Looks Good on Paper
Leslie S. Pratch, PhD, MBA, has worked in the field of psychology for more than 20 years. The founder and president of Pratch & Company, Dr. Leslie S. Pratch helps stakeholders of privately held and public companies determine if executive leadership candidates demonstrate the personality traits and psychological resources necessary for success within a business.
In 2014, Dr. Leslie Pratch wrote Looks Good on Paper?: Using In-Depth Personality Assessment to Predict Leadership Performance.
Some of the information discussed in her book was featured in an Investor’s Business Daily article outlining the qualities experts have identified in the most successful business leaders. To experience success, aspiring CEOs must have the ability to do the following:
– Take aim. Formulating realistic and specific goals will help individuals clearly identify and ultimately reach their business ambitions.
– Strive for the top. Dr. Pratch reminds executives to strive for successes that are the most meaningful, those that best align with personal values and ideals. The means by which confidence is won in business entails setting achievable goals that force personal and career growth.
– Prepare for difficulties. Business leaders require the ability to deal with resistance from outside forces. A strong leader ensures each and every goal incorporates tactics for addressing setbacks and roadblocks.
A clinical psychologist and graduate of Northwestern University’s Feinberg School of Medicine, Dr. Leslie S. Pratch, PhD, evaluates candidates to determine their ability to perform well as business executives. Dr. Leslie Pratch is also the author of the book LOOKS GOOD ON PAPER? Using In-Depth Personality Assessment to Predict Leadership Performance (Columbia Business School Publishing, 2014).
In LOOKS GOOD ON PAPER?, Dr. Pratch discusses a key leadership attribute called active coping. She gives several examples of this quality, including the following: “When a person always seems prepared, and quickly recovers from any setback, that is active coping. When a person earns the trust of his friends and colleagues by refusing to take unfair advantage of others, and refuses to let others take advantage of him, that is active coping. When a person has the vision and self-confidence to rise above the ‘business as usual’ when necessary, that is active coping.”
She goes on to define this leadership attribute as follows: “To many, the word ‘cope’ has connotations of barely scraping by. I use it quite differently, to refer to a sense of mastery, an orientation to life. Individuals can learn to master themselves and the circumstances that surround them, taking an active coping stance toward the world. Or they can be passive copers, allowing themselves to be defined by their circumstances and enslaved by their personal needs. When circumstances change unpredictably, an individual’s latent weaknesses – or untested strengths – emerge.”