LPA SCORE
Name: Amir Adhikari Assessment Date: Apr 25 2020
The table below displays your level of proficiency on various competencies required for success in a wide variety of professional roles.
Competency
ANALYZING AND SOLVING PROBLEMS
WORKING WELL WITH OTHERS
ACHIEVING OBJECTIVES
LEARNING AND SELF-DEVELOPMENT
ADAPTING TO CHANGE
Scoring Interpretation Key**
8-10 You scored higher on this competency than most other individuals who have completed the assessment. You may still be interested in reviewing some of the suggestions below to strengthen this area even further.
4-7 Your score for this competency is similar to the average score of other individuals who have completed the
assessment. You may benefit from taking some of the actions indicated below to help you further strengthen this area.
1-3 You scored lower on this competency than most other individuals who have completed the assessment. You will likely
benefit from taking some of the actions indicated below to strengthen your skills in this area.
Listed below are development activities organized by competency. We recommend that you use the information in this report along with other
feedback you have received about your strengths and development needs to identify no more than 2 or 3 competency areas in which to
target your development efforts, and then review the tips provided to identify several within each of your targeted competencies that would be
relevant to your situation. For example, some tips may be more relevant to individuals with more work or internship experience, and other tips
may be more useful to individuals with less experience.
** Your scores are based on a comparison to students around the world who completed the assessment.
Student ID: 00317680T Institution: Torrens University (Australia)
‡ Think back to an issue that you dealt with in the past and later found out that you should have questioned the available information in more depth.
Review the consequences of your past actions and identify what steps you could take to improve your approach in the future. Review the steps
frequently so that you keep them in mind the next time you encounter a similar issue.
‡ Look for additional sources of data when you are trying to understand an issue or make a decision. Try to find at least one or two new sources of
information. Examples of new sources are records of a past event, policies and procedures manuals, individuals who have experience in the area, or
research reports on the topic.
‡ List all facts and information available before you begin to analyze a situation. Ask others to review and add to your list. Use this information to gain
an in-depth understanding of the situation. Pay attention to how information from different sources fits together to provide a complete overview of the
situation.
‡ Break complex problems into component parts and identify the links between the parts. After you’ve identified how parts are connected, consider the
potential impact of a solution on these connected parts before making any decisions.
‡ When reviewing the data that you’ve collected about a situation, try to identify relationships among pieces of data. Challenge yourself to find patterns
that might not be obvious initially. Consider how the patterns might help you develop a better understanding of the situation as a whole.
‡ When you next consider a problem or issue, ask an experienced colleague to share his/her recommendations regarding which best practices apply to
the situation and which analytical approaches he/she would use to think through the data. Ask for your colleague’s help with using more formal
models for analysis (e.g., strengths-weakness-opportunities-threats [SWOT]).
‡ Obstacles or issues are not always expected. If you are confronted with an unanticipated situation, think about who else might be affected by the
circumstances. Inform these individuals in a timely manner of the new developments.
‡ When faced with a problem, attempt to gain a broader perspective on the issue by identifying all the people or groups involved and gathering
information from each of them. Identify and analyze solutions from the perspective of each person or group.
‡ Organize an informal brainstorming session to discuss new ways to approach recurring problems, new problems, or new applications of products and
services.
‡ To avoid becoming overly reliant on one way of thinking about an issue, talk with people who have different perspectives about approaching the
situation. Involving others will not only help you to look at the problem from a new perspective, but also it will help you to gain buy in from the people
who may be affected by the decision.
‡ When evaluating an analysis, there are several things you can do to check whether the conclusions drawn are the best. You could determine if
alternative approaches have been considered. If only one analysis has been conducted, you might consider conducting a second analysis (perhaps
using a different technique) to see if it leads to different results or conclusions. This type of analysis could serve as your own internal check, and it
should help your evaluation by pointing to differences in the conclusions or results between the two.
ANALYZING AND SOLVING
PROBLEMS
5
1. Critically evaluates information and its sources
2. Identifies gaps in information and seeks appropriate sources to close them
3. Synthesizes and integrates information into what is already known about a topic
4. Recognizes patterns in information to identify the bigger picture
5. Follows best practices and appropriately analyzes quantitative and qualitative data
6. Identifies and independently solves work problems, as appropriate
7. Considers multiple approaches when solving problems
COMPETENCY SCORE
LPA SCORE
‡ Once you have formed working relationships with others, make an effort to maintain relationships with people even after your work together has
ended. For example, send them information (e.g., news articles) that you think might be of interest, or set occasional reminders on your calendar to
check in on their lives. This can help you maintain a network of contacts that may be helpful going forward.
‡ Be proactive in forming wide networks of relationships with individuals throughout your organization as well as in your industry. You can do this by
attending optional company or industry meetings/trainings as well as by meeting individually with a variety of people to learn about their work. Based
on what you learn, try to identify ways you can help others meet their goals (e.g., forward relevant information, offer your team’s assistance). It is
important to form these relationships early so they are well-established when the time comes for you to leverage them. A common mistake people
make is waiting until they need something from someone else before reaching out to establish a relationship with that person.
‡ Find a book on teamwork, interpersonal sensitivity, and/or listening techniques. Read the book, making notes on the action steps you can use to
improve your skills. Identify one or two actions you can try quickly, and then build up to putting more and more of these skills into practice.
‡ Think about the diversity of your network at work. Have you formed relationships with a wide variety of people (e.g., from different cultural
backgrounds, educational backgrounds, business units)? Consider steps you can take to develop a more diverse and broad network.
‡ Make the effort to get feedback from others about how much they feel you have consulted them when making decisions in the past. With new issues
or decisions, push yourself to consult and consider views from a wider range of people than you would usually.
‡ Think back to a time when a work product could likely have been improved if more diverse input had been gathered. Keep this in mind when forming
work groups or seeking others’ opinions in the future by attempting to gather and use input from a wide variety of people (different backgrounds, areas
of expertise, etc.)
‡ Develop the habit of thinking about situations as a member of a team rather than just from your own perspective. When the team is faced with a
decision, provide your input, and actively participate in the decision-making process. Then, once a decision has been made, support the agreed-upon
solution, even if it differs from your initial recommendation.
‡ When you are working with others to make a decision, the goal is to make the best decision, not to win the argument. You should advocate for your
ideas, but you must also recognize that there will be many times when your initial idea turns out not to be the most effective solution.
‡ When managing your work, try to remain focused on the needs of the overall team. Are your team member affected by you individually meeting
deadlines? Do other people need information from you? During the next few weeks, try to view your responsibilities from a team perspective and look
for opportunities to accommodate others’ needs, even if it involves adjusting your own workload.
‡ Observe people you know who have a great deal of empathy or responsiveness towards others. Take note of how and how much they talk, listen,
answer, etc., and think about how you might apply their styles in your own interactions with others.
‡ When in disagreement with someone, it is important to first try to understand the other person’s perspective before attempting to convince him or her
of your perspective. The next time you have a disagreement with someone, make an effort to fully understand his/her perspective before sharing your
own and note the outcome. You will likely find that by listening to the other person, you might identify mutually beneficial solutions, or you may be able
to make a more convincing case for your views after learning what is important to the other person.
WORKING WELL WITH OTHERS 6
1. Develops and maintains effective working relationships
2. Interacts effectively with people from different backgrounds
3. Listens to others and values and incorporates diverse viewpoints
4. Supports team decisions once they have been made
5. Adjusts own workload to help meet team commitments, as appropriate
6. Recognizes and demonstrates empathy for others’ feelings, needs, and concerns
7. Appropriately resolves own work disagreements
COMPETENCY SCORE
LPA SCORE
‡ Set three challenging goals for yourself and develop action plans to achieve them. Identify potential obstacles to reaching your goals and consider
how you might overcome them. Review your plans with a mentor or superior and ask for input on how you might improve your approach.
‡ As you complete your work, periodically pause and evaluate if you are still moving toward your goal or if you have moved in a different direction.
Regular monitoring of progress will help you move toward your end goal more effectively and decrease time spent on unnecessary activities.
‡ Think about goals that you have that you would say are difficult to achieve and try to find ways to achieve the goals more effectively. Could you apply
the same techniques you use to reach easily attainable goals? Talking with a colleague, superior, or mentor may give you additional thoughts on how
to approach difficult goals in ways that will make them easier to achieve.
‡ If you find that your tasks for a project are finished quickly or are taking less time than you thought, then ask your colleagues/peers about their
progress. If they have encountered obstacles and/or if their work is more complex than originally expected, offer to help.
‡ Volunteer to take the lead on an important project that’s been ignored or delayed. Set a time frame for accomplishment and push for timely completion
of the project.
‡ Volunteer for projects and/or assignments that are outside your formally assigned responsibilities. It might be especially helpful to look for
opportunities that will allow you to learn new skills. Not only will you be helping your larger work group, but you will also be developing your expertise.
‡ To motivate yourself to produce high quality work, imagine that each piece of work you do will be used to decide an outcome important to you (e.g., a
pay raise, a job offer). Ask yourself if you’ve done the best you could or if additional attention and/or effort might have produced a higher-quality end
result.
‡ When evaluating your work, think about how others might view the quality of your output? Another approach to evaluating your work could be to
compare it to that of someone you consider successful. How is your work similar and different?
ACHIEVING OBJECTIVES 4
1. Accepts or sets demanding individual goals
2. Meets individual goals and objectives
3. Takes initiative to seek additional responsibilities, as appropriate
4. Evaluates work outcomes to ensure quality standards are met
COMPETENCY SCORE
LPA SCORE
‡ Look at the job behaviors you still need to develop to be successful at that job, and prepare a development plan for those skills.
‡ Let colleagues and managers know what new skills you wish to develop. Agree to share your own skills with colleagues in return for them teaching
you new skills.
‡ Be prepared to make some personal sacrifices to learn new skills, perhaps by working late to catch up on work after attending trainings, or attending
evening classes.
‡ Think about whether you are drawn to situations that stretch and challenge your abilities. Do you tend to seek out challenging opportunities of shy
away from them? Carefully review how this tendency may affect your willingness to take on complex or difficult situations that would aid in your
development.
‡ After attending training, talk with others (e.g., peers, mentor) about what you learned. Ask them to help you identify ways to apply the new knowledge
to your work.
‡ Review your performance and set aside some time to developing an accurate assessment of your own strengths and weaknesses. Develop a list of
two or three areas in which you feel you have strong skills, and two or three areas where you feel you need some development. Review this list with
your colleagues and supervisor/mentor, and refine the list based on their input. After the list is complete, create specific action steps for those areas
where development is needed. Also, look for ways to leverage your strengths by using them to develop your weaker areas (e.g., using your strong
interpersonal skills to work with others to improve your problem solving skills).
‡ Identify a trusted peer who works closely with you and can serve as your feedback partner. Ask this individual to observe you in different situations
and provide input as to what you’ve done well and what you could improve.
‡ Learn from constructive criticism, but don’t dwell on mistakes. Make sure that you focus on today, and don’t spend time regretting the past or worrying
about the future. Note how much time you spend thinking about the past, present, and future in any one day and consider whether this is appropriate.
Learn from your mistakes and then move on to the next opportunity.
‡ When taking on challenging tasks, identify individuals who can serve as advisors to you.
LEARNING AND SELFDEVELOPMENT
2
1. Identifies and addresses own knowledge gaps and training needs
2. Continually expands own knowledge and skills
3. Applies knowledge and training to professional contexts
4. Critically evaluates own strengths and weaknesses and pursues development
5. Seeks feedback and learns from successes and failures
6. Learns from others and seeks mentors
COMPETENCY SCORE
LPA SCORE
‡ Ask yourself about how adaptable you have been to changing circumstances. How could you change your behavior now and in the future to show a
higher degree of adaptability? Ask your manager, mentor, or a trusted colleague to give you feedback on how you have reacted to change in the past.
‡ Think about how you interact with other people. Although it is important to treat people fairly and equally, there are times when it is also helpful to
adapt your interpersonal style to interact more effectively with people who approach situations differently than you do.
‡ Consider what motivates you and how this differs from what motivates people around you. Try to find out the key motivators for different people on
your team. Consider how to use this information to adapt your style and be more productive in working with others.
‡ When a new idea is introduced, don’t make a judgment until you have examined the idea closely. Try to keep an open mind about new ways of doing
things, or to new approaches to problems. Compare current thinking to the new idea and identify the improvements.
‡ Examine your preferences for change versus stability. If your preference is for stability, recognize that new directions and programs will not seem like
good news to you initially. When change is proposed, begin by using good listening skills to understand why the change is needed. Then, force
yourself to withhold judgment. Give yourself 24 hours to consider and evaluate the change. Teach yourself to view such situations as opportunities
and try not to automatically react in a negative way.
‡ Think about the last major change that you had to handle. How positively did you view the change and how well did things actually turn out? Think
about how you tend to communicate any sense of negativity about suggestions or changes. Make an effort to appear more positive than you may
initially feel. You will often find that this actually helps you to become more positive in the mid- to long-term.
‡ Select a change initiative that you would like to support. List the positives and negatives of implementing the change, and the positives and negatives
of not implementing it. Develop a persuasive argument to explain your rationale and potential benefits of the change and use the argument when
talking with others about the change.
‡ If you naturally find change difficult, a valuable tool to help you cope with change is to be able to anticipate the change so that you are able to prepare
for it. Ask others to keep you informed of potential changes, even before they are finalized. Initiate discussions about future changes at meetings or
other forums. This way, you will already be familiar with the changes when they are implemented.
‡ Think about how you respond in unclear or ambiguous situations. Does your emotional response negatively impact your behavior? If necessary,
discuss your responses with a mentor to help you develop more effective reactions and strategies for dealing with situations that are not very clear.
ADAPTING TO CHANGE 3
1. Adjusts work style and interpersonal behavior to fit different situations and environments
2. Accepts and integrates new ideas and information on their merits
3. Supports and complies with change initiatives
4. Works effectively when faced with ambiguity
COMPETENCY SCORE
LPA SCORE
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