Qadeer Ahmad 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

Qadeer Ahmad's Assessment Results

These are your Top 5 Leadership Characteristics:

Focusing on the Bottom LineYou are achievement oriented. You are eager to take action and see results. Even when youencounter obstacles, your energy and perseverance keep you going. You are motivated andoptimistic. At your best, you ensure that your actions are focused rather than lettingmomentum take over. You attribute much of your strong performance to your sense ofurgency, drive, and resilience.

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.

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.

Getting OrganizedYou are steady and calm in situations that others find overwhelming. When you are faced withever-increasing demands, when you are under pressure to keep up the pace, you approach

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Qadeer Ahmad's Assessment ResultsGetting Organized: Top 5 Characteristics (Cont'd)

your work with focused attention and careful planning. You manage your time well. You havethe ability to call upon the appropriate resources at a moment’s notice in order to advance theproject or deliverable. You are constantly monitoring, thinking ahead, and making timelyadjustments in order to avoid obstacles and keep things moving on track.

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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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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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.

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Qadeer Ahmad's Assessment ResultsDemonstrating Personal Flexibility: Blind Spots (Cont'd)

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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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:

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.

Acting with Honor and CharacterYou know what you stand for. Your actions are rooted in a stable set of values. You can becounted on to act consistently and stay true to your word. Others trust you because yourbeliefs and actions match. People see you walking your talk. They sense your authenticity andyour character.

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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.

Self-CenteredWho can argue with ambitiousness and self-esteem? No one. You have to believe in yourselfand 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 mixmeans paying close attention to your strengths and your weaknesses, opening yourself up tolessons and insights from others, and sharing wins with everyone who contributed along theway. 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 ofincreasing your overall likability. Holding on to a self-centered approach with others can taxyour 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 theingenious contributions you brought to the table. But the simple reality is that practicallynothing 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 thegoal. Then hand out the thank-yous.

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Work on your brand – Who are you to the people around you? Who are you in yourorganization? You might be charismatic and bright and talented and assertive, but unlessyou have the real support of others, your personal brand may be suffering. Try adding

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Qadeer Ahmad's Assessment ResultsSelf-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. Peopleconnect to efforts they feel personally invested and involved in. When someone on theteam is overdriving or dominating the effort, the fabric of the team begins to fray. Hangback, draw people out, and let the synergy begin.

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

Focusing on the Bottom LineFocusing on the Bottom Line is critically important. It is highly correlated with performance andpromotion at the individual contributor and manager levels. Most people tend to be good atthis, partially because organizations clearly communicate their desire for people who getresults, and it’s easy to identify and measure this skill in others. Focusing on the Bottom Lineis a non-negotiable for anyone who wants to succeed at work.

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.

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.

Getting OrganizedGetting Organized is important at all leadership levels, particularly at the individual contributorand manager levels where it is highly correlated with strong performance. Most people are

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Qadeer Ahmad's Assessment ResultsGetting Organized: Korn/Ferry Insights (Cont'd)

moderately skilled at Getting Organized, and for those who need to improve, it is easier todevelop than most leadership skills. Planning, marshalling resources, and multi-tasking arekey, especially for leaders who are charged with efficient execution.

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.

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.

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

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Qadeer Ahmad's Assessment ResultsKorn/Ferry Insights (Cont'd)

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 thedifference between lackluster and stellar results.

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.

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

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Qadeer Ahmad Pro Spective Assessment

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