Kevin Tart Pro Spective Assessment

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

Kevin Tart's Assessment Results

These are your Top 5 Leadership Characteristics:

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

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.

Dealing with TroubleYou are willing to stick your neck out. You have the courage to challenge the status quo andbring up ideas that may make others uncomfortable. People count on you to stand up, speakyour mind respectfully, and not let others off the hook. It’s something they admire about youbecause they know it’s not easy to do. With you, people know where they stand. You do nothesitate to confront problem performers, deal with conflict, or deliver negative feedback. Yourapproach is productive, not threatening. And you are able to keep your own personal feelingsin check. Challenge, conflict, and hardship do not deter you from leading. In fact, you areenergized by tough challenges.

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Kevin Tart's Assessment ResultsTop 5 Characteristics (Cont'd)

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.

Demonstrating Personal FlexibilityYou are self-aware. Not only do you seek feedback from others, you can pick up on subtlecues that you need to adjust your behavior or approach. You observe how people respond indifferent situations and you adjust. You reflect on conversations and interactions so that youcan learn what to do differently. You are interested in improving yourself, developing skills, andenhancing your performance on the job.

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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:

Getting Work Done Through OthersOne of the most difficult transitions people face as they move up the ladder is transformingtheir approach to managing others. Direct step-by-step instruction and discipline gives way torelationship 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 thebest 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.

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Eliminate barriers – Part of your job as a leader is to make sure your team has what itneeds (resources, time, support, information) to get their jobs done efficiently. Listen tofeedback from your team about where the system bogs down and use your influence andadvocacy to clear their path.

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Spend your time wisely – It is tempting to continue to do the work that you love—the workthat 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.

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Being Open and ReceptiveStress is noisy, and when you’re overwhelmed, it can be very hard to quiet down and payattention to what others are experiencing. Part of effective leadership is learning how to turndown the volume on your own stress so you can fully engage the people around you.

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Kevin Tart's Assessment ResultsBeing Open and Receptive: Blind Spots (Cont'd)

Regulate your emotions – Among the first things to go when you’re pushed beyond yourlimits are your openness and calm. Meditation, deep breathing, and long walks are nothealth fads, they’re business tools. Develop a tool set for keeping yourself on an even keel.

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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 andrecognizing feedback as an avenue for addressing grievances and building strongerrelationships.

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Share – Listen ten times more than you talk. When you are ready to pipe in to theconversation, don’t hesitate to share something about yourself, use humor, maybe evencombine the two and be self-deprecating. Showing your human side will reassure otherpeople that you are someone they can talk to.

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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:

Keeping on PointYou have discipline. Despite all of the tasks and challenges vying for your attention, you sortthrough competing priorities and stay focused. You have your favorite tricks for doingthis—setting aside blocks of time, finding ways to minimize interruptions, making decisionsquickly. You know that it’s not enough to be busy. Your concentrated focus producesmeaningful accomplishments.

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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:

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

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.

Dealing with TroubleDealing with Trouble is highly correlated with strong performance at the manager level.Dealing with Trouble is a rare skill among individual contributors but is more common at themanager and executive levels. It takes courage to handle conflict, deliver tough feedback, andstick your neck out for an unpopular idea. These are the things that make Dealing with Troubleharder to develop. It is a good idea to begin to develop this skill as early as possible in yourcareer so that by the time you lead and manage others, you are prepared to handle tough,controversial situations.

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Kevin Tart's Assessment ResultsKorn/Ferry Insights (Cont'd)

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.

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. Yourability to adjust, adapt, and flex in response to feedback or changing conditions will make youa resilient and nimble leader.

Keeping on PointKeeping on Point is very important across all leadership levels, particularly at the managerlevel where it is highly correlated with strong performance. However, the skill level for mostpeople in Keeping on Point is moderate when compared to other leadership skills. Fortunately,it is easier to develop than most leadership skills. The ability to set priorities and stay focusedis not common—it will differentiate you from your peers.

Getting Work Done Through OthersGetting Work Done Through Others is important, particularly at the manager and executivelevels. However, it is an extremely rare skill. For most leaders, this is their lowest-rankedleadership skill, and it is one of the most common blind spots at the executive level. GettingWork Done Through Others is easier to develop, in part, because organizations providecourses, coaching, and other resources to help leaders improve. It is difficult to give up doingthe work yourself, but your ability to direct, coach, delegate, and develop can mean the

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Kevin Tart's Assessment ResultsGetting Work Done Through Others: Korn/Ferry Insights (Cont'd)

difference between lackluster and stellar results.

Being Open and ReceptiveMost people are moderately skilled in Being Open and Receptive, and it is moderately difficultto develop. Listening, patience, and a relaxed sense of humor are qualities that will help youbuild strong relationships with your colleagues and team.

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Kevin Tart Pro Spective Assessment

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