May 9, 2017

Individual Report
Daniel Newman
Account Manager
Dan's Company

© Korn Ferry 2016. All rights reserved. | Personal and Confidential

Individual Report May 9, 2017

Korn Ferry’s Four Dimensions of Leadership

How well you perform on the job is

Competencies Experiences
based on four key areas: Skills and behaviors required for Assignments or roles that
success that can be observed. prepare a person for future
• Do you have the skills to do the job roles.
well?
• Do you have the experiences that
prepare you for the job?
FOR EXAMPLE FOR EXAMPLE
• Are you motivated by the work? Decision quality, strategic Function experiences,
• Is your personality a good fit for the mindset, global perspective and international assignments,
work environment? business insight. turnarounds, and fix its.

The closer your qualities match what is Traits Drivers

Inclinations, aptitudes, and Values and interests that
required in a job, the more likely you natural tendencies a person influence a person's career path,
are to be happy, productive, and a leans toward, including motivation and engagement.
good fit for the company. All four of personality traits, and intellectual
capacity.
these dimensions are part of who you
are and help determine where you will
do your best work. FOR EXAMPLE
Assertiveness, risk taking, FOR EXAMPLE
confidence and aptitude for logic Power, status, autonomy and
and reasoning. challenge.

© Korn Ferry 2016. All rights reserved. | Personal and Confidential

Individual Report May 9, 2017

Traits
Traits are personality characteristics that influence how you behave. These include attitudes, such as
optimism, and other natural leanings, such as being social. Traits are core to who you are, but by
becoming self-aware and seeking development opportunities, you can shape how you express your
traits. Depending on the role and the company, specific traits may be more or less crucial for
success.
YOUR TRAITS

P O S I T IV I T Y
POSITIVITY
Well-adjusted, aware, good-natured

STRIVING
CE

ST

Driven, reliable, persistent

EN

R
I V IN
P RE S

AGREEABLENESS
G

Considerate, collaborative, inclusive

EXPLORATION
Analytical, flexible, exploratory
S
ES
EX

PL PRESENCE
N

OR LE
AT AB Sociable, persuasive, commanding, poised
IO N EE
AG R

What This Means for You

You may tend to approach problems with a mix preferring to work autonomously without being
of new and previously tested methods, carefully slowed down by too many differing perspectives.
considering what is likely to work, given what
you know now. Your pattern also suggests you Presence is related to high performance in jobs
are driven and reliable when you’ve made a that require leading new initiatives, inspiring
commitment, working hard to achieve agreed- others to win their support, and setting a vision
upon expectations. Finally, you may be for long-term goals. It is a quality that is
comfortable taking charge in certain situations increasingly important as you move up the
when you know the audience, are an expert in career ladder. A particular area of strength for
the subject, or have formed a strong point of you within Presence is Influence the degree to
view. Individuals with scoring patterns like yours which you are able to motivate, influence, and
tend to be transparent, skeptical, and persuade others. People with high scores in this
contemplative, analyzing past mistakes, trying to area tend to excel in roles that require the ability
anticipate the future, and requiring others to to lead teams through times of transition and
prove their trustworthiness. You are likely to be change.
seen as confident, self-reliant, and assured,

© Korn Ferry 2016. All rights reserved. | Personal and Confidential

Individual Report May 9, 2017

Competencies
Competencies are the skills required for success on the job. While most jobs require skills like good
decision making, some jobs require skills like creativity or collaboration. The right skills for the job
enable you to make a meaningful impact because they determine how you drive results.
YOUR COMPETENCIES

BUILDS NETWORKS DIRECTS WORK

Builds networks Effectively building formal and informal Providing direction, delegating, and
relationships inside and outside the removing obstacles to get work done.
organization.
Persuades BALANCES STAKEHOLDERS
PERSUADES Anticipating and balancing the varying
Using compelling arguments to gain the needs of all parties invested in outcomes.
Customer focus support and commitment of others.

Directs work CUSTOMER FOCUS

Building strong customer relationships
and delivering customer-centric
Balances stakeholders solutions.

What This Means for You

Your pattern of response indicates you build
strong internal and external networks and know
how to get things done through formal and
informal channels. You negotiate and persuade
skillfully, and proactively shape others’ opinions
in order to gain support for your position. You
also tend to anticipate and meet customer needs
and follow up with customers to ensure any
problems are resolved. People who respond
similarly delegate work appropriately with clear
directions and guide the work as needed. They
consider multiple points of view, focus on
balancing competing needs and priorities of
stakeholder groups, and look for win-win
solutions.

Builds networks is a very difficult skill to develop
and one that people improve upon over the course
of their career. It is less common among mid-level
leaders but increasingly present among senior
executives. It’s most related to performance and
promotion for high level executives.
Persuades is a skill crucial to performance for
individual contributors and mid-level leaders and is
related to promotion for all but the most entry level
employees. For most people, proficiency in this skill
falls in the middle when compared with other
leadership skills. It is harder to develop than most
skills.
Customer focus is one of the easiest skills to
develop, and it is common at every level in
organizations. For mid-level leaders, it’s a skill that is
associated with promotion.
Directs work is easier to develop than many other
skills, but most people are not great at it. First level
leaders tend to be better at directing work, and for
them it is related to high performance and
promotability.
Balances stakeholders is instrumental to getting
things done. Customers, investors, board members,
employees—all have different interests that need to
be understood and reconciled.

© Korn Ferry 2016. All rights reserved. | Personal and Confidential

Individual Report May 9, 2017

Drivers
Drivers are your preferences, values, and motivations that influence whether you are happy in your
job. They affect the degree to which certain kinds of opportunities and environments will energize
you and spark your interest. When your values match workplace values, you have a good culture fit.
When an organization offers opportunities and rewards that tap into what drives you, you’re far more
likely to thrive in your role, as well as feel engaged, committed, and satisfied in your job.
YOUR DRIVERS

BALANCE CHALLENGE
BALANCE
CO
Motivated to integrate work and life in a Motivated by achievement in the face of
CE sustainable, enjoyable, and meaningful tough obstacles.
LL
EN

way.
AB
ND

OR

STRUCTURE
PE

ATIO
I NDE

COLLABORATION A preference for process-oriented,

N

A preference for work-related structured, and stable work environments.

interdependence, group decision making,
and pursuing shared goals. INDEPENDENCE
STR

Prefers to work freely, autonomously, and

WE
U
CT

POWER with limited involvement by others.

PO
U RE

Motivated to seek influence, recognition,

CHALLENGE and increasing levels of responsibility.

What This Means for You

According to your assessment, your primary
Drivers fall into the Independence and Challenge
categories. This means you have a strong
preference for setting and pursuing a vision, free
from organizational constraints. You are
motivated by new, complex, difficult problems.
An ideal environment is one that fosters
entrepreneurial pursuits and a high degree of
achievement in the face of tough obstacles. In
general, you may be less energized by stability
and consistency, and more invigorated when
work is unpredictable and ambiguous.
People driven by Independence perform
especially well in highly ambiguous situations
where the role requires navigating change.
Independence is a good fit for organizations
focused on innovation.

© Korn Ferry 2016. All rights reserved. | Personal and Confidential

Individual Report May 9, 2017

Experiences
Experiences are the roles and assignments that make up your career history and resume. Examples
of experiences include things like taking on a tough project, overseeing other people, or navigating
a crisis. Learning from experiences is instrumental to developing readiness for new challenges and
roles. Korn Ferry has identified the qualities that make an experience most developmental. You are
more likely to develop yourself in assignments that involve some risk, ambiguity, more responsibility,
and take you out of your comfort zone.
YOUR EXPERIENCES

As you take inventory of your past experiences and look ahead to future challenges, consider the
extent to which the experience meets some of these qualities.
Developmental experiences meet most of the following criteria:
- Success is not guaranteed - Your work will be under scrutiny
- Responsibility rests with you - The work represents new territory for the organization
- Working with new people or a lot of people is required - The work requires you to be resourceful
- Stakes and pressure are high - Tests your ability to deal with complexity and ambiguity
- Influencing without authority is required - Involves some hurdles
- Differs from what you’ve done before

What This Means for You

Learning from your experiences takes your
development a step further. Think about what
lessons you learned and skills you gained from
your experiences. For example, leading a project
team may have forced you to enhance particular
leadership competencies, such as building
relationships, setting goals, balancing
stakeholders, and making tough decisions. In
short, the more difficult and perspective-
broadening the experience, the faster it bulks up
leadership muscle. But depth of experience also
matters: developing more expertise in your field
can help you build skills that will open up future
job opportunities.

© Korn Ferry 2016. All rights reserved. | Personal and Confidential

Individual Report May 9, 2017

Key development areas

Key development areas are qualities and skills that could benefit from focused attention for future
career growth. These are general opportunities for development and do not relate to how well a
person fits a particular role. Rather, key development areas reflect the places where scores were
lower relative to other strengths. Depending on the role, it may be more or less critical to improve
and emphasize skill in these areas.
YOUR KEY DEVELOPMENT AREAS

BEING OPEN TO WORKING TOWARD MAKING QUALITY

Being open to differences DIFFERENCES COMMON GOALS DECISIONS
Recognizing the value that Aligning and collaborating Making good and timely
different perspectives and with an interdependent decisions that keep the
Working toward common cultures bring to an team or organization in organization moving
goals organization. pursuit of shared goals. forward.

Making quality decisions

What This Means for You

Being open to differences
Your scores suggest that you may take pride in your own culture and perspective but show less
interest in other people’s backgrounds and points of view. Without some curiosity, you are not likely
to learn about and appreciate differences in people. Getting stuck in your own perspective can limit
new ways of thinking and new opportunities.
If you are interested in developing your ability to be open to differences, here are some tips:
• Examine your biases. Everyone has biases and makes assumptions; this is part of being human.
Biases may be conscious or unconscious. Recognize your biases and how they impact workplace
interactions and judgments. Do you treat one person differently than another? What is it about that
person that causes you to treat them differently? Go beyond your initial assumptions, ask
questions, and be curious. Surround yourself with people about whom you have formed
preconceived notions. Work with them on teams, get to know them, understand them, and look
beyond your preconceptions. Find ways to ensure that your behavior fully supports all of those
around you, not just those you are most comfortable with.
• Seek out different perspectives. It’s easy to develop a one-track mind when you’re working on a
challenging project with tight deadlines. You likely seek out your usual go-to people who have
helped you in the past and whom you trust. This can be limiting because you’re relying on the
same people, same perspectives, same experience. It excludes others and doesn’t give them
exciting development opportunities. Get others involved. Reach out to those you might not seek
out regularly and ask for their input and perspective. Innovation arises from multiple perspectives.
Inclusion happens when all are invited to contribute.

© Korn Ferry 2016. All rights reserved. | Personal and Confidential

Individual Report May 9, 2017

Working toward common goals

Your scores indicate that you may prefer autonomy, making your own decisions, and setting your
own priorities. People may describe you as self-reliant or independent. But, working toward common
goals breaks down barriers. It increases mutual respect and builds relationships. It leads to more
efficient use of resources, things get done more quickly, and ideas are built upon.
If you are interested in developing your ability to work toward common goals, here are some tips:
• Work to make connections with other people. Research suggests that the best collaborators are
connectors. They link people, ideas, and resources that would not normally connect with one
another. Connect your priorities to those of others. In each situation where you are working with
other people, it is important to think about their perspective. Where are your viewpoints similar
and where are they different? Relate your goals to theirs by asking what projects you have in
common and how your values align. Bring similarities to the forefront. Chances are the more you
listen and become aware, the more likely you are to build trust and relationships.
• Watch the competitive spirit. Research shows that organizations that encourage people to offer
help and ask for help are more successful than companies that create unnecessary competition. It
is one of the strongest predictors of team success. Working well with peers helps the organization
to do greater things. Share the wealth by shifting your thinking from the needs of your area to
what is best for the organization. Thinking at this higher level will help you avoid unhealthy internal
competition. By helping other people achieve their goals, you will be seen as a trusted team
member and colleague.

Making quality decisions

Your scores suggest that you may overrely on your gut instinct when making decisions, rather than
taking the time to gather the necessary information. This may result in your making decisions too
quickly. Making good decisions can be challenging, and it’s about striking a balance between speed
and quality. Being correct all the time is not realistic, but considering the relevant factors will improve
your judgment.
If you are interested in developing your ability to make good decisions, here are some tips:
• Define the issue and map out a process. Most people don’t take enough time up front to define
the situation—they jump to a conclusion or a solution. Work with your manager or team to
establish the context, parameters, and scope. Define the intended outcome of the decision. The
clearer the criteria for determining success, the better. Gather all the relevant data. Analyze it,
interpret it, and test your assumptions with others. Generate alternatives and evaluate them based
upon what you want to accomplish. Initiate open dialogue and healthy debate if that will help you
determine the best course of action. Monitor what was intended against what actually happens so
you can learn from the decision and make corrections where needed.
• Listen to your own sense of timing. How do you know if it’s important to decide now or if it may be
better to wait? When urgency is the new normal, it can be tempting to charge ahead, even when
evidence—or lack of evidence—suggests otherwise. But a deadline may not really be
firm—especially in ambiguous or rapidly changing situations. Some of the most respected leaders
have put quality, safety, or innovation ahead of a predetermined timetable. Pulling the plug or
testing things further before making a decision may serve the best interests of your stakeholders
in the long run. If you think a decision isn’t ready to act on yet, let your team know. Share your
concerns, listen to their input, and stress your desire to get it right before moving ahead.

© Korn Ferry 2016. All rights reserved. | Personal and Confidential

About Korn Ferry
Korn Ferry is the preeminent global people and
organizational advisory firm. We help leaders,
organizations and societies succeed by releasing the
full power and potential of people. Our nearly 7,000
colleagues deliver services through Korn Ferry and our
Hay Group and Futurestep divisions. Visit kornferry.com
for more information.

© Korn Ferry 2016. All rights reserved. | Personal and

RV1.1.3 CV1.1 IV1.1

Confidential
This report is designed to aid in the growth, development, and
placement of the participant. The results are being provided to the
hiring organization and will be used to evaluate the participant’s
qualifications for the particular position or role.