career leader report
TRANSCRIPT
Congratulations! You've joined the more than 200,000 people in over 500 top business schools and leading corporations worldwide who have used CareerLeader®.
This report contains everything CareerLeader has learned about you from your unique profile of interests, abilities, and motivations. Inside, you'll find information about:
your core interests, and what they mean for your career success and happiness
the kind of organizational culture you'll most likely enjoy and succeed in
the rewards that tend to motivate you most your strengths and weaknesses (as you see
them and as others see them) characteristics that may limit your success
Most important, you'll find the careers that are most likely to bring you success and satisfaction, along with suggested actions to take to work toward your career goals.
Of course each of us is a unique, complex individual, and CareerLeader doesn't pretend to provide the one "right" answer to how you should lead your life. No one can do that. But CareerLeader is a powerful tool that you can use now and in the future to guide and inform your career choices. Thanks for letting us help you with your career planning.
Prepared forVaibhav SaxenaJanuary 23, 2011
This section contains the most important issues for you to consider as you explore different careers. These issues are likely to determine how happy and successful you are in your career.
InterestsYou have a notable interest in three core elements of business work:
Application of Technology Counseling and Mentoring Theory Development and Conceptual Thinking
You have a strong interest in Application of Technology, one of the basic activities in business work. You take a systematic, engineering-like approach to solving problems and understanding systems and processes -- regardless of whether you've ever studied engineering. You feel comfortable with technology and like to know how things work, and you probably enjoy using technology both in your work and outside it. You may want to express this interest by working in businesses that involve technology, either as a product or as an integral part of the services they provide.
However, an interest in Application of Technology is not identical to an interest in engineering as such. While most professional engineers have an interest in Application of Technology, many people who have never studied engineering do have this interest.
In the workplace, you would likely enjoy activities such as:
understanding the information technology side of things (even if you don't work in IT)
looking for ways to increase profitability by re-engineering processes
looking into how your firm's supply chain system works getting the most from new technologies you use personally (PDAs,
laptops, software, etc.)
If you have both a strong interest in Application of Technology and strong engineering skills, companies that value engineering training may be a good fit. Some manufacturing and technology-oriented firms view an engineering degree as a "membership card" necessary for promotion into high-level management positions. If you don't have engineering credentials, you should avoid companies that have this kind of professional-engineer bias.
You are also strongly interested in Counseling and Mentoring, one of the elemental activities in business work. You enjoy developing relationships -- and people -- and view this activity as an integral part of business work. A strong interest in Counseling and Mentoring is expressed by helping people reach their fullest potential. The emphasis is more on relationships than achieving concrete goals, and on relationships with individuals rather than with groups. That said, a strong interest in Counseling and Mentoring does not imply that you want to be a psychotherapist or a counselor as such. This interest is clearly to be expressed in a work setting.
With this core interest, you're likely to be highly attuned to your company's mission and culture. You may also gravitate toward organizations that:
place a high value on developing employees reward managers who focus their energy on developing and
Your interests are the single most important factor in your happinessand success.
retaining people who report to them "do good" through their products, services, and mission
You'll probably also prefer work environments in which you feel you're adding value to the business endeavor specifically through teaching, mentoring, and coaching fellow workers and others. In addition, you may feel pulled toward working for not-for-profit organizations at some point in your career.
Lastly, you also have a notable level of interest in Theory Development and Conceptual Thinking, one of the fundamental activities in business work. You enjoy solving business problems by taking a conceptual "big picture" approach, exploring abstract ideas and the "what ifs" of a business or industry, and considering broad economic and social trends.
You're likely to enjoy work activities such as:
creating a model that explains competition in an industry analyzing a company's competitive position in a particular market considering the value proposition of a merger or acquisition designing a new process for product development or distribution developing economic theory
Of course, having strong interests in Application of Technology and Counseling and Mentoring and Theory Development and Conceptual Thinking doesn't necessarily mean you have the skills you need to succeed in a career in which those activities are a predominant part of the work. But people often develop abilities where their interests lie. So don't let a lack of training or prior experience with technology or as a coach, counselor, or mentor or with theoretical work keep you from gaining the knowledge or strengthening the skills you'll need to express these interests.
Preference for StructureSome people function better, and prefer, working in organizations that are more structured, while others enjoy a looser, less predictable work environment. Preferring structure doesn't mean wanting work that is repetitive or unchallenging, and it doesn't imply that a person doesn't enjoy autonomy in his or her work. "Structure" doesn't mean micromanagement; it means knowing what the structure is, and being able to depend on its being more or less the same tomorrow.
Your score on this scale indicates that you are more or less in the middle on this dimension. This means that you'll probably feel comfortable in organizations that are fairly highly structured, pretty unstructured, and anywhere in between. It doesn't mean that you will thrive in an organization that falls at the extreme high or low end. But with those exceptions, you have a high degree of flexibility in choosing a position.
Organizational CultureYou would enjoy an organizational culture that has a competitive spirit (internally as well as against industry rivals) and that encourages healthy conflict. In such companies, departments, and teams, competition for resources and personal rewards (bonuses, promotions, etc.) is fostered by management, and people engage in skeptical and critical examination of ideas as a normal part of assessing business situations and making decisions. People who thrive in these work environments tend to feel comfortable with conflict, whether or not they express conflict openly. Your tendency in this direction is relatively strong, so pay close attention to this aspect of any organization you consider working for. For tips on how to examine an organizational culture in this regard, click here.
AbilitiesYou have a number of strengths, including:
Finding the right organizational culture is about
Comfort with Differences: comfortable and effective in relating to people from many different backgrounds and cultures.
Creative Thinking: able to think creatively, generating new ideas and approaches to situations.
Critical Thinking: able to think critically (define a problem and determine the information needed to solve it; understand unspoken assumptions; form and test hypotheses; and judge the validity of conclusions).
Delegating: delegates appropriately and effectively. Empathy Skills: can see things from other people's points of view. Gaining Trust: inspires other people's trust. Merit-orientation: judges ideas and people on merit alone, without
bias or favoritism. Openness to Criticism: accepts critical feedback without
becoming defensive. Persistence: doesn't get discouraged and give up on things easily. Quantitative Analysis: skillful in using quantitative analysis to
understand business issues. Quick Thinking: picks up new ideas and processes new information
quickly and easily. Respect for Others: respectful of other people's points of view, as
well as their time and priorities. Sensitivity and Tact: sensitive and tacful: promotes an
atmosphere of good feeling and mutual consideration. Teamwork: a team player: cooperative, works well as part of a
group. Written Communication: a good writer, expresses ideas and
positions clearly.
You have a large number of strengths. To help you determine which abilities are your strongest, you may want to solicit feedback from other people.
You also recognize some weaknesses in your business skill set:
Multiple-focus: able to juggle many projects and responsibilities at once.
One or more of these weaknesses might stand in the way of your career success.
Get some advice about how to
develop those skills. [ ]Motivators (i.e. Work Reward Values)
You place a very high value on these rewards:
Positioning (the position offers experience and access to people and opportunities that will position me well for my next career move)
Power and Influence (the position offers the opportunity to exercise power and influence, to be an influential decision maker)
Security (the position offers a great deal of security in terms of predictable salary, benefits, and future employment)
more than being happy. It can determine whether you succeed or fail.
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These are your most powerful motivators in work situations. You won't be happy for long if you find yourself employed in a position where you can't earn these rewards. Likewise, you'll want to avoid reporting to a manager who won't provide you with opportunities to earn these rewards.
You're also motivated by:
Financial Gain (the position provides excellent opportunity for exceptional financial reward)
Intellectual Challenge (the position offers consistent intellectual challenge)
Prestige (the position is with an organization that is prestigious in its field)
These are significant motivators for you. However, you may be willing to trade one or more of them for something else that a particular work opportunity offers (such as a desirable geographic location).
Things to Be Alert For -- On the Job and In a Job SearchAn analysis of several common personal/career dynamics didn't point to any specific dangers you ought to watch out for. This is great news. But we still want to alert you to several pitfalls that present a danger to everyone, and that have derailed more than one career:
Walking into a mismatch between you and your organization's overall culture. A cultural mismatch can lead not just to unhappiness, but also to outright career failure.
Basing career decisions on what you're good at, even if you're not all that interested in it. Your interests, not your abilities, are your long-term competitive advantage -- and they're the "energy" that powers your career. If you're not really interested in the work, the people who are will ultimately pass you by.
Failing to develop and maintain a professional network within and outside the organization you work for. An internal network is helpful for understanding the unspoken norms and politics of any organization. Your external network can be especially valuable if you decide to leave your current employer. It can also help you compare compensation and learn how people doing similar work in other companies deal with the challenges you both face.
These are things that can lead to success at one time (or place) and failure at another. Read carefully!
After assessing your interests, motivators, and abilities, CareerLeader® compared your unique pattern of all three factors to algorithms representing the "perfect match" for each of 33 different business careers. These algorithms are complex (difficult to "see through" or "fake"), and highly accurate and valid. Each one comprises the items and scales, weighted according to their importance, that differentiate successful, satisfied people in that career from over 200,000 other business professionals. Below you'll see those careers, and how you match up with each one. The number you see alongside each career represents how closely you align with people in that career, relative to other people's match with the career. The higher the number (99 being highest, 1 the lowest), the better your match.
It's best to think of these careers as beacons. They signal a good direction in which to "sail" your career -- rather than as the destination you should reach tomorrow. It takes most of us many years to reach our ultimate career destination -- regardless of where we're starting out. Knowing that this is your ultimate destination, you can chart a course that will land you there (or someplace close by) in the future. Remember: your career is a
These are careers whose demands match your abilities, that offer rewards that
path, not a point!
Our CareersClick on "Go..." to learn more about the career.
Your ScoresHigher number = better match
Strategic Planning and Business Development [ ]
92
Management of New Product Development [ ]
87
Information Systems Management [ ]
86
Supply Chain Management []
79
Project Management [ ]
78
Human Resources Management [ ]
77
Law [ ]
75
Marketing and Marketing Management [ ]
69
Training and Organizational Development [ ]
61
Management in Science and Engineering [ ]
61
Management Consulting []
61
motivate you, and -- most important -- where you'll find the work interesting and engaging.
Think of these as beacons or career "destinations" -- not as the very next job you should get. Remember: a career is a path, not a point.
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Non-Profit Management (Higher Education, Government and Human
Services) [ ]
60
Research and Development Management [ ]
51
Accounting [ ]
51
Finance in Corporate Settings []
46
Advertising Account Management [ ]
42
Retail Management [ ]
40
Production and Operations Management [ ]
37
Institutional Securities Sales []
34
Commercial Banking [ ]
33
Securities Trading [ ]
31
Public Relations and Communications [ ]
31
Entrepreneurship [ ]
26
20
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non_profits
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Sales Management [ ]
Sales [ ]
19
Venture Capital [ ]
18
Real Estate Development []
18
Investment Management (Portfolio Management and Securities Analysis) [
]
18
Financial Planning and Stock Brokerage [ ]
18
Private Equity Investment (Including Leveraged Buy-Out) [ ]
12
General Management [ ]
11
Investment Banking [ ]
7
Real Estate Finance [ ]
5
You've learned a lot about yourself and the kind of work you'll find most satisfying. So how might you begin working toward your career goals? Think about career exploration as comprising four steps:
1. Knowing yourself 2. Knowing the career marketplace 3. Planning your strategy 4. Putting your strategy into action
1. Knowing Yourself
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With the help of CareerLeader®, you've already taken this step -- learning about your interests, key strengths and weaknesses, motivators, and the organizational culture you'll fit best in.
2. Knowing the Career Marketplace
In addition to knowing yourself, you need to understand the function (finance, marketing, operations, etc.) you're considering working in -- as well as the industries and companies that interest you. CareerLeader offers these great places to start:
industry sketches [ ]
tips on how to choose an industry [ ]
career profiles [ ]
In addition to what CareerLeader provides, there are loads of electronic resources that can help you research different industries and companies.
The more you can learn from all of these sources like these, the more capable, efficient -- and impressive -- you'll be when you conduct
informational interviews.
Once you've researched the market, generate a list of informational interview leads. Consider your friends, their friends, acquaintances and friends of your family -- anyone you've ever met who could talk with you about the work world. Don't forget about faculty and alumni of the college or graduate school you attended (or are attending).
When you approach people to schedule informational interviews, keep the conversation brief. Tell them:
how you got their names and contact information (unless you already know them personally)
what you're looking for from them (information about a particular industry, ideas for getting your foot in the door at a specific company, etc.)
and that you need just a few minutes of their time, completely at their convenience
Consider sending an email before telephoning, so the person can instruct his or her administrative assistant to schedule time for you on the phone. (If you have someone's office phone number, you can also try calling at night and leaving a voice message.)
Remember these are informational interviews. When talking to someone, make it clear that you are not asking for a job. (If one of your leads knows of a position and is interested in hiring you, he or she will
Knowing yourself and the career marketplace will help you set your goal. Your strategy lays out the steps you'll take to reach that goal.
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certainly mention it.) And try to get at least one new lead from every call you make.
If you feel somewhat unnerved by the thought of calling up strangers, prepare a short script ahead of time. As you gain experience, you'll feel more comfortable with the process.
Also, if you're lucky enough to uncover a "star" contact in the right department of a company you'd most love to work for, don't call him or her first! Instead, talk to people farther out from your "career bull's eye." That way, you'll gain practice with your lower-risk contacts. And by the time you call your star, you'll be that much more confident and knowledgeable.
3. Planning Your Strategy
Based on your knowledge of yourself and the career marketplace, define your career goal. Then plan a strategy (or more likely, strategies, plural) for getting there.
Think about how to leverage your assets -- not only your work experience, personal contacts and relevant abilities, but also your strongest interests (as assessed by CareerLeader). Communicating a passion for a particular kind of work isn't enough to get you a job, but it can certainly help. Also look for ways to minimize your weaknesses. If your abilities assessment showed any important weaknesses, you'll find on-line recommendations
for strengthening those abilities. [ ]
Be patient, and think -- and act -- strategically. If you want to change what you do functionally (moving from your current role into finance,
marketing, sales, etc.) and change the industry you're working in, you may not be able to make both changes in one career move. Consider
changing one or the other (so you're in your preferred function, but your less preferred industry or vice versa), then make the other change a few
years from now.
Remember, there are usually several ways to get from where you are now to your career goal. Consider all the possible routes to travel, consider their probabilities of success, consider the costs and benefits of each, look for still more alternate strategies, then choose one. Get advice from people who are already where you want to be. Do you really need that advanced degree? Maybe, but maybe not.
If you're a student, try taking a summer internship in the career area that you're considering. You might find out that you don't like it as much as you thought you would -- good to know now! And if you do like it, that work will send a signal to future employers that you're serious about going in that direction with your career.
If you are graduating soon, the same rule applies only with a longer time horizon. If you have an idea of what you'd like to do both functionally (finance, marketing, sales, etc.) and with a particular industry (food/beverage, telecommunications, etc.), you may not be able to satisfy both preferences. So try for one or the other (right function, wrong industry, or vice versa), then look to get a better match a few years from now.
4. Putting Your Strategy into Action
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When you're ready to put your strategy into action, CareerLeader's on-line resources will help you assess a company's culture and make your strongest case during a job interview. See CareerLeader's Interview Tips
(and remember to practice your responses before interviews). [ ]
You may also want to choose a resume and cover letter guidebook from the many good available sources -- then follow the advice in it.
Your 360° Feedback ResultsWe already have a valid assessment of your business-relevant abilities and have used that information in matching you with different careers. You may want add to your own knowledge by soliciting feedback from other people who are in a position to evaluate your strengths and weaknesses.
Learn how to get feedback from other people about your strengths and
weaknesses. [ ]
To Learn More
Discover how to look for clues about an organization's culture. Culture is a critical variable both in how happy you're likely to be in a position and how successful. Make sure to pay close attention to
this section. [ ]
Review tips on interviewing. Pay special attention to tip number 13, which describes how to use your CareerLeader assessment to your advantage during job interviews and informational interviews. [
]
Read brief descriptions of different industries. [ ]
See how you match up with specific career path profiles. [
]
Getting others' feedback can keep you from under-valuing -- or over-valuing -- your assets.
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Learn how you can strengthen your business skills. [ ]
Your InterestsThe table below shows how interested you are in each of the eight core business activities (compared with the interest level of a large sample of business professionals). A score of 50 is exactly average compared to this group.
Personal High = interests that are significantly stronger than your other interests
CORE ACTIVITY SCORE INTEREST MORE DETAILS
Application of Technology
Personal High
67 Very high Interested in learning about and using new technologies. Enjoy analyzing and designing (or redesigning) business processes such as production and operations systems.
Quantitative Analysis
43 Low Prefer solving business issues by "running the numbers." Enjoy building computer models, doing financial and market research analysis.
Theory Development and Conceptual Thinking
Personal High
62 Very high Interested in high-level abstract thinking about business issues, and the theory (as well as the practice) of business strategy. Enjoy doing in-depth research.
Creative Production
57 High Enjoy brainstorming novel ideas for products and services. Prefer early, creative stages of businesses and projects to later "maintenance" phase.
Counseling and Mentoring
Personal High
59 High Enjoy helping develop employees and others to reach their fullest potential. Often prefer work with high social values, and organizations with a collaborative culture.
Managing People and Relationships
43 Low Interested working with and through others on a day-to-day basis to accomplish concrete business goals. Enjoy leading teams, and prefer line management to staff roles.
Enterprise Control 39 Low Interested in setting business strategy and having the power to ensure that the strategy is carried out. Ultimately want general management role.
Influence Through Language and Ideas
Personal High
59 High Enjoy persuading others,whether to buy a product or service or to support a proposal. Often enjoy making presentations, but may prefer writing or one-to-one negotiations.
Your Motivators (from the Leadership Motivations Profile)The table below lists the rewards that may motivate you. Scores in the 10-12 range denote rewards that are very important to you; those from 7-9 are important (though less so); and scores in the 0-3 range denote rewards that are not very meaningful to you. Because this is a forced-choice assessment, you can have only one score of 12 (or 0), or two 11s (or 1s), and so forth. Motivations with scores of 4-6 may, or may not, be important to you.
Yes/No = Is the reward motivating to you (regardless of the numerical score)?
MOTIVATOR SCORE & RANGE MORE DETAILS
Test Date: January 23, 2011
Test Date: January 23, 2011
Affiliation
No
1 Low The position offers a setting with enjoyable colleagues with whom I feel a sense of belonging.
Altruism
No
1 Low The position offers the satisfaction of regularly helping others with their individual or business concerns.
Autonomy
Yes
3 Low The position offers considerable autonomy and independence.
Financial Gain
Yes
9 High The position provides excellent opportunity for exceptional financial reward.
Intellectual Challenge
Yes
7 High The position offers consistent intellectual challenge.
Lifestyle
Yes
6 Mid-range The position allows ample time to pursue other important aspects of my lifestyle (family, leisure activities, etc.).
Managing People
Yes
5 Mid-range The position offers the opportunity to manage and direct other people.
Positioning
Yes
12 Very High The position offers experience and access to people and opportunities that will position me well for my next career move.
Power and Influence
Yes
10 Very High The position offers the opportunity to exercise power and influence (to be an influential decision maker).
Prestige
Yes
7 High The position is with an organization that is prestigious in its field.
Recognition
Yes
5 Mid-range The position is in an environment where individual accomplishments are recognized with praise from peers and superiors.
Security
Yes
10 Very High The position offers a great deal of security in terms of predictable salary, benefits, and future employment.
Variety
No
2 Low The position offers a great deal of variety in the nature of the work performed.
YOUR ABILITIESThe table below reflects your assessment of your strength (and potential to be stronger), compared to that of your peers, in each of the abilities listed. Results range from Very High to Low (numeric range: 7 is highest, 1 lowest). As you examine the table, take into account your strength in each specific ability.
PROBLEM SOLVING SCORE & RANGE MORE DETAILS
Ability to Compromise
6 High Able to compromise when the situation calls for it.
Ability to Teach 6 High Clear and patient when explaining things; a good teacher.
Action-orientation 6 High Action-oriented: makes sure that decisions are implemented.
Assertiveness 5 Medium Able to defend a point of view and to confront others appropriately when necessary.
Comfort with Differences
7 Very High Comfortable and effective in relating to people from many different backgrounds and cultures.
Comfort with Risk 6 High Takes risks when appropriate, isn't afraid to innovate and experiment.
Conflict Tolerance 5 Medium Able to be effective in an environment where strong and
Test Date: January 23, 2011
opposing views are being expressed.
Creative Thinking
7 Very High Able to think creatively, generating new ideas and approaches to situations.
Critical Thinking
7 Very High Able to think critically (define a problem and determine the information needed to solve it; understand unspoken assumptions; form and test hypotheses; and judge the validity of conclusions).
Day-to-Day Responsibility
5 Medium Takes good care of the day-to-day aspect of running things.
Decisiveness 6 High Able to make decisions even in ambiguous situations and without full information.
Delegating 7 Very High Delegates appropriately and effectively.
Empathy Skills 7 Very High Can see things from other people's points of view.
Flexibility 6 High Adapts easily to changing situations and is able to adopt new approaches when necessary.
Gaining Trust 7 Very High Inspires other people's trust.
Influence 6 High Can influence and persuade other people, even without direct authority.
Leadership 6 High Comfortable taking a leadership role.
Listening Skills 6 High Listens to other people in a way that they feel understood.
Merit-orientation
7 Very High Judges ideas and people on merit alone, without bias or favoritism.
Motivational Ability
6 High Understands how to motivate different kinds of people to do their best work.
Multiple Focus 3 Low Able to juggle many projects and responsibilities at once.
Openness to Criticism
7 Very High Accepts critical feedback without getting defensive.
Oral Communication
6 High A skillful public speaker, good at presenting ideas and plans in a persuasive manner.
Organizational Priority
6 High Able to make decisions that are in the best interest of the organization, even though they cause individual people distress.
Persistence 7 Very High Doesn't get discouraged and give up on things easily.
Political Skill 4 Medium Knows how to get things done within the political framework of an organization.
Power-orientation
5 Medium Comfortable asserting authority and using power.
Projection of Confidence
6 High Projects self-confidence, even in uncertain and difficult situations.
Quantitative Analysis
7 Very High Skillful using quantitative analysis to understand business issues.
Quick Thinking 7 Very High Picks up new ideas and processes new information quickly and easily.
Recognition of Opportunity
4 Medium Recognizes new opportunities and acts to take advantage of them.
Resilience 5 Medium Handles pressure and stress well.
Respect for Others 7 Very High Respectful of other people's points of view, as well as their time and priorities.
Self-control 5 Medium Does not act or speak impulsively; does not easily lose composure.
Sensitivity and Tact 7 Very High Sensitive and tactful: promotes an atmosphere of good feeling and mutual consideration.
Sociability 4 Medium Socially venturesome and self-assured; forms new relationships easily and works to maintain them.
Strategic Thinking 6 High A strategic thinker: able to grasp the big picture and think long-term.
Teamwork 7 Very High A team player: cooperative, works well as part of a group.
Time Management 4 Medium Manages own time well.
Work Ethic 6 High Has a strong work ethic, willing to make sacrifices to achieve important goals.
Written Communication
7 Very High A good writer, expresses ideas and positions clearly.
Four Leadership Skills FactorsScores of 60 and higher indicate a very high level of confidence in a skill factor (higher than roughly 85% of people in our database); 55-60, a high level of confidence (higher than about 70% of people); 40-45, less confident than 70%; and less than 40, less than 85% of people in general. Between 45 and 55 is in the average range, and 50 is exactly average.
Keep in mind that these scores reflect your self-confidence concerning these skill areas. Self-confidence is a powerful predictor of actual performance.
LEADERSHIP SKILL SCORE MORE DETAILS
Interpersonal Effectiveness 65 Good at working with, and through, other people; understands people and how to motivate them; engenders others' trust; a skillful negotiator; a good team member as well as team leader.
Power and Influence 48 A persuasive communicator, able to "tailor" arguments to different audiences; skilled at motivating others; skillful at forming relationships and networking; not easily embarrassed, willing to risk failure if necessary; able to make difficult leadership decisions.
Analysis and Strategic Decision Making
62 Skillful at identifying the essential elements involved in a business situation and analyzing them (both logically and quantitatively) to arrive at a decision; able to be objective and flexible in generating and evaluating ideas.
Bringing Management Structure
37 Skilled at accomplishing concrete goals at work (whether on your own or by delegating to others); pragmatic and practical; able to juggle many tasks and reliably produce results.
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Test Date: January 23, 2011
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