Suche senden
Hochladen
Kfalp individual feedback_slides2018
•
7 gefällt mir
•
3,637 views
Susan Murphy
Folgen
Preparation for KFALP
Weniger lesen
Mehr lesen
Business
Melden
Teilen
Melden
Teilen
1 von 37
Empfohlen
Agile leadership to address the challenges of the VUCA world
Agile leadership to address the challenges of the VUCA world
Christian Mies
Korn/Ferry Assessment
Korn/Ferry Assessment
stepwalk
Kornferry Test Results ALB
Kornferry Test Results ALB
Antonio Leon de la Barra
Strategic thinking
Strategic thinking
Markus Alsleben, DBA
Digital Business Transformation | Strategy + Execution
Digital Business Transformation | Strategy + Execution
feature[23]
Digital Transformation Strategy & Framework | By ex-McKinsey
Digital Transformation Strategy & Framework | By ex-McKinsey
Aurelien Domont, MBA
Change Management Consulting Case Study
Change Management Consulting Case Study
Ryan Gunhold
Digital Transformation: What it is and how to get there
Digital Transformation: What it is and how to get there
Econsultancy
Empfohlen
Agile leadership to address the challenges of the VUCA world
Agile leadership to address the challenges of the VUCA world
Christian Mies
Korn/Ferry Assessment
Korn/Ferry Assessment
stepwalk
Kornferry Test Results ALB
Kornferry Test Results ALB
Antonio Leon de la Barra
Strategic thinking
Strategic thinking
Markus Alsleben, DBA
Digital Business Transformation | Strategy + Execution
Digital Business Transformation | Strategy + Execution
feature[23]
Digital Transformation Strategy & Framework | By ex-McKinsey
Digital Transformation Strategy & Framework | By ex-McKinsey
Aurelien Domont, MBA
Change Management Consulting Case Study
Change Management Consulting Case Study
Ryan Gunhold
Digital Transformation: What it is and how to get there
Digital Transformation: What it is and how to get there
Econsultancy
Strategic thinking
Strategic thinking
Sohan Khatri
Digital Leadership
Digital Leadership
BrightCultures
Leadership Training | Leadership Skills | Effective Leadership
Leadership Training | Leadership Skills | Effective Leadership
Leadership Development | Leadership Courses | Leadership Training & Coaching Karandikar
Digital Transformation Frameworks
Digital Transformation Frameworks
Operational Excellence Consulting
Our Leadership Development Framework
Our Leadership Development Framework
Workforce Group
Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit
Aurelien Domont, MBA
Change Leadership Workshop: Managing the People Side of Change
Change Leadership Workshop: Managing the People Side of Change
Jewel Celestine Anizor, SPHR, MHRM, M.Ed
What's Next: Digital Transformation
What's Next: Digital Transformation
Ogilvy Consulting
Digital Transformation From Strategy To Implementation
Digital Transformation From Strategy To Implementation
Scopernia
Next Generation Digital Transformation
Next Generation Digital Transformation
Vishal Sharma
Digital Transformation: Step-by-step Implementation Guide
Digital Transformation: Step-by-step Implementation Guide
Operational Excellence Consulting
MANAGEMENT CONSULTING 101 part 1
MANAGEMENT CONSULTING 101 part 1
Ahmad Faisal
Management Consulting Toolkit - Framework, Best Practices and Templates
Management Consulting Toolkit - Framework, Best Practices and Templates
Aurelien Domont, MBA
Digital transformation strategy
Digital transformation strategy
Reza Hagel - CHIEF PROCUREMENT OFFICER
The essential elements of a digital transformation strategy
The essential elements of a digital transformation strategy
Marcel Santilli
Digital Transformation Strategy
Digital Transformation Strategy
James Woolwine
Business Architecture the Key to Enterprise Transformation
Business Architecture the Key to Enterprise Transformation
Mike Walker
Change! Digital Transformation
Change! Digital Transformation
Vincent lee
High performance culture
High performance culture
Adi Azam Abdul Wahab
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15
BizLibrary
233111e1e16042a39e09e87174ef162f
233111e1e16042a39e09e87174ef162f
Michael J. Vandemark
Raunak_DDI_Evaluation_Leadership
Raunak_DDI_Evaluation_Leadership
Raunak Avashia
Weitere ähnliche Inhalte
Was ist angesagt?
Strategic thinking
Strategic thinking
Sohan Khatri
Digital Leadership
Digital Leadership
BrightCultures
Leadership Training | Leadership Skills | Effective Leadership
Leadership Training | Leadership Skills | Effective Leadership
Leadership Development | Leadership Courses | Leadership Training & Coaching Karandikar
Digital Transformation Frameworks
Digital Transformation Frameworks
Operational Excellence Consulting
Our Leadership Development Framework
Our Leadership Development Framework
Workforce Group
Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit
Aurelien Domont, MBA
Change Leadership Workshop: Managing the People Side of Change
Change Leadership Workshop: Managing the People Side of Change
Jewel Celestine Anizor, SPHR, MHRM, M.Ed
What's Next: Digital Transformation
What's Next: Digital Transformation
Ogilvy Consulting
Digital Transformation From Strategy To Implementation
Digital Transformation From Strategy To Implementation
Scopernia
Next Generation Digital Transformation
Next Generation Digital Transformation
Vishal Sharma
Digital Transformation: Step-by-step Implementation Guide
Digital Transformation: Step-by-step Implementation Guide
Operational Excellence Consulting
MANAGEMENT CONSULTING 101 part 1
MANAGEMENT CONSULTING 101 part 1
Ahmad Faisal
Management Consulting Toolkit - Framework, Best Practices and Templates
Management Consulting Toolkit - Framework, Best Practices and Templates
Aurelien Domont, MBA
Digital transformation strategy
Digital transformation strategy
Reza Hagel - CHIEF PROCUREMENT OFFICER
The essential elements of a digital transformation strategy
The essential elements of a digital transformation strategy
Marcel Santilli
Digital Transformation Strategy
Digital Transformation Strategy
James Woolwine
Business Architecture the Key to Enterprise Transformation
Business Architecture the Key to Enterprise Transformation
Mike Walker
Change! Digital Transformation
Change! Digital Transformation
Vincent lee
High performance culture
High performance culture
Adi Azam Abdul Wahab
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15
BizLibrary
Was ist angesagt?
(20)
Strategic thinking
Strategic thinking
Digital Leadership
Digital Leadership
Leadership Training | Leadership Skills | Effective Leadership
Leadership Training | Leadership Skills | Effective Leadership
Digital Transformation Frameworks
Digital Transformation Frameworks
Our Leadership Development Framework
Our Leadership Development Framework
Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit
Change Leadership Workshop: Managing the People Side of Change
Change Leadership Workshop: Managing the People Side of Change
What's Next: Digital Transformation
What's Next: Digital Transformation
Digital Transformation From Strategy To Implementation
Digital Transformation From Strategy To Implementation
Next Generation Digital Transformation
Next Generation Digital Transformation
Digital Transformation: Step-by-step Implementation Guide
Digital Transformation: Step-by-step Implementation Guide
MANAGEMENT CONSULTING 101 part 1
MANAGEMENT CONSULTING 101 part 1
Management Consulting Toolkit - Framework, Best Practices and Templates
Management Consulting Toolkit - Framework, Best Practices and Templates
Digital transformation strategy
Digital transformation strategy
The essential elements of a digital transformation strategy
The essential elements of a digital transformation strategy
Digital Transformation Strategy
Digital Transformation Strategy
Business Architecture the Key to Enterprise Transformation
Business Architecture the Key to Enterprise Transformation
Change! Digital Transformation
Change! Digital Transformation
High performance culture
High performance culture
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15
Ähnlich wie Kfalp individual feedback_slides2018
233111e1e16042a39e09e87174ef162f
233111e1e16042a39e09e87174ef162f
Michael J. Vandemark
Raunak_DDI_Evaluation_Leadership
Raunak_DDI_Evaluation_Leadership
Raunak Avashia
Building capability for future growth
Building capability for future growth
rohtashmal
TLT - The Wills Group, Inc. - Tgt=SLL - Donnelly, Steve - US English.PDF
TLT - The Wills Group, Inc. - Tgt=SLL - Donnelly, Steve - US English.PDF
Steve Donnelly
Succession Matters: Effective Succession Management Planning
Succession Matters: Effective Succession Management Planning
Argyle Executive Forum
J Glive - Leadership Potential Indicator
J Glive - Leadership Potential Indicator
Joann Glive
2013 01-15 LPI Leadership Potential Indicator
2013 01-15 LPI Leadership Potential Indicator
allancameron
Succession Management PowerPoint Presentation Slides
Succession Management PowerPoint Presentation Slides
SlideTeam
Leadership Potential Indicator_Report_for_Katrina_Ouellette
Leadership Potential Indicator_Report_for_Katrina_Ouellette
Katrina Ouellette-Couvrette
Succession Management Powerpoint Presentation Slides
Succession Management Powerpoint Presentation Slides
SlideTeam
Five Critical Management Derailers: Symptoms and Remedies
Five Critical Management Derailers: Symptoms and Remedies
assessmentedge
5 Best Practices for Identifying Potential Leaders
5 Best Practices for Identifying Potential Leaders
DDI | Development Dimensions International
CHAPTER 2VALUES, ATTITUDES, EMOTIONS, AND CULTURE THE MAN.docx
CHAPTER 2VALUES, ATTITUDES, EMOTIONS, AND CULTURE THE MAN.docx
keturahhazelhurst
Job description form.
Job description form.
Kennedy Osore
Rod TolentinoProSpective Assessment
Rod TolentinoProSpective Assessment
Odee Tolentino
Circle of Excellence Principals' Conference Fellows Selection Presentation
Circle of Excellence Principals' Conference Fellows Selection Presentation
AllanGrayOrbis
Leadership challenge pharmaceutical
Leadership challenge pharmaceutical
Dimitris Timotheatos
Guidebook to optimizing your leadership pipeline
Guidebook to optimizing your leadership pipeline
Meghan Daily
AIESEC VN Qualitative topline - Dec 16
AIESEC VN Qualitative topline - Dec 16
Tuan-Anh Le Tran
BUILDING OUR BENCH AND SECURING OUR FUTURE: AMERIPRISE FINANCIAL INC.’S JOURN...
BUILDING OUR BENCH AND SECURING OUR FUTURE: AMERIPRISE FINANCIAL INC.’S JOURN...
Human Capital Media
Ähnlich wie Kfalp individual feedback_slides2018
(20)
233111e1e16042a39e09e87174ef162f
233111e1e16042a39e09e87174ef162f
Raunak_DDI_Evaluation_Leadership
Raunak_DDI_Evaluation_Leadership
Building capability for future growth
Building capability for future growth
TLT - The Wills Group, Inc. - Tgt=SLL - Donnelly, Steve - US English.PDF
TLT - The Wills Group, Inc. - Tgt=SLL - Donnelly, Steve - US English.PDF
Succession Matters: Effective Succession Management Planning
Succession Matters: Effective Succession Management Planning
J Glive - Leadership Potential Indicator
J Glive - Leadership Potential Indicator
2013 01-15 LPI Leadership Potential Indicator
2013 01-15 LPI Leadership Potential Indicator
Succession Management PowerPoint Presentation Slides
Succession Management PowerPoint Presentation Slides
Leadership Potential Indicator_Report_for_Katrina_Ouellette
Leadership Potential Indicator_Report_for_Katrina_Ouellette
Succession Management Powerpoint Presentation Slides
Succession Management Powerpoint Presentation Slides
Five Critical Management Derailers: Symptoms and Remedies
Five Critical Management Derailers: Symptoms and Remedies
5 Best Practices for Identifying Potential Leaders
5 Best Practices for Identifying Potential Leaders
CHAPTER 2VALUES, ATTITUDES, EMOTIONS, AND CULTURE THE MAN.docx
CHAPTER 2VALUES, ATTITUDES, EMOTIONS, AND CULTURE THE MAN.docx
Job description form.
Job description form.
Rod TolentinoProSpective Assessment
Rod TolentinoProSpective Assessment
Circle of Excellence Principals' Conference Fellows Selection Presentation
Circle of Excellence Principals' Conference Fellows Selection Presentation
Leadership challenge pharmaceutical
Leadership challenge pharmaceutical
Guidebook to optimizing your leadership pipeline
Guidebook to optimizing your leadership pipeline
AIESEC VN Qualitative topline - Dec 16
AIESEC VN Qualitative topline - Dec 16
BUILDING OUR BENCH AND SECURING OUR FUTURE: AMERIPRISE FINANCIAL INC.’S JOURN...
BUILDING OUR BENCH AND SECURING OUR FUTURE: AMERIPRISE FINANCIAL INC.’S JOURN...
Mehr von Susan Murphy
Final2019 ewlp
Final2019 ewlp
Susan Murphy
Final module1
Final module1
Susan Murphy
Transformation with a capital t mc kinsey & company
Transformation with a capital t mc kinsey & company
Susan Murphy
Professor Nick Oliver Team Decision Making
Professor Nick Oliver Team Decision Making
Susan Murphy
Session 2 Professor John Amis 30th May
Session 2 Professor John Amis 30th May
Susan Murphy
Intro womens final2018no notes
Intro womens final2018no notes
Susan Murphy
Lean canvas
Lean canvas
Susan Murphy
Mehr von Susan Murphy
(7)
Final2019 ewlp
Final2019 ewlp
Final module1
Final module1
Transformation with a capital t mc kinsey & company
Transformation with a capital t mc kinsey & company
Professor Nick Oliver Team Decision Making
Professor Nick Oliver Team Decision Making
Session 2 Professor John Amis 30th May
Session 2 Professor John Amis 30th May
Intro womens final2018no notes
Intro womens final2018no notes
Lean canvas
Lean canvas
Kürzlich hochgeladen
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdf
richard876048
(Best) ENJOY Call Girls in Faridabad Ex | 8377087607
(Best) ENJOY Call Girls in Faridabad Ex | 8377087607
dollysharma2066
International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...
ssuserf63bd7
PSCC - Capability Statement Presentation
PSCC - Capability Statement Presentation
Anamaria Contreras
8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCR
ashishs7044
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...
Peter Ward
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
callgirls2057
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
ashishs7044
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03
DallasHaselhorst
Enjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCR
Enjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCR
Stunning ➥8448380779▻ Call Girls In Hauz Khas Delhi NCR
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdf
Shashank Mehta
8447779800, Low rate Call girls in Uttam Nagar Delhi NCR
8447779800, Low rate Call girls in Uttam Nagar Delhi NCR
ashishs7044
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.
Anamaria Contreras
FULL ENJOY Call girls in Paharganj Delhi | 8377087607
FULL ENJOY Call girls in Paharganj Delhi | 8377087607
dollysharma2066
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
ashishs7044
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptx
appkodes
Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)
Data Analytics Company - 47Billion Inc.
Flow Your Strategy at Flight Levels Day 2024
Flow Your Strategy at Flight Levels Day 2024
Kirill Klimov
Kenya Coconut Production Presentation by Dr. Lalith Perera
Kenya Coconut Production Presentation by Dr. Lalith Perera
ictsugar
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?
Olivia Kresic
Kürzlich hochgeladen
(20)
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdf
(Best) ENJOY Call Girls in Faridabad Ex | 8377087607
(Best) ENJOY Call Girls in Faridabad Ex | 8377087607
International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...
PSCC - Capability Statement Presentation
PSCC - Capability Statement Presentation
8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCR
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03
Enjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCR
Enjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCR
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdf
8447779800, Low rate Call girls in Uttam Nagar Delhi NCR
8447779800, Low rate Call girls in Uttam Nagar Delhi NCR
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.
FULL ENJOY Call girls in Paharganj Delhi | 8377087607
FULL ENJOY Call girls in Paharganj Delhi | 8377087607
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)
Flow Your Strategy at Flight Levels Day 2024
Flow Your Strategy at Flight Levels Day 2024
Kenya Coconut Production Presentation by Dr. Lalith Perera
Kenya Coconut Production Presentation by Dr. Lalith Perera
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?
Kfalp individual feedback_slides2018
1.
© Korn Ferry
2015. ALL RIGHTS RESERVED. Korn Ferry Assessment of Leadership Potential Assessment Description SPARK POTENTIAL IGNITE GREATNESS
2.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 2 Your capacity and interest to develop the qualities required for effective performance in a significantly more challenging leadership role. Leadership potential
3.
© Korn Ferry
2014. ALL RIGHTS RESERVED. Overview 1. Intro to assessment 2. Detail review of assessment structure 3. Goal setting
4.
© Korn Ferry
2014. ALL RIGHTS RESERVED. Preparing for and Utilising Feedback 1. Being ready 2. Being open 3. Making concrete plans to take action
5.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 5 Leadership potential and Dimensions of Talent Degree of match to specific business challenges and organizational culture. Effectiveness against challenges of specific future role. Capacity to develop into an effective performer in higher level roles. Effectiveness against challenges of current role. PERFORMANCE Current role POTENTIAL Future role READINESS Next role FIT Specific role
6.
At each career
or role transition Freedman (1998, 2005)
7.
Potential is defined
in reference to a specific (target) leadership role or level. Current Level Target Aspiration You indicated this And this We picked this as a comparison
8.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 8 Leadership means to be ready to change Learn to manage projects and day-to-day business operations. Let go of doing the work. Relate well to people with different goals/objectives. Deal with inherited challenges. Learn to manage through others. Develop rather than implement vision/strategy. Perform in the spotlight. Coordinate / Integrate across diverse business functions. Chief Executive Officer/Top Organizational Executive Top Business or Organizational Group Executive Senior / Top Functional Leader Business or Organizational Unit/ Division Leader Functional Leader Mid-level Leader First Level Leader Team Lead Individual Contributor / Professional
9.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 9 Six Signposts of Leadership Potential Drivers The drive and motivation to serve as a leader. Awareness Self- awareness of strengths and developmental needs. Leadership Traits Leadership traits associated with advancement. Derailment risks Managed derailment risks. Experience A track record of formative experiences. Learning agility The ability to learn from experience. Aptitude for logic and reasoning.
10.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 10 Advancement drive Refers to a leader’s drive to advance through collaboration, ambition, challenge. Career planning Reflects how narrowly or broadly focused are the participant’s career goals and how specific is his/her career plan. Role preferences Indicates the preference for the work of roles requiring versatility and achievement through others vs. professional mastery and expertise. Drivers How interested and driven you are in pursuing the challenges and work of leaders. Research shows that high potential leaders value the nature of leadership work, the opportunity to make a difference, having a positive impact on their coworkers and organization, and having greater responsibility. Advancement drive and Role preferences are normed against the Target Level. Career planning is not normed. 2 of 3 need to be green in order to be ‘strong’ in the overview.
11.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 11 Core experience Reflects what the leader has learned in the course of his/her day-to-day leadership career. Perspective Reflects the diversity of a leader’s experience across organizations, industries, functional areas, and countries. Key challenges Indicates the leader’s experience with a number of seminal developmental challenges. Experience Experience explores where you have been and how you have prepared to transition to more significantly challenging roles. All experience subscales are normed against someone’s Current level. 2 of 3 need to be green in order to be ‘strong’ in the overview. Research has found that challenging experiences contribute to the development of a broad variety of leadership competencies including business knowledge, visioning, strategic thinking, problem solving, decision making, change management, and interpersonal skill.
12.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 12 Awareness Self-awareness The extent to which the leader is aware of his/her strengths and development needs. Situational self-awareness The extent to which the leader monitors, and is aware of how events impact his/her performance. The extent to which you are aware of your strengths and development needs in the context of your work. All awareness subscales are normed against the Target Level 2 of 2 need to be green in order to be ‘strong’ in the overview. Research shows that highly self-aware leaders have a positive impact on company performance. A prevalence of high self- awareness amongst leaders correlates with a high rate of return.
13.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 13 The extent to which leaders extract lessons from experience and leverage them in novel situations. Learning agility Mental agility Reflects a leader’s tendency to be inquisitive and approach problems in novel ways. People agility Reflects a leader’s skill in reading others and applying the insights gained in people- related matters. Change agility Reflects a leader’s tendency to promote new possibilities and to take ideas from vision to reality. Results agility Reflects the propensity to deliver outstanding results in new and tough situations. All Learning agility subscales are normed against the Target Level 3 of 4 subscales need to be green in order to be ‘strong’ in the overview. Research shows that learning agile leaders are rated more competent, recognized as having the most potential for advancement, get promoted faster and more often than their peers, and outperform their peers after a promotion.
14.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 14 Dispositions leaders possess that make them naturally inclined to lead. Focus Reflects the balance between attending to details and keeping an eye on the big picture. Persistence Reflects the passionate pursuit of personally valued long-term goals. Tolerance of ambiguity Reflects a leader’s capacity to deal effectively with uncertainty or confusing situations. Assertiveness Reflects the willingness to assume a leader role and comfort with leadership. Optimism Reflects a leader’s tendency to have a positive outlook. Leadership traits All Leadership traits subscales are normed against the Target Level 4 of 5 subscales need to be green in order to be ‘strong’ in the overview. Research shows that the traits matter to success and that some matter more than others for leadership success.
15.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 15 Leaders manage those configurations of traits which might lead them to derail. Derailment risks Volatile Indicates a risk toward being mercurial, erratic, or unpredictable. Micro- managing Indicates a risk toward over controlling the work of direct reports. Closed Indicates a risk toward being closed to alternative perspectives and opportunities. Derailment risks are normed against the Target Level 3 of 3 must be green in order for it to be ‘strong’ in the overview page. Research shows the risks related to derailment go up at higher job levels: expectations are higher and consequences of failure are higher.
16.
Reading your report
17.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 17 Individual Report The target level against which you are assessed.
18.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 18 9 org levels and 6 norm groups First Level Leader Mid-level Leader Business Unit Leader Sr. Executive Norm groupings Functional Leader Sr. Functional Leader 1 2 3 4 5 6 7 8 9 Org levels 1 2 3 4 5 6
19.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 19 Signposts are presented in the development language There is NO total score in KFALP
20.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 20 Individual Report: Overview page Signposts that need development Signposts that do not need development
21.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 21 Individual Report: Assessment details Status, Icon, Signpost 1. Overview of what the signpost measures. 2. Summary of your results.
22.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 22 Learner’s score (percentile) § Normed against the target level. § Except for Experience – normed against the current level. Individual Report: Reading the results Well below average Below average At or above average Well above average (sometimes) Your results place you at the 16th percentile compared to successful target level leaders.
23.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 23 Generic, boilerplate definition of lower scores. Generic, boilerplate definition of higher scores. Individual Report: Scale Computer generated, narrative interpretation of your results.
24.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 24 Learner’s score (percentile) Individual Report: Derailment risks High risk 91+ Risk 85-90 Minimal to low risk for <85 Your results place you at the 28th percentile compared to target level leaders.
25.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 25 Individual Report: Development priorities Top three development priorities based on the scores.
26.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 26 Individual Report: Summary
27.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 27 Individual Report: Levels Current level (as reported by you). Target level (set by your organization). Career aspiration (as reported by you).
28.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 28 Individual Report: Summative overview Highlights of your career to-date. Summary of your (self- reported) career goals and career plan. Attributes you chose to describe your ideal role.
29.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 29 Individual Report: Aspirations Your report having two or more years experience at each. You would consider roles in these areas. Your (self- reported) current level. Number of rows to appear in the report will depend on what was chosen by you.
30.
Getting the most from
your results
31.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 31 What: What do your results say about you? So What: What implications do your results have for your goals and objectives? Now What: What are you going to do about it?
32.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 32 What: What do your results say about you? § Be sure you can accurately describe your assessment results. § This sounds simple (and it can be) but it’s very important.
33.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 33 So What: What implications do your results have for your goals and objectives? …My results suggest that I am less comfortable with ambiguity than is typical for successful target level leaders. …I aspire to be a target level leader. …I need to find a way to keep my relative intolerance for ambiguity from impacting my success as a leader.
34.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 34 Now What: What are you going to do about it? …I need to find a way to keep my relative intolerance for ambiguity from impacting my success as a leader. …Maybe there is a way I can decrease the amount if ambiguity I face. …Maybe I can learn to be more tolerant of ambiguity. …Perhaps I can delegate the most ambiguous tasks to my team to pre- process for me.
35.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 35 Other considerations § How important is it? § What other priorities are there? § How much effort is required? § Where will I get the best return on my developmental effort?
36.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 36 When developing goals, ensure that they are: § Focused (no more than 3). § Challenging and realistic. § Relevant to the organization. § Action-oriented. § Measurable. § Time-phased. Goal setting
37.
© Korn Ferry
2015. ALL RIGHTS RESERVED. 37 Complete Doodle Poll to set appointment with Susan to receive report by email and review results. Address questions. Set up time with manager to discuss themes and focus areas. Complete your Development Plan. Next steps