rina giacchi 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

Rina Giacchi'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.

Caring About OthersPeople 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.

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.

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 you

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Rina Giacchi's Assessment ResultsRelating Skills: Top 5 Characteristics (Cont'd)

naturally 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 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:

Dealing with TroubleOne of the most difficult aspects of leadership is challenging the status quo, dealing withdilemmas, and handling conflict with others. Leaders that fail to do this effectively risk adivided team, a resentful staff, and a culture of mistrust.

Take the long view – Giving negative feedback is uncomfortable in the moment, butwithholding such feedback can be a disservice in the long-term. Honest feedback openslines of communication and opens the door for development and improvement over time.

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Commit to transparency – Everyone should be held to the same standards of behavior,and processes for receiving feedback and addressing problems should be uniform acrossthe team. Make sure everyone is clear on what the standards and practices are and try tokeep rules consistent over time.

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Build trust – Consistency, honesty, and respect are essential ingredients to building trust.Feedback should be given consistently, in private, and whenever possible, in person.Remove anger and generalizations from your message (i.e., “always,” “never”). Point outspecific behaviors that need changing and collaborate on a shared plan for improvement.

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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 instinctand good intentions are needed to pull off one of the most difficult aspects of effective

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Rina Giacchi's Assessment ResultsMaking Tough People Calls: Blind Spots (Cont'd)

management.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:

Creating the New and DifferentYou are able to envision a future that no one else sees and invent things that haven’t beenimagined. You focus a lot of your time on gathering information and asking good questions.Because you value all points of view and look broadly for information, you are able to makeconnections across many fields and use analogies that help you think differently about aproblem. During brainstorming, you value the outlandish and the absurd—which can sparknew thinking. You don’t judge. You don’t hem people in. You believe that many people withdifferent ways of looking at the world will always outperform any one individual’s ideas. Youare not afraid of failure. Fail early, fail often is almost a mantra for you. You expect a result thatwill wow clients and strive to make it a reality.

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.

Doesn't Relate Well to OthersEveryone knows someone who has enjoyed unbridled career success, despite their less-than-winning interpersonal skills. Those exceptional people are out there, but they are exceptionsindeed. Far more often than not, people who lack openness, flexibility, graciousness, andsocial sensitivity tend not to advance as quickly in their careers as people who do possessthose skills. If you find yourself cutting people off in mid-sentence, reacting defensively whenyour ideas are challenged, pulling rank instead of negotiating, or losing patience with peoplewho differ from you, there’s a good chance that you’re not relating to others as effectively asyou could be. Improving in this area will be essential to your success, and not doing so is likelyto slow or stall your career progress.

Open up to feedback – Negative feedback, upsetting as it may be, is also incrediblyvaluable information. And the person who gave you that honest feedback has done you afavor. Practice active listening, thanking the source for his or her thoughts, andsummarizing what you heard. This will increase the likelihood that that person will come toyou with similar concerns in the future.

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Demonstrate humility – Ironically, as people become more self-assured, they also tend tolet go of their need to be “right” and allow for more healthy debate and flexibility in theirthinking. If you catch yourself digging in your heels or shutting down people who disagree

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Rina Giacchi's Assessment ResultsDoesn't Relate Well to Others: Problem Areas (Cont'd)

with you, challenge yourself to slow down, take a breath, and really consider other ways oflooking at the issue.Foster collegiality – The people who work with you may not be your friends, and you maynot even like them very much. But they most certainly are your colleagues, and becausethey also serve your organization, you have a very important goal in common. Try to fosterprofessional respect for your colleagues, even if true admiration or friendship is unlikely.

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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.

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

Relating SkillsRelating Skills are particularly important at the individual contributor level. Most people’s skill in

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Rina Giacchi's Assessment ResultsRelating Skills: Korn/Ferry Insights (Cont'd)

this 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 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.

Creating the New and DifferentCreating the New and Different is correlated with strong performance at the manager andexecutive levels. Most people’s skill level in Creating the New and Different is low, and it isharder to develop than most leadership skills. For these reasons, it is a good idea to focus ondeveloping this skill as early as possible in your career. Your ability to generate breakthroughswill be noticed, appreciated, and sought after because it is the source of competitiveadvantage that companies seek.

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.

Dealing with Trouble

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Rina Giacchi's Assessment ResultsDealing with Trouble: Korn/Ferry Insights (Cont'd)

Dealing with Trouble is highly correlated with strong performance at the manager level.Dealing with Trouble is a rare skill among individual contributors but improves at the managerand executive levels. It takes courage to handle conflict, deliver tough feedback, and stick yourneck out for an unpopular idea. These are the things that make Dealing with Trouble harder todevelop. It is a good idea to begin to develop this skill as early as possible in your career sothat by the time you lead and manage others, you are prepared to handle tough, controversialsituations.

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 Relate Well to OthersDoesn’t Relate Well to Others is a staller that can slow your career progress. Doesn’t RelateWell to Others is somewhat likely to be a problem across all levels of leadership; however, it issomewhat more common at the executive level. While it is less harmful than other stallers, it isa factor that can lead to flame-out at the manager and executive levels. Many leadersunderestimate this problem to some degree. Defensiveness, inflexibility, being too private orself-reliant can derail your career or cause it to prematurely plateau.

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rina giacchi pro spective assessment

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network assessment

kornferry international

best people

tough people

skillsmost people

reading people

kinds of people