Kresimir Popovic Pro Spective Assessment

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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

Kresimir Popovic's Assessment Results

These are your Top 5 Leadership Characteristics:

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.

Making Complex DecisionsWhen you mull over a problem, you can fill pages with plus and minus columns, mind mapsketches, lists of options, and various other notations. You gather enough data, but you don’tget too bogged down in it. You find the essence of a problem. You take into account all of themoving parts. When you look for patterns, you assess whether it’s something you’ve seen inyour past experience. But you don’t get caught up with surface similarities. Subtle differenceswill lead you to take a new course of action—one that you haven’t tried in the past. Once youland on a decision, you are aware of the risk but confident that your approach has the bestchance for success.

Being Open and ReceptiveYou make a point of asking questions to learn more about people. You are willing to sharework- and nonwork-related things about yourself to find common ground with others. Youactively listen to others’ perspectives. You have a way of focusing your mind exclusively on theperson in front of you and what he or she is saying. The fact that you stay so present sends astrong message about the other person’s value and the worth of his or her point of view.

Caring About Others

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Kresimir Popovic's Assessment ResultsCaring About Others: Top 5 Characteristics (Cont'd)

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 gettingresults, 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 astrong, respected leader and a caring, compassionate person. It is not a paradox for you. Youbalance caring and confidence as complementary leadership qualities.

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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Kresimir Popovic'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:

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

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

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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.

Doesn't Inspire or Build TalentOne of the toughest career transitions you’ll ever face is making the switch from individualcontributor to leader. When you’re used to relying entirely on yourself, it can be a shock to findyourself at the mercy of a team. Anyone in a new leadership role struggles with how torelinquish control, trust others, inspire people to bring their best, build a sense of teamcohesion, identify individual strengths, and grow leadership capabilities in others. If youstruggle in these areas, welcome to the club. But if you want to be a leader, it’s essential thatyou learn how to inspire and grow the people on your team by providing the right balance ofdirection, coaching, and support. You will see improvements in this area as you begin to giveup some control and depend upon others. Not doing so will likely slow or stall your careerprogress.

Be a leader – Contrary to what many people believe, emerging as a leader is not aboutdominating, outshining, and beating others to the punch. Great leaders are people whoknow how to elicit outstanding work from their team and help develop leadershipcapabilities in others. Great leaders listen closely to their team, cue into individualstrengths, and step aside so others can practice taking the lead.

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Keep it safe – Healthy debate is part of any strong team, but triangulation, favoritism,trash-talking, or sabotage is not. If you’re leading a team, you’re also helping to set the

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Kresimir Popovic's Assessment ResultsDoesn't Inspire or Build Talent: Problem Areas (Cont'd)

tone for what’s acceptable. Allowing for bad behavior makes the team unsafe andunhealthy. It’s all right to be the downer sometimes, set limits, and referee so that peoplecan relax and connect and do their best work.Delegate to develop – Delegation is not only about leveraging your team and increasingefficiency, it’s also about developing the members of your team. Bringing them closer totough decision making, complex problem solving, and personal investment means you’renot overburdened, and they’re stretching and growing on the job.

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Korn/Ferry InsightsHere’s how you compare to others:

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.

Making Complex DecisionsMaking Complex Decisions is highly correlated with strong performance across all leadershiplevels and is associated with further promotion at the manager level. It is moderately difficult todevelop. The skill level for most people in Making Complex Decisions is high. Having the skillto solve tough problems and deftly handle new situations will be mission critical at all stages ofyour career.

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 can help youbuild strong relationships with your colleagues and team.

Caring About OthersMost people are moderately skilled in Caring About Others, and it is moderately difficult todevelop. Leaders who are skilled in Caring About Others also tend to be skilled in ManagingDiverse Relationships and Being Open and Receptive. Taking an interest in others and

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Kresimir Popovic's Assessment ResultsCaring About Others: Korn/Ferry Insights (Cont'd)

showing kindness and concern demonstrate how much you value others and can impact yourability to lead and influence others.

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.

Understanding the BusinessUnderstanding the Business is moderately important at all levels of leadership and is linked tosuccess early in your career. The skill level for most people in Understanding the Business isvery high, so you will need to combine it with other skills to pull ahead of the pack. One of thereasons most people have this skill is that it’s easier to learn, compared to other skills.Understanding the Business is one of the most common hidden strengths for individualcontributors, managers, and executives. It may be a case of the more you know the more yourealize you don’t know. Regardless, others see you as an expert in how businesses operateand as possessing critical knowledge in your functional area.

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.Many people are not aware of their ability to manage up—it is one of the most common hiddenstrengths for individual contributors, managers, and executives. Your ability to garner supportfrom senior leaders gives you the opportunity to position your ideas and influence your careertrajectory.

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Kresimir Popovic's Assessment ResultsKorn/Ferry Insights (Cont'd)

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 spotsacross 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.

Doesn't Inspire or Build TalentDoesn’t Inspire or Build Talent is a staller that can slow your career progress. Compared toother stallers, Doesn’t Inspire or Build Talent is the most likely to be a problem, and it is moreharmful to success. Many leaders underestimate this problem to some degree. This area is aknown 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.

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Kresimir Popovic Pro Spective Assessment

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