Doesn't Inspire or Build Talent: Problem Areas (Cont'd)
tone for whats acceptable. Allowing for bad behavior makes the team unsafe and unhealthy. Its all right to be the downer sometimes, set limits, and referee so that people can relax and connect and do their best work. Delegate to develop Delegation is not only about leveraging your team and increasing efficiency, its also about developing the members of your team. Bringing them closer to tough decision making, complex problem solving, and personal investment means youre not overburdened, and theyre stretching and growing on the job. 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, youre expected to do things that make little or no use of your specialized skillsmanaging 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 isnt 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
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Too Narrow: Problem Areas (Cont'd)
instincts. One of the rewards for developing true expertise in a particular area is that youve likely developed a sixth sense for when things feel right, wrong, or where an interesting solution might be hiding just out of sight. Dont 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 frontsscience, 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 whats coming around the corner.
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Korn/Ferry Insights
Heres 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-ofadmission leadership qualities. 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 builds credibility for both you and your message. 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 its 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
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Caring About Others: Korn/Ferry Insights (Cont'd)
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. Managing Work Processes Managing Work Processes is highly correlated with strong performance at the manager level. Managers are often responsible for seeing the big picture and understanding how the pieces interrelate. Most people are low in this skill, and it is moderately difficult to develop. The ability to see a process as a dynamic system and to understand how tweaks create ripple effects is a vital contribution to a business and will differentiate you from other leaders. 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. Many people are not aware of their ability to manage upit is one of the most common hidden strengths for individual contributors, managers, and executives. 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 at the individual contributor and manager levels. The ability to get results is also related to getting promoted at the individual contributor and manager levels. The skill level for most people is very high, and it is one of the easiest leadership skills to develop. Focusing on the Bottom Line is a non-negotiable for anyone who wants to succeed at work.
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Korn/Ferry Insights (Cont'd)
Being Open and Receptive Most people are moderately skilled in Being Open and Receptive, and it is moderately difficult to develop. Listening, patience, and a relaxed sense of humor are qualities that will help you build strong relationships with your colleagues and team. 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. Doesn't Inspire or Build Talent Doesnt Inspire or Build Talent is a staller that can slow your career progress. Compared to other stallers, Doesnt Inspire or Build Talent is the most likely to be a problem, and it is more harmful to success. Many leaders underestimate this problem to some degree. This area is a known 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. 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 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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Vincy Joseph Prospective Assessment

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ProSpective Assessment

Vincy Joseph's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Vincy Joseph's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Vincy Joseph's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Vincy Joseph's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Vincy Joseph's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Vincy Joseph's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Vincy Joseph's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Vincy Joseph's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Vincy Joseph's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Vincy Joseph's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Vincy Joseph's Assessment Results

Copyright 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

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