Pre-Assess Candidates for Leadership Traits: Sense or Non-sense?

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We were recently intrigued by a set of questions posed by former practitioners who are in the midst of developing a service to pre-qualify leadership capabilities of corporate professionals:

Understanding that there are several accepted leadership styles and definitions, and that a company’s circumstances may dictate which styles or specific competencies they need, is there a set of universal (or near universal) characteristics that are desired regardless of circumstance?

Is there a market for an interactive database of candidates and potential candidates that are assessed for competencies and experiences that demonstrate ability in these universal characteristics for leadership?

Have firms already built a leadership assessment function into their own talent communities?

Do external services exist and are companies currently partnering with suppliers who pre-assess leadership potential?

We don't know but we thought we would ask you.

We thought the idea interesting enough to design the short survey below to answer some of the questions.

As always your information will remain private. All those who complete this short survey will receive the results.

Mark and Gerry
CareerXroads
mmc@careerxroads
732-821-6652

1. Company

Company

2. Name of Person Responding

Name of Person Responding

3. eMail to use for questions.

eMail to use for questions.

4. Phone # to use for questions if necessary.

Phone # to use for questions if necessary.

5. Please force rank the order of the leadership competencies and traits in order of importance to your organization from the list below, with 1 (1st) being the most important. No need to rank any items for which your opinion is neutral. Add any competencies and traits that are important to you but are not on the list.

	1st and Most Important	2nd	3rd	4th	5th	6th	7th	8th	9th	10th	11th	12th	13th
AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful.	*Please force rank the order of the leadership competencies and traits in order of importance to your organization from the list below, with 1 (1st) being the most important. No need to rank any items for which your opinion is neutral. Add any competencies and traits that are important to you but are not on the list. AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 1st and Most Important	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 2nd	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 3rd	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 4th	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 5th	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 6th	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 7th	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 8th	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 9th	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 10th	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 11th	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 12th	AGREEABLENESS - A tendency to be pleasant and accommodating in social situations. People who score high on this dimension are empathetic, considerate, friendly, generous, and helpful. 13th
CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking.	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 1st and Most Important	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 2nd	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 3rd	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 4th	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 5th	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 6th	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 7th	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 8th	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 9th	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 10th	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 11th	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 12th	CHANGE AGENT – Demonstrates competency in successfully leading significant change programs requiring ability to spark and motivate a broad constituency of peers and staff to new and different thinking. 13th
CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits.	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 1st and Most Important	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 2nd	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 3rd	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 4th	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 5th	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 6th	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 7th	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 8th	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 9th	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 10th	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 11th	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 12th	CHARACTER - A variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. 13th
COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience.	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 1st and Most Important	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 2nd	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 3rd	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 4th	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 5th	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 6th	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 7th	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 8th	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 9th	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 10th	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 11th	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 12th	COMMUNICATION SKILLS – Demonstrates ability to speak, write and present information in a clear, concise and compelling manner that is tailored to a particular audience. 13th
CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement.	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 1st and Most Important	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 2nd	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 3rd	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 4th	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 5th	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 6th	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 7th	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 8th	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 9th	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 10th	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 11th	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 12th	CONSCIENTIOUSNESS - Painstaking and careful. includes such elements as self-discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting), and need for achievement. 13th
DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”.	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 1st and Most Important	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 2nd	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 3rd	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 4th	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 5th	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 6th	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 7th	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 8th	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 9th	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 10th	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 11th	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 12th	DEVELOPING OTHERS – Demonstrates strong passion and action for the identification and development of leaders under them; agrees that “a leader who fails to develop leaders under them fail as a leader”. 13th
EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups.	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 1st and Most Important	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 2nd	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 3rd	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 4th	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 5th	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 6th	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 7th	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 8th	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 9th	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 10th	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 11th	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 12th	EMOTIONAL INTELLIGENCE - The ability to identify, assess, and control the emotions of oneself, of others, and of groups. 13th
INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation.	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 1st and Most Important	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 2nd	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 3rd	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 4th	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 5th	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 6th	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 7th	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 8th	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 9th	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 10th	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 11th	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 12th	INFLUENCE – Demonstrates ability to effectively persuade others to listen, commit, and act on a new approach. Gains support from others without relying on authority or intimidation. 13th
MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance.	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 1st and Most Important	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 2nd	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 3rd	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 4th	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 5th	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 6th	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 7th	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 8th	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 9th	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 10th	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 11th	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 12th	MANAGING OTHERS – Able to hire, train, develop and motivate a staff of professionals to achieve high performance. 13th
OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity.	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 1st and Most Important	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 2nd	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 3rd	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 4th	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 5th	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 6th	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 7th	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 8th	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 9th	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 10th	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 11th	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 12th	OPENNESS TO EXPERIENCE - Involves active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity. 13th
RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources.	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 1st and Most Important	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 2nd	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 3rd	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 4th	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 5th	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 6th	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 7th	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 8th	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 9th	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 10th	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 11th	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 12th	RELATIONSHIP BUILDING – Places high value on building authentic relationships with direct staff, peers, clients and customers as well as vendors, suppliers and other outside resources. 13th
RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences.	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 1st and Most Important	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 2nd	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 3rd	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 4th	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 5th	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 6th	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 7th	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 8th	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 9th	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 10th	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 11th	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 12th	RISK TAKING – Demonstrates ability to initiate action to pursue new and improved products and processes despite the inherent potential negative consequences. 13th
STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision.	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 1st and Most Important	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 2nd	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 3rd	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 4th	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 5th	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 6th	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 7th	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 8th	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 9th	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 10th	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 11th	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 12th	STRATEGIC THINKING – Able to effectively anticipate future events with broad implications and significant business impact. Integrates long-range plans and opportunities with day-to-day activities to align business with strategic vision. 13th

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6. If there are any leadership competencies specifically in use by your firm (not listed above), please list them here.

If there are any leadership competencies specifically in use by your firm (not listed above), please list them here.

7. Would it be valuable would to have access to a third party warehouse of prospects already screened for the above competencies?

Would it be valuable would to have access to a third party warehouse of prospects already screened for the above competencies?

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8. Are you currently aware of or using a service similar to the one described above (because we’re not)?

Are you currently aware of or using a service similar to the one described above (because we’re not)?

Service you are aware of (please specify if you know it)

9. If you would in helping develop this service we'll provide you their contact details

If you would in helping develop this service we'll provide you their contact details Yes

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