Nikhil Sharma Dimensions Full Report

Dimensions Report
Name: Nikhil Sharma

Date of Report: 03/10/2017
Trait Profile 3 Development Profile 26
Narrative Report 5 Development Feedback Report 31
Team Profile 6 Trait and Indicator Profile 37
Behavioural Type at Work Profile 9 Competency Report 41
Sales Profile 13 Competency Interview Guide 46
Leadership Derailer Report 15 KFLA Competency Report 75
Potential Report 22 KFLA Competency Development 84
Guide
Also Recommended: Elements Report, Composite Team Report
Who could use components of this report: What can components of this report be
used for:
p Coaches
j HR professionals n Individual development
i Trained practitioners A Internal resourcing
k Line managers B Leadership development
l Candidate m Recruitment
C Team development
o Identification of high potential
Assessment Dimensions
Completed date 19/09/2017
Language English (UK)
© Korn Ferry HayGroup 2017. All rights reserved.

Nikhil Sharma | Report generated on 03/10/2017
Introduction
Dimensions is an online personality questionnaire. It assesses and reports how individuals perceive their
behaviours at work in relation to three key areas: people and relationships, tasks and projects, and drives
and emotions.
Talent Q Dimensions Framework
u e
People and
Relationships
How the individual will
u f
Tasks and
Projects
u
g
Drives and
Emotions
work with others and manage tasks and projects deal with emotions, cope
handle relationships at with change and manage
work their energies
It combines valuable information, scientific rigour and ease of use for the line manager, HR professional,
coach or trainer, and supports important talent decisions and development discussions. Inspired and
developed by one of the pioneers in occupational testing – Roger Holdsworth – Dimensions draws on over
five decades of experience in personality at work.
Personality drives performance

Personality influences the way people behave, which in turn impacts their performance and success in the
role.
Cognitive Ability
Personality
Behaviour Performance
Skills & Experience
Motivation
By using this report, you can gain scientific and objective insight into how an individual is likely to behave in
the workplace. This insight helps organisations to:
a make better selection decisions

a develop individuals and teams
a identify high potential individuals
a improve performance.
Best practice across the talent lifecycle

With just a single completion of the questionnaire, data is provided that can be interpreted for a wide range
of applications: recruitment, selection, identification of high potential and individual, team and leadership
development. It provides a number of user-friendly reports that can be combined as required; not all reports
are appropriate for all applications. The reports contain practitioner guidance and are available in a number
of languages, enabling consistent assessment across different geographic regions.
Talent Q 2
Dimensions © Korn Ferry HayGroup 2017. All rights reserved.
Trait Profile
e People and Relationships
Is independent of other people, able to keep secrets and Communicative Has a wide network of contacts, communicates openly with
avoid exposing their own feelings, can work on their own others, can maintain relationships, prefers working in a
1 2 3 4 5 6 7 8 9 10 team
Prefers following to leading, is reasonable and gentle in Influencing A natural leader and enjoys having responsibility for others,
negotiations, readily accepts orders and instructions from a dominant and forceful character, tough negotiator, can
others 1 2 3 4 5 6 7 8 9 10 sell products or ideas to others
Behaves in a low-key and discreet manner, is wary of new Socially Confident Is socially skilled, with charm and charisma, takes the
acquaintances, avoids being talkative or mixing too much initiative in making contacts, fits in with a wide range of
socially 1 2 3 4 5 6 7 8 9 10 people, good at presenting and public speaking
Leaves other people to themselves and their own devices, Supportive Is supportive and helpful towards other people, develops
is tough-minded, avoids getting involved in other people's and encourages others, devotes time to helping people in
problems or taking a service role 1 2 3 4 5 6 7 8 9 10 difficulties, enjoys giving and meeting other people's needs
Can operate without having to seek the views of others, Consultative Is a good listener and an agreeable person, consults with
lets others know when not in agreement, can go their own others, interested in other people's motives and behaviour,
way independently 1 2 3 4 5 6 7 8 9 10 tolerant of different perspectives and opinions
f Tasks and Projects
More intuitive than analytical, avoids over-reliance on facts Analytical An analytical problem-solver, with relevant information at
and hard information, sceptical about numbers and their finger-tips, able to see pros and cons, good at working
statistics 1 2 3 4 5 6 7 8 9 10 with numbers and handling statistics
Prefers operating at a tactical or operational, rather than Conceptual Contributes to the development of strategy, a "visionary",
strategic level, concentrates on practicalities and avoids understands different perspectives on complex issues, and
theorising 1 2 3 4 5 6 7 8 9 10 relevant theoretical models
Prefers "tried-and-tested" ways, rather than needing to Creative Curious and inquisitive, always seeking and generating new
innovate, content with a job that has little creative scope, ideas, with an active imagination, readily embraces radical
has conventional rather than radical ideas 1 2 3 4 5 6 7 8 9 10 ideas and approaches
More spontaneous than structured, opposed to any form of Methodical Believes in methodical and procedural approaches, plans
bureaucracy, not overwhelmed by detail and organises tasks, structures own work efficiently, gives
1 2 3 4 5 6 7 8 9 10 due attention to accuracy
Can "bend" rules and regulations which they find limiting, Conscientious Conscientiously follows rules set down for their work,
avoids rigid adherence to deadlines, is able to make small honours any promises, deadline or commitments made,
mistakes and get away with them 1 2 3 4 5 6 7 8 9 10 believes in ethics and values
g Drives and Emotions
Understands when fear or anxiety are appropriate, capable Relaxed Calm and relaxed, able to cope with stress, retaining
of showing frustration, sensitive to criticism, affected by composure in emotionally charged situations, thick-skinned
others' views of them 1 2 3 4 5 6 7 8 9 10 and able to accept criticism
More realistic than optimistic, avoids taking too rosy a view Resilient Always sees the positive aspects of a situation, copes well
of the future, accepts blame when appropriate, and takes with any problem, avoids blame and self-criticism, resilient
time over coming to terms with failures 1 2 3 4 5 6 7 8 9 10 and bounces back quickly from setbacks
Resists change for the sake of change, behaves stably and Flexible Adapts flexibly to new challenges and circumstances, able
conforms to a predictable pattern, happy with routine and a to change behaviour to match new circumstances, thrives
static environment 1 2 3 4 5 6 7 8 9 10 on variety and frequently changing environments
Prefers to work at a leisurely pace, avoids a hectic or Decisive & Action-oriented Has a high level of energy and stamina, gets things done,
frenetic style, considers all likely consequences before makes rapid decisions even when short of information,
taking decisions, avoids taking unnecessary risks 1 2 3 4 5 6 7 8 9 10 enjoys risk and a fast pace of work
More concerned with quality than with quantitative targets, Achievement-oriented Motivated by achievement, with a high ambition to succeed
seeks a good work-life balance, avoids behaving in a against all odds, puts their work and career before other
competitive manner 1 2 3 4 5 6 7 8 9 10 aims in life, thrives on competition
Talent Q 3
h Response Styles
Tendency towards self-critical responses: the profile might Self-presentation Tendency to present self positively, or genuine high degree
do the subject less than full justice of self-confidence. Interpret the profile with some caution
1 2 3 4 5 6 7 8 9 10
A relatively flat profile: relatively little differentiation Profile-Spread Accentuated profile, with clear relative strengths and
between traits, possible inconsistency or lack of weakness or development needs
self-awareness 1 2 3 4 5 6 7 8 9 10
Narrow range of ratings used, with tendency to avoid Rating-Spread Wide range of ratings, including frequent use of extremes
extreme ratings
1 2 3 4 5 6 7 8 9 10
Talent Q 4
Narrative Report

The first section provides insight into his style in working with others and handling relationships at work.
He seems happy working on his own, and may be someone who likes to keep some things to himself. He is more likely to have a
few close friends, rather than a wide circle of acquaintances. His network of professional contacts may be a little limited.
He does not seem to have a high need to influence or lead other people, but still has an adequate level of social confidence. He is
probably quite comfortable in group or team situations, but does not appear to seek a prominent role.
He appears to be a good listener, who usually consults with others, rather than going his own way. He also seems to be fairly caring
in relation to others and would be expected to feel comfortable in a team-based role demanding a fair degree of collaboration with
colleagues and tolerance towards them.

This section explores his thinking style and how he manages tasks:
His responses suggest someone who enjoys theories, perhaps almost for their own sake, and probably prefers to think on a
conceptual rather than concrete level. His ideas, although perhaps interesting or even inspiring, could risk not being sufficiently
based on objective data, for which he seems to have only a limited amount of patience.
He seems to be highly creative and inquisitive, with a very active imagination. He can bring innovative solutions to problems, and
may have many quite radical ideas. He needs to make sure that his imagination does not run away with him, and that he is not too
far ahead of his time.
He appears very much to dislike having to structure his work, and may often fail to plan ahead sufficiently. He could also show some
inconsistency as regards keeping to schedules or following the procedures set down for his work.

The third section is about dealing with emotions and coping with change, and it also deals with energies.
His responses suggest that he may have a lot of problems with his emotions. Not only is he apparently an anxious person, who is
easily frustrated or irritated, even by little things; but he also seems to blame and criticise himself too readily. This, together with the
difficulties he apparently has in controlling his emotions, could give him a lot to contend with in his inner life.
The pattern of responses is that of someone who enjoys new situations, and should be quite an adaptable sort of person. He does
not appear to have much trouble in adapting his behaviour or attitudes in the light of new information or changing circumstances.
According to his responses, he is typically someone who feels rather uncomfortable about taking quick, risk-filled decisions, and he
may at times appear to be less energetic than others. Apparently, he is not at all strongly oriented towards achievement for its own
sake, and he may be much more interested in quality of life than in pushing his own career or competing with others.
h Response Styles
Self-presentation: he responded to the questionnaire in a rather modest manner, compared with most other people.
Profile Spread: his responses produced a fairly accentuated profile, with some clear relative high and low points.
Use of the range of ratings (on the scale from "completely untrue" to "very true") of individual behaviours: his use of the range of the
available ratings was about average.
Ties (giving the same rating to more than one behaviour in a block of group of four behaviours): he gave the same rating to more
than one behaviour in a block more often than average for the norm-group.
The time taken overall (including any breaks that may have been taken): much less than the average. He did not appear to take any
breaks during completion of the questionnaire.
Talent Q 5
Team Profile
The profile relates to the different roles within a team, across four quadrants of activity. The top-left quadrant,
Exploring, relates to networking outside the team and creating new ideas and approaches. The next
quadrant, Leading, relates to driving the team forward to achieve its goals and organising the team to enable
this. Following this, the Operating quadrant relates to team-building to ensure the team is working cohesively
together and the actual implementation of key activities. Finally, the Reviewing quadrant relates to
completing key activities as required and evaluating the effectiveness of the group and its methods.
Understanding how to use this report
The top-left quadrant, Exploring, relates to Leading relates to driving the team forward
networking outside the team and creating to achieve its goals and organising the
new ideas and approaches. team to enable this.
q EXPLORING s LEADING
Creator Driver
Networker Organiser
Example
Evaluator Teambuilder
Completer Implementor
t REVIEWING r OPERATING
Team role
The Reviewing quadrant relates to
completing key activities as required and The Operating quadrant relates to
evaluating the effectiveness of the group Score team-building to ensure the team is
and its methods. working cohesively together and the actual
implementation of key activities.
Talent Q 6
Team Profile
This profile indicates your strength of behaviour for operating in each of eight roles within a team, essentially
the key areas of activity undertaken within a team to achieve the overall goals.
The chart below illustrates the strength of preference for operating in each team role, compared to other
people who have completed the Dimensions personality questionnaire before. The more each segment on
the chart fills the whole area available, the stronger the preference.
q EXPLORING s LEADING
Creator Driver
Networker Organiser
Evaluator Teambuilder
Completer Implementor
t REVIEWING r OPERATING
Ranked Team Types

Creator Evaluator
Teambuilder Implementor
Networker Driver
Organiser Completer
Talent Q 7
Team Type Glossary

This glossary describes the eight team types. This is a static glossary.
Potential Strengths Potential Limitations
q EXPLORING
Networker
Someone who knows what resources to seek outside May be over-enthusiastic at times and become easily
the group, and is invaluable in making appropriate bored if an opportunity doesn’t quickly come to fruition.
contacts.
Creator
Potentially the team's main source of ideas and Can be sensitive to criticism or simply practical evaluation
solutions. of their ideas; may be too engaged in their own ideas at
the expense of other priorities.
s LEADING
Driver
A person who 'leads from the front', who shapes the May come across as aggressive and impatient at times,
task and makes things happen; who often has a potentially disrupting the team and failing to fully involve
competitive edge and is also a powerful agent of others.
change.
Organiser
Someone who effectively harnesses the talents and Tend to maintain a professional distance and may come
resources of the group, coordinates its work, and across as detached or disengaged from the rest of the
believes in mutual respect. group at times.
r OPERATING
Teambuilder
Someone whose objective and function is to make the May be averse to conflict between team members; can
group feel good; and who cooperates in a cohesive and come across as indecisive in the face of argument or
harmonious manner. disagreements.
Implementor
Someone who is good at breaking down the big ideas May find it difficult to change course if situations are
into a detailed operating plan, which can then be changing rapidly and disinterested in matters not directly
executed. concerned with the team task.
t REVIEWING
Completer
Is focussed on detail and completion of any task, very Tends to be quieter and less involved in generating new
useful in ensuring that deadlines are met. ideas, may seem overly anxious about keeping to the plan.
Evaluator
This person helps to bring the group to its senses with Typically quiet and analytical by nature, may frustrate
critical and objective analysis; they may prevent it from others by taking a back seat until the last minute when
going off the rails. they identify issues to be addressed.
Talent Q 8
Background to Behavioural Type Indicator

This report provides an overview of personality in relation to 16 psychological types. Because Dimensions
asks questions related to an individual's preferred way of behaving at work, this report identifies preferred
style of actual behaviour in this context. This is different from some other questionnaires that assess
psychological type, which are focused on measuring an individual's underlying preferences in a broader life
context.
Personality Type theory was originally developed by Jung; his work was later modified by Myers and Briggs.
The Dimensions Behavioural Type Indicator is a further development, as it also covers A and B personality
types, as proposed by Jenkins and others, and is specifically oriented towards actual workplace behaviour.
The Behavioural Type Indicator is a useful assessment to support individual development and coaching. It
can be used to assist in the understanding of relationships within teams and between teams, and also in
resolving conflicts where differing personality types may be a contributory factor. The Behavioural Type
Indicator should not be used for recruitment or selection.
On each of the behavioural type pairings, individuals are deliberately categorised into one of two types, e.g.
Extravert or Introvert. The preferences are combined to give an overall type expressed as five letters, e.g.
ISFJ – A indicates someone who has a preference for Introversion, Sensing, Feeling, Judging and Achieving.
However, it is important to remember that this is a deliberate simplification designed to make it easier to
interpret preferred ways of behaving and understand the impact of different type combinations. In reality,
many people are somewhere near the middle of the spectrum on some of the type pairings. For instance,
someone who has only a slight preference towards Judging or Perceptive may be fairly comfortable
operating in either manner.

Strength of preference
Strong Likely Unclear Likely Strong

Preference Preference Preference Preference Preference
E Extravert I Introvert
Outgoing and energised by others, Reflective and considered in
likely to communicate widely and approach, likely to focus energies
openly with colleagues on a tighter network of deeper
Example
relationships
S Sensing N Intuitive
Practical and grounded in Creative in approach and
approach, ensuring solutions are comfortable with complex issues,
fit-for-purpose and take account of taking a broad perspective when
real world requirements formulating solutions
T Thinking F Feeling
Rational and tough-minded in Value-driven in approach to work,
approach, focused on ensuring sensitive to impact on others when
tasks are completed competently deciding a course of action
Type preference
Talent Q 9
Behavioural Type Indicator

The profile chart below predicts preferred style of actual behaviour in a work context. It is important to note
this may not be the same as an individual’s underlying preferences in a broader life context, although
frequently these are closely related.
Each bar in the chart below indicates the strength of preference on each pairing (e.g. extraversion or
introversion).
The Behavioural Type Indicator is useful to support development and coaching, enabling you to explore how
an individual typically prefers to behave in a work context. The report should not be used in a recruitment or
selection context.
The report should be used as part of a feedback discussion with the individual, to confirm or disconfirm the
reported type. In particular, useful insights may be drawn by contrasting how an individual prefers to behave
at work compared with what they find most comfortable in general.
Strong Likely Unclear Likely Strong

Preference Preference Preference Preference Preference
E Extravert I Introvert
Outgoing and energised by others, Reflective and considered in
likely to communicate widely and approach, likely to focus energies
openly with colleagues on a tighter network of deeper
relationships
S Sensing N Intuitive
Practical and grounded in Creative in approach and
approach, ensuring solutions are comfortable with complex issues,
fit-for-purpose and take account of taking a broad perspective when
real world requirements formulating solutions
T Thinking F Feeling
Rational and tough-minded in Value-driven in approach to work,
approach, focused on ensuring sensitive to impact on others when
tasks are completed competently deciding a course of action
J Judging P Perceptive
Structured and methodical, Spontaneous in style, adapting
organised and diligent in approach comfortably to ambiguous or fluid
to work work situations
A Achieving B Balanced
Competitive and focused on Composed and relaxed in style,
achievement, active and getting calmly absorbs challenges and
things done setbacks
Talent Q 10
The candidate's indicated type is: INFP-B

Show a strong desire to live life by their values and enable others to do the same. Respectful
of others needs and interested in own and others growth. Idealistic, supportive and loyal to
those close to them. Open-minded, see the potential in others, work with others to implement
ideas.
Types A and B moderate an individual’s behavioural type. Type B style is likely to be resilient,
stress tolerant and relaxed.
Talent Q 11
Behavioural Type Indicator Glossary

The Behavioural Type Indicator Glossary describes each of the 16 psychological type combinations. The
glossary is followed by the respondent's Behavioural Type Indicator, which illustrates the strength of
preference towards each of the psychological types. Best practice suggests that a thorough exploration of
type (especially where a respondent scores near the mid-point on a pairing) is a useful exercise in order to
confirm or disconfirm the reported type.
Psychological Types
ENFJ Spontaneous and inspiring in approach. See the possibilities in others and seek to bring out the best in them.
Demonstrate considerable empathy in responding to others around them, encouraging them to deliver to common
goals.
ENFP Adventurous, persuasive and full of energy. Focused on possibilities, particularly the potential for people around them to
contribute to the realisation of objectives. Imaginative and enthusiastic, enjoy variety and can adapt quickly to changing
circumstances.
ENTJ Adept at creating a vision and turning it into reality. Forthright and to the point, identifying opportunities to improve the
way things are done and take a lead in addressing them. Create structure to enable long-term goals to be met. Aim to
remove inefficiency or poor organisation.
ENTP Resourceful and enterprising. See broad strategic possibilities and adept at analysing them. Find novel solutions to
problems, outspoken in challenging existing approaches. Thrive on variety and get quickly bored by routine.
ESFJ Seek to create cooperation between people, bringing people together to get things done. Loyal and value stability,
conscientious in ensuring tasks are delivered. Value others and demonstrate this in practice by taking an interest in the
welfare of colleagues.
ESFP Gregarious and interested in others around them. Enjoy creating a sense of fun, work with others in a common sense
way to deliver results. Adaptable, spontaneous and thrive on interaction with others around them.
ESTJ Enjoy organising, value efficiency and competence. Practical and results oriented. Act quickly and decisively to achieve
objectives. Likely to take a lead in organising how work is done, applying clear method and structure. May be forceful in
ensuring task completion.
ESTP Spontaneous, focused on delivering results and immediate facts. Quickly bored by theory or abstract ideas. Immersed in
the present, pragmatic in getting things done. Energetic and good at pulling others together.
INFJ Insightful, interested in the motivations of others around them. Strongly committed to their own values and have a clear
vision of how things should develop. Conscientious and organised in converting ideas to reality, value knowledge and
competence in others.
INFP Show a strong desire to live life by their values and enable others to do the same. Respectful of others needs and
interested in own and others growth. Idealistic, supportive and loyal to those close to them. Open-minded, see the
potential in others, work with others to implement ideas.
INTJ Independent-minded, take new perspectives and develop fresh ways of viewing problems. Strongly committed to
delivering their goals. Set high expectations of others.
INTP Focused on abstract ideas and applying logic to problems. Independent-minded and often sceptical, challenge
prevailing ideas. Quiet, flexible and self-contained. Strong interest in solving complex issues, highly analytical in
approach
ISFJ Reliable and loyal, thorough in their work. Seek to create harmony amongst others. Quiet and diligent in their approach,
conscientious in ensuring tasks are completed and colleagues’ well-being is maintained.
ISFP Absorbed in the present, quiet and kind-natured. Live by their values and loyal to others who are important to them.
Avoid forcing their views on others and seek harmony in their social environment. Like to complete tasks within their
own timeframes.
ISTJ Thorough and reliable in their approach, enjoy creating structure and order around themselves. Make decisions based
on the facts of what needs to be completed to achieve a goal, Work diligently to deliver results. Quiet and steady, value
tried and tested approaches and competence in others.
ISTP Focused on the facts, work through information to identify the key practical issues. Enjoy variety and new challenges.
Quiet and adaptable, take quick action where needed to resolve issues. Apply logical analysis, value efficiency in how
tasks are conducted.
Talent Q 12
Sales Profile
It is widely researched and recognised that personality is an important factor in being successful in sales
roles, and the Talent Q Sales Profile draws upon a blend of sales theories and evidence. This report is
designed to assess the desired behaviours required at different stages of the sales cycle. Sales roles differ
across organisations but most contain some or all of these stages. Depending on the role level and type,
some stages are more important than others, so you should consider the specific role and its focus when
using this report. The profile can also be applied to other roles in which influencing and convincing others is
important, for example, selling ideas or concepts to internal stakeholders.
Sales Profile
Tends to avoid planning for meetings, preferring Planning and Preparation Believes that long and short term planning is
to take a more spontaneous approach. This can key to success in the early stages of the sales
result in appearing unprepared. May frustrate 1 2 3 4 5 6 7 8 9 10 cycle. Probably devotes a lot of time to
customers due to missing some key details that gathering and understanding the materials
may cause a wider solution to fail further down required for a meeting. Customers are likely to
the line. be impressed by this approach. May need to be
careful not to miss out on those opportunities
that cannot be planned for.
Prefers to take a more intuitive approach to Fact Finding Takes an analytical approach to information
understanding customer requirements. Tends gathering, and thrives on exploring complex
not to rely too much on facts and figures and 1 2 3 4 5 6 7 8 9 10 issues to understand the needs of customers
may have limited enthusiasm for exploring and solve their problems. Likely to have
issues with customers. May miss out vital collected all the information needed before
information when proposing a solution. proposing a solution.
Tends to avoid forming new relationships and Building Rapport Enjoys a wide circle of contacts and having a
prefers to communicate with a small circle of large network of people to call on for assistance.
people, which may limit networking 1 2 3 4 5 6 7 8 9 10 A confident communicator who is likely to build
opportunities. A more independent nature may new and existing relationships with a wide range
inhibit naturally starting conversations with new of people at different levels. May be overloaded
people. May not feel comfortable adapting and by an inclination to try to maintain so many
responding to the behaviour of others, finding it relationships.
difficult to connect with customers.
Tends not to spend a great deal of time Identifying Needs Demonstrates a desire to use information to
engaging with others to really listen to their ensure customers’ real needs are addressed.
concerns and requirements. This may result in 1 2 3 4 5 6 7 8 9 10 Likely to take steps to ensure the customer
solutions that don’t necessarily meet customer agrees with a proposal, using a balance of
needs. May find it more difficult than others to listening and influencing, and fully understands
convey suggestions. The potential result is that its benefits. Also likely to help customers choose
the real requirements of the customer are the most suitable solution for their specific
missed and interactions can be one sided. needs.
Can sometimes find it difficult to know what to Presenting Solutions Likely to show a natural flair for presenting
do or say when meeting new people. Unlikely to solutions which are engaging and interesting for
enjoy presenting to customers. Delivery style 1 2 3 4 5 6 7 8 9 10 customers to listen to. Demonstrates a
and methods tend to be more traditional than combination of creativity and social confidence
innovative and may not engage others. and presents in an innovative way that is likely
Customers may lose sight of the solution due to to keep customers engaged in the solution.
a lack of impact while presenting.
Talent Q 13
Likely to find tough negotiations and objections Handling Objections Likely to approach objections flexibly. Quick to
difficult to handle, often resulting in losing sight respond to challenges and can probably cope
of the bigger picture. May feel threatened by 1 2 3 4 5 6 7 8 9 10 with problems as they occur. Regards tough
objections and find it difficult to remain focused conversations and negotiations as challenges to
in responding. Challenges may be taken respond to rather than letting them get in the
personally and impact on the ability to initiate way of a successful sale. Likely to handle
comprehensive solutions. customers’ objections with resilience and
flexibility and use influencing skills to respond to
them in a positive and successful manner.
Gains little satisfaction from target driven Getting the Sale Driven by a need to win meaning closing the
environments and doesn't see achieving targets sale is of utmost importance. Takes satisfaction
as the highest priority. Unlikely to be overly 1 2 3 4 5 6 7 8 9 10 from achieving own goals. Dedicates energy
tenacious. Closing deals may not be a driving towards ensuring the sale is closed and willing
factor which could result in losing buyer to take risks to do so. Sensitivity will be required
commitment. to customers who may find this approach overly
forceful.
Tends to disregard systems and processes that Post-meeting Service Regarded as highly conscientious and unlikely
could be avoided. May not recognise the to let customers down. Strives to ensure that
importance of such processes and could bend 1 2 3 4 5 6 7 8 9 10 details are checked, promises are kept and will
the rules to suit when possible. Customers may persist with a task until it is completed, though
feel neglected due to the lack of attention after this could lead to some bigger picture factors
the sales meeting. being overlooked.
Talent Q 14
Leadership Derailer Report

In assessing an individual's potential to develop, with particular reference to management and leadership
roles, people have recently become aware of a number of styles or factors which can lead to 'burn-out' or to
the individual initially showing high potential but later becoming 'derailed', often as a result of the very
attributes which led to their early successes. History is full of examples of this, with business and political
leaders often falling into the traps that we will describe below.
We might define those people whose careers become 'derailed' as people who end up leaving an
organisation involuntarily, or are unable to progress any further due to a perceived lack of fit between their
style and the role or the organisational requirements. While certain attributes are acceptable, indeed desired,
at junior to middle management levels, at more senior levels they can actually cause someone's career to
derail. Having an awareness of common derailment factors and how likely an individual is to demonstrate
them can help to assess someone's suitability for a role and also to consider what interventions may be
required in order to prevent derailment from occurring. A derailed manager will often have an impressive
career to date but derailment can easily curtail further progression.
Talent Q has defined, as outputs from the Dimensions system of personality measurement, 8 "Derailers". The
8 factors or styles described are related to the "DSM" listing of typical personality disorders, as are other
authors' lists of "derailers". However, it is in no way suggested here that high (or even very high) scorers on
these factors are likely to suffer from disorders at a level which might require clinical treatment.
At the opposite end of the scale are the "career limiters". The "career limiters" are those factors which
actually prevent people's careers from even starting, so whilst someone may not demonstrate many of the
"derailment" factors, if they exhibit a lot of career limiters their career progression may be held back as they
may lack suitability for promotion to even the more junior managerial roles.
Each of the eight 'derailers' can also indicate strengths, which are likely to lead to success and which in
many cases will not result in 'derailment'. On the other hand, a low score on a potential derailer may indicate
a 'career limiter' as well as a lack of a risk of derailment. In the profile which follows, the individual's
responses to Dimensions have been mapped onto the eight factors. This profile should be handled with
sensitivity and should not be given directly to individuals, but could well be shared with them by an
appropriately trained person.

Score range
Example
Possible Career Limiters 1 2 3 4 5 6 7 8 9 10 Possible "Derailer"
Tendency to trust others and see the good Over-sensitivity May have shrewd judgement and subtle
side of them but may be taken advantage perceptions, but with a risk of emotional
of. May lack sensitivity to politics and fragility and anxiety. May have a tendency to
subtlety of interpretation. 5 regard others as hostile towards them.
A threshold indicating that low A threshold indicating that

scores in this area may lead to high scores in this area may
a possible career limiter lead to a possible derailer
Rating
Talent Q 15
Leadership Derailer Report

Possible Career Limiters 1 2 3 4 5 6 7 8 9 10 Possible "Derailer"
Tendency to trust others and see the good Over-sensitivity May have shrewd judgement and subtle
side of them but may be taken advantage of. perceptions, but with a risk of emotional
May lack sensitivity to politics and subtlety of fragility and anxiety. May have a tendency to
interpretation. 10 regard others as hostile towards them.
Happy when with other people and spends a Isolation Can cope and make decisions on their own.
lot of time communicating. May be afraid to May be less comfortable in team situations
make unpopular decisions and may perform and prefers not to communicate too widely or
less well in solo roles. 7 regularly with others. Possible tendency to
isolate themselves.
Usually analytical and conservative. Complies Eccentricity Unconventional and likely to have some
with rules and majority opinions, but may be disregard for social norms which may lead to
indifferent or lack the courage to face up to unusual behaviour when frustrated or
challenges. 10 emotional. May be poor listeners or unreliable
in their judgement.
Likely to conform to society's rules, but may Non-conformism Probably tough-minded in how they treat
appear complacent or passive. Overly tolerant others and able to break with convention.
of others, and may be so focused on the They may be insensitive to others, even
needs of others they do not take account of 3 anti-social or unethical in their behaviour.
their own.
Tendency to lack social confidence and Exhibitionism Likely to be positive, charismatic and socially
charisma. May be uncomfortable in public confident, but may be attention-seeking or
situations, sometimes lost for words and prone to exaggeration. May become bored in
weaker in networking roles. 3 routine or unchallenging situations.
Usually modest and lacking in self-confidence. Over-confidence Usually self-confident and see themselves as
Probably less comfortable in negotiations and decisive leaders. May become autocratic,
lacking in decisiveness or leadership in failing to listen or recognise their own
uncertain contexts. 4 limitations.
Likely to depend a lot on their own judgement Over-dependence Usually agreeable and easy to work with, and
and have a tendency to avoid consulting with probably more comfortable following others
others. This may lead to risky decisions, and than leading. May be risk-averse, or lacking in
they may be less inclined to follow or align 7 influence in demanding situations.
themselves with others.
Likely to avoid bureaucracy, but may be Micro-management Probably good administrators , methodical
careless and unreliable. May lack discipline in and attentive to detail. May be inflexible and
preparation and attention to detail or rule-following, and may try to manage others
deadlines, and therefore less effective in 2 too closely.
administrative roles.
Talent Q 16
Leadership Derailer Glossary

The Glossary below describes each of the 8 Talent Q "Derailers" in turn. For each Derailer, we show first the
Typical Risks associated with a high score, or even more with a very high score.
It should be emphasised that these risks may well be avoided and they are certainly not inevitable
consequences of a high (or very high) score on this factor. Indeed, the whole objective of these outputs is to
help individuals to be more aware of themselves and of the possible dangers inherent in their style, so that
they can avoid 'burn-out' and 'derailment. We follow this with a description of the typical strengths related to
a high or very high score, which are likely to lead to success, although they may also have some risk
attached to them. The third description for each derailer are referred to as 'career limiters'. If people score
low on the derailer in question, they are unlikely to be prone to the 'typical risks', but they may also be
lacking in the 'typical strengths', and this may well limit their potential to progress to higher levels of seniority.
Over-sensitivity
Typical Risks A high score on the 'over-sensitive' scale may indicate emotional fragility, even a tendency to feel
victimised or persecuted. Individuals like this are easily frustrated and irritated and lack the resilience to
cope with difficult problems. They are inclined to view others' intentions as hostile and to misinterpret
innocent remarks. They question the loyalty of others and may be preoccupied with hidden agendas and
politics. They are typically anxious, fearful and oversensitive to criticism. In a crisis, they may fail to
respond appropriately.
Typical Strengths Over-sensitive' people feel things very intensely, noticing things that others may miss or gloss over. They
are capable of sensing fear and danger, and they are aware of other people's criticisms of them. They
avoid superficiality and can be quite shrewd in their judgements about other people. The 'over-sensitive'
are often prepared to take the blame when things go wrong and they take adequate time before jumping
onto a new fashion or adapting to a new challenge. They may be at their best in politically charged
situations which require a lot of subtle perception.
Career Limiters A low score on the 'over-sensitive' scale may indicate a rather facile interpretation of many things. Such a
person may be overly trusting of others and rarely question their motives and intentions. Others may take
advantage of them or try to fool them. Low scorers on this scale are inclined to see only the good side of
others and may also be insensitive to danger and fear. They may not be sensitive enough to handle
subtlety or politically charged situations.
Isolation
Typical Risks A high score on "Isolation" implies that someone is less comfortable in team situations. Their preference
for working on their own may mean that they are poor, or at least infrequent, communicators. They can
have difficulty in establishing close working relationships, or in sustaining any relationships which they do
have. As "Isolates" do not really enjoy the companionship of others, they may avoid it, and they often fail
to fit in well with new or diverse groups of people. These people may be poor team-players, and unable to
consult adequately or operate a network.
Typical Strengths "Isolated" people prefer to work on their own, and are not at all dependent on other people. They do not
need the companionship of other people, and can cope perfectly well without having much
communication with others. They can take decisions on their own, without requiring the agreement or
approval of others. Their network of contacts is likely to be small, but may still be efficient, and they are
unlikely to waste time on social occasions or niceties. "Isolates" obviously achieve their best results in
situations which require independence, and which give them limited support.
Talent Q 17
Career Limiters People who score low on the "Isolation" scale may have too much need to have other people around
them. Their large network or circle of contacts may tempt them to spend too much time on
communicating, often to little positive effect. They may be too sensitive to the opinion of others, and afraid
to make tough decisions which could be unpopular. They could also waste time and effort with their focus
on social occasions, and have great difficulty in working on their own in isolation from others. Obviously,
these people will perform less well in situations which require independence.
Eccentricity
Typical Risks Typical "Eccentrics" are very poor listeners, and too intent on finding their own novel solutions to
problems, even if the traditional ones are perfectly adequate. The "Eccentric" can be an uncomfortable,
but also annoying member of the team, and waste time in the pursuit of unprofitable lines of argument.
This kind of person can often get into trouble because they make up their own rules, and fail to comply
with normal conventions. Their ideas are apt to be startling and original, but may not be workable in
practice. The "Eccentric" may not be reliable enough to be entrusted with large amounts of resource of
any kind.
Typical Strengths "Eccentric" people can be refreshingly unconventional in their attitudes, and able to use their intuition to
good effect. They do not make the mistake of being too dependent on facts and figures, and dare to trust
their own ideas and feelings. "Eccentrics" make up their own rules, and do not stick to established or
traditional methods and practices. They are also able to reach an opinion without regard to what other
people think or tell them, and they are prepared to take responsibility for the decisions they make, even if
these go wrong. "Eccentrics" are at their best in helping a team to think "outside the box" and to come up
with new, sometimes uncomfortable solutions.
Career Limiters Low scorers on "Eccentricity" risk being too analytical or conservative in their approach. They may too
often be content with following the majority opinion, or going for the easy option. By complying with
convention, rules and procedures, they may not be able to "unlock" problems or challenges which require
a novel approach. And by listening to others and supporting their opinions, they may lack the ability to
express an independent or unpopular view. Such people could be lazy thinkers, unable to respond to the
requirements of new strategies or missions, lacking the ability to rise to a dramatically new challenge.
Non-conformism
Typical Risks The 'non-conformist' is liable to go to excess in breaking with rules and accepted conventions. Ethics and
commitments have a value which the 'non-conformist' tends in time to ignore. Such people typically allow
themselves freedoms which they deny to others, and in the long term they can become very unpopular.
Their intolerance and insensitivity towards others finally results in rebellion and the tyrant is overthrown.
'Non-conformists' may be popular initially, and can be a refreshing and useful influence for a limited time,
but they have to be stopped before they go too far. History is full of leaders who, having initially performed
well in difficult circumstances, have later failed to take account of other people's opinions and warnings.
Typical Strengths Non-conformists' are able to break dramatically with the rules that society or the organisation may seek to
impose. Their tough-mindedness is a strength insofar as it implies a lack of sentimentality, and they are not
afraid to show their feelings and their degree of impatience with things around them. They are more likely
to befriend the strong than the weak, not wasting effort on the latter. The 'Non-conformist' has little regard
for convention or for other people's attitudes, but can make tough decisions without hesitation. Such
people can be successful in an environment or situation that requires a shake-up, even if only temporarily.
Talent Q 18
Career Limiters People who score low on 'Non-conformism' may be too passive or complacent in their attitudes and
behaviour. They are often too intent on doing what they think that society or the organisation expects of
them, so that ultimately they do not achieve the best results possible. They may follow rules and
procedures unthinkingly, and take too much account of what other people think and say. They may also
exert themselves too much in favour of a narrow 'political correctness'. Their tolerance of other people's
weaknesses may itself go so far as to be a weakness in themselves. People who lack a 'non-conformist'
tendency may not perform well in situations that require strong decisions or strength of character.
Exhibitionism
Typical Risks The main weakness of "Exhibitionists" is the need to be in the limelight. Some high scorers on this scale
need constantly to be performing, and to command the attention of other people. They crave speed,
variety and success in all aspects of their lives. Their social skill can become an embarrassment because
they have to "show off" all the time and to everybody, needing constant applause. They tend to
exaggerate, or use too high-flown vocabulary or expressions, and can fail to persuade through such
excesses. They may also make mistakes through over-optimism and unwillingness to see the "down-side".
Although generally good at sales roles, the "Exhibitionist" can be rather tiresome to colleagues, bosses
and subordinates alike, and may perform less well when the weather is no longer fair.
Typical Strengths The typical "Exhibitionist" is socially confident and charismatic. Such people tend to have very positive
attitudes to life, and they are enjoyable companions and colleagues. They are active, fast-moving, flexible
and versatile, open with their feelings, demonstrating warmth and generosity. They are confident in a wide
range of social situations, and are able to relate to many different kinds of people, being also genuinely
interested in them. They are good at public relations and make good presentations. "Exhibitionists" are
likely to be good in a wide variety of outward-looking functions, and are good ambassadors or
salespersons for many corporations.
Career Limiters A low score on "Exhibitionism" tends to indicate difficulties in dealing with social situations or with groups
of people. People who score low here probably lack social confidence and charisma, and may even feel
uncomfortable when called upon to perform socially. They may also tend towards passivity or pessimism,
or not respond well to new challenges. They are inclined to feel lost for words, and do not enjoy making
presentations or speaking in public. They may lack interest in other people's behaviour and motivation,
and be reticent about demonstrating their own feelings. Low scorers here may be limited in their ability to
perform outward-looking or sales-oriented roles.
Over-confidence
Typical Risks Self-confidence is obviously a strength, but arrogance or over-confidence is a clear weakness. The
typically "Over-confident" person lacks a sense of their own limitations, and they can easily over-reach
themselves. In believing so strongly in their own powers of intellect they may fail to listen to others, and
may develop grandiose but unworkable visions, which do not adequately deal with the underlying
complexity of the problems involved. By needing to be the leaders in any situation, they may develop
despotic tendencies and make many enemies. And their need to win and eclipse others will sometime
catch up with them. Their belief in their own ethical code may also become an illusion, if it does not get
them the success they crave. "Over-confidence" can in the end have disastrous consequences: "pride
goes before a fall", and history confirms this for us time and time again.
Typical Strengths Someone who scores high on the "Over-confidence" scale may have all the benefits to be derived from
self-confidence. There is no doubt that success depends to some extent on belief in oneself, intellectually,
socially and emotionally. High scorers here will genuinely believe that they are good at solving problems,
able to deal with complexity and create broad, innovative visions - and this regardless of their real level of
ability. They will see themselves as leaders, influencers and good negotiators. And they will have a high
degree of drive, competitiveness and ethics. These people possess many of the key competencies
required of a manager at any level and in any function.
Talent Q 19
Career Limiters Low scorers on the scale of "Over-confidence" may naturally be troubled by feelings of under-confidence,
which can pervade all aspects of their behaviour. Regardless of how able they are intellectually, their
apparent modesty may inhibit them from trying to solve complex or strategic problems, and they may not
dare to be innovative. They will typically prefer to be followers than leaders, and will show weakness in
any negotiation that they are drawn into. They may try to avoid competition or situations that present them
with a serious challenge, and may even doubt their own ethical convictions. A low score on this scale
could be somewhat debilitating in a general sense, leading to someone not achieving their true potential.
Over-dependence
Typical Risks The "Over-dependent" person does not really seek to be a leader, nor to influence other people. They will
be severely limited in their ability to sell, negotiate or to take responsibility for other people. Their need for
careful reflection means that they will not be able to cope with situations that involve risk, and they will
tend to avoid any competitive situations. Their desire to be agreeable to other people may result in a too
facile compliance, bordering on lack of courage. High scorers on "Over-dependence" are unlikely to be
high-performers in any really demanding roles.
Typical Strengths Dependent people, those who score high on "Over-dependence", are very agreeable and often get on
well with their colleagues and companions. They like to consult with other people, value their advice and
are keen to fit in. They are good followers, preferring this role to being a leader, and they behave in a
gentle, cooperative manner. They actually prefer other people to take the lead, and do not seek to exert
their own influence. They also tend to avoid too much competition, and can even feel a bit exhausted if
the pace is too fast for them. They much prefer reflective to impulsive action, and avoid taking risks. High
scorers on this scale can be very agreeable and adequate colleagues, and perform well in a subordinate
or supporting role.
Career Limiters Low scorers on "Over-dependence" are more likely to depend on themselves than on other people. They
may not enjoy being in a secondary or follower role, and may even resent attempts by others to lead, to
influence or dominate them. They may also avoid consulting with other people, and they probably dislike
having to take advice from others. They may show their disagreement rather openly, and their
competitiveness may make them appear rather disagreeable in general. Their need to make quick, even
risky decisions may also interfere with responsible management, and their high level of stamina may at
times get on other people's nerves. Low scorers on this scale may be a liability in roles or situations which
require cooperation, consultation and careful reflection.
Micro-management
Typical Risks A high score on "Micro-management" is likely to imply an over-reliance on structure, rules and detail.
People with high scores here may be inflexible and have difficulty in adapting their behaviour to new
circumstances and challenges. Their emphasis on method and rule-following may limit their competence
in dealing with unstructured situations, or decisions for which inadequate data is available. Their main
problem is likely to be that many other people do not thrive on being "micro-managed". As one
progresses to higher levels of management, the style of being a "Micro-manager" tends to become less
successful.
Typical Strengths "Micro-managers" are highly methodical and structured operators, who give a lot of attention to detail.
They plan every aspect of their lives, both in the short- and the long-term; and never trust to spontaneity or
things sorting themselves out. "Micro-managers" always prepare themselves thoroughly, and pay full
attention to statistical and technical data. They are very conscientious, and persist with all tasks until they
are fully completed. They tend to be excellent administrators and bureaucrats.
Talent Q 20
Career Limiters A low score on the "Micro-management" scale is likely to indicate a degree of unreliability and
carelessness. Individuals like this do not pay enough attention to detail, sometimes trying to reach a
conclusion without proper preparation or adequate consideration of technical or statistical information.
They tend to avoid the discipline of planning and scheduling, often trusting too much to spontaneity or
sudden inspiration. They cannot be relied on to keep to deadlines or to fulfil their commitments. In their
avoidance of bureaucracy, they may even appear to lack conscientiousness, attempting to make up the
rules as they go along. They are likely to be poor administrators.
Talent Q 21
Potential Report
An individual’s potential to develop and progress as a leader is a key area of interest for organisations who
want to maximise their talent and ensure potential is fulfilled. This report uses an individual’s responses to
Dimensions and the Elements ability tests (where these have been completed) to provide an indication of
leadership potential.
The Talent Q model of leadership potential draws on a comprehensive review of the research in the talent arena and puts forward a
practical model for understanding an individual’s likely potential, focused across three key domains:
1. Emotional components – related to focusing on goals and managing pressure
2. Strategic components – capacity for thinking strategically and learning quickly
3. People components – engaging and leading successfully within complex organisations.
Whilst the factors identified above represent useful generic indicators of potential, the relative importance of each may vary in
different situations. It is recommended where possible that users conduct analysis to understand the real relationships between the
components contained within the model and actual progression and leadership success within particular organisational contexts.
Doing so will maximise the benefits that can be achieved using this report.
This report is intended to provide a start point for conversations with individuals, as the key to subsequent success is the extent to
which an individual capitalises on their likely strengths and adequately addresses their development needs.
The Talent Q model of potential is outlined below. When using the report it is important to bear in mind that certain factors are more
significant than others within different organisations as their importance and significance will vary.
g Emotional Domain
Resilience Bouncing back from setbacks and coping with pressure
Ambition Long term ambition to push themselves to succeed
Courage Courage to face moral, personal and operational issues whatever the implications
Seeking and Seeks ways to challenge the status quo; willingness to embrace changes positively and openly
Embracing Change
f Strategic Domain
Analytical Capacity Ability to analyse large volumes of complex information
Learning and Focus on learning new ways of working and improving approaches to meet goals
Improving
Developing Strategies Capacity and orientation to find creative, winning strategies
e People Domain
Collaborating with Orientation towards collaborating effectively with others to achieve goals
Others
Networking Focus on developing strong trust-based networks which can be called upon when needed
Positive Impact Persuasiveness and ability to positively engage and influence others
Demonstrating Demonstrates integrity to others by keeping promises and maintaining focus on delivering what has
Integrity been agreed
Talent Q 22
Potential Profile
g Emotional Domain
Openly expresses their frustration when Resilience Responds to pressure positively, quickly
encountering challenges; may take time to bouncing back from setbacks
recover from setbacks 1
Likely to set realistic and manageable, rather Ambition Shows long term ambition to succeed and
than stretching personal goals fulfil their potential despite challenges
1
Cautious in their approach; may prefer to Courage Deals with challenges without delay, handling
consider all options before taking action or potential risk and difficult decisions as part of
making decisions 5 this
Enjoys working in a stable environment, may Seeking and Embracing Challenges the status quo, willing to embrace
find it challenging to adapt to new ideas or Change changes positively and openly
ways of working
8
f Strategic Domain
Takes an intuitive approach; may be less Analytical Capacity Confident analysing large quantities of
comfortable analysing complex sources of complex information and reaching appropriate
information 7 conclusions
Prefers established rather than new Learning and Improving Learns from feedback and experience; looks
approaches; drawing on their existing for new approaches and ways of working to
knowledge to achieve their objectives 7 meet their goals
Focuses on the key presenting issues that Develops creative, winning strategies by
need to be addressed; harnesses more Developing Strategies generating and seeking multiple ideas and
simplistic information to formulate their models to support this
approach 8
e People Domain
Comfortable working independently, may not Collaborating with Others Collaborates effectively with others to achieve
see the benefit of collaborating closely with goals; recognises the importance of
others to achieve their goals 7 consulting with others and harnessing the
views of the wider team
Prefers working with a close group of trusted Builds wide ranging networks with ease,
colleagues and associates, may be less Networking which can be relied on for support when
comfortable in environments where needed
networking is required 5
Likely to be less comfortable influencing Positive Impact Confident in their approach when influencing
others and may avoid taking the lead in group others, comfortable taking the lead in a variety
settings, allowing others to do this 5 of settings
More spontaneous in their approach, avoiding Demonstrating Integrity Demonstrates their integrity to others by
rigid deadlines and addressing challenges as keeping their promises and delivering what
they arise 3 they have agreed
Talent Q 23
Nikhil has completed the following assessments:
b Dimensions
When Elements has been completed the score displayed on Analytical Capacity is a combination of
Elements and Dimensions, otherwise it will only reflect the responses to Dimensions. By using Elements as
well as Dimensions, the output provides a more holistic view of the individual and we therefore recommend
the inclusion of Elements where possible.
Talent Q 24
Potential Narrative
This section of the report provides interpretation of Nikhil’s results on the Potential Profile and is intended to
support discussions relating to an individual’s potential and how they can develop.
g Emotional Domain
Resilience Nikhil is likely to express his frustration when encountering a new challenge he finds difficult, and if
something doesn't go so well he may feel rather stressed. He may take time to recover from setbacks,
which could have an impact on his ability to achieve his goals.
Ambition He is likely to set himself quite realistic and manageable goals, rather than stretching himself. As a result
this may mean he could push himself further to achieve his full potential, and may risk holding himself
back due to limited expectations of what he can achieve.
Courage Nikhil tends to deal with challenges fairly directly although giving due consideration to a number of
options before doing so. He may not always remain calm when faced with significant difficulties to
overcome and there may at times be benefit in him acting more decisively.
Seeking and He is comfortable challenging the status quo and enjoys considerable variety in his working environment.
Embracing Change He is likely to embrace change positively and openly, focusing on the opportunities that change presents.
However, at times he may need to ensure he considers the needs of colleagues who are less comfortable
with change.
f Strategic Domain
Analytical Capacity Nikhil shows a typical level of confidence when working with large quantities of complex information. He is
likely to be comfortable taking an analytical approach, though may find more complex approaches
challenging to work with. He is likely to use his own judgment, whilst appreciating the need for facts and
evidence.
Learning and He is likely to be comfortable learning from new experiences but prefers a balance between established
Improving methods and radically new ways of working. It is likely he may be open to learning new ways of doing
things but there may be opportunity for him to further develop in this regard.
Developing In terms of developing strategies, Nikhil shows a strong capacity for considering multiple perspectives and
Strategies identifying a clear way forward. He is likely to be confident synthesising different sources of information to
generate creative, winning strategies.
e People Domain
Collaborating with Nikhil is comfortable working in a team environment and likely to be able to develop rapport with others
Others reasonably easily. Given this, he is likely to be happy to collaborate constructively with colleagues.
However, he may not always be the first to take the lead in this regard and may find this more difficult
when his goals differ significantly with those of others.
Networking He is able to build relationships fairly easily, and probably has a reasonable network of contacts he can
draw on for help when required. He may benefit from taking the initiative more frequently to build strong
working relationships with others outside his immediate group even when he might not feel overly
comfortable doing so.
Positive Impact In terms of presenting to others, Nikhil is likely to be fairly confident in this regard though he may not
always enjoy being the centre of attention or taking a lead role in a group. It is likely he can put across his
point of view when needed, though there may be room to improve in this regard in order to successfully
influence and convince others.
Demonstrating He tends to take a spontaneous approach to his work, preferring to avoid rigid deadlines or being
Integrity restricted by too many rules. He is likely to be confident dealing with challenges as they arise, but this may
risk giving the impression to others that he may not be able to deliver on commitments he has made.
Talent Q 25
Development Profile
Nikhil Sharma's responses have been classified under 45 indicators relating to his behaviour at work.
Broadly, these cover three domains: Handling Relationships at Work, Thinking Style & Task Management,
and Managing Energies & Emotions.
For each indicator the profile shows whether his responses are closest to the left hand description, the right
hand description or in the middle.
This report is designed for use by experienced coaches and development experts.
e Relationships at work
Communicative
Being independent of other people, not Building a network and operating with a
Networking
needing to refer to others wide circle of relevant contacts
Being able to keep secrets, avoiding Interacting and communicating openly

Communicating openly
exposure of own feelings with others to maintain close
relationships
Being able to work on one's own, even in Preferring to work with others, rather than
Teamworking
isolation on one's own
Influencing
Preferring following to leading Being a natural leader, and enjoying
Leading
having responsibility for others
Readily accepting orders and instructions Having a dominant and forceful

Forcefulness
from others character, able to take a strong position
in an argument
Being reasonable and gentle in any Being able to sell products or ideas to
Selling and negotiating
negotiation others
Socially Confident
Behaving in a low-key and discreet Being socially confident, showing charm
Social skill
manner and charisma
Being wary of new acquaintances, Taking the initiative in making contacts,

Initiating contacts
avoiding mixing too much fitting in easily with a wide range of
people
Avoiding being talkative or showing off Enjoying formal situations, public

Public speaking and presenting
speaking and making presentations
Talent Q 26
Supportive
Leaving other people to their own Being supportive and encouraging
Supporting and encouraging
devices towards other people
Being tough-minded, avoiding Enjoying providing help and meeting

Service-mindedness
sentimentality other people’s needs
Avoiding getting involved with, or Developing and encouraging others,

Helping Others
interfering in, other people's problems devoting time to helping people in
difficulties
Consultative
Being able to operate without having to Being a good listener and consulting with
Listening
seek the views of others others
Avoiding over-tolerance of difficult or Being interested in other people's

Empathy and tolerance
inappropriate behaviour motives, having empathy
Going one's own way, letting others know Being agreeable, accepting and
Agreeableness
if one disagrees with them respecting other people's opinion
f Tasks and projects
Analytical
Thinking intuitively rather than analytically Being an analytical problem-solver
Analytic thinking
Avoiding over-reliance on hard Having relevant information at one's

Informed and thorough
information, or too much analysis finger-tips, and being able to see pros
and cons
Being sceptical about numbers and Being good at working with numbers,
Statistical mindedness
statistics competent at handling statistics
Talent Q 27
Conceptual
Preferring to operate at a tactical or Being able to contribute to the
Strategic thinking
operational, rather than a strategic level development of strategy
Concentrating on finding simple Being a "visionary", understanding

Vision and complexity
solutions, rather than looking at a range different perspectives on complex issues
of perspectives
Avoiding emphasis or dependence on Understanding the theoretical models

Theoretical mindedness
theories relevant to one's work
Creative
Avoiding too much curiosity or Being imaginative and inquisitive, always
Imagination and curiosity
inquisitiveness seeking new ideas
Being content with a job that has little Preferring new methods, and needing
Need for novelty
creative scope creative scope
Preferring conventional rather than Tending to embrace radical ideas and

Radical attitudes
radical ideas approaches
Methodical
Taking things as they come without Planning and organising for the short and
Planning and organising
over-organising long-term
Being opposed to any form of Operating in a methodical and procedural

Efficiency
bureaucracy manner
Seeing the whole picture, rather than Giving due attention to accuracy at all
Attention to detail
being overwhelmed by detail levels
Conscientious
Being able to make small mistakes and Being focused on the maintenance of
Ethical behaviour
get away with them high ethical standards, and on the
importance of values
Being able to "bend" rules and Conscientiously following rules set down
Rule-following
regulations which one finds limiting for one's work
Avoiding rigid adherence to deadlines Keeping any promises made, ensuring

Adherence to commitments
that any commitment is honoured
Talent Q 28
g Drives and emotions
Relaxed
Understanding when fear or anxiety are Being able to cope with a high level of
Stress-tolerance
appropriate stress, having a calm and relaxed
temperament
Being capable of showing frustration Retaining one's composure, even in

Emotional control
emotionally charged situations
Being sensitive to criticism, ready to take Being thick-skinned, and able to accept
Ability to accept criticism
account of others' views of oneself criticism
Resilient
Avoiding taking too rosy a view of the Always seeing the positive aspects of a
Optimism
future, being more realistic than situation, optimistic about the future
optimistic
Taking one's time about coming to terms Coping with problems, bouncing back
Coping with difficulty
with failures quickly from any setbacks or failures
Accepting blame when this is appropriate Seeing oneself positively, avoiding too
Avoidance of blame
much self-criticism or blaming oneself
Flexible
Behaving stably and conforming to a Being able to change one's behaviour to
Flexibility and adaptability
predictable pattern match new circumstances
Resisting change which is just for the Enjoying adapting to change and new
Enjoying new challenges
sake of change challenge or circumstance
Being happy with routine and a static Thriving on variety in ones own work and
Thriving on change
environment work environment
Talent Q 29
Decisive & Action-oriented

Preferring to work at a leisurely pace, Focusing on getting things done, having
Mental energy
avoiding a hectic or frenetic style a high level of energy and stamina
Considering all the likely consequences Being able to make rapid decisions, even
Decision-making
before taking decisions when short of information
Avoiding taking any unnecessary risks Enjoying risk, danger and a fast pace of
Risk-taking
work
Achievement-oriented
Being more concerned with quality than Being goal-orientated, highly motivated
Goal-orientation
with quantitative targets to achieve defined goals and targets
Preferring a good work-life balance, Being ambitious, putting work and career
Ambition
rather than being a workaholic before other aims in life
Avoiding behaving in a competitive Thriving in a competitive environment

Competitiveness
manner
Talent Q 30
Development Feedback Report

Nikhil Sharma has completed the Dimensions Questionnaire. This report aims to help him to reflect on the
implications of his responses. His responses have been classified under 45 indicators relating to his
behaviour at work. Broadly, these cover three domains: Handling Relationships at Work, Thinking Style &
Task Management, and Managing Energies & Emotions.
Report Structure
These 45 indicators have then been divided into 3 groups, according to the relative strength of his
responses. Some indicators have been classified as more emphasised, some others as less emphasised, and
still others as unclear (not emphasised).
For each indicator which has been regarded as more or less emphasised, written feedback is provided
which suggests both the strength and the possible development need that could be implied by his
responses.
Reviewing the feedback comments

Because the feedback is based very directly on his responses, he will probably agree with most of it,
although perhaps not all. He may like to discuss the report, and the possible implications of it with someone
else. This person could be a professional coach or mentor; or it could be his manager or a close colleague;
or he may just prefer to reflect on the feedback on his own.
Development activities
If he agrees with the feedback, or most of it, the next step is considering the implications for development.
One key area to consider is developing and capitalising on his most emphasised indicators. Those indicators
identified as possible strengths are likely to be areas where he may find it easy to operate. Given these
strengths may be areas that he tends to find come naturally to him, it is likely he may be fairly comfortable
developing his capabilities in these areas.
There are also likely to be some areas where he may wish to develop his ability to adapt or flex his
behaviour to improve how he performs at work. For instance, rather than always playing to strengths there
are likely to be occasions where he may wish to behave in a way that is different from his typical way of
operating due to the needs of the particular situation or task. In these cases, where there is an unclear
emphasis on a particular indicator, he may find it somewhat easier to behave flexibly. Where he has a strong
orientation on a particular indicator, he may conversely find it a greater challenge to operate counter to this
and he may feel this is an important area to develop greater flexibility.
In addition to identifying how he can build on his strengths and further develop, the report may also give
useful insights as to the type of roles, tasks and organisational settings in which he will thrive. Finding
opportunities where he can play to his strengths is likely to optimise both his satisfaction from work and
success as a result of this. Realistically he may also benefit from identifying where he could adapt his
behaviour to deliver the elements of a role which are less suited to his profile.
Development questions and approach

In summary, when interpreting his report he may wish to view it from three perspectives. Firstly, what are his
key strengths which he may be able to capitalise on? Secondly, in which areas would it be helpful for him to
operate outside his comfort zone in order to meet the needs of his role or other goals? Thirdly, given his
profile, how can he seek out appropriate opportunities to ensure a good fit between his behavioural style
and the work he is engaged in?
Talent Q 31
When considering opportunities for development, some of the actions he might want to take will be obvious
enough, and the first step towards adjusting his behaviour is always to be aware and insightful about it. By
responding to the questionnaire in the way that he did, he will already have started that process. It is always
useful to think about practical examples of each indicator in his working life, or even outside it. How does he
think he could have been more successful if he had behaved differently, and how could he have behaved to
achieve that? If he agrees with a remark that might on the face of it appear critical, and is unsure what he
could do about it, then this is where the contribution of a third party can be particularly beneficial.
Whether he is working on his development on his own, or with someone else as his formal or informal coach,
he may find it useful to be aware of the “GROW” model for coaching. GROW stands for
Goal-Reality-Options-Will, involving the four key steps outlined below:
1. GOAL Identify what his development activity should have as its Goal. What
result or outcome does he seek? What challenge does he wish to
solve? How will he know if he has been successful?
2. REALITY Try to describe the current Reality which is his starting point. What
are examples of the situation which he wants to change? When does
this type of behaviour on his part show up as a difficulty? What are
the effects of this behaviour?
3. OPTIONS Explore the possible Options for improving his performance or

solving the problem. How else could he behave in this respect? What
might be the advantages and disadvantages of each option? How
can he evaluate the options?
4. WILL Establish the Will to change his behaviour as far as this is necessary
or desirable. Even if he understands the goal, the reality and the
options, he will not succeed without the right motivation. What does
he really plan to do? What could stop him succeeding? How can he
get feedback on his progress? How will he celebrate his success?
It may be cumbersome and lack focus to go through this process 45 times with every indicator, so it can be a
good idea to group some of the indicators he wants to work on, or just concentrate on a few that he sees as
the most important in helping him perform better in his role or meeting his career goals.
Talent Q 32
Most emphasised indicators:

Some of his strengths might be: On the other hand, he might like to consider that:
He is ready to accept ideas, orders or instructions from He probably avoids having to sell ideas or products, and
others; and he is a gentle negotiator. may be a weak negotiator.
He is a good listener and benefits from consulting with He may lack a strong enough opinion of his own, and
others. might have too much need of advice from others.
He is fascinated by other people's motives and behaviour, His interest in the behaviour and motives of others could
and is 'psychologically-minded'. appear overly inquisitive at times.
Somewhat less emphasised indicators:

He is independent of other people, and does not need He may be too isolated or may lack an adequate circle of
their contact in order to operate. contacts.
He comes across as fairly gentle and easy to work with, He may lack influencing skills and be too gentle in his
and avoids attempting to dominate other people. style of managing people.
He enjoys formal situations, public speaking and making He may come across as too talkative or too ready to take
presentations. the floor.
He is a helpful and supportive person, encouraging and He may at times appear too sentimental or soft-hearted.
gentle in his approach.
He goes his own way, regardless of other people's views, He may be clumsy in his behaviour towards others, and
and is prepared to show that he does not accept what he too intolerant of attitudes which diverge from his own.
sees as indefensible behaviour or opinions.
Unclear indicators:
He is reasonably open with other people, but still knows how to be discreet and to keep his feelings to himself.
He is equally happy working on his own, or with a group of other people.
He can take the lead at times, but can also take a subordinate role.
He has a moderate degree of social skill and confidence.
He is reasonably comfortable with new acquaintances, and he sometimes takes the initiative in making contacts.
He has an average interest in serving others and helping them.
He is moderately sensitive to other people's problems, and sometimes devotes time to helping those in difficulties.
Talent Q 33

He enjoys being involved in strategic work, and can He may not be as strong at tactical and operational
contribute to the development of a 'vision'. matters as he is in formulating strategy.
He is able to entertain very radical views and values. He may lack respect for traditional values or ways of
seeing things.
He has a healthy scepticism of bureaucracy, trying to see He may be inaccurate or inattentive to the importance of
the whole picture and avoiding undue focus on detail. detail.

He may be able to cut to the essential in a situation, He may not try hard enough to assemble information
without requiring a large amount of data or different relevant to the solution of a problem.
opinions.
He can handle complexity confidently, and can deal with He may tend to over-complicate some simple issues.
many-faceted issues.
He is very imaginative and innovative, and he has an He could at times allow his curiosity get the better of him,
inquisitive mind. instead of focusing on what is obvious.
He is always ready to try new techniques or methods of His thirst for innovation may make him too easily reject
operating. conventional solutions or the accepted way of dealing with
things.
He structures and organises his work rigorously, believing He could at times be too organised, or unwilling to deflect
in the value of short-term and long-term planning. from an established plan.
He probably takes any situation on its own merits, without His apparent lack of method could at times lapse into
trying to impose procedure or a fixed method. inefficiency or even chaos.
He avoids rigid adherence to deadlines, and knows when He may sometimes be careless about meeting deadlines,
a commitment that he has given is no longer realistic. or fulfilling what appear to be commitments he has made.
Unclear indicators:
He seems to have a balance between analytical and intuitive judgment.
He is reasonably at home with numbers and statistics, but without relying too much on them.
His thinking style shows a good balance between theory and practice, each of which he respects.
He has a reasonably firm attitude towards ethics and morality, without seeming hidebound by set or conventional
concepts.
He steers a middle course between the observation of regulations and a more relaxed application of them.
Talent Q 34

He understands when fear or anxiety are appropriate, and He is probably rather a tense and nervous person, could
avoids appearing inappropriately relaxed in tense appear too easily afraid or anxious, and may have difficulty
situations. in coping with stress.
He may be perceptive and sensitive to what others think It is likely that he is over-sensitive to criticism, and could
of him, allowing his behaviour to be affected by this. feel concerned or hurt if other people do not respond
positively to him.
He avoids taking too rosy a view of the future, and is more He could easily be regarded as a pessimist, and his
realistic than optimistic. criticisms of a proposal might be written off too easily
because of this reputation.
He takes due time about coming to terms with failures, not A failure may set him back for an unnecessarily long time,
being in too much of a hurry to gloss over difficulties or and could even make him less able to cope for a while.
failures.
He prefers to work in a leisurely manner, and he avoids a He may tire easily, or lack stamina, and sometimes find it
hectic or frenetic pace of work. challenging to keep up with others in his team.
He is more concerned with quality than with quantitative Perhaps he does not rise to challenges sufficiently, or may
targets, and is able to take a rest between challenges. avoid situations where his performance can be measured
quantitatively.
Quality of life is important to him, and he will not let work He needs to think about where he wants to get to, and be
interfere too much with the rest of his life. prepared to make some necessary sacrifices to achieve
this.
Talent Q 35

He is able to show his feelings openly, and 'let off steam' He may lose his temper too often, and show his emotions
at times. too openly.
He can accept blame when this is appropriate, or when He could blame himself too readily for anything that goes
failure is due to him. wrong, and fail to recognise the impact of factors outside
of his control.
He has a flexible outlook, and is able to change his mind His flexibility could at times be a disadvantage, if it brings
or adapt his behaviour to meet a new set of with it unpredictability or even instability.
circumstances.
He enjoys new challenges, and adapts to them quickly in He may need to learn to accept the 'status quo' at times,
order to match the new requirements. and not be in too much of a hurry for change to take place.
He thrives on variety in his work and on a frequently He may be poor at handling routine work, or being in an
changing environment. environment which is rather static.
He will usually consider all likely consequences before He may have difficulty in making decisions or acting
making a decision, and his pace of work will be quickly, or feel uncomfortable taking action when the
appropriately measured. information available is incomplete.
He focuses on action and getting things done, even He needs to be sure that he reflects enough before going
enjoying the risks which may be involved. ahead with actions, and avoiding unnecessary risks.
He avoids behaving in a competitive manner, and can He may lack a competitive urge and shirk competitive
accept being on the losing side in a struggle. situations, even if this results in him losing out.
Unclear indicators:
Talent Q 36
Trait and Indicator Profile

Nikhil Sharma's responses have been classified into 15 dimensions and a further 45 indicators. The 15
dimensions measured are designed to reflect the most commonly occurring competencies used by many
organisations. Each of the 15 dimensions is sub-divided into 3 separate indicators. These indicators present a
more detailed breakdown of the 15 dimensions.
Broadly, each of the dimensions and indicators fall into one of three domains. These are his style in handling
relationships at work; his thinking style, and how he manages tasks; and how he manages his energies and
emotions. This report presents each of the 15 dimensions scores with the 3 related indicators below in order
to give a more holistic view of his responses.
This report is designed for use by experienced coaches and development experts.
Explaining potential differences between Traits and Indicators

Indicators provide more granular insight into an individual’s behaviour and can be particularly interesting to
explore where differences are found between the three indicators for the same trait.
The overall trait score is based on a statistical calculation which is not simply the average of the indicators.
As such, there may be differences between the trait and the average, or perceived mid-point, of the
indicators.
Trait score
Is independent of other people, able to keep secrets and Communicative Has a wide network of contacts, communicates openly
Example
avoid exposing their own feelings, can work on their own with others, can maintain relationships, prefers working
1 2 3 4 5 6 7 8 9 10 in a team
Being independent of other people, not needing to refer Networking Building a network and operating with a wide circle of
to others relevant contacts
1 2 3 4 5 6 7 8 9 10
Being able to keep secrets, avoiding exposure of own Communicating openly Interacting and communicating openly with others to
feelings maintain close relationships
1 2 3 4 5 6 7 8 9 10
Being able to work on one's own, even in isolation Teamworking Preferring to work with others, rather than on one's own
1 2 3 4 5 6 7 8 9 10
Indicator scores
Talent Q 37

Is independent of other people, able to keep secrets and Communicative Has a wide network of contacts, communicates openly with
avoid exposing their own feelings, can work on their own others, can maintain relationships, prefers working in a
1 2 3 4 5 6 7 8 9 10 team
Being independent of other people, not needing to refer to Networking Building a network and operating with a wide circle of
others relevant contacts
1 2 3 4 5 6 7 8 9 10
Being able to keep secrets, avoiding exposure of own Communicating openly Interacting and communicating openly with others to
feelings maintain close relationships
1 2 3 4 5 6 7 8 9 10
Being able to work on one's own, even in isolation Teamworking Preferring to work with others, rather than on one's own
1 2 3 4 5 6 7 8 9 10
Prefers following to leading, is reasonable and gentle in Influencing A natural leader and enjoys having responsibility for others,
negotiations, readily accepts orders and instructions from a dominant and forceful character, tough negotiator, can
others 1 2 3 4 5 6 7 8 9 10 sell products or ideas to others
Preferring following to leading Leading Being a natural leader, and enjoying having responsibility
for others
1 2 3 4 5 6 7 8 9 10
Readily accepting orders and instructions from others Forcefulness Having a dominant and forceful character, able to take a
strong position in an argument
1 2 3 4 5 6 7 8 9 10
Being reasonable and gentle in any negotiation Selling and negotiating Being able to sell products or ideas to others
1 2 3 4 5 6 7 8 9 10
Behaves in a low-key and discreet manner, is wary of new Socially Confident Is socially skilled, with charm and charisma, takes the
acquaintances, avoids being talkative or mixing too much initiative in making contacts, fits in with a wide range of
socially 1 2 3 4 5 6 7 8 9 10 people, good at presenting and public speaking
Behaving in a low-key and discreet manner Social skill Being socially confident, showing charm and charisma
1 2 3 4 5 6 7 8 9 10
Being wary of new acquaintances, avoiding mixing too Initiating contacts Taking the initiative in making contacts, fitting in easily with
much a wide range of people
1 2 3 4 5 6 7 8 9 10
Avoiding being talkative or showing off Public speaking and presenting Enjoying formal situations, public speaking and making
presentations
1 2 3 4 5 6 7 8 9 10
Leaves other people to themselves and their own devices, Supportive Is supportive and helpful towards other people, develops
is tough-minded, avoids getting involved in other people's and encourages others, devotes time to helping people in
problems or taking a service role 1 2 3 4 5 6 7 8 9 10 difficulties, enjoys giving and meeting other people's needs
Leaving other people to their own devices Supporting and encouraging Being supportive and encouraging towards other people
1 2 3 4 5 6 7 8 9 10
Being tough-minded, avoiding sentimentality Service-mindedness Enjoying providing help and meeting other people’s needs
1 2 3 4 5 6 7 8 9 10
Avoiding getting involved with, or interfering in, other Helping Others Developing and encouraging others, devoting time to
people's problems helping people in difficulties
1 2 3 4 5 6 7 8 9 10
Can operate without having to seek the views of others, Consultative Is a good listener and an agreeable person, consults with
lets others know when not in agreement, can go their own others, interested in other people's motives and behaviour,
way independently 1 2 3 4 5 6 7 8 9 10 tolerant of different perspectives and opinions
Being able to operate without having to seek the views of Listening Being a good listener and consulting with others
others
1 2 3 4 5 6 7 8 9 10
Avoiding over-tolerance of difficult or inappropriate Empathy and tolerance Being interested in other people's motives, having empathy
behaviour
1 2 3 4 5 6 7 8 9 10
Going one's own way, letting others know if one disagrees Agreeableness Being agreeable, accepting and respecting other people's
with them opinion
1 2 3 4 5 6 7 8 9 10
Talent Q 38

More intuitive than analytical, avoids over-reliance on facts Analytical An analytical problem-solver, with relevant information at
and hard information, sceptical about numbers and their finger-tips, able to see pros and cons, good at working
statistics 1 2 3 4 5 6 7 8 9 10 with numbers and handling statistics
Thinking intuitively rather than analytically Analytic thinking Being an analytical problem-solver
1 2 3 4 5 6 7 8 9 10
Avoiding over-reliance on hard information, or too much Informed and thorough Having relevant information at one's finger-tips, and being
analysis able to see pros and cons
1 2 3 4 5 6 7 8 9 10
Being sceptical about numbers and statistics Statistical mindedness Being good at working with numbers, competent at
handling statistics
1 2 3 4 5 6 7 8 9 10
Prefers operating at a tactical or operational, rather than Conceptual Contributes to the development of strategy, a "visionary",
strategic level, concentrates on practicalities and avoids understands different perspectives on complex issues, and
theorising 1 2 3 4 5 6 7 8 9 10 relevant theoretical models
Preferring to operate at a tactical or operational, rather than Strategic thinking Being able to contribute to the development of strategy
a strategic level
1 2 3 4 5 6 7 8 9 10
Concentrating on finding simple solutions, rather than Vision and complexity Being a "visionary", understanding different perspectives on
looking at a range of perspectives complex issues
1 2 3 4 5 6 7 8 9 10
Avoiding emphasis or dependence on theories Theoretical mindedness Understanding the theoretical models relevant to one's
work
1 2 3 4 5 6 7 8 9 10
Prefers "tried-and-tested" ways, rather than needing to Creative Curious and inquisitive, always seeking and generating new
innovate, content with a job that has little creative scope, ideas, with an active imagination, readily embraces radical
has conventional rather than radical ideas 1 2 3 4 5 6 7 8 9 10 ideas and approaches
Avoiding too much curiosity or inquisitiveness Imagination and curiosity Being imaginative and inquisitive, always seeking new
ideas
1 2 3 4 5 6 7 8 9 10
Being content with a job that has little creative scope Need for novelty Preferring new methods, and needing creative scope
1 2 3 4 5 6 7 8 9 10
Preferring conventional rather than radical ideas Radical attitudes Tending to embrace radical ideas and approaches
1 2 3 4 5 6 7 8 9 10
More spontaneous than structured, opposed to any form of Methodical Believes in methodical and procedural approaches, plans
bureaucracy, not overwhelmed by detail and organises tasks, structures own work efficiently, gives
1 2 3 4 5 6 7 8 9 10 due attention to accuracy
Taking things as they come without over-organising Planning and organising Planning and organising for the short and long-term
1 2 3 4 5 6 7 8 9 10
Being opposed to any form of bureaucracy Efficiency Operating in a methodical and procedural manner
1 2 3 4 5 6 7 8 9 10
Seeing the whole picture, rather than being overwhelmed Attention to detail Giving due attention to accuracy at all levels
by detail
1 2 3 4 5 6 7 8 9 10
Can "bend" rules and regulations which they find limiting, Conscientious Conscientiously follows rules set down for their work,
avoids rigid adherence to deadlines, is able to make small honours any promises, deadline or commitments made,
mistakes and get away with them 1 2 3 4 5 6 7 8 9 10 believes in ethics and values
Being able to make small mistakes and get away with them Ethical behaviour Being focused on the maintenance of high ethical
standards, and on the importance of values
1 2 3 4 5 6 7 8 9 10
Being able to "bend" rules and regulations which one finds Rule-following Conscientiously following rules set down for one's work
limiting
1 2 3 4 5 6 7 8 9 10
Avoiding rigid adherence to deadlines Adherence to commitments Keeping any promises made, ensuring that any
commitment is honoured
1 2 3 4 5 6 7 8 9 10
Talent Q 39

Understands when fear or anxiety are appropriate, capable Relaxed Calm and relaxed, able to cope with stress, retaining
of showing frustration, sensitive to criticism, affected by composure in emotionally charged situations, thick-skinned
others' views of them 1 2 3 4 5 6 7 8 9 10 and able to accept criticism
Understanding when fear or anxiety are appropriate Stress-tolerance Being able to cope with a high level of stress, having a calm
and relaxed temperament
1 2 3 4 5 6 7 8 9 10
Being capable of showing frustration Emotional control Retaining one's composure, even in emotionally charged
situations
1 2 3 4 5 6 7 8 9 10
Being sensitive to criticism, ready to take account of others' Ability to accept criticism Being thick-skinned, and able to accept criticism
views of oneself
1 2 3 4 5 6 7 8 9 10
More realistic than optimistic, avoids taking too rosy a view Resilient Always sees the positive aspects of a situation, copes well
of the future, accepts blame when appropriate, and takes with any problem, avoids blame and self-criticism, resilient
time over coming to terms with failures 1 2 3 4 5 6 7 8 9 10 and bounces back quickly from setbacks
Avoiding taking too rosy a view of the future, being more Optimism Always seeing the positive aspects of a situation, optimistic
realistic than optimistic about the future
1 2 3 4 5 6 7 8 9 10
Taking one's time about coming to terms with failures Coping with difficulty Coping with problems, bouncing back quickly from any
setbacks or failures
1 2 3 4 5 6 7 8 9 10
Accepting blame when this is appropriate Avoidance of blame Seeing oneself positively, avoiding too much self-criticism
or blaming oneself
1 2 3 4 5 6 7 8 9 10
Resists change for the sake of change, behaves stably and Flexible Adapts flexibly to new challenges and circumstances, able
conforms to a predictable pattern, happy with routine and a to change behaviour to match new circumstances, thrives
static environment 1 2 3 4 5 6 7 8 9 10 on variety and frequently changing environments
Behaving stably and conforming to a predictable pattern Flexibility and adaptability Being able to change one's behaviour to match new
circumstances
1 2 3 4 5 6 7 8 9 10
Resisting change which is just for the sake of change Enjoying new challenges Enjoying adapting to change and new challenge or
circumstance
1 2 3 4 5 6 7 8 9 10
Being happy with routine and a static environment Thriving on change Thriving on variety in ones own work and work environment
1 2 3 4 5 6 7 8 9 10
Prefers to work at a leisurely pace, avoids a hectic or Decisive & Action-oriented Has a high level of energy and stamina, gets things done,
frenetic style, considers all likely consequences before makes rapid decisions even when short of information,
taking decisions, avoids taking unnecessary risks 1 2 3 4 5 6 7 8 9 10 enjoys risk and a fast pace of work
Preferring to work at a leisurely pace, avoiding a hectic or Mental energy Focusing on getting things done, having a high level of
frenetic style energy and stamina
1 2 3 4 5 6 7 8 9 10
Considering all the likely consequences before taking Decision-making Being able to make rapid decisions, even when short of
decisions information
1 2 3 4 5 6 7 8 9 10
Avoiding taking any unnecessary risks Risk-taking Enjoying risk, danger and a fast pace of work
1 2 3 4 5 6 7 8 9 10
More concerned with quality than with quantitative targets, Achievement-oriented Motivated by achievement, with a high ambition to succeed
seeks a good work-life balance, avoids behaving in a against all odds, puts their work and career before other
competitive manner 1 2 3 4 5 6 7 8 9 10 aims in life, thrives on competition
Being more concerned with quality than with quantitative Goal-orientation Being goal-orientated, highly motivated to achieve defined
targets goals and targets
1 2 3 4 5 6 7 8 9 10
Preferring a good work-life balance, rather than being a Ambition Being ambitious, putting work and career before other aims
workaholic in life
1 2 3 4 5 6 7 8 9 10
Avoiding behaving in a competitive manner Competitiveness Thriving in a competitive environment
1 2 3 4 5 6 7 8 9 10
Talent Q 40
Competency Report
This competency report has been designed for line managers and HR professionals to support recruitment
decisions and development activities.
The report is based on the Talent Q Dimensions Competency Framework which includes 20 competencies
required for success in today’s modern organisations. The competencies are grouped under three domains
relevant to workplace behaviour: People and Relationships, Tasks and Projects, and Drives and Emotions.
Likely behaviour at work

Based on the candidate’s responses, this report provides an overview of the candidate’s likely behaviour for
those competencies which have been selected as relevant for the role, together with behavioural indicators
which provide additional details about their potential behaviour at work.
How to select competencies

Place a tick in the ‘Important’ column next to the competencies that are most relevant to successful
performance in the job, and focus on these competencies when making selection decisions or planning
development activity.

Rating range
Development area Strength
Example
a Important 1 2 3 4 5
Leading others 3
Takes responsibility for others and naturally takes the b When required, exercises leadership and takes
lead. Provides others with direction. Deals with people responsibility
and situations confidently and assertively.
b Comfortable alternating between being directive and
being gentle with others
Competency rating
Tick the most relevant
competencies to the role, Descriptions of results:
using the importance rating v Key positive behaviour the candidate is likely to
column (generally 8-12 for a demonstrate
particular role). w Positive behaviour the candidate is likely to demonstrate
b Neutral behaviour the candidate is likely to demonstrate
x Negative behaviour the candidate is likely to demonstrate
y Key negative behaviour the candidate is likely to
demonstrate
Talent Q 41
Competency Profile
This report compares the candidate results with the Competency Profile: All Competencies
Leading others 3
Takes responsibility for others and naturally takes the b When required, exercises leadership and takes
lead. Provides others with direction. Deals with people responsibility
b Comfortable alternating between being directive and being
gentle with others
Persuading and influencing 2

Influences others and negotiates to find successful x Less comfortable influencing or persuading others
outcomes. Looks for opportunities to win people over.
y Strongly dislikes negotiating and selling
Communicating with impact 3

Communicates with others confidently. Relates well to w Likely to communicate in a fairly charismatic and socially
people across different situations. Delivers presentations skilled manner
with skill and confidence.
b At ease with some types of public speaking and formal
engagements
Building networks 3
Takes the initiative in making new contacts. Maintains w Builds and maintains a fairly wide network of contacts
strong and productive relationships. Communicates
x Less likely to create opportunities for meeting new people
frequently with their network of contacts.
Supporting teamwork 3
Prioritises the needs of the team. Supports and w Takes a sensitive and supportive approach towards team
encourages people and seeks to work harmoniously with members
others. Creates opportunities for people to work
b Enjoys working in a team environment some of the time
together.
b Regards open communication and uninterrupted working as
equally important
x Tends to focus on own priorities rather than the team's
Meeting customers' needs 2

Consults and listens to customers. Prioritises customer b Tries to take a consultative approach with clients but maybe
needs and ensures that they are met. not consistently
x Tends to treat customer deadlines and promises as
somewhat flexible
y Less likely to prioritise supporting and caring for customers
Talent Q 42
Developing others 5
Encourages and helps others to develop themselves. v Enjoys listening to others' motives and interests
Listens to and empathises with others to understand
v Very keen to understand other people and how to get the
their individual needs.
best from them
b Invests some time in supporting and developing others
when feasible
Applying numbers and statistics 2

Gathers relevant statistical and technical information. b Likely to apply statistics and numbers to some degree when
Uses data and statistics in problem-solving and required
decision-making. Recognises the usefulness of numerical
x Tends not to gather and analyse relevant technical data
data and analysis.
Problem-solving 3
Approaches problem solving analytically. Identifies and w Fairly at ease dealing with complex, multi-faceted problems
uses relevant information. Analyses problems from
b Approaches problems with a combination of intuition and
multiple perspectives.
analysis
x Less comfortable analysing the pros and cons of problems
Strategic orientation 5
Focuses on the big picture and strategic view of the v A strategic thinker who is focused on the big picture
organisation. Confidently handles complexity and applies
w Reasonably comfortable working with complexity and the
relevant theoretical models to their work.
overall vision
b Demonstrates some strength when dealing with theories
and concepts
Innovating and creating 5

Produces innovative approaches and ideas. Looks for v Quick to generate and apply radical ideas
radical and new techniques. Seeks to apply creativity in
w Likely to be fairly innovative, curious and imaginative
their role.
w Tends to need novelty and creative scope in a role
Planning and delivering 3

Plans for the short and long-term. Uses schedules and b A reasonably structured operator who follows plans to an
structures so that tasks will be completed on time and as extent
specified.
b Gives priority to deadlines and promises as much as most
Talent Q 43
Creating efficiencies 1
Creates procedures that improve efficiency. Pays x Works less methodically and efficiently than many
attention to detail and strives to be conscientious.
y Doesn’t pay significant attention to detail in their work
Coping with setbacks 1

Responds positively to stressful situations. Maintains an x Likely to show frustration to others
optimistic outlook and remains calm during difficult
y Much more pessimistic than optimistic
situations. Bounces back from setbacks quickly.
y Finds it difficult to bounce back from setbacks
y Less relaxed and less able to cope with stress than most
Accepting criticism 1
Responds positively to feedback. Moves on easily when y Responds badly to criticism from others
criticised by others. Resilient when faced with criticism.
y Automatically blames and criticises self when something
goes wrong
Acting reliably and ethically 2

Upholds ethics, and follows rules laid down for their b Tries to balance ethical expectations with other conflicting
work. Operates in line with convention and delivers on priorities
their promises.
b Likely to observe most rules and regulations within reason
x May have difficulty honouring commitments and deadlines
Adapting to change 5
Adapts to change positively and accepts new v Responds really positively to new ideas and unexpected
procedures and ideas. Seeks opportunities for variety challenges
and change in their day to day work.
w Likely to be flexible and adaptable to most types of change
w Likely to thrive on variety and change of circumstances
Making decisions 3
Makes prompt decisions and takes decisive action even w Moderately at ease making decisions that have associated
when faced with risk. Acts quickly and decisively. risks
x Often takes time making and committing to decisions
Talent Q 44
Commercial focus 1
Identifies and sells new business opportunities for the w Often takes risks to achieve the desired results for the
organisation. Handles commercial risk and negotiations business
with confidence.
y Demonstrates very little strength when selling and
negotiating deals
Achieving goals 1
Sets ambitious career targets for self. Places career x Tends not to enjoy competitive activities
progression above other priorities. Strives to achieve
y Often doesn't really strive to achieve targets and goals
challenging goals.
y Demonstrates no real desire for career advancement
Talent Q 45
Talent Q Dimensions Competency Interview Guide

The Competency Interview Guide has been designed for line managers and HR Professionals to support
with recruitment interviews.
The report is based on the Talent Q Dimensions Competency Framework which includes 20 competencies
required for success in today’s modern organisations. The competencies are grouped under three domains
relevant to workplace behaviour: People and Relationships, Tasks and Projects, and Drives and Emotions.
How to select competencies

It is important to prioritise… It’s important to identify the relevant competencies for the role you’re recruiting
for and ask interview questions based on these competencies only. This Interview Guide has been designed
to be used in combination with the Talent Q Dimensions Competency Report. The Competency Report
explains how to select the competencies that are important for the role; use this information to locate the
relevant competencies in this Interview Guide.
Quick tip: We recommend you focus on only the most relevant competencies for the
d role, asking interview questions on no more than 6-8 competencies given the time
constraints of an interview.
e People and Relationships g Drives and Emotions

Leading others Coping with setbacks
Persuading and influencing Accepting criticism
Communicating with impact Acting reliably and ethically
Building networks Adapting to change
Supporting teamwork Making decisions
Meeting customers' needs Commercial focus
Developing others Achieving goals

Applying numbers and statistics
Problem-solving
Strategic orientation
Innovating and creating
Planning and delivering
Creating efficiencies
Talent Q 46
Five steps for conducting your competency based interviews

Competency based interviews provide valuable insight into how someone is likely to behave in future
situations allowing you to make informed hiring decisions. Here are five steps for conducting your
competency based interview:
1. Before the interview think about the role you are recruiting for. What competencies are
important for success? These should form the focus of the competency based
interview, rather than an individual’s technical skills or qualifications.
2. Use the Interview questions to assess each competency. You may not need to ask all
questions provided for each competency. Probe questions are provided should you
need further information from the candidate.
3. For each answer a candidate provides, check that they have provided a STAR answer.
STAR is an interview technique that you can use to ensure you have all of the
information you need to evaluate what the candidate did. It works like this:
Situation: Has the candidate provided the background or context?

Task: Has the candidate explained the task or challenge they were faced with?
Action: Are you clear what action the candidate took? Make sure you understand specifically what the
candidate did, rather than what others did, or the wider team. Keep asking: what was the candidate's
role? What did they do?
Results: Has the candidate told you the outcome or results? What reflections do they have about it?
4. Take time to write notes as you go. It’s likely you won’t remember details after the
interview, so use the section provided to record notes.
5. For each competency, provide a 1 to 5 rating. This will allow you to compare different
candidates across competencies and make final decisions.
Competency Based Interview rating guide
Significant development needed to

Strong evidence of negative
1 Not at all developed meet the required level of
behaviours.
competency for the role.
Some development needed to meet

More negative behaviours than
2 Underdeveloped the required level of competency
positive behaviours.
for the role.
Meets the required level of Mix of positive and negative

3 Competent
competency for the role. behaviours.
Exceeds the required level of More positive than negative

4 Very strong
competency for the role. behaviours.
Outstanding level of competency in

Strong evidence of positive
5 Outstanding relation to the required level for the
behaviours.
role.
No evidence provided to support

No this competency. No evidence of positive or negative
No evidence
Evidence This should only be used in behaviours.
exceptional situations.
Talent Q 47
Interview questions for: Nikhil Sharma

Competency Profile: All Competencies
Leading others
Takes responsibility for others and naturally takes the lead. Provides others with direction. Deals with people
Tell me about a time when you have had to lead or coordinate the work of others to achieve a goal or
project.
What did you do to provide others with direction?
How did you measure progress?
What was the outcome?
What did you learn from this personally?
Notes:
Give me an example of a time when you delegated an important piece of work to someone within your
team.
What approach did you take to delegating the work?
How did you select the right individual for the job?
How did you support the individual to deliver?
Notes:
Leading others competency rating
Talent Q 48

Persuading and influencing

Influences others and negotiates to find successful outcomes. Looks for opportunities to win people over.
Tell me about a time when you successfully persuaded someone/others outside of your remit to buy into
an idea/approach.
What approach did you take?
What resistance did you experience?
How did you respond?
How did you know you had won them over?
Notes:
Think about a recent situation in which you were unsuccessful in getting your point across.
How did you approach it?
What challenges did you experience?
What could you have done differently?
What have you learnt from this situation?
Notes:
Persuading and influencing competency rating
Talent Q 49

Communicating with impact

Communicates with others confidently. Relates well to people across different situations. Delivers
presentations with skill and confidence.
Give me an example of a formal work event at which you have needed to make an impact.
What was the purpose of the event?
What approach did you take to get the most out of it?
How did you seek to engage others at the event?
How did this benefit you and those you engaged with?
Notes:
Tell me about your most successful presentation.

What was it that made it so successful?
How did you prepare?
Who was it delivered to?
What feedback did you get?
What did you learn from that experience?
Notes:
Communicating with impact competency rating
Talent Q 50

Building networks
Takes the initiative in making new contacts. Maintains strong and productive relationships. Communicates
frequently with their network of contacts.
Tell me about a time when you have successfully made use of a contact/network of contacts to help you
achieve something (e.g. introduce a change/idea).
How did you identify who to contact?
How did you approach them to help you?
What impact did their support have?
How have you maintained the relationship?
Notes:
Tell me about a time when you have found it hard to establish a relationship or engage a key 'contact'.
Why was it important to engage them?
What approach did you take to engage with them?
What was their response and how did you deal with it?
What would you have done differently?
Notes:
Building networks competency rating
Talent Q 51

Supporting teamwork
Prioritises the needs of the team. Supports and encourages people and seeks to work harmoniously with
others. Creates opportunities for people to work together.
Give me an example of a situation where you've worked successfully as part of a team to achieve a goal.
What was your role?
What did you personally contribute to the success of the team?
What challenges did you encounter?
Notes:
Give me an example of a situation where you needed to work as part of a team under difficult
circumstances.
What was your role?
What made it difficult?
How did you respond to this?
Notes:
Supporting teamwork competency rating
Talent Q 52

Meeting customers' needs

Consults and listens to customers. Prioritises customer needs and ensures that they are met.
Tell me about a recent time when you provided excellent service to a customer.
How did you seek to understand their needs?
What approach did you take to meet these?
What made this 'excellent' customer service?
What feedback did you receive from the customer?
Notes:
Tell me about a time when you have had to deal with a challenging customer.
Who was it and what made the situation challenging?
How did you approach the situation?
How did you maintain a professional attitude in your dealings with the customer?
What was the final outcome?
Notes:
Meeting customers' needs competency rating
Talent Q 53

Developing others
Encourages and helps others to develop themselves. Listens to and empathises with others to understand
their individual needs.
Tell me about a time when you successfully supported someone to develop an area of knowledge or skill.
What was the situation?
What support did you give them?
How did they respond?
What does this say about your coaching style?
Notes:
What has been the most challenging feedback you have had to give someone?
What made it challenging?
How did you approach it?
What happened/changed as a result of this feedback?
What did you learn from this situation?
Notes:
Developing others competency rating
Talent Q 54


Gathers relevant statistical and technical information. Uses data and statistics in problem-solving and
decision-making. Recognises the usefulness of numerical data and analysis.
Tell me about a time when it was necessary to analyse complex data from different sources in order to
solve a problem.
How did you determine the best way to select the data?
What approach did you take to analysing the data?
How did you draw your findings together?
What was the end result?
Notes:
Tell me about a time where you have had to work with incomplete/incorrect data.
What were you trying to analyse?
How did you identify you had incorrect/incomplete data?
What did you do?
Notes:
Applying numbers and statistics competency rating
Talent Q 55

Problem-solving
Approaches problem solving analytically. Identifies and uses relevant information. Analyses problems from
multiple perspectives.
What are the typical problems you have to solve in your role? Give me an example of a particularly
complex problem you have had to address.
How did you analyse the problem?
What solutions did you consider?
How did you determine the best way to approach it?
What does this say about your typical approach to problem-solving?
Notes:
Tell me about a problem you had to address which had an impact on a number of different stakeholder
groups.
How did you determine which stakeholders it affected?
How did you identify the cause of the problem?
How did you determine the best solution?
How did you measure the effectiveness of the solution across the different groups?
Notes:
Problem-solving competency rating
Talent Q 56

Focuses on the big picture and strategic view of the organisation. Confidently handles complexity and
applies relevant theoretical models to their work.
Give an example of a strategically important task/project you worked on.

What was your role?
What did you do?
What factors did you consider?
How did you make sure it fitted into the bigger picture?
How did the outcome benefit the organisation?
Notes:
Tell me about a time when the strategic goals of the organisation have conflicted with your vision or
goals for your team?
How did you go about aligning these?
What did you do?
What did you learn from this?
Notes:
Strategic orientation competency rating
Talent Q 57


Produces innovative approaches and ideas. Looks for radical and new techniques. Seeks to apply creativity
in their role.
Tell me about an innovative approach you identified to address a business problem.

What was the problem you were trying to address?
How did you develop the solution?
How innovative was your solution?
How did you ensure it was workable?
What were the results?
How do you typically generate ideas in the workplace?
Notes:
Tell me about the most innovative idea you've had.

Where did your idea come from?
How did you get buy-in to it?
How did you implement it?
How effective was it?
Notes:
Innovating and creating competency rating
Talent Q 58


Plans for the short and long-term. Uses schedules and structures so that tasks will be completed on time and
as specified.
Tell me about a time you had to plan a project or task.

What important points did you have to consider?
What did you include in your plan?
How did you ensure you delivered on time?
How successful was the plan?
Notes:
Describe a recent time where you/your team had to deliver work to a very tight deadline.
What approach did you adopt to meet this deadline?
What were the challenges, or contraints?
How did you ensure quality/standards were maintained?
How successful were you?
Notes:
Planning and delivering competency rating
Talent Q 59

Creates procedures that improve efficiency. Pays attention to detail and strives to be conscientious.
In what situations is it important for you to be close to the detail? Tell me about a time this was critical.
Why was this important?
What did you do to ensure accuracy?
Notes:
Tell me about a time where you had to create a procedure or new process.
How did you identify what was needed?
How did you go about setting this up?
What was the impact?
What would you have done differently?
Notes:
Creating efficiencies competency rating
Talent Q 60

Coping with setbacks

Responds positively to stressful situations. Maintains an optimistic outlook and remains calm during difficult
situations. Bounces back from setbacks quickly.
Which recent project or situation has caused you the most stress?
What aspects of the situation were stressful for you?
What impact did this have on you?
How did you deal with it?
How effective was your approach?
Notes:
Tell me about a time when you had to keep yourself (or your team) going despite a significant rise in
pressure?
What led to the increase in pressure?
What was your response to the situation?
What techniques did you find particularly helpful in managing this pressure?
Notes:
Coping with setbacks competency rating
Talent Q 61

Accepting criticism
Responds positively to feedback. Moves on easily when criticised by others. Resilient when faced with
criticism.
Tell me about a time when you received negative or challenging feedback?

What was said and by whom?
What was your reaction?
What action, if any, did you take as a result?
What approaches or strategies would you share with others to help them be more open to feedback?
Notes:
When do you feel yourself becoming defensive in response to feedback? Give me an example.
What was said, by whom?
How could you have responded more positively?
Notes:
Accepting criticism competency rating
Talent Q 62

Acting reliably and ethically

Upholds ethics, and follows rules laid down for their work. Operates in line with convention and delivers on
their promises.
Tell me about a time where adherence to rules/or a policy were critical for you/your team.
Why was this so important?
What challenges did this present?
How did you ensure compliance?
What was the end result?
Notes:
Tell me about a time when you made a mistake in your job.

What caused you to make it?
What was the impact on yourself and others?
What action did you take to rectify it?
What did you learn from the situation?
Notes:
Acting reliably and ethically competency rating
Talent Q 63

Adapting to change
Adapts to change positively and accepts new procedures and ideas. Seeks opportunities for variety and
change in their day to day work.
Describe an occasion when change has benefited you.

How did you identify the positive aspects of the proposed change?
How did you adapt your approach?
What challenges did you face?
How did it benefit you in the end?
Notes:
Describe an occasion when you found change challenging or uncomfortable.

What was the impact of the change and how did it affect you?
What aspects were uncomfortable for you?
What does this say about your response to change?
How would you respond differently in the future?
Notes:
Adapting to change competency rating
Talent Q 64

Making decisions
Makes prompt decisions and takes decisive action even when faced with risk. Acts quickly and decisively.
Give me an example of a decision you had to make in the absence of all the information.
What was information missing?
How did you make your decision in the time available?
What impact did it have?
Would you do anything differently next time?
Notes:
Tell me about a time you had to make a quick decision.

What was the urgency?
How did you feel?
How did you make the decision?
How confident were you that you had made the correct decision?
Notes:
Making decisions competency rating
Talent Q 65

Commercial focus
Identifies and sells new business opportunities for the organisation. Handles commercial risk and
negotiations with confidence.
Give me an example of a project or initiative where you had to show commercial awareness.
What was your role?
How did you address the economic/commercial aspects of the project?
What feedback did you receive?
What does this event tell me about your level of commercial acumen?
Notes:
Tell me about a time you have been responsible for growing the sales or profitability of a venture.
What was the venture and your role in it?
How did you balance sales growth and profitability?
What were the measures of your success?
What did you learn from this experience that you have applied elsewhere?
Notes:
Commercial focus competency rating
Talent Q 66

Achieving goals
Sets ambitious career targets for self. Places career progression above other priorities. Strives to achieve
challenging goals.
Tell me about a recent career goal you have set yourself.

Why was this important to you?
How have you set out to achieve this?
What challenges have you encountered?
What progress have you made?
Notes:
Tell me about a time where you failed to achieve a goal that was important to you.
What did you do to achieve it?
What caused you to fail?
Why was it important?
Notes:
Achieving goals competency rating
Talent Q 67
Interview Guide summary

a Important
Leading others
Takes responsibility for others and naturally takes the lead. Provides others with direction. Deals with
people and situations confidently and assertively.
Summary notes:
Competency rating (1-5)
Persuading and influencing

Influences others and negotiates to find successful outcomes. Looks for opportunities to win people
over.
Summary notes:
Communicating with impact

Communicates with others confidently. Relates well to people across different situations. Delivers
presentations with skill and confidence.
Summary notes:
Building networks
Takes the initiative in making new contacts. Maintains strong and productive relationships.
Communicates frequently with their network of contacts.
Summary notes:
Talent Q 68

a Important
Supporting teamwork
Prioritises the needs of the team. Supports and encourages people and seeks to work harmoniously
with others. Creates opportunities for people to work together.
Summary notes:
Meeting customers' needs

Consults and listens to customers. Prioritises customer needs and ensures that they are met.
Summary notes:
Developing others
Encourages and helps others to develop themselves. Listens to and empathises with others to
understand their individual needs.
Summary notes:
Talent Q 69

a Important
Gathers relevant statistical and technical information. Uses data and statistics in problem-solving and
decision-making. Recognises the usefulness of numerical data and analysis.
Summary notes:
Problem-solving
Approaches problem solving analytically. Identifies and uses relevant information. Analyses problems
from multiple perspectives.
Summary notes:
Focuses on the big picture and strategic view of the organisation. Confidently handles complexity and
applies relevant theoretical models to their work.
Summary notes:

Produces innovative approaches and ideas. Looks for radical and new techniques. Seeks to apply
creativity in their role.
Summary notes:
Talent Q 70

a Important
Plans for the short and long-term. Uses schedules and structures so that tasks will be completed on
time and as specified.
Summary notes:
Creates procedures that improve efficiency. Pays attention to detail and strives to be conscientious.
Summary notes:
Talent Q 71

a Important
Coping with setbacks
Responds positively to stressful situations. Maintains an optimistic outlook and remains calm during
difficult situations. Bounces back from setbacks quickly.
Summary notes:
Accepting criticism
Responds positively to feedback. Moves on easily when criticised by others. Resilient when faced with
criticism.
Summary notes:
Acting reliably and ethically

Upholds ethics, and follows rules laid down for their work. Operates in line with convention and
delivers on their promises.
Summary notes:
Adapting to change
Adapts to change positively and accepts new procedures and ideas. Seeks opportunities for variety
and change in their day to day work.
Summary notes:
Talent Q 72

a Important
Making decisions
Makes prompt decisions and takes decisive action even when faced with risk. Acts quickly and
decisively.
Summary notes:
Commercial focus
Identifies and sells new business opportunities for the organisation. Handles commercial risk and
negotiations with confidence.
Summary notes:
Achieving goals
Sets ambitious career targets for self. Places career progression above other priorities. Strives to
achieve challenging goals.
Summary notes:
Talent Q 73
Recommendations
Overall summary:
Talent Q 74
Introduction to the KFLA Competency Report

This Competency Report is based on the Korn Ferry Leadership Architect™ (KFLA) Global Competency
Framework, designed as a result of extensive research and data gathering carried out over several decades.
This easy-to-use framework can be applied to solve a variety of business challenges in a wide range of
functions and industries. Some of the advantages of KFLA include:
• It is a comprehensive framework from which you are able to select competencies that
target your unique business needs.
• It leverages data gathered from thousands of leadership assessments.
• It is written using clear and simple language that ensures it can be introduced at any
organisational level.
• It is available in multiple languages so it can be applied across a global enterprise.
This report has been designed for line managers and HR professionals to support talent decisions,
including internal succession and development.
Dimensions provides insight into potential behaviour in line with 29 of the KFLA competencies. This report
contains information on those competencies which have been selected as most significant for the role you
are focusing on. These are grouped under four factors relevant to workplace behaviour: Thought, Results,
People and Self.
Quick tip: If there are competencies that you wish to emphasise as particularly
d important, place a tick in the ‘Criticalʼ column.
Korn Ferry Leadership Architect™ Global Competency Framework – Factors and Clusters
u u u u
D
Thought
Understanding the business
Making complex decisions
E
Results
Taking initiative
Managing execution
e
People
Building collaborative
relationships
F
Self
Being sincere
Being open
Creating the new and different Focusing on performance Optimising diverse talent Being flexible and adaptable
Influencing people
Potential behaviour at work

Based on the individualʼs responses to the Dimensions personality questionnaire, this report presents a
number of insights into the potential behaviour of the individual, at work. Definitions of each of the selected
competencies are also provided.
Talent Q 75
Using the Competency Report

Score range
1 - 2 Relative weakness 3 Neutral 4 - 5 Relative strength
Development area Strength
D Thought
a Critical 1 2 3 4 5
Example
Customer focus 3
Building strong customer relationships and delivering Potential behaviours:
customer-centric solutions. w Enjoys listening to others and likely to seek substantial
insights from customers.
w Enjoys identifying creative ways to drive substantial
improvement for customers.
x May take a more tough-minded approach to dealing with
customers.
x May find it difficult to honour customer commitments and
deadlines.
Competency rating
Check the competencies most
important to the role, using w Potential positive behaviour
the Critical rating column b Potential neutral behaviour
(generally 8-12 for a particular x Potential negative behaviour
role).
This report can be used to support the development of individuals in conjunction with the TalentQ
Dimensions KFLA Development Guide. More tips for development and links to further resources can be
found in the Korn Ferry FYI® for your improvement: Competencies development guide and on the FYI
Resource Center website at http://www.kornferry.com/fyi-resources. Interview questions can be found for
these competencies in the Korn Ferry Interview Architect™ at
http://www.kornferry.com/online-solutions/interview-architect.
Talent Q 76
Competency Profile
This report compares the candidate results with the Competency Profile: All Competencies
D Thought
Customer focus 3
Building strong customer relationships and delivering Potential behaviours:
customer-centric solutions. w Enjoys listening to others and likely to seek substantial
insights from customers.
w Enjoys identifying creative ways to drive substantial
improvement for customers.
x May take a more tough-minded approach to dealing with
customers.
x May find it difficult to honour customer commitments and
deadlines.
Manages complexity 3
Making sense of complex, high quantity, and sometimes Potential behaviours:
contradictory information to effectively solve problems. w Is likely to be very much at ease thinking through complex,
multi-faceted problems.
b Takes a reasonably analytical approach to problem solving,
rather than relying purely on intuition.
x May avoid gathering a lot of data or information when
assessing problems.
Decision quality 2
Making good and timely decisions that keep the Potential behaviours:
organisation moving forward. b May commit to decisions reasonably quickly.
x May prefer to use instincts or "gut-feel" when making
decisions.
Balances stakeholders 3
Anticipating and balancing the needs of multiple Potential behaviours:
stakeholders. w Prefers to consult heavily with others to align the diverse
interests of stakeholders.
b Is likely to communicate openly with stakeholders when
necessary.
x Is likely to have a small or limited number of stakeholder
contacts.
Talent Q 77
D Thought
Cultivates innovation 3
Creating new and better ways for the organisation to be Potential behaviours:
successful. w Is likely to show considerable creativity; offers original ideas
and promising new solutions.
b Demonstrates openness to others' new ideas and ways of
looking at things.
b Is willing to move out of comfort zone when risk is not too
significant.
x Tends to be more pessimistic than optimistic about the
future of the organisation.
Strategic mindset 4
Seeing ahead to future possibilities and translating them Potential behaviours:
into breakthrough strategies. w Is able to skilfully articulate the big picture; perhaps seen as
a ‘visionaryʼ.
w Is likely to constantly seek out creative new ideas to identify
future trends.
b May make efforts to undertake some analysis of data
relating to strategic issues.
E Results
Action orientated 2
Taking on new opportunities and tough challenges with Potential behaviours:
a sense of urgency, high energy, and enthusiasm. b Responds as well as most to new challenges.
b Is willing to take on challenges that may have some
associated risks.
x May be overly methodical, taking too long to act on a
problem.
x Is probably unwilling to push self to meet challenging goals.
Resourcefulness 1
Securing and deploying resources effectively and Potential behaviours:
efficiently. x May lose track of and miss deadlines when faced with
competing demands.
x Is unlikely to focus resources to effectively achieve goals.
x May struggle to win the resources needed to get things
done.
Talent Q 78
E Results
Directs work 2
Providing direction, delegating, and removing obstacles Potential behaviours:
to get work done. b Is likely to be comfortable providing some guidance and
direction to others.
b Generally makes timely decisions, rather than delaying
unnecessarily.
x May come across as vague or uncertain when stating
expectations.
x May not place a high priority on setting goals and objectives
for others.
Plans and aligns 2

Planning and prioritising work to meet commitments Potential behaviours:
aligned with organisational goals. b Is likely to organise activities, setting relevant milestones
and schedules.
x May get caught off guard by problems due to a lack of
relevant information.
x Can sometimes approach work in a haphazard manner.
x Sometimes finds it hard to adhere to promises, deadlines or
commitments.
Ensures accountability 2
Holding self and others accountable to meet Potential behaviours:
commitments. w Stays closely attuned to own performance and makes
constant changes to stay effective.
b Accepts some of the responsibility for the successes and
failures of the team’s work.
x Might not always meet commitments; may have a history of
broken promises.
Drives results 1
Consistently achieving results, even under tough Potential behaviours:
circumstances. w Demonstrates great flexibility when faced with any
obstacles or setbacks.
x At times accepts poor outcomes or unproductive
behaviours from others.
x Has a tendency to procrastinate when dealing with
difficulties.
x May apply insufficient effort to meet goals and deliver
expected results.
Talent Q 79
e People
Collaborates 3
Building partnerships and working collaboratively with Potential behaviours:
others to meet shared objectives. w Consults widely; is likely to model collaboration across the
organisation.
x Is likely to be independent of others, perhaps preferring to
work in isolation.
x Is likely to go own way, perhaps expressing disagreements
with others openly.
Manages conflict 2
Handling conflict situations effectively, with a minimum of Potential behaviours:
noise. w Is likely to ask questions and take a close interest in the
issues presented by stakeholders.
b Maintains open communication with stakeholders in
challenging situations.
b Strives to help others work through disagreements.
x May get frustrated and struggle when there is conflict.
Interpersonal savvy 3
Relating openly and comfortably with diverse groups of Potential behaviours:
people. b May sometimes start conversations and build rapport with
new people when needed.
b May show some interest in the wishes and concerns of
others.
x Prefers to behave in a quiet manner; may be uncomfortable
when faced with new social situations.
Builds networks 2
Effectively building formal and informal relationship Potential behaviours:
networks inside and outside the organisation. b May draw upon a few key relationships to exchange ideas,
resources and know-how.
x Is likely to focus on a narrow set of close relationships
rather than building a broad network.
x May tend to be more apprehensive when meeting new
people.
Talent Q 80
e People
Attracts top talent 2

Attracting and selecting the best talent to meet current Potential behaviours:
and future business needs. w Listens carefully to others' feedback when evaluating
performance and capability.
b Is likely to generate some new ideas to bring in talent when
required.
x May miss opportunities to convey the positive aspects of
the organisation or assume others will want to join.
x May be less focused on actively pursuing talented
candidates.
Develops talent 4
Developing people to meet both their career goals and Potential behaviours:
the organisation’s goals. w Prefers to take time to thoroughly understand the
development needs of others.
b May share some suggestions and ideas to help people
develop and achieve better results.
b Is likely to give reasonably high priority to developing
others.
Values differences 3
Recognising the value that different perspectives and Potential behaviours:
cultures bring to an organisation. w Is likely to ensure that people with different experiences,
styles and perspectives are consulted appropriately.
b Is likely to contribute to a work climate where differences
are valued and supported.
b May seek to further understand different perspectives and
cultures.
Builds effective teams 2

Building strong-identity teams that apply their diverse Potential behaviours:
skills and perspectives to achieve common goals. b Tends to ensure that all team members understand their
roles and goals.
x May tend to focus on own work without actively trying to
involve others.
x Is likely to openly show frustration to team members.
Talent Q 81
e People
Communicates effectively 3
Developing and delivering multi-mode communications Potential behaviours:
that convey a clear understanding of the unique needs of w Is likely to actively listen and check for understanding.
different audiences. b May tend to provide timely information to others across the
organisation.
b Is likely to deliver most messages with confidence.
x May lose composure when required to deliver a difficult
message.
Drives engagement 1
Creating a climate where people are motivated to do Potential behaviours:
their best to help the organisation achieve its objectives. x May have little insight into how to influence others to do
their best.
x May struggle to stay positive in front of others in the face of
difficulties.
x May be unclear of the connection between people’s
motivators and the organisational goals.
Organisational savvy 2
Manoeuvring comfortably through complex policy, Potential behaviours:
process, and people-related organisational dynamics. w Prefers to have a clear understanding of other people's
motives and behaviour.
x May not actively seek opportunities to engage with key
decision makers and stakeholders.
x May tend to be uncomfortable influencing others to secure
their support or acceptance.
Persuades 1
Using compelling arguments to gain the support and Potential behaviours:
commitment of others. x May be less inclined to take a strong position or may state it
with little conviction.
x Is unlikely to enjoy having to win support or commitment
from others.
x Is likely to communicate in a more modest or understated
manner.
Drives vision and purpose 1

Painting a compelling picture of the vision and strategy Potential behaviours:
that motivates others to action. b May tend to lead others towards the vision when required.
x May convey limited optimism about the future or act in ways
that diminish the enthusiasm of others.
x May place less importance on achieving goals that help the
organisation achieve its vision.
Talent Q 82
F Self
Courage 2
Stepping up to address difficult issues, saying what Potential behaviours:
needs to be said. b Makes progress despite unknown parameters or an unclear
path forward.
b Is willing to take well-reasoned risks in certain situations.
x Is unlikely to share frank views and avoids directly talking
about difficult issues.
x May shy away from difficult targets or tough assignments.
Self-development 1
Actively seeking new ways to grow and be challenged Potential behaviours:
using both formal and informal development channels. b Shows some curiosity to explore new ways to grow and
develop.
b Sometimes seeks assignments that stretch beyond own
comfort zone.
x May be overly sensitive to criticism.
x May struggle to focus on development goals and tactics.
Manages ambiguity 2
Operating effectively, even when things are not certain Potential behaviours:
or the way forward is not clear. w Finds novel ways to make swift and steady progress, even
when details are unknown.
w Adapts quickly to changing conditions.
x May show frustration when things are uncertain.
x Often struggles to stay positive when dealing with problems
that do not have clear solutions or outcomes.
Being resilient 1
Rebounding from setbacks and adversity when facing Potential behaviours:
difficult situations. b Is fairly confident under pressure.
x May act defensively when faced with criticism or barriers.
x Tends to become frustrated and discouraged in the face of
obstacles.
x Takes longer than most to recover from setbacks.
Talent Q 83
Introduction to the KFLA Competency Development Guide

This Development Guide is based on the Korn Ferry Leadership Architect™ (KFLA) Global Competency
Framework. Built on best practices and research from Korn Ferry companies, this innovative and advanced
competency framework design helps target specific organisational levels, functions, industries, and business
challenges.
This guide has been designed to help support the development of individuals working either with a facilitator
or on their own. It includes reflective questions and on-the-job developmental activities for competencies
selected from the Talent Q Dimensions KFLA Competency Report. These are grouped under four factors
relevant to workplace behaviour: Thought, Results, People, and Self.
D Thought e People
Customer focus Collaborates
Manages complexity Manages conflict
Decision quality Interpersonal savvy
Balances stakeholders Builds networks
Cultivates innovation Attracts top talent
Strategic mindset Develops talent
Values differences
E Results Builds effective teams
Action orientated Communicates effectively
Resourcefulness Drives engagement
Directs work Organisational savvy
Plans and aligns Persuades
Ensures accountability Drives vision and purpose
Drives results
F Self
Courage
Self-development
Manages ambiguity
Being resilient
Determining developmental priorities

For each of the competencies in this guide, a number of behavioural statements are provided. “Less skilled”
examples describe what being weaker in the competency may look like. “Talented” statements describe
what you may see someone doing if they excel in the competency. Look through the guide and read the
“Less skilled” behavioural statements. Do any of the bullet points describe what you do? Use the information
to help you decide which competencies you want to focus your development on. You might also like to refer
to your profile in the Talent Q Dimensions KFLA Competency Report to help you identify your developmental
priorities.
Now look at the “Talented” behaviours for the competencies you have selected. Compare yourself to the list.
What would you like to be able to do when you’ve finished working on this need?
Also consider what your organisation needs from you. The most effective development priorities take into
consideration both organisational priorities as well as personal career development goals.
Take time to reflect

Take time to reflect by reviewing some thought-provoking statements regarding things you might want to
consider as you develop each competency. Read these to see which areas of concern relate to you and take
some inspiration from the guidance offered.
Talent Q 84
Consider possible job assignments

Job assignments denote situations that require application of certain competencies. Research shows that a
substantial portion of development happens on the job, and jobs differ in development power and in the
competencies they address. You can’t always change jobs for development reasons alone, but there is
almost always a job assignment that you can select in your current role to address your development need.
Action planning
Once you have prioritised those competencies you want to focus on, complete the development planner at
the back of this guide. Consider potential obstacles you might face, and what resources you will need to
achieve your goals. Also assign target dates for your activities and think about how you will know if you have
been successful.
Quick tip: It is important to prioritise your development actions. Typically, it is not
d possible to focus actively on more than three at a time.
More help…
Many more detailed ideas and tips for development, along with links to further resources, can be found in
the FYI® for your improvement: Competencies development guide and on the FYI Resource Center website
at http://www.kornferry.com/fyi-resources.
Talent Q 85
Development Guide
D Thought
Customer focus
Building strong customer relationships and delivering customer-centric solutions.
Less skilled Talented

Do any of these behaviours describe you? What would you like to do more easily?
b Is unaware of customer expectations. b Anticipates customer needs and provides
b Acts on incomplete or inaccurate understanding services that are beyond customer expectations.
J
of customer needs. b Uses customer insights to drive and guide the
b Conducts work activities from an internal, development of new offerings.
operational standpoint. b Serves as a strategic partner to build, grow and
b Fails to build effective relationships with key maintain profitable and long-lasting relationships
customers. with key accounts.
Take time to reflect...

If you don’t think customers feature in your role...
…then remember that, whatever your job description, customers are part of it. Frontline or internally facing,
you have a responsibility to customers in some way – recognise it and act upon it.
If you view customers as statistics rather than stakeholders to be served...
…then recognise the danger of thinking of them in this cold, impersonal way. You probably need them more
than they need you. Give them a reason to come to you. Give them better reasons for staying.
If you know there are barriers to customers being happy...
…then take steps to break them down. Find a way through them. Explore options for getting over them. A
blocker to customer delight is a blocker to the organisation’s success.
Job assignments that might help you:

b Manage a dissatisfied internal or external customer; troubleshoot a performance or quality problem with
a product or service. Adapt your interpersonal style to the situation.
b Train customers in the use of the organisation’s products or services. Collaborate with them. Make them
feel involved.
b Work a few shifts in the telemarketing or customer service department, handling complaints and
enquiries from customers. Experience your customers first-hand.
b Spend time with internal or external customers. Write a report on your observations, and present it to the
people involved.
b Do a customer satisfaction survey in person or by phone, and present the results to the people involved.
Talent Q 86
Development Guide
D Thought
Manages complexity
Making sense of complex, high quantity, and sometimes contradictory information to effectively solve
problems.

b Misses the complexity of issues and force fits b Readily distinguishes between what’s relevant
solutions. and what’s unimportant to make sense of
J
b Doesn’t gather sufficient information to assess complex situations.
situations completely. b Looks beyond the obvious and doesn’t stop at
b Relies solely on intuition, even when contrary the first answers.
information exists. b Analyses multiple and diverse sources of
b Is caught off guard when problems surface information to define problems accurately before
without an obvious solution. moving to solutions.

If you rely on experience to address challenging new problems...
…then realise that what you already know won’t always lead you to where you need to be. Sometimes it pays
to play the naive card.
If you don’t know where to start with a complex issue...
…then avoid focusing too much on the unknown. Follow the facts and see where they lead you. Building the
jigsaw piece by piece will help you see the whole picture.
If you don’t have the facts to reach the solution...
…then get out there and find them. Plunge into a wide variety of sources. Ask questions of the experts. Draw
on resources you already have and explore those you don’t.

b Collaborate with others to troubleshoot a performance or quality problem with a product or service that
is receiving many customer or stakeholder complaints.
b Take on an assignment where you will be charting new ground, collecting and analysing lots of data and
making recommendations to senior leaders.
b Tackle a tough problem that others have previously failed to solve. Besides analysing the why behind
the failure, think about applying principles from similar situations that had successful solutions.
b Assemble a team of experts to solve a complex issue with potentially serious implications for employees,
customers, the public or your organisation’s reputation (health, safety etc.).
b Work with colleagues across the enterprise to determine the root causes of a talent-related problem
(e.g., increase in turnover, decline in engagement) and recommend steps to address it.
Talent Q 87
Development Guide
D Thought
Decision quality
Making good and timely decisions that keep the organisation moving forward.

b Approaches decisions haphazardly or delays b Decisively makes high-quality decisions, even
decision making. when based on incomplete information or in the
J
b Makes decisions based on incomplete data or face of uncertainty.
inaccurate assumptions. b Actively seeks input from pertinent sources to
b Ignores different points of view or makes make timely and well-informed decisions.
decisions that impact on short-term results at the b Skilfully separates opinions from facts.
cost of longer-term goals. b Is respected by others for displaying superior
judgement.

If you tend to be impulsive and plunge straight in...
…then consider that investing time up front can save time later on. If you rush now, you might have to revise
or repair later. Stop. Consider. Choose your direction more wisely.
If your personal views often seem to take precedence...
…then recognise that stepping back from your own views may improve the quality of your decisions.
Gathering the facts and analysing the information available will help you be far more objective.
If you worry about not having the answers required...
…then understand that it doesn’t all have to be down to you. Inviting other people’s input can add a new
dimension to the decision-making process with the added benefit of taking some pressure off you.

b Join a task force making decisions on an important issue, where you will need to share information and
consider the long- and short-term implications for the business.
b Make a strategic decision on where to invest future resources (new markets, new products/services etc.).
Evaluate alternatives using the best-suited analytical tools combined with the judgement of experienced
stakeholders.
b Be part of a talent review or hiring process, making people decisions for the department or unit in an
objective and unbiased way.
b Manage the procurement of important services, equipment, supplies, systems etc., gathering diverse
input from stakeholders and analysing the data before making the decision.
b Handle a crisis for the organisation, requiring you to make a timely decision where all parties will not be
pleased with the outcome.
Talent Q 88
Development Guide
D Thought
Balances stakeholders
Anticipating and balancing the needs of multiple stakeholders.

b Focuses on meeting current expectations and b Maintains frequent interactions with a broad
needs of a limited number of stakeholders. stakeholder network.
J
b Considers some stakeholders’ interests more b Takes a proactive approach to shape and
strongly than others’. influence stakeholder expectations.
b Allows conflicting stakeholder demands to b Serves as a liaison between different
unfairly influence actions. stakeholder groups.
b Effectively aligns the interests of multiple,
diverse stakeholders.

If you focus purely on results and forget about people...
…then understand that stakeholders can help you get there faster, but they can also hold you back. Get them
on board. Understand them. Engage them.
If you think that having a multitude of stakeholders will slow progress...
…then remember investing time up front can save you time later on. It’s less about the number of
stakeholders and much more about taking the right approach. The more stakeholders on your side, the more
your ideas will gain traction.
If you think you can predict what each stakeholder group needs...
…then tread carefully. Making assumptions can be dangerous and lead you down the wrong path entirely.

b Take on a project with a wide variety of internal and external stakeholders. Rise to the challenge of
juggling priorities, preferences and needs.
b Design a communications plan to inform stakeholders about a change that is not likely to be well
received.
b Get a group of stakeholders together who were involved in a recent project. Gather information from
them regarding what worked well for them and what didn’t.
b Present the strategic imperatives of the organisation to your team, explaining where their efforts fit into
the larger goals.
b Volunteer to rescue a project with unhappy stakeholders. Find out what’s gone wrong. Engage them in
moving forward in the right direction.
Talent Q 89
Development Guide
D Thought
Cultivates innovation
Creating new and better ways for the organisation to be successful.

b Stays within comfort zone rather than b Moves beyond traditional ways of doing things;
experimenting with new ways of looking at pushes past the status quo.
J
things. b Continually assesses the market potential of an
b Presents ideas that are ordinary, conventional innovative idea or solution.
and from the past. b Finds and champions the best creative ideas
b Tends to be critical of others’ original ideas. and actively moves them onto implementation.
b Has a style that discourages the creative b Tries multiple, varied approaches to innovative
initiatives of others. ideas.
b Builds excitement in others to explore creative
options.

If you rely on the familiar rather than seeking out the new...
…then consider that breakthrough results often arise from unconventional thinking. Challenge yourself to be
creative. Be bold. Have fun. Give yourself permission to try, and maybe fail.
If you’re quick to provide most of the ideas yourself...
…then hold back. Discover the fertile minds around you. Unleashing the creative potential will lead to
innovation you didn’t realise possible.
If you feel a creative approach could never work out...
…then start thinking of what can be possible if it does. Innovation and risk go hand in hand. Be bold. Think
“What if?” Ask “Why not?”

b Relaunch an existing product, service or process that’s not doing well, gathering input from end users
and trying things not tried before.
b Facilitate a brainstorming session – define and clarify the problem/opportunity, generate ideas using
various techniques and narrow the list to solutions you want to strengthen, test and implement.
b Benchmark innovative business models, practices, processes, products or services that come from both
well-known and non-traditional competitors/sources, and report your findings to colleagues.
b Take part in an entire innovation cycle for a new product/service – from research, design, concept
refinement and prototyping through to its launch and use in the marketplace.
b Identify an unmet need and experiment with different ways to fill the gap. Practise seeing failures or
mistakes as opportunities to learn.
Talent Q 90
Development Guide
D Thought
Strategic mindset
Seeing ahead to future possibilities and translating them into breakthrough strategies.

b Is more comfortable in the tactical here and now. b Sees the big picture, constantly imagines future
b Spends little time or effort thinking about or scenarios and creates strategies to sustain
J
working on strategic issues. competitive advantage.
b Contributes little to strategic discussions. b Is a visionary and able to articulately paint

credible pictures and visions of possibilities and
b Lacks the disciplined thought processes to pull
likelihoods.
together varying elements into a coherent view.
b Formulates a clear strategy and maps the
aggressive steps that will clearly accelerate the
organisation towards its strategic goals.

If you focus on the here and now...
…then understand that strategy is foresight. What got you here today will not get you there tomorrow. Keep
one eye on the present, and focus the other on looking towards the future.
If seeing ahead brings more fog than clarity...
…then recognise that a strategic mindset isn’t about absolutes. Being curious and well-informed will help
shed light on an uncertain future and make you more prepared for that future when it arrives.
If you see strategy as abstract and not concrete enough...
…then make your strategies solid. As you forecast what the organisation can become, work out what needs
to happen along the way. Turn abstract goals into a tangible path to action.

b Take on a project or assignment that requires significant strategic thinking and planning with colleagues
from various disciplines, divisions or geographies.
b Prepare and present a strategic proposal to senior leaders that involves charting new ground. Identify
the trade-offs inherent in any strategic decision.
b Do a thorough trend analysis and environmental scan of your function, unit or organisation as part of the
strategic planning process.
b Manage an aspect of a rapidly expanding or growing operation that is instrumental to the organisation’s
strategy.
b Conduct a competitive analysis of your organisation’s products/services and position in the marketplace.
Talent Q 91
Development Guide
E Results
Action orientated
Taking on new opportunities and tough challenges with a sense of urgency, high energy, and enthusiasm.

b Is slow to act on an opportunity. b Quickly and decisively takes action in fast-
b Spends too much time planning and looking for changing, unpredictable situations.
J
information. b Shows a tremendous amount of initiative in
b May be overly methodical, taking too long to act tough situations; is exceptional at spotting and
on a problem. seizing opportunities.
b Is reluctant to rise up to challenges; waits for

someone else to take action.

If you shy away from getting started and find yourself hesitating instead of acting...
…then recognise that thinking about it, analysing it, and planning it are all important, but they don’t get the
job done. You have to take the plunge and get going.
If you worry your course of action is not correct and may fail...
…then be aware that putting things off is not going to help. Even if the way isn’t certain, take a few
preliminary steps. As you push ahead, the right path will probably become clearer.
If you often lose sight of the purpose and goal...
…then reflect on the “Why?” behind what you are doing. Busy does not mean effective. Keeping focused on
the overall goal is critical to staying productive and aligned.

b Volunteer to lead a project that will require driving many actions within very aggressive time frames.
b Take on a daunting task such as stepping in to sort out a critical initiative that has stalled, lost focus or
encountered major obstacles.
b Identify and pursue a bold new opportunity for the organisation. Make a case for the new idea, draft a
plan of action and carry forward the steps needed to ensure successful returns.
b Turn around the performance of a project team or group that has become bogged down by many
competing priorities. Provide a clear path forward and execute the vital actions necessary for success.
b Take responsibility for a task or a target that people have grown weary of and instil a feeling of renewed
purpose, energy and drive in the team.
Talent Q 92
Development Guide
E Results
Resourcefulness
Securing and deploying resources effectively and efficiently.

b Has difficulty working out where to get b Gets the most out of available resources and
resources from. secures rare resources others can’t get.
J
b Relies on the same resources over and over b Adapts quickly to changing resource
again. requirements.
b Gets frustrated and becomes inefficient when b Enjoys multi-tasking; applies knowledge of the
things don’t go as planned. organisation to advance multiple objectives.
b Tries to impose one way of doing things; doesn’t
adjust swiftly enough.

If the task seems impossible with the resources you have...
…then renegotiate and refocus. Work out what’s possible with limited resources. The resources that have
brought you this far can probably take you even further. Use old tools in new ways. Improvise and adapt.
Find a way.
If your “go to” resources have got up and gone...
…then recognise the risks of relying on the same sources again and again. Seek out new options. Use your
knowledge of your environment. Tap into connections. Always be on the lookout.
If you don’t have what you need to get the job done...
…then consider that the solution isn’t always staring you in the face. Look beyond the obvious. Get creative.
Think possibilities and “what ifs”. Sometimes the most unlikely options turn out to be the best fit.

b Offer to lead an under-resourced project that requires you to bargain and trade with others to get what
you need to succeed.
b Begin something from scratch that requires you to bring a team together and initiate simultaneous
actions under a tight time frame.
b Take on a task where you’ve failed in the past. Push yourself outside your comfort zone and experiment
with new ways of achieving success.
b Consider tasks that are no longer developmental for you but would be for others, and delegate them.
b Volunteer to plan an off-site meeting, conference, convention, trade fair or other event where you’re
almost certain to encounter changing requirements and obstacles that will test your resourcefulness.
Talent Q 93
Development Guide
E Results
Directs work
Providing direction, delegating, and removing obstacles to get work done.

b Provides incomplete, vague or disorganised b Masterfully matches people to assignments.
instructions. b Conveys clear performance expectations and
J
b Delegates work to people without giving them follows up consistently.
sufficient guidance. b Sets stretch goals and objectives, pushing
b Sets goals and objectives so easy to achieve individuals or teams to perform at higher levels.
that people are demotivated in the process. b Delegates work in a way that empowers
b Saves high-profile tasks for oneself. ownership.
b Tracks how work is progressing, without
meddling.

If you find it difficult to usher people to action...
…then make sure people understand what’s important. Helping them see the goal will create energy and
drive for achieving it. Using a “pull” strategy will probably be more effective than pushing others to act.
If letting go of control makes you nervous and tense...
…then consider that hanging onto it will hold you back. Letting go of the reins will be a huge step forward in
getting more work done overall.
If you feel that your way is the only way to succeed...
…then open your mind to means untested. Directing work is more about providing focus and structure than
dictating methods. Encourage ideas; stimulate commitment.

b Assemble and direct a team of diverse people to accomplish a difficult task. One where you can’t work
alone and where leveraging the skills of others is integral to success.
b Lead a group of people on a project that requires them to step up. Tap into their current skill and ability
levels, then delegate responsibilities to stretch, challenge, build skill and increase confidence.
b Offer to take over a failing project. Engage in real-time damage control, removing obstacles, negotiating
for resources, redistributing work etc., while keeping the team on task towards its goal.
b Manage a group of people who are towering experts and you are not. Give them a clear outcome, then
stand back and allow them the freedom to perform. Let them take credit for success.
b Volunteer to manage a group of low-competence or low-performing people through a task they couldn’t
do by themselves.
Talent Q 94
Development Guide
E Results
Plans and aligns

Planning and prioritising work to meet commitments aligned with organisational goals.

b Gets caught up in immediate needs without b Focuses on highest priorities and sets aside less
attending to larger priorities. critical tasks.
J
b Spends time and resources without a clear b Lays out a thorough schedule and steps for
purpose. achieving objectives.
b Gets caught off guard by problems due to the b Makes implementation plans that allocate
lack of contingency plans. resources precisely.
b Haphazardly tracks progress or performance. b Looks for obstacles and develops excellent
contingency plans.
b Uses milestones to diligently track and manage
the progress of the work.

If you’d rather improvise than take the time to come up with a plan...
…then consider that there are many destinations you’ll never reach without a map. A strong plan allows you
to take well-considered steps in new territory. Avoid hazards. Arrive sooner.
If you’re spontaneous by nature...
…then recognise the potential pitfalls of doing things without the benefit of forethought. Aligning resources,
ideas and goals requires anticipation and planning. It doesn’t happen by accident.
If you’re easily unsettled when things go off track...
…then acknowledge that sometimes plans go awry. Obstacles are inevitable, so staying open to a change in
route is pragmatic and realistic. Detours can turn out to be the best part of any trip.

b Plan an off-site meeting, conference, convention or trade fair where you’ll need to closely monitor the
timeline leading up to the event.
b Lead a strategic alignment initiative to ensure your team/department/unit goals and plans are integrated
with those from other areas, and that all are aligned with broader organisational priorities.
b Take on a project or assignment that requires collaborative planning with colleagues from various
disciplines, divisions or geographies.
b Plan the renovation of an office, floor, building, service centre, lab, warehouse etc. that requires you to
carefully manage scope and resources.
b Plan the installation and integration of a new process or system (e.g., IT, HR, finance, procurement),
making sure stakeholders remain engaged and updated throughout the process.
Talent Q 95
Development Guide
E Results
Ensures accountability
Holding self and others accountable to meet commitments.

b Fails to accept a fair share of personal b Assumes responsibility for the outcomes of
responsibility. others.
J
b Gathers little information about how things are b Promotes a sense of urgency and establishes
going. and enforces individual accountability in the
b Provides inadequate feedback; fails to help team.
others adjust course midstream. b Works with people to establish explicit
b Prefers to be one of many accountable for an performance standards.
assignment. b Is completely on top of what is going on and
knows where things stand.
b Provides balanced feedback at the most critical
times.

If you’re worried about being blamed when things go wrong...
…then consider that taking accountability also means you’re likely to get the credit when things go right.
Accountability involves taking the rough with the smooth.
If you let things slide rather than challenging others to deliver...
…then remember that success often depends on each person in the team contributing. If someone isn’t
getting the job done, they will need to improve or accept the consequences. Otherwise, the whole team may
suffer.
If you take accountability yourself, but don’t instil it in others...
…then find out how to make the work matter for your team. What will success bring? What are the
consequences of missing targets? Show them why excellence is essential.

b Put yourself forward to lead the resolution of a tough problem that requires help from others. Recognise
what others have to offer and how they can support you.
b Volunteer to present a proposal to a senior team that you know will provoke contention, raise
challenging questions and encourage debate. Be prepared to fight your corner.
b Volunteer to lead the definition of SMART goals for a new or evolving project.
b Work on a project that analyses performance and results and take responsibility for feeding back the
outcome to those involved.
b Design a set of formal and informal measures of progress for your current responsibilities. Share them
with your boss. Review your progress on an ongoing basis.
Talent Q 96
Development Guide
E Results
Drives results
Consistently achieving results, even under tough circumstances.

b Is reluctant to push for results. b Sets aggressive goals and has high standards.
b Does the least to get by. b Is consistently one of the top performers.
J
b Is an inconsistent performer. b Pursues everything with energy, drive and the
b Gives up easily; doesn’t go back with different need to finish.
strategies for the third and fourth try. b Persists in the face of challenges and setbacks.
b Often misses deadlines. b Always keeps the end in sight; puts in extra
b Procrastinates around whatever gets in the way. effort to meet deadlines.

If the goal ahead seems unattainable...
…then make it your mission to get others on board. Securing the commitment of the team is critical. Clarify
the goal. Sell the vision. Share the plan. Define roles. Let them get on with it.
If you’ve been pushing hard and don’t see an end in sight...
…then remember the goal you are striving towards. Celebrate what you’ve achieved so far. Regroup. Plunge
back in with renewed vigour.
If you can’t face those last few steps of the task...
…then ask yourself what’s holding you back. Inspiration and aspiration are just the start. Action is what will
take you across the finishing line. Craft a plan. Set aside the time. Focus on the goal in sight.

b Lead a team in launching a new product or service with a large potential impact on the business. Involve
them in thinking through how to maximise benefit to the business.
b Manage the successful installation of a new process or system under a tight deadline. Secure the right
support and build a strong sense of commitment to making it a success.
b Lead a stalled project to successful completion within the next few weeks. Identify the issues and
generate solutions to move it forward.
b Develop an actionable timeline to improve performance in a group that has lost momentum. Dig deep for
the reasons and take action to get them back on track.
b Create, champion and track a fundraising campaign with a clear financial goal. Get creative about how it
can be exceeded.
Talent Q 97
Development Guide
e People
Collaborates
Building partnerships and working collaboratively with others to meet shared objectives.

b Overlooks opportunities to work collaboratively b Models collaboration across the organisation.
with others. b Facilitates open dialogue with a wide variety of
J
b Values own interests above others’. contributors and stakeholders.
b Shuts down lines of communication across b Balances own interests with others’.
groups. b Promotes high visibility of shared contributions
b Prefers to work alone and be accountable for to goals.
individual contributions.

If you have a tough goal that you’re not sure how to reach...
…then others probably hold the key. You don’t have to do it all yourself. You don’t need to have all the
answers. Partnering with people can make the path clearer and make solutions stronger.
If you’d rather do it yourself than collaborate with others...
…then realise that there are many risks to going it alone. Isolation. Overwork. Independence is great, but a
soloist can’t play a symphony.
If you focus more on your own victories than on shared success...
…then recognise that your talents, however great, are only part of the whole. Many heads are often better
than one, and the overall result far greater.

b Work on a project with someone you’ve disagreed with in the past so you can practise give-and-take
dialogue, working through conflict and finding shared goals and values.
b Volunteer to make a presentation in a group project. Ask everyone who participated in the project to
help with the presentation and then debrief the situation after you have finished.
b Resolve an issue in conflict between two people, units, geographies, functions. Help them share their
perspectives, build understanding and bring the issue to resolution.
b Manage a cost-cutting exercise or a project where there are various perspectives and inherent conflicts,
where you need to solve the problem and keep all parties satisfied.
b Take on a project that is too large for one person and requires cross-organisational collaboration in
order to achieve results and solve the problem.
Talent Q 98
Development Guide
e People
Manages conflict
Handling conflict situations effectively, with a minimum of noise.

b Avoids conflict. b Anticipates conflicts before they happen, based
b Struggles to make progress when working on knowledge of interpersonal and group
J
through disagreements. dynamics.
b Takes sides without digging deeply enough to b Asks questions and listens closely to all issues
fully understand the issues. presented by stakeholders.
b Allows conflicts to cause massive disruption in b Finds common ground and drives to consensus,
the organisation. ensuring that all feel heard.
b Puts people on the defensive. b Defuses high-tension situations effectively.
b May accommodate, wanting everyone to get

along.

If you often get bogged down when disagreement arises...
…then understand that the end point doesn’t have to be win/lose. There are lots of other potential outcomes.
A conflict well handled can bring about great ideas and new possibilities.
If you often have firm views that lead you into conflict with others...
…then appreciate that your way is not the only way. Others may also have strong opinions. You don’t have to
agree with these views, but you will need to listen if you want to make any progress.
If you tend to get emotional when conflict is looming...
…then consider that emotions can turn a spark into an inferno. The last thing you want to do is fan the flames.
Keep your emotions under control. Manage conflict; don’t let it manage you.

b Make peace with an enemy, someone you’ve disappointed or don’t get along with. Apologise for your
part in the conflict, encourage dialogue and listen to find a solution for the greater good.
b Resolve a conflict between two people or two departments. Get clear on the values and positions of
each individual and gauge how these will come out during resolution efforts.
b Assemble a team of diverse people to accomplish a difficult task. Anticipate the natural conflicts this will
bring about and prepare to work through, rather than avoid, them.
b Enrol as a member of a union-negotiating or grievance-handling team. You’ll be exposed to
opportunities to practise staying calm and neutral when tensions escalate.
b Manage a group through a significant international crisis or conflict that is outside your home country.
Research and be clear on the cultural norms for dealing with conflict before stepping in.
Talent Q 99
Development Guide
e People
Interpersonal savvy
Relating openly and comfortably with diverse groups of people.

b Builds few relationships. b Proactively develops relationships with a wide
b Engages with people in immediate work area variety of people.
J
only. b Builds immediate rapport, even when facing
b Is uncomfortable when interacting with people difficult or tense situations.
different from oneself. b Understands interpersonal and group dynamics
b Expresses points of view in a blunt or insensitive and reacts in an effective manner.
manner. b Engages input from others constantly and listens
b Shows little interest in others’ needs. with empathy and concern.

If the prospect of interacting with others makes you want to turn and run...
…then turn and face it instead. Take the first step. Start the conversation. Share a little. Listen plenty. Learn a
lot.
If you focus more on facts than on people and relationships...
…then be sure to find a balance. Creating and strengthening connections can make it easier for you to
achieve your goals.
If you’re savvy with some and awkward with others...
…then think carefully about what’s different. Why are you less comfortable with some people? Recognise
your blocker. Be OK with discomfort. Set yourself the goal of working through it.

b Attend informative meetings presented by other departments and functional areas. Use these as an
opportunity to interact with people from other areas of the organisation.
b Get to know people on an informal level in informal settings. Have a quick coffee. Set up a lunch
meeting. Go for a walk with colleagues.
b Seek projects that require you to work with other workgroups. Try to select those which will introduce
you to areas you have had little or no contact with previously.
b Manage a dissatisfied internal or external customer; troubleshoot a performance or quality problem with
a product or service. Adapt your interpersonal style to the situation.
b Resolve an issue between two people, units, geographies, functions etc. Practise using your
interpersonal skills to keep things calm and resolve the issues.
Talent Q 100
Development Guide
e People
Builds networks
Effectively building formal and informal relationship networks inside and outside the organisation.

b Builds limited relationships with different groups. b Consults with a wide network of internal and
b Has difficulty determining who to contact for external connections.
J
resources or knowledge. b Connects the right people to accomplish goals.
b Doesn’t tap into networks beyond own b Works through formal and informal channels to
immediate area to exchange ideas or get things build broad-based relationships and support.
done.

If you feel networking is a lot of effort for little reward...
…then you need to think about it in a different way. Networking is not all about getting an immediate return.
It’s about expanding your effectiveness by knowing people and being known.
If you tend to be unfocused in your approach...
…then define your purpose. Think quality not quantity. Being clear on what you hope to gain from building
your network will help ensure you get what you need.
If you find yourself interacting with the same people again and again...
…then discover pleasant surprises by branching out. Be bold. Step into new territory. Building networks in
areas that are far removed from your work – whether different industries or geographies – can be refreshing,
enlightening and rewarding.

b Join or lead a virtual team deploying a new system, process or procedure across decentralised and/or
dispersed units. Note what tools and processes are most effective in helping members of the team
connect.
b Create and introduce a system for mapping important relationships for new employees. Test it out with
the next few people to join the team.
b Interview six people in six different areas and write a report on what you learned about their
perspectives on the business. Consider how you will be able to use this information to help build your
network. Keep a record of the new relationships you develop at all levels.
b Lead a team that creates a multi-functional onboarding or mentoring programme involving senior
management.
b Join a project that involves travel and/or short assignments in other regions of the world. Think through
the information you will need to gather and set some timelines to get this done.
Talent Q 101
Development Guide
e People
Attracts top talent

Attracting and selecting the best talent to meet current and future business needs.

b Haphazardly selects talent for the organisation. b Actively seeks and secures the best talent
b Takes little action to match the talent to the role available.
J
or organisation. b Creates pipelines of talent for the future from
b Is unclear about selection criteria or how to both internal and external talent pools.
evaluate others’ skills. b Evaluates talent using a thorough and consistent
b Selects people that are very similar to oneself. process.

If you focus more on what the organisation delivers than on the people it hires...
…then understand that without strong talent, none of the organisation’s goals will be achieved. Getting the
right people on board is the first step towards making great things happen.
If you never change your routine when it comes to hiring talent...
…then stop and think about your approach. Each situation is different, so put the need ahead of the process.
If your gut instinct is strong and has never failed you yet...
…then consider that this time it easily could. Your “good feeling” could turn out to be a very bad mistake.

b Volunteer to work as an assessor in an assessment centre for a team outside your unit. If possible,
double up with another assessor to learn from their experience.
b Work on a team that’s deciding which talent to keep and which to let go in a layoff, shutdown, delayering
or merger. Adopt a thorough, objective decision-making process to address the talent the organisation
needs going forward.
b Offer to review and recommend improvements to the way your organisation attracts and recruits talent.
Talk to people who have used the current hiring process. Find out what works well and what needs
improvement.
b Lead a project that’s unfamiliar territory for you. Choose one that requires you to hire and manage
experts in a field you are not used to working in.
b Offer to support someone whose current role is not a great match for their talent. Coach them through
their transition to a role that better suits their talents and strengths.
Talent Q 102
Development Guide
e People
Develops talent
Developing people to meet both their career goals and the organisation’s goals.

b Doesn’t take time to work on development of b Views talent development as an organisational
others. imperative.
J
b Is a tick-the-box developer; goes with the b Consistently uses multiple methods to develop
easiest option to fulfil talent-development others.
obligations. b Stays alert for developmental assignments both
b Doesn’t make use of available organisation inside and outside own workgroup.
resources and systems to develop others. b Readily articulates the value and benefit of
b Has difficulty identifying developmental moves stretch assignments to others.
or assignments.

If you think helping others develop isn’t your job...
…then recognise that it’s potentially part of everyone’s role. Develop the habit of providing support and
guidance. Help people when they’re stuck. Become a spontaneous coach. Do a little every day.
If you expect that people should learn in their own time...
…then understand that most learning comes from ongoing experience. Helping people see the learning
opportunities in everything they do is helping them to develop.
If you’re focused on the skills that are needed today...
…then ask yourself what will be needed tomorrow. Starting to build these capabilities now will give you a
head start for the future.

b Volunteer to mentor someone outside your unit. Understand their goals and expectations and make sure
you’re tailoring your approach to meet their needs.
b Offer to lead the creation of a two- to five-year capability development plan for your unit. Focus on the
organisation’s strategy and the skills and abilities required to achieve it.
b Manage a team of inexperienced people. Work with each individual to create a 70:20:10 development
plan to build the skills they need. Review and appraise progress regularly.
b Take responsibility for developing an underperformer. Start by giving them a fair and accurate appraisal
of their current strengths and weaknesses and clarify the performance gap.
b Lead the setup of a people development forum across your unit/organisation. Showcase best practices,
break down silos and share talent more effectively.
Talent Q 103
Development Guide
e People
Values differences
Recognising the value that different perspectives and cultures bring to an organisation.

b Lacks awareness of other cultures. b Actively seeks out information about a wide
b Treats everybody the same without regard to variety of cultures and viewpoints.
J
their differences. b Promotes a team environment that values,
b Expects everyone to adapt to his/her way of encourages and supports differences.
thinking and communicating. b Ensures that different experiences, styles,
b Lacks curiosity and interest in different people’s backgrounds and perspectives are leveraged
backgrounds and perspectives. appropriately.
b Senses how differences will pan out in terms of
needs, values and motivators.

If you surround yourself with people who are similar to you...
…then recognise the value of a wider circle. Embrace difference. Respect diversity. Open the door to new
ideas and possibilities.
If you sense a resistance to diversity in your team...
…then step in to turn things around. Everyone has a responsibility to create an environment where all are
valued, listened to, and learned from.
If you tolerate differences but don’t embrace their value...
…then you’re probably missing the point. Diversity brings benefits that sameness can’t. Recognise the need
for differences and you help ensure the organisation excels in an increasingly diverse world.

b Participate in a project with people who have different backgrounds, perspectives and experiences to
you. Tap into their knowledge and experience.
b Take on a task working with global team members or customers that requires you to communicate
regularly across borders, time zones and cultures.
b Find a mentor who is different from you. Learn about their unique perspective based on their culture,
background, ethnicity.
b Volunteer to join a team with a history of conflicting relationships where you can practise conflict-
resolution skills with people who have different points of view or work styles.
b Work on a project that requires overseas travel. Immerse yourself in the culture.
Talent Q 104
Development Guide
e People
Builds effective teams

Building strong-identity teams that apply their diverse skills and perspectives to achieve common goals.

b Doesn’t create a common mindset or common b Defines success in terms of the whole team.
challenge. b Recognises that leveraging each team member’s
J
b Fails to recognise that morale, recognition and unique background and perspective is critical to
belongingness are integral ingredients of achieving team goals.
effective teams. b Rallies others behind common team goals.
b Prioritises and rewards individual efforts rather b Places team goals ahead of own goals.
than team achievements.
b Doesn’t shape and distribute assignments in a
way that encourages teamwork.

If you like to go it alone...
…then understand the benefits to be gained from pulling people together. Encourage mutual support. Build a
sense of commitment and co-operation. Instil this in the team and become more comfortable with it yourself.
If your long-standing team works just fine the way it is...
…then ask yourself is it effective, or does it just feel good? Is it actually performing or just a comfortable place
to be? A positive team atmosphere is only great when team results are also great.
If you think every group is automatically a team...
…then recognise that teams have to be formed and nurtured. It takes effort, commitment, alignment and a
great deal besides. Teamwork doesn’t happen by accident; it happens by design.

b Be an active member of a virtual team, ensuring all members stay connected, motivated and productive.
b Work on a team handling a high-stakes business issue, where you will need to share information and
make sense of it quickly.
b Assemble a team of diverse people to accomplish a difficult task that requires collaboration and creative
thinking. Agree on purpose, goals, roles and a structure that best supports the team’s work.
b Coach a team that is demonstrating lack of trust, split focus or suboptimal performance.
b Lead a community project team outside the workplace, practising teaming skills you want to improve.
Gather feedback from members of the project team, then apply the feedback on the job.
Talent Q 105
Development Guide
e People
Communicates effectively
Developing and delivering multi-mode communications that convey a clear understanding of the unique
needs of different audiences.

b Has difficulty communicating clear written and b Delivers messages in a clear, compelling and
verbal messages. concise manner.
J
b Tends to always communicate the same way b Actively listens and checks for understanding.
without adjusting to diverse audiences. b Articulates messages in a way that is broadly
b Doesn’t take the time to listen or understand understandable.
others’ viewpoints. b Adjusts communication content and style to
b Doesn’t consistently share information others meet the needs of diverse stakeholders.
need to do their job. b Models and encourages the expression of
diverse ideas and opinions.

If you assume communication is simple to get right...
…then understand that it’s just as simple to get it wrong. Take time to consider the feedback you receive.
Make changes to hone your technique.
If you’re lacking in confidence when you have to communicate...
…then allocate time for preparation. It often requires several “takes” to get the content and the style right.
Planning and practise will give your confidence the boost it needs.
If your message doesn’t land with the impact you want...
…then recognise that communication is far more than just getting the right words out. Whether through
speaking or writing, having only one approach is too limiting. Planning the “how” is just as important as
preparing the “what”.

b Lead or join a team charged with communicating a major change initiative in your function. Think
carefully about the challenging messages that need to be conveyed and plan how you will cover them
clearly and succinctly.
b Create and deliver a presentation on a new technological development that could revolutionise your
business area. Think carefully about how you tailor the presentation to suit the audience.
b Write a report justifying a major capital investment in new production equipment. Communicate the
financial information clearly to engage and inform the reader.
b Collect ideas to improve a critical process in your function and write a synopsis discussing the merits of
each.
b Lead a team discussion on how to improve their accountability and commitment to each other. Use this
as an opportunity to involve everyone. Draw them into the conversation and make them feel involved.
Talent Q 106
Development Guide
e People
Drives engagement
Creating a climate where people are motivated to do their best to help the organisation achieve its
objectives.

b Has little insight into what motivates others. b Creates a positive and motivating working
b Doesn’t give people enough flexibility and environment.
J
autonomy to do their work. b Knows what motivates different people and
b Does little to create enthusiasm. aligns work accordingly.
b Is unwilling to share ownership and give up b Gives others appropriate leeway to get work
control of assignments. done.
b Invites input from others.
b Makes people feel that their contributions are
visible and valued.

If you’re self-motivated, filled with enthusiasm and raring to go...
…then recognise that everyone might not be. What engages one may disengage another. Take time to find
out what makes people tick.
If you demand great results and give nothing back...
…then be aware that burnout could be just around the corner. Even those most committed to their work need
some recognition and stimulation to keep them going.
If you think you’ve “done” engagement and have ticked it off your list...
…then remember that engagement is not a “once and done”. It can take a long time to build and seconds to
crumble. Keeping it strong requires constant maintenance and repair work.

b Pull together a creative-thinking group, inviting people from all functions, at all levels, to share their ideas
on overcoming key business challenges.
b Volunteer to lead a group through a change where there is a high level of resistance. Take time to
understand what’s causing people to feel as they do about the change and help them work through it.
b Lead an engagement task force to identify what needs to be done to increase levels of engagement
across the organisation. Report findings and recommendations back to senior management.
b Take on a failing project and rally a team to turn it around. Involve everyone fully in generating ideas for
making the project a success and give them accountability.
b Identify the number one barrier to success across the organisation. Present a proposal to senior
management on what must be done to eliminate the barrier.
Talent Q 107
Development Guide
e People
Organisational savvy
Manoeuvring comfortably through complex policy, process, and people-related organisational dynamics.

b Overlooks or disregards the political b Navigates the political complexities of the
complexities of the organisation. organisation easily.
J
b Pursues own area’s goals without considering b Has a clear understanding of other groups’
the impact on other groups. business priorities.
b Says and does things that strain organisational b Avoids provoking tension between groups.
relationships. b Uses knowledge of organisational culture to
b Tends to be impatient with organisational achieve objectives.
processes and makes political errors.

If you think formal channels are the only route to get things done...
…then ask whether the path less travelled can bring you to a more rewarding destination. Looking behind
the scenes can introduce you to information and ideas you didn’t even know existed.
If you’re baffled by the maze of organisational politics...
…then take a step back to see connections. To understand how things work and why they sometimes don’t.
Listen. Observe. Analyse. Learn.
If you don’t take time to understand what’s going on around you...
…then recognise that you could be making your job a lot harder for yourself. Knowing who’s who and what’s
what can help you make a far more valuable contribution to the organisation.

b Relaunch an existing product or service that’s not doing well. Investigate why it’s not successful. Identify
what is needed for it to be successful.
b Work on a team looking at a reorganisation plan. Work on fully understanding where the organisation is
headed. Do your homework on the organisation, including any strategic planning or vision statements to
help inform the organisational structure.
b Conduct a post-mortem on a failed project and present the findings to the people involved. Involve them
in discussions about how things will need to be approached differently next time.
b Write a proposal for a new policy, process, mission, charter, product, service or system and sell it to
management. Anticipate the challenges and questions they will have and be prepared to handle these.
b Volunteer to find a way of bringing together and/or aligning processes, systems or procedures from
across a range of business units.
Talent Q 108
Development Guide
e People
Persuades
Using compelling arguments to gain the support and commitment of others.

b Pushes own point of view too strongly. b Shares own ideas in a compelling manner that
b Fails to win support or commitment from others. gains commitment from others.
J
b Is unable to negotiate solutions that are b Negotiates skilfully and creates minimal noise
agreeable to all. when working towards an agreed-upon solution.
b Responds negatively to the reactions and b Finds common ground and acceptable
positions of others. alternatives that satisfy the needs of multiple
stakeholders.
b Has difficulty articulating a logical argument that
supports own position.

If you have good ideas that no one seems to want to hear about...
…then realise that a strong idea requires a strong case behind it. Delivering compelling evidence and
capturing people’s imaginations can help ensure a win.
If you’re frustrated by the endless debates that simple changes require...
…then reconcile yourself with the need to be persistent. Your strength of resolve will pay dividends in the
long run and get the results you’re looking for.
If you find relating to others tough and a chore...
…then recognise the importance of people feeling connected in order to accept a point of view. It’s easier for
them to buy into your idea if they buy into you.

b Lead or participate in a change initiative, such as a business integration, that requires people from
different organisations to create a new structure.
b Volunteer to represent your organisation as the keynote speaker or expert panellist at a forthcoming
industry conference.
b Invite the most sceptical member of your peer group to partner with you on a change initiative. Get to the
root of their resistance and help them understand the importance of the change.
b Create and lead a webinar discussion on the value of self-awareness in persuasive leaders. Create a
compelling session that will engage your audience.
b Handle a tough negotiation with an internal or external client or customer. Beforehand, find out as much
as you can about them and try to understand the situation from their viewpoint.
Talent Q 109
Development Guide
e People
Drives vision and purpose

Painting a compelling picture of the vision and strategy that motivates others to action.

b Fails to personally connect with the b Articulates a compelling, inspired and relatable
organisation’s vision. vision.
J
b Has difficulty describing the vision in a b Communicates the vision with a sense of
compelling way. purpose about the future.
b Can’t simplify enough to help people understand b Makes the vision sharable among everyone.
complex strategy. b Instils and sustains organisation-wide energy for
b Struggles to energise and build excitement in what is possible.
others.

If you see that people are not staying on track with your message or with the strategy overall...
…then emphasise the importance of being as one. Bring into focus the purpose that everyone has in
common. The goals you all share. The customers you all serve. The future you are trying to create.
If you sense that excitement about the strategy is losing steam...
…then relight the fire. Bring the mission to life. Create milestones for people to rally around. Celebrate
successes along the way. Build enthusiasm for goals that everyone buys into.
If you feel people don’t see the importance of what they do...
…then keep the vision front and centre. Make it real. Show them the difference their contribution makes. Let
them see how significant their role is in the grand scheme of the organisation.

b Be a change agent for a new process, product or service. Create a symbol for the change and champion
it through to implementation.
b Assist a floundering team in developing a clear sense of purpose and a compelling vision for the future.
b Take on a strategic assignment that involves charting new ground and communicating the vision to a
critical audience.
b Prepare and present a strategic proposal to senior leaders that involves a change in direction and a
request for sponsorship and resources.
b Lead or be a team member on a start-up that requires creating a team charter to unify, focus and inspire
the team.
Talent Q 110
Development Guide
F Self
Courage
Stepping up to address difficult issues, saying what needs to be said.

b Shies away from difficult issues or challenging b Tackles difficult issues with optimism and
assignments. confidence.
J
b Expresses point of view in an indirect manner. b Shares sensitive messages or unpopular points
b Avoids giving corrective feedback. of view in a motivating manner.
b Fails to take a stand on important issues. b Lets people know where they stand, honestly
and sensitively.
b Volunteers to tackle and lead tough
assignments.

If you find it easier to go along with the status quo...
…then recognise that just drifting in the stream won’t prepare you for possible turbulent rapids ahead. There
are times when you need to steer against the current. Remember that convictions only have an impact if you
act on them.
If you’re worried your views will turn people against you...
…then focus on your reason for taking a stand. If something’s wrong, it needs to be right. If there’s a better
way, it needs to be found. Show resolve. You don’t have to be popular to be respected.
If you’re worried that what you say will just rock the boat...
…then ask yourself whether holding back is in the best interests of the organisation. It might be time to shake
things up. You might take some heat today, but tomorrow people may thank you for having the courage to
speak up.

b Manage a group through a significant business crisis that requires quick action and difficult decisions.
b Manage a cost-cutting project where you need to reduce inventory, resources, or realign the
organisation, such as shutting down a plant, regional office, product line, business or operation.
b Do a post-mortem on a failed project, identifying what went well, what didn’t go well, what could have
been done differently and your suggestions for the future. Present it to the people involved.
b Work on a team looking at a reorganisation plan where there will be more people than positions and
which requires courageous decisions and clear communication.
b Write a proposal for a new policy, process, mission, charter, product, service or system, and present and
sell it to top management.
Talent Q 111
Development Guide
F Self
Self-development
Actively seeking new ways to grow and be challenged using both formal and informal development
channels.

b Doesn’t put in the effort to grow and change. b Takes consistent action to develop new skills.
b Is comfortable with current skills. b Finds ways to apply strengths to new issues.
J
b Is fearful of making mistakes that accompany b Is aware of the skills needed to be successful in
development. different situations and levels.
b Lacks awareness of or interest in using available b Seeks assignments that stretch him/her beyond
developmental resources. comfort zone.

If you think development is always a formal affair...
…then consider that you’ve probably been learning through new challenges you take on. Accelerate the
process by being conscious of it. Consider how you want to grow. Make a plan. Take action every day.
If you know you have skill gaps and are uncomfortable with that...
…then accept that fallibility is not failure. There’s no disgrace in being less than perfect. Most flaws can be
sorted out. Design your development plan to fill the most important gaps.
If you can’t seem to find time to learn anything new...
…then recognise that developing yourself doesn’t have to be a separate event. Take just a few minutes a day
to try something you’ve never tried before or do something in a different way. Practise a new skill each
week.

b Take on a task that you have never tried, you dislike or hate to do and is outside of your domain. Stick to
it and focus on the learning you’re deriving from it.
b Teach/coach someone how to do something in which you’re an expert. Invite them to tap into your
knowledge and the lessons you learned from your experiences.
b Attend a course or event which will push you personally beyond your usual limits or outside your comfort
zone.
b Find and spend time with an expert to learn something in an area new to you, in either a work or a non-
work setting.
b Take on an assignment outside your current organisational area or region to practise working within a
different organisational or global culture.
Talent Q 112
Development Guide
F Self
Manages ambiguity
Operating effectively, even when things are not certain or the way forward is not clear.

b Struggles to make progress when facing b Is energised when faced with ambiguity and
ambiguous or uncertain situations. uncertainty.
J
b Delays moving forward until all the details are b Makes significant progress and remains calm
known. and composed, even when things are uncertain.
b Appears stressed when things are uncertain. b Manages the risk that comes with moving
b Operates best when things are structured and forward when the outcome isn’t certain.
predictable. b Adapts quickly to changing conditions.

If you feel more anxious than energised when things are uncertain...
…then try to identify the source of your anxiety. If you understand what you’re specifically concerned about, it
will be easier for you to overcome your worries.
If you tend to move slowly for fear of making mistakes...
…then consider whether it’s necessary caution or needless worry that’s holding you back. Be prudent, but be
persistent. Errors are inevitable. If you stumble and stray, view these as learning opportunities.
If you feel overwhelmed when things are not crystal clear...
…then recognise that ambiguity is inevitable. Things change. Accept ambiguity as the new normal.
Embracing it will help you become comfortable with it.

b Lead an organisational transition such as an acquisition or merger, handling ambiguous factors involving
structure, systems, people or processes.
b Start something from scratch for your company or customers (e.g., a new product, service, department).
Manage the unknowns that accompany all start-ups.
b Be part of an initiative around entering a new or emerging market, with accountability for results despite
no clear path to follow.
b Manage a group through a tough crisis with no easy answers. The tension may escalate, giving you a
chance to practise keeping your emotions in check.
b Increase the scope or complexity of what you are currently doing, which will take you out of your comfort
zone while needing to make decisions and effectively contribute.
Talent Q 113
Development Guide
F Self
Being resilient
Rebounding from setbacks and adversity when facing difficult situations.

b Gets easily rattled in high-pressure situations. b Stays focused and composed in stressful
b Exhibits low energy and low motivation during situations.
J
times of stress and worry. b Maintains a positive attitude and forward-
b Acts defensively when faced with criticism or thinking approach despite troubling
barriers. circumstances or setbacks.
b Takes too long to recover from setbacks. b Takes constructive action to navigate difficulties
or obstacles.
b Is viewed as a source of confidence in high-
stress situations.

If you feel like giving up when people resist...
…then ask yourself if you tend to give up too soon. Don’t be discouraged by resistance. If your goal is
worthwhile, you owe it to yourself to persist.
If you find it hard to stay focused when the pressure is on...
…then find your release valve to reduce your stress levels. Keep things in perspective. Talk to trusted friends.
Find ways to laugh.
If you’re feeling drained from things not working out...
…then take a break from the battle. Do whatever re-energises you most. Recharge your batteries. Return to
the situation with renewed vigour and focus.

b Take on a task or assignment that you dislike. Manage your own resistance to driving it through.
b Prepare and present, with confidence, a significant proposal to your management team. Anticipate the
resistance you may get and prepare to counter it.
b Offer to take the lead on getting a derailed project back on track. Dig beneath the surface to find out
what went wrong so you can work out how things need to be approached differently.
b Solicit constructive criticism from a customer or stakeholder that you’ve had trouble with or find it hard to
get along with. Look for what you can learn from the information you receive.
b Develop and implement your own personal stress- and pressure-management plan. Seek input from
experts who can help guide you.
Talent Q 114
Development Planner for: Nikhil Sharma

Dimensions
Talent Q
What would you like to be Planned activities to Obstacles to Target Success

Competency able to do? develop competency overcome Resources needed dates criteria
Priority 1:
Priority 2:
Priority 3:
© Korn Ferry HayGroup 2017. All rights reserved.
Priority 4:
115
Report language: English (UK) (1)
Created by: Naveen007
Candidate username: ZQWT3120
Dimensions language: English (UK) (1)
Dimensions version: 17
Elements norm: 3
Role profile Id: 15944
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and Futurestep divisions. Visit kornferry.com for more information
© Korn Ferry HayGroup 2017. All rights reserved. No part of this work
may be copied or transferred to any other expression or form without a
license from Korn Ferry.
This Assessment Report (this “Report”) is being delivered and disclosed to the client organization
retaining Korn Ferry (the “Client”) pursuant to its engagement agreement with Korn Ferry. By
accepting receipt of this Report, the Client agrees that (a) it will treat the Report and all of the
information contained in the Report as private and confidential and will use the Report only for the
purposes for which it was obtained; (b) it will maintain complete control over this Report and the
information contained in this Report; and (c) it will otherwise hold and use this Report, and all of the
information contained in this Report, in compliance with all applicable laws, including all applicable
data protection and privacy laws.
This report is derived from the Talent Q Dimensions personality assessment, which explores the
respondent’s personality in relation to employment. The respondent’s results are compared with a
standardisation comparison group. The questionnaire is a self report measure and as such the
results represent the respondent’s self perceptions. This report has been computer generated. Korn
Ferry do not guarantee that the report has not been modified. The use of Talent Q Dimensions is
restricted to individuals authorised by Korn Ferry.

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Dimensions Report

Name: Nikhil Sharma

© Korn Ferry HayGroup 2017. All rights reserved.

Personality drives performance

a make better selection decisions

Best practice across the talent lifecycle

f Tasks and Projects

g Drives and Emotions

e People and Relationships

f Tasks and Projects

g Drives and Emotions

Understanding how to use this report

Ranked Team Types

Team Type Glossary

Background to Behavioural Type Indicator

Understanding how to use this report

Strong Likely Unclear Likely Strong

Behavioural Type Indicator

Strong Likely Unclear Likely Strong

The candidate's indicated type is: INFP-B

Behavioural Type Indicator Glossary

Leadership Derailer Report

Understanding how to use this report

A threshold indicating that low A threshold indicating that

Leadership Derailer Report

Leadership Derailer Glossary

Resilience Bouncing back from setbacks and coping with pressure

Ambition Long term ambition to push themselves to succeed

Analytical Capacity Ability to analyse large volumes of complex information

Developing Strategies Capacity and orientation to find creative, winning strategies

Nikhil has completed the following assessments:

Being able to keep secrets, avoiding Interacting and communicating openly

Readily accepting orders and instructions Having a dominant and forceful

Being wary of new acquaintances, Taking the initiative in making contacts,

Avoiding being talkative or showing off Enjoying formal situations, public

Being tough-minded, avoiding Enjoying providing help and meeting

Avoiding getting involved with, or Developing and encouraging others,

Avoiding over-tolerance of difficult or Being interested in other people's

f Tasks and projects

Avoiding over-reliance on hard Having relevant information at one's

Concentrating on finding simple Being a "visionary", understanding

Avoiding emphasis or dependence on Understanding the theoretical models

Preferring conventional rather than Tending to embrace radical ideas and

Being opposed to any form of Operating in a methodical and procedural

Avoiding rigid adherence to deadlines Keeping any promises made, ensuring

g Drives and emotions

Being capable of showing frustration Retaining one's composure, even in

Decisive & Action-oriented

Avoiding behaving in a competitive Thriving in a competitive environment

Development Feedback Report

Reviewing the feedback comments

Development questions and approach

Development Feedback Report

3. OPTIONS Explore the possible Options for improving his performance or

Development Feedback Report

e People and Relationships

Most emphasised indicators:

Somewhat less emphasised indicators:

He is equally happy working on his own, or with a group of other people.