Abdallah mostafah kohif prospective assessment

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.
Copyright © 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.
ProSpective Assessment
Abdallah Mostafah Kohif's Assessment Results
These are your Top 5 Leadership Characteristics:
Understanding the Business
You have earned a seat at the table. You have regular interaction with senior executives, and
they see you as a credible partner. You speak the language of business. With your high level
of acumen, you are able to analyze and speak intelligently about customers, competitors, and
business strategy. You have a clear point of view. The payoff is that many leaders seek you
out to ask your opinion about the potential impact of business decisions.
Communicating Effectively
You 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 tone
captivate the reader or the listener. You effectively inform, persuade, coach, and inspire.
Focusing on the Bottom Line
You are achievement oriented. You are eager to take action and see results. Even when you
encounter obstacles, your energy and perseverance keep you going. You are motivated and
optimistic. At your best, you ensure that your actions are focused rather than letting
momentum take over. You attribute much of your strong performance to your sense of
urgency, drive, and resilience.
Managing Work Processes
You understand and manage processes well. You know that the best processes are dynamic
and require constant evaluation and tweaking. You see how all the pieces fit together and how
one affects the other. You build in feedback loops and monitor key metrics. Optimizing for
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Page 1 of 17

Managing Work Processes: Top 5 Characteristics (Cont'd)
efficiency is something you focus on—you are always looking for continuous improvement.
Relating Skills
Most people would say that you are a likable person. You relate well to all kinds of people. You
make other people feel at ease. You are genuinely interested in other people. And you
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 nature
makes others feel important and valued. People are quick to offer the same respect and
consideration back to you.
Page 2 of 17

Potential Blind Spots
Blind spots are characteristics that you overestimate. You are likely to see yourself as stronger in these skills 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 your blind spots. Here are
your potential blind spots and some ideas for next steps:
Dealing with Trouble
One of the most difficult aspects of leadership is challenging the status quo, dealing with
dilemmas, and handling conflict with others. Leaders that fail to do this effectively risk a
divided team, a resentful staff, and a culture of mistrust.
Take the long view – Giving negative feedback is uncomfortable in the moment, but
withholding such feedback can be a disservice in the long-term. Honest feedback opens
lines of communication and opens the door for development and improvement over time.
•
Commit to transparency – Everyone should be held to the same standards of behavior,
and processes for receiving feedback and addressing problems should be uniform across
the team. Make sure everyone is clear on what the standards and practices are and try to
keep rules consistent over time.
•
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 out
specific behaviors that need changing and collaborate on a shared plan for improvement.
•
Getting Work Done Through Others
One of the most difficult transitions people face as they move up the ladder is transforming
their approach to managing others. Direct step-by-step instruction and discipline gives way to
relationship building, empowerment, advocacy, and coaching.
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Getting Work Done Through Others: Blind Spots (Cont'd)
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 the
best 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.
•
Eliminate barriers – Part of your job as a leader is to make sure your team has what it
needs (resources, time, support, information) to get their jobs done efficiently. Listen to
feedback from your team about where the system bogs down and use your influence and
advocacy to clear their path.
•
Spend your time wisely – It is tempting to continue to do the work that you love—the work
that 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.
•
Making Tough People Calls
Being skilled at reading people will get you only so far in the ongoing and challenging task of
identifying, attracting, and retaining the best people for your team. Much more than instinct
and good intentions are needed to pull off one of the most difficult aspects of effective
management.
Focus on the Big Four – Resist the temptation to load up on data when evaluating
someone. Narrowing your focus around four key aspects—skills, training, attitude, and
work ethic—will help you make objective, fair, and reliable personnel decisions.
•
Diversify – Relying on referrals, instinct, or personality similarities limits your talent pool
and can result in a homogenous, static team. Reaching across generational or cultural
barriers to find the most skilled people will keep teams dynamic and balanced.
•
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 best
•
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Making Tough People Calls: Blind Spots (Cont'd)
people to disengage. Keep the team lean and strong, and be consistent in your standards.
Page 5 of 17

Potential Hidden Strengths
Hidden strengths are characteristics that you underestimate. You are likely to see yourself as weaker in these
skills 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 your
hidden strengths. Here are your potential hidden strengths:
Balancing Work/Life
You have multiple roles and interests in your life. You are clear about your priorities, and you
find balance that works for you. You recognize the need to be flexible on the work and
personal fronts. At times, you may work long hours because you’re on a deadline. Other times,
you take advantage of a lull at work and spend more time with family. You recognize the risks
and costs associated with how you choose to spend your time, and you are comfortable with
the choices you make.
Creating the New and Different
You are able to envision a future that no one else sees and invent things that haven’t been
imagined. 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 make
connections across many fields and use analogies that help you think differently about a
problem. During brainstorming, you value the outlandish and the absurd—which can spark
new thinking. You don’t judge. You don’t hem people in. You believe that many people with
different ways of looking at the world will always outperform any one individual’s ideas. You
are not afraid of failure. Fail early, fail often is almost a mantra for you. You expect a result that
will wow clients and strive to make it a reality.
Making Complex Decisions
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Making Complex Decisions: Hidden Strengths (Cont'd)
When you mull over a problem, you can fill pages with plus and minus columns, mind map
sketches, lists of options, and various other notations. You gather enough data, but you don’t
get too bogged down in it. You find the essence of a problem. You take into account all of the
moving parts. When you look for patterns, you assess whether it’s something you’ve seen in
your past experience. But you don’t get caught up with surface similarities. Subtle differences
will lead you to take a new course of action—one that you haven’t tried in the past. Once you
land on a decision, you are aware of the risk but confident that your approach has the best
chance for success.
Page 7 of 17

Problem Areas
Problem areas can be hard to talk about. However, we want to arm you with as much information as possible
about the roots of success as well as known causes of derailment. Through studying the career trajectories of
thousands of individual contributors, managers, and executives, we’ve identified the five most common barriers
to career success. If you suspect one or more of these areas is a problem for you, the section below will provide
initial steps toward improvement.
Doesn't Relate Well to Others
Everyone knows someone who has enjoyed unbridled career success, despite their less-than-winning
interpersonal skills. Those exceptional people are out there, but they are exceptions
indeed. Far more often than not, people who lack openness, flexibility, graciousness, and
social sensitivity tend not to advance as quickly in their careers as people who do possess
those skills. If you find yourself cutting people off in mid-sentence, reacting defensively when
your ideas are challenged, pulling rank instead of negotiating, or losing patience with people
who differ from you, there’s a good chance that you’re not relating to others as effectively as
you could be. Improving in this area will be essential to your success, and not doing so is likely
to slow or stall your career progress.
Open up to feedback – Negative feedback, upsetting as it may be, is also incredibly
valuable information. And the person who gave you that honest feedback has done you a
favor. Practice active listening, thanking the source for his or her thoughts, and
summarizing what you heard. This will increase the likelihood that that person will come to
you with similar concerns in the future.
•
Demonstrate humility – Ironically, as people become more self-assured, they also tend to
let go of their need to be “right” and allow for more healthy debate and flexibility in their
thinking. If you catch yourself digging in your heels or shutting down people who disagree
•
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Doesn't Relate Well to Others: Problem Areas (Cont'd)
with you, challenge yourself to slow down, take a breath, and really consider other ways of
looking at the issue.
Foster collegiality – The people who work with you may not be your friends, and you may
not even like them very much. But they most certainly are your colleagues, and because
they also serve your organization, you have a very important goal in common. Try to foster
professional respect for your colleagues, even if true admiration or friendship is unlikely.
•
Self-Centered
Who can argue with ambitiousness and self-esteem? No one. You have to believe in yourself
and 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 mix
means paying close attention to your strengths and your weaknesses, opening yourself up to
lessons and insights from others, and sharing wins with everyone who contributed along the
way. 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 of
increasing your overall likability. Holding on to a self-centered approach with others can tax
your 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 the
ingenious contributions you brought to the table. But the simple reality is that practically
nothing 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 the
goal. Then hand out the thank-yous.
•
Work on your brand – Who are you to the people around you? Who are you in your
organization? You might be charismatic and bright and talented and assertive, but unless
you have the real support of others, your personal brand may be suffering. Try adding
“good listener, facilitator, collaborator, and encourager” to your repertoire.
•
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Self-Centered: Problem Areas (Cont'd)
Team build – Teams form around a sense of shared vision, effort, risk, and reward. People
connect to efforts they feel personally invested and involved in. When someone on the
team is overdriving or dominating the effort, the fabric of the team begins to fray. Hang
back, draw people out, and let the synergy begin.
•
Doesn't Inspire or Build Talent
One of the toughest career transitions you’ll ever face is making the switch from individual
contributor to leader. When you’re used to relying entirely on yourself, it can be a shock to find
yourself at the mercy of a team. Anyone in a new leadership role struggles with how to
relinquish control, trust others, inspire people to bring their best, build a sense of team
cohesion, identify individual strengths, and grow leadership capabilities in others. If you
struggle in these areas, welcome to the club. But if you want to be a leader, it’s essential that
you learn how to inspire and grow the people on your team by providing the right balance of
direction, coaching, and support. You will see improvements in this area as you begin to give
up some control and depend upon others. Not doing so will likely slow or stall your career
progress.
Be a leader – Contrary to what many people believe, emerging as a leader is not about
dominating, outshining, and beating others to the punch. Great leaders are people who
know how to elicit outstanding work from their team and help develop leadership
capabilities in others. Great leaders listen closely to their team, cue into individual
strengths, and step aside so others can practice taking the lead.
•
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
tone for what’s acceptable. Allowing for bad behavior makes the team unsafe and
unhealthy. It’s all right to be the downer sometimes, set limits, and referee so that people
can relax and connect and do their best work.
•
Page 10 of 17

Doesn't Inspire or Build Talent: Problem Areas (Cont'd)
Delegate to develop – Delegation is not only about leveraging your team and increasing
efficiency, it’s also about developing the members of your team. Bringing them closer to
tough decision making, complex problem solving, and personal investment means you’re
not overburdened, and they’re stretching and growing on the job.
•
Too Narrow
It was probably your deep level of expertise that got you noticed in school and later at work.
People relied on your insights and technical prowess, your patience with complex ideas, and
your ability to get to the root of a problem or see a hidden solution. These skills won you so
much admiration and respect that they eventually got you promoted. Congratulations! Now for
the hard part: in this new role, you’re expected to do things that make little or no use of your
specialized skills—managing people and projects, collaborating with other departments,
hustling for resources, making strategic decisions, and solving operational problems. Now
what? Challenge yourself to break away from your comfort zone and focus on broadening your
skill set. Finding ways to continuously learn about things outside your field will give you fresh
insights and augment your contribution at work. Holding on too tightly to what you know can
make you seem narrow and rigid and will likely slow or stall your career progress.
Deploy yourself – One of the most marketable experiences you can put on your resume is
having worked in another country. What this communicates is your ability to function
effectively in an entirely novel context. If moving out of the country isn’t on your list of
things to do, reaching across departments or cross-teaming with experts from other
functional areas can also stretch and grow you in ways that will pay off across the board.
•
Trust your instincts – If analysis is your game, you may not be making the most of your
instincts. One of the rewards for developing true expertise in a particular area is that you’ve
likely developed a sixth sense for when things feel right, wrong, or where an interesting
solution might be hiding just out of sight. Don’t be afraid to break from the data occasionally
•
Page 11 of 17

Too Narrow: Problem Areas (Cont'd)
and let your intuition be your guide.
Broaden your horizons – Being a good forecaster and strategic thinker requires keeping
an eye out for patterns and trends across multiple fronts—science, business, and the arts.
Challenge yourself to read journals from outside your area of expertise and watch for
interconnections across systems (culture, demographics, economics, etc.). This will lead to
unexpected insights in your own field and help you anticipate what’s coming around the
corner.
•
Page 12 of 17

Korn/Ferry Insights
Here’s how you compare to others:
Understanding the Business
Understanding the Business is moderately important at all levels of leadership and is linked to
success early in your career. The skill level for most people in Understanding the Business is
very high, so you will need to combine it with other skills to pull ahead of the pack. One of the
reasons most people have this skill is that it’s easier to learn, compared to other skills. Your
knowledge of how businesses operate and your expertise in your functional area are likely to
be considered price-of-admission qualities.
Communicating Effectively
Communicating Effectively is particularly important at the individual contributor level. The
number of people who are good communicators tends to be lower at the individual contributor
level but steadily increases among managers and executives. With a little effort, this skill is not
hard to develop. The ability to tailor your delivery and clearly articulate your points builds
credibility for both you and your message.
Focusing on the Bottom Line
Focusing on the Bottom Line is critically important. It is highly correlated with performance and
promotion at the individual contributor and manager levels. Most people tend to be good at
this, partially because organizations clearly communicate their desire for people who get
results, and it’s easy to identify and measure this skill in others. Focusing on the Bottom Line
is a non-negotiable for anyone who wants to succeed at work.
Managing Work Processes
Page 13 of 17

Managing Work Processes: Korn/Ferry Insights (Cont'd)
Managing 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 pieces
interrelate. Most people are low in this skill, and it is moderately difficult to develop. The ability
to see a process as a dynamic system and to understand how tweaks create ripple effects is a
vital contribution to a business and will differentiate you from other leaders.
Relating Skills
Relating Skills are particularly important at the individual contributor level. Most people’s skill in
this area is high, and it is moderately difficult to develop. Leaders who are skilled in this area
are 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, the
absence of these skills can stymie your progression up the leadership ladder.
Balancing Work/Life
Balancing Work/Life ranks among the lowest skills for leaders at all levels, and it is harder to
develop than most leadership skills. Ultimately, the way you balance between work and life is
a personal choice. The ability to consciously make trade-offs and get what you want out of
your career and personal life can help you balance career achievement with other things you
value.
Creating the New and Different
Creating the New and Different is correlated with strong performance at the manager and
executive levels. Most people’s skill level in Creating the New and Different is low, and it is
harder to develop than most leadership skills. For these reasons, it is a good idea to focus on
developing this skill as early as possible in your career. Your ability to generate breakthroughs
will be noticed, appreciated, and sought after because it is the source of competitive
advantage that companies seek.
Page 14 of 17

Korn/Ferry Insights (Cont'd)
Making Complex Decisions
Making Complex Decisions is highly correlated with strong performance across all leadership
levels and is associated with further promotion at the manager level. It is moderately difficult to
develop. While the skill level for most people in Making Complex Decisions is high, individual
contributors and managers frequently underestimate their ability in this area. Having both the
skill and confidence to solve tough problems and deftly handle new situations will be mission
critical at all stages of your career.
Dealing with Trouble
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 manager
and executive levels. It takes courage to handle conflict, deliver tough feedback, and stick your
neck out for an unpopular idea. These are the things that make Dealing with Trouble harder to
develop. It is a good idea to begin to develop this skill as early as possible in your career so
that by the time you lead and manage others, you are prepared to handle tough, controversial
situations.
Getting Work Done Through Others
Getting Work Done Through Others is important, particularly at the manager and executive
levels. However, it is an extremely rare skill. For most leaders, this is their lowest-ranked
leadership skill, and it is one of the most common blind spots at the executive level. Getting
Work Done Through Others is easier to develop, in part, because organizations provide
courses, coaching, and other resources to help leaders improve. It is difficult to give up doing
the work yourself, but your ability to direct, coach, delegate, and develop can mean the
difference between lackluster and stellar results.
Making Tough People Calls
Page 15 of 17

Making Tough People Calls: Korn/Ferry Insights (Cont'd)
Making Tough People Calls is important at the manager and executive levels, but few people
have this skill, regardless of leadership level. This is one of the most common blind spots
across 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 Others
Doesn’t Relate Well to Others is a staller that can slow your career progress. Doesn’t Relate
Well to Others is somewhat likely to be a problem across all levels of leadership; however, it is
somewhat more common at the executive level. While it is less harmful than other stallers, it is
a factor that can lead to flame-out at the manager and executive levels. Many leaders
underestimate this problem to some degree. Defensiveness, inflexibility, being too private or
self-reliant can derail your career or cause it to prematurely plateau.
Self-Centered
Self-Centered is a staller that can slow your career progress. Compared to other stallers, it is
less likely to be a problem for most people. It is somewhat harmful to success, and it is a
known derailer, particularly at the manager level. Being too ambitious, arrogant, or
untrustworthy will be perceived negatively and can derail your career or cause it to
prematurely plateau.
Doesn't Inspire or Build Talent
Doesn’t Inspire or Build Talent is a staller that can slow your career progress. Compared to
other stallers, Doesn’t Inspire or Build Talent is the most likely to be a problem, and it is more
harmful to success. Many leaders underestimate this problem to some degree. This area is a
known 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,
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Doesn't Inspire or Build Talent: Korn/Ferry Insights (Cont'd)
productive team.
Too Narrow
Too Narrow is a staller that can slow your career progress. Compared to other stallers, Too
Narrow is more likely to be a problem but tends to be least harmful to success. Many leaders,
particularly at the individual contributor and executive levels, underestimate this problem to
some degree. This area is a known derailer, especially at the executive level. Over-reliance on
a single skill set or area of expertise can brand you as someone who lacks perspective or is
stuck in the past.
Page 17 of 17

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