This is a sample report. It shows what you'll receive after completing the assessment. Your real report will be personalised to your answers.

Learning Agility

Your Profile Report

Primary Style:

Change Agility

Change Agility leading: seeks novel experience. Key engine of career-long learning.

Dimension Scores

  • Change Agility Moderate
    62% Preferring Proven Approaches — Highly Change Agile

    Curiosity, experimentation, and comfort with first-time situations

  • Mental Agility Moderate
    58% Preferring Clarity — Highly Mentally Agile

    Comfort with complexity, ambiguity, and making fresh connections

  • People Agility Moderate
    58% Preferring Familiar Relationships — Highly People Agile

    Skilled at understanding and getting the best from diverse people

  • Self-Awareness Moderate
    58% Developing Self-Insight — Highly Self-Aware

    Understanding your own strengths, weaknesses, and impact on others

  • Results Agility Moderate
    45% Preferring Familiar Contexts — Highly Results Agile

    Delivering results in tough, novel, or ambiguous conditions

Your profile in depth

A detailed read of each dimension at your score band, with what's likely a strength, what to watch, and where to invest.

Change Agility

Moderate · 62%

Handles normal change; slow on big novelty.

Strengths

  • Functional

Watch for

  • Not your edge

Try this

  • Seek genuine novelty periodically

From the research: Change agility predicts long-term career growth (Korn Ferry, 2014).

Mental Agility

Moderate · 58%

Handles normal complexity.

Strengths

  • Functional

Watch for

  • Not your edge

Try this

  • Build through deliberate stretch

From the research: Mental agility predicts performance in ambiguous strategic roles (Korn Ferry, 2014).

People Agility

Moderate · 58%

Handles most; slows with very unfamiliar.

Strengths

  • Functional

Watch for

  • Edges harder

Try this

  • Build range through exposure

From the research: People agility predicts cross-cultural and senior leadership effectiveness (Korn Ferry, 2014).

Self-Awareness

Moderate · 58%

Self-view tracks most of reality.

Strengths

  • Functional

Watch for

  • Subtle gaps

Try this

  • Seek feedback actively

From the research: Self-awareness is the agility dimension most predictive of executive success (Korn Ferry).

Results Agility

Moderate · 45%

Delivers in most conditions.

Strengths

  • Functional

Watch for

  • Not your edge

Try this

  • Stretch on complexity

From the research: Results agility distinguishes high-potential from high-performer profiles (Lombardo & Eichinger, 2000).

Strengths

No dimensions scored high this time. Your profile is balanced across areas.

Growth Areas

No low-scoring dimensions — nothing stands out as a growth area from this assessment.

Agility Dimensions

Learning Agility isn't a single skill — Lombardo & Eichinger (2000) split it into five. Korn Ferry's research across 500,000+ leaders consistently finds the pattern here is the strongest behavioural predictor of leadership potential we currently have, more stable than intelligence or personality taken alone.

  • MEN

    Mental Agility

    Moderate
    58%

    You engage with complexity when the situation warrants, but prefer to ground novel ideas in recognisable structure. You'll solve most problems well; on the genuinely unprecedented ones, deliberately slow down and try on alternative framings before committing.

  • PEO

    People Agility

    Moderate
    58%

    You build solid working relationships and adapt when the gap is obvious. The stretch is working well with colleagues whose style is genuinely foreign to yours — do the reading, not just the reacting.

  • CHA

    Change Agility

    Moderate
    62%

    You can engage with change when the case for it is clear, but genuinely untested approaches give you pause. That caution is sometimes wisdom; keep a small portfolio of low-cost experiments running so the muscle doesn't atrophy.

  • RES

    Results Agility

    Moderate
    45%

    You hit your marks in familiar conditions and most new ones, though genuinely unprecedented work can stretch your delivery rhythm. Name the uncertainty early and set mid-point checkpoints so surprises don't compound late.

  • SAW

    Self-Awareness

    Moderate
    58%

    You know yourself reasonably well in your usual contexts. Ask for feedback after unfamiliar situations, where self-perception and other-perception drift apart fastest.

Agility by Context

Your learning agility doesn't land evenly across situations. The grid below projects your dimension scores onto five common stretch contexts — where your profile is likely to carry you, and where it may ask the most of you.

Novel problems

59%

You solve novel problems well once you've had time to explore them. Resist the urge to converge early.

New teams

58%

You bed into new teams steadily. Plan explicit 1:1s in the first two weeks — it compresses the learning curve.

Ambiguous goals

55%

You prefer clarity, but you'll work without it when you must. Name the ambiguities out loud to get alignment early.

Fast change

56%

You keep pace with change that's signposted in advance. Build a habit of running small experiments so the 'new' muscle stays warm.

Senior-stakeholder pressure

54%

You handle senior-stakeholder pressure well when prepared. Rehearse the first three minutes — that's where confidence is won or lost.

Learning Preferences

The modes of learning your profile most strongly supports. The research consistently finds that the highest-agility learners aren't the ones with the best study habits — they're the ones who deliberately design development experiences around how they actually learn.

  • Learns by connecting ideas

    You gain most when you bring a new idea alongside something you already know and find the link. Deliberately read outside your field — the transfer is where the insight lands.

  • Learns by reflection

    You consolidate best by looking back at what happened and extracting the lesson — journalling, post-mortems, and one-to-ones build your skill faster than raw experience alone.

  • Learns through people

    You grow by watching and being challenged by others — mentors, feedback-rich peers, and cross-functional collaboration are your highest-yield inputs.

About this assessment

Learning Agility, introduced by Lombardo & Eichinger (2000) at the Center for Creative Leadership, measures how quickly you learn from experience — especially in first-time, complex, or challenging situations. Korn Ferry research on 500,000+ leaders shows it's the strongest non-cognitive predictor of high-potential leadership.

Learning agility is distinct from intelligence — it's about seeking and converting novel experience into capability. It's substantially trainable with deliberate stretch assignments.

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