Melanie Grinenk (LION)ProSpective Assessment[1]

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

Melanie Grinenk (LION)'s Assessment Results

These are your Top 5 Leadership Characteristics:

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.

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

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.

Communicating EffectivelyYou are clear and credible when you communicate. You are knowledgeable about the topic.

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Melanie Grinenk (LION)'s Assessment ResultsCommunicating Effectively: Top 5 Characteristics (Cont'd)

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 tonecaptivate the reader or the listener. You effectively inform, persuade, coach, and inspire.

Managing Work ProcessesYou understand and manage processes well. You know that the best processes are dynamicand require constant evaluation and tweaking. You see how all the pieces fit together and howone affects the other. You build in feedback loops and monitor key metrics. Optimizing forefficiency is something you focus on—you are always looking for continuous improvement.

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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:

Demonstrating Personal FlexibilityClearly, our world is in constant flux. And as the pace of change accelerates on all of us,organizations have become keenly aware of their need for people who can tuck and roll andkeep their balance in a context of continuous change.

Keep learning – Getting better and better at something you’re already good at does notgrow you as fast as pushing past your comfort zone and entering unfamiliar terrain. Seekout classes, opportunities to cross-team, or even lateral moves that will allow you toexercise new muscles and break up your routine.

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Start again, and again – Resilience used to be a term used mostly in psychology andsports, but it’s creeping into the business lexicon. It refers to one’s ability to bounce backfrom setbacks, losses, or simple failure. Your grace in the face of such challenges and yourability to get back on the horse will communicate your resilience.

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Think solutions – Where there’s a problem, there’s always a solution (or at least a braveattempt at one). Identifying problems is an important part of any job, but looking deep intothe heart of a problem and coming up with a recommended course of action is whatseparates the truly nimble from the rest of us.

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Making Tough People CallsBeing skilled at reading people will get you only so far in the ongoing and challenging task ofidentifying, attracting, and retaining the best people for your team. Much more than instinct

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Melanie Grinenk (LION)'s Assessment ResultsMaking Tough People Calls: Blind Spots (Cont'd)

and good intentions are needed to pull off one of the most difficult aspects of effectivemanagement.

Focus on the Big Four – Resist the temptation to load up on data when evaluatingsomeone. Narrowing your focus around four key aspects—skills, training, attitude, andwork ethic—will help you make objective, fair, and reliable personnel decisions.

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Diversify – Relying on referrals, instinct, or personality similarities limits your talent pooland can result in a homogenous, static team. Reaching across generational or culturalbarriers to find the most skilled people will keep teams dynamic and balanced.

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Systematize – Use job descriptions, skills assessments, and consistent hiring procedures.Clearly communicate standards for promotion, bonus, and performance expectations.Keeping poor performers around sends the wrong message and might cause your bestpeople to disengage. Keep the team lean and strong, and be consistent in your standards.

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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:

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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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:

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

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.Your ability to garner support from senior leaders gives you the opportunity to position yourideas and influence your career trajectory.

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.

Communicating EffectivelyCommunicating Effectively is particularly important at the individual contributor level. Thenumber of people who are good communicators tends to be lower at the individual contributorlevel but steadily increases among managers and executives. With a little effort, this skill is not

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Melanie Grinenk (LION)'s Assessment ResultsCommunicating Effectively: Korn/Ferry Insights (Cont'd)

hard to develop. The ability to tailor your delivery and clearly articulate your points buildscredibility for both you and your message.

Managing Work ProcessesManaging 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 piecesinterrelate. Most people are low in this skill, and it is moderately difficult to develop. The abilityto see a process as a dynamic system and to understand how tweaks create ripple effects is avital contribution to a business and will differentiate you from other leaders.

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.

Demonstrating Personal FlexibilityDemonstrating Personal Flexibility is a very low skill for most people. It is also harder forpeople to develop because it involves the willingness to respond to feedback and to change.Change can be hard for people, and personal change can be even more challenging. Peopleoften overestimate their ability in this area; it is a common blind spot across all levels ofleadership. Enhancing your ability to adjust, adapt, and flex in response to feedback orchanging conditions will make you a resilient and nimble leader.

Making Tough People CallsMaking Tough People Calls is important at the manager and executive levels, but few peoplehave this skill, regardless of leadership level. This is one of the most common blind spots

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Melanie Grinenk (LION)'s Assessment ResultsMaking Tough People Calls: Korn/Ferry Insights (Cont'd)

across all levels of leadership. Making Tough People Calls requires keen observational skills,the ability to assess accurately, and the courage to make the decision to hire, fire, or promote.For these reasons, Making Tough People Calls is moderately difficult to develop.

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Melanie Grinenk (LION)ProSpective Assessment[1]

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