About the Assessment
This report is based on Korn Ferry’s Four Dimensions of Leadership and Talent (KF4D) assessment, a widely used instrument for evaluating leadership potential. The tool examines individuals across four areas:
- Traits – natural dispositions and personality characteristics that shape behavior.
- Drivers – values and motivations that influence engagement and career direction.
- Competencies – observable skills and behaviors linked to success in leadership roles.
- Experiences – prior roles and assignments that build readiness for future challenges.
The KF4D assessment integrates psychometric measures, career inventories, and validated leadership models to provide a comprehensive profile of strengths, motivations, and development opportunities. It is commonly used for executive selection, succession planning, and leadership development in organizations worldwide.
While no assessment captures every nuance of an individual, KF4D provides a research-backed, comparative view of leadership potential that helps individuals and organizations align strengths with future opportunities.
Here is a summary of the result.
Bill Weber is a cybersecurity executive and CISO who thrives in complex, high-stakes environments where innovation, resilience, and strategic vision are essential.
Known for his ability to anticipate future trends and translate them into actionable strategies, he is both adaptable and persistent—driving results under pressure while maintaining optimism and collaboration. Bill is motivated by independence and teamwork, balancing autonomy with a commitment to shared goals. His leadership style is rooted in resilience, courage, and continuous learning, supported by a track record of building strong networks and guiding organizations through uncertainty and change. With a focus on credibility and compliance in the Defense Industrial Base, he helps organizations not only meet today’s requirements but prepare for tomorrow’s challenges.
Traits
You may tend to seek out new, complex problems that require creative thinking, risktaking, and adapting to change in uncertain situations. Your pattern also suggests you are driven and reliable when you’ve made a commitment, working hard to achieve agreed upon expectations. Finally, you may be comfortable taking charge in certain situations when you know the audience, are an expert in the subject, or have formed a strong point of view. Individuals with scoring patterns like yours tend to be calm, optimistic, and trusting under normal circumstances, primarily staying focused on the present, hoping for the best but preparing for the worst. You are likely to be seen as considerate, appropriately collaborative, and inclusive, weighing whether to work independently or as part of a team in different situations.
Agility is related to high performance in jobs that require solving problems that have no obvious correct answers or tackling work objectives that are constantly changing. It is a quality that is especially important in innovative cultures. A particular area of strength for you within Agility is the degree to which you are able to nimbly change your approach, adjust to constraints, and rebound from adversity. People with high scores in this area tend to excel in roles that require visionary leadership in times of change and transition.
Competencies
Your pattern of response indicates you anticipate and translate future trends into viable strategies and breakthrough solutions. You stay positive when faced with adversity, manage crises effectively, and bounce back from setbacks. You also tend to take action and make tough decisions in high-stakes situations, during a crisis, or in uncertain conditions. People who respond similarly build strong internal and external networks and know how to get things done through formal and informal channels. They learn through experiences and experimentation and apply the lessons quickly to new situations.
Strategic mindset is one of the most difficult skills to develop, and not surprisingly, most people are not highly skilled in this area. Being strong in this skill matters for promotion for even the most entry level roles.
Being resilient is a high skill for most people. It is also associated with high performance and promotion for individual contributors and mid-level leaders.
Courage is difficult to develop and not especially common at any level in an organization. First level leaders who do show courage tend to be high performers and candidates for promotion.
Builds networks is a very difficult skill to develop and one that people improve upon over the course of their career. It is less common among mid-level leaders but increasingly present among senior executives. It’s most related to performance and promotion for high level executives.
Nimble learning is a skill most people have, but it is also moderately difficult to develop. For individual contributors, high skill in this area is related to being promoted. It is also related to performance and promotability for top executives as well.
Drives
According to your assessment, your primary Drivers fall into the Independence and Collaboration categories. This means you prefer freedom to pursue a vision without undue constraints. You are motivated to work with others toward a common goal. An ideal situation would involve leading or being part of a team that is given the freedom to innovate and test new ideas for the market. In general, you may be less energized by stability and consistency, and more invigorated when work is unpredictable and ambiguous.
People driven by Independence perform especially well in highly ambiguous situations where the role requires navigating change. Independence is a good fit for organizations focused on innovation.
Experiences
Learning from your experiences takes your development a step further. Think about what lessons you learned and skills you gained from your experiences. For example, leading a project team may have forced you to enhance particular leadership competencies, such as building relationships, setting goals, balancing stakeholders, and making tough decisions. In short, the more difficult and perspective broadening the experience, the faster it bulks up leadership muscle. But depth of experience also matters: developing more expertise in your field can help you build skills that will open up future job opportunities.