Results of Executive Achiever

The Executive Achiever

Assessment For: John Henderson
Phone: 800-555-1212
Email: someone@somewhere.isp

Position:

Company: ACME Sales
Report Type: Leadership Profile
Assessment Date: 1/1/2003

For More Information
Please Contact:

Candidate Resources, Inc.
2100 N. Highway 360 Suite 400-B
Grand Prairie, TX

*Executive Achiever*
Name: John Henderson	Date: 3/5/2003
Section: Introduction	Page: 1

This report is confidential and is an opinion based on assessment results only. Its contents should contribute approximately 1/3 to developmental discussions since it is only one of several evaluatory and feedback resources.

Section I	Aptitudes and Personality Assessment
Section II	Management competencies associated with leadership, planning and implementation
Section III	Personal knowledge of leadership techniques
Section IV	Suggested behavioral interview questions
Section V	Personal Development Plan

*Executive Achiever*
Name: John Henderson	Date: 3/5/2003
Section: One	Page: 2

Section One - Aptitudes and Personality Segment

----- Mental Aptitudes ----- Mental Acuity

‚ ƒ „ … † ‡ ˆ ”Mr. Smith is high in Mental Acuity, indicating he is a very fast thinker with superior problem-solving and reasoning ability. With his ability to quickly comprehend matters, he is capable of making effective decisions quickly, based on his knowledge, intuition and strong reasoning skills. Job satisfaction will be obtained by working on highly complex projects which challenge his intellect.

Business Terms

‚ ƒ „ … † ‡ ˆ ”JAY's knowledge of business terminology is superior, reflecting the probability that he is interested in business matters and has gained experience either through his work or in business classes.

Memory Recall

‚ ƒ „ … † ‡ ˆ ”Mr. Smith has a superior knowledge of events happening in the world around him and should be strongly aware of competitive trends, as well as the economy's affect on business.

Vocabulary

‚ ƒ „ … † ‡ ˆ ”Mr. Smith's superior general English vocabulary skills should allow him to communicate effectively with others on all levels. Even the most complex data should be something he is capable of relaying to others.

Name: John Henderson	Date: 3/5/2003
Section: One	Page: 3

Numerical Perception

‚ ƒ „ … † ‡ “ ‰JAY's exemplary Numerical Perception score indicates that he can process data quickly and accurately.

Mechanical Interest

‚ ƒ „ … † ‡ “ ‰JAY is very interested in machines and the inner workings of mechanical devices. He probably likes working with mechanical equipment and should have the ability to understand information regarding such devices. This aptitude, however, measures interest, not mechanical ability.

----- Personality Structure -----
Energy

‚ ƒ „ † ‡ ˆ ‰Mr. Smith has a well-balanced tension and drive level. He can energetically tackle a project, but remains calm enough to maintain his level of concentration if the task requires strong concentration.

Flexibility

‚ ƒ … † ‡ ˆ ‰JAY can be innovative and creative, but will also be concerned about the quality of the products and services provided by the company. He can generate new approaches to problems and enjoy the challenge of finding new uses for existing applications, but will also be focused on his goals and concerned that the reputation of the company is not harmed. He can be a flexible, free-thinker who adapts easily to change and is able to handle multiple demands and assignments, but also possesses good ethics and works with an appropriate sense of integrity.

Name: John Henderson	Date: 3/5/2003
Section: One	Page: 4

Organization

ƒ „ … † ‡ ˆ ‰Mr. Smith may not always utilize the time or resources he has available to him to reach organizational goals and priorities as well as he should. He is able to easily adapt to deadline changes and contingencies which might arise. Since he tends to react to situations as they arise, he may not always be focused on goals or as aware of priorities as he should be. A high score in Mental Acuity may compensate for a low score in this dimension.

Communication

‚ ƒ „ … † ’ ˆ ‰JAY is a very interactive, sharing communicator. He enjoys collaborating with others, and will openly share his own ideas, feelings and knowledgewith others. He will articulate his thoughts easily to people. At times, since he is so open, he may talk too much and not listen as carefully as he should. He can be very effective in a position that requires constant contact with people.

Emotional Dev

ƒ „ … † ‡ ˆ ‰Even though Mr. Smith has a strong sense of urgency concerning what he desires to accomplish and usually sees that tasks are completed in a timely manner, he can be a very impatient individual who expects a great deal from himself and others. When he does not reach the goals he has set for himself, even though they may have been unrealistic to begin with, he can begin to lose confidence in himself. When others do not fulfill his sometimes unrealistic expectations of their performance on the job, he can also exhibit a high level of impatience and intolerance. It should be noted that these traits will normally diminish as individuals advance in age.

Assertiveness

‚ ƒ „ … † ‡ “ ‰JAY is an authoritative, assertive individual who does not hesitate to express his own opinions and stand up for his beliefs. He likes control and responsibility, and will attempt to influence others and direct activities. Since he can forcefully express his opinions and viewpoints, he may appear overly aggressive and demanding, at times.

Name: John Henderson	Date: 3/5/2003
Section: One	Page: 5

Competitiveness

‚ ƒ „ … † ’ ˆ ‰Mr. Smith has a strong competitive drive and desire to compete, and takes pride in winning. Although he will participate in a team competitive effort, he particularly enjoys situations which allow him to compete on his own. He will be a strong competitor, always prepared to meet or exceed his goals and win.

Mental Toughness

‚ ƒ „ … † ’ ˆ ‰JAY is a mentally tough individual who can persevere in the face of obstacles. Critical deadlines, long hours, etc., do not negatively affect him, but he may not easily exhibit empathy towards customers, group members or others.

Questioning /Probing

ƒ „ … † ‡ ˆ ‰JAY has a very trusting nature and tends to accept most instructions, directives and information at face value. Even though he has a positive, enthusiastic attitude, he may be so trusting that he allows others to take advantage. When problem-solving or troubleshooting complex issues, his effectiveness could be reduced by his not probing far enough into the situation to see the whole picture.

Motivation

‚ ƒ „ … † ‡ ˆ ”JAY is motivated by challenge and recognition for his achievements, and will take personal action to accomplish more when the right rewards are offered. He will accept a risk when the potential for profit and recognition exists. He is willing to work long hours and put in extra effort, even if it means sacrificing his family life to achieve success.

Name: John Henderson	Date: 3/5/2003
Section: One	Page: 6

----- Validity Scales -----
Distortion

‚ ƒ „ … ‘ ‡ ˆ ‰Mr. Smith is reasonably fair in assessing his strengths and weaknesses. He has some characteristics that he is not completely happy with and tends not to show others. The validity may be slightly affected by his indirect answers.

Equivocation

‚ ƒ … † ‡ ˆ ‰He has scored within our acceptable equivocation range.

This report is confidential and is an opinion based on assessment results only. Its contents should contribute approximately 1/3 to developmental discussions since it is only one of several evaluatory and feedback resources.

Name: John Henderson	Date: 3/5/2003
Section: One	Page: 7

Score Sheet
Leadership Profile

Mental Aptitudes
		1 2 3 4 5 6 7 8 9
MENTAL ACUITY	Slow Learn	[......X]	Fast Learn
BUSINESS TERMS	Uninformed	[......X]	Knowledgeable
MEMORY RECALL	Unaware	[......X]	Aware
VOCABULARY	Limited	[.......] X	Strong
NUMERICAL PERCEPTION	Imprecise	[...X...]	Accurate
MECHANICAL INTEREST	Indifferent	[.........X]	Interested
Personality Dimensions
		1 2 3 4 5 6 7 8 9
ENERGY	Restless	[...X...]	Calm
FLEXIBILITY	Flexible	[X......]	Rigid
ORGANIZATION	Disorganized	X [.......]	Planful
COMMUNICATION	Reserved	[......X]	Interactive
EMOTIONAL DEV	Impatient	X [.......]	Tolerant
ASSERTIVENESS	Cooperative	[.......] X	Authoritative
COMPETITIVENESS	Team Player	[......X]	Individualist
MENTAL TOUGHNESS	Sensitive	[......X]	Tough
QUESTIONING /PROBING	Trusting	X [.......]	Skeptical
MOTIVATION	Security	[.......] X	Recognition

Name: John Henderson	Date: 3/5/2003
Section: One	Page: 8

Validity Scales
		1 2 3 4 5 6 7 8 9
DISTORTION	Frank Answer	[...............X]	Exaggerates
EQUIVOCATION	Choose Alter.	[.........X......]	Choose Middle

STANINE: The STANINE is a system of measurements which divides the population into nine parts.

AREAS OF CONCERN -

Scores of 1 or 2 in any of the following dimensions: Energy, Flexibility,
Emotional Development or Mental Toughness are areas of concern.

Name: John Henderson	Date: 3/5/2003
Section: Two	Page: 9

Section Two - Management Competencies

Accountability/Ownership

‚ ƒ „ … ‘ ‡ ˆ ‰Mr. Smith has some desire to be accountable for his own actions. He probably takes the initiative and assumes personal accountability for goals, outcomes and deadlines, but it may be helpful if he develops the ability to plan farther in advance as he strives to reach goals and meet deadlines. He probably enters into self-appraisal, and unless he is highly competitive and wants to do everything himself, he is probably willing to share information and responsibility with others.

Challenge the Status Quo

‚ ƒ „ … † ’ ˆ ‰JAY has an excellent ability to challenge the status quo. He is willing to challenge traditional ways of thinking and work, especially when he is convinced he is right. He is probably able to develop alternative paradigms or solutions to problems and willing to implement unconventional approaches.

Collaboration/Integration

‚ ƒ … † ‡ ˆ ‰JAY is probably motivated to succeed, but also willing to celebrate the success of others when that success occurs independent of his own work. He may need to remember to share the glory for accomplishments he had a part in achieving, but becoming even more willing to think collaboratively and striving to integrate his own work with that of others in the organization will further enhance his performance in this competency.

Creativity/Innovation

‚ ƒ „ … † ’ ˆ ‰Mr. Smith has the ability to "think outside the box" and is willing to experiment with new ideas and approaches. He will want to keep the company leading-edge and will translate new ideas into business opportunities whenever he sees the chance to do so. In his desire to see the organization advance in the marketplace, he will also be willing to share ideas with others when it will benefit the organization, and will offer honest feedback and ways to build on others' ideas.

Name: John Henderson	Date: 3/5/2003
Section: Two	Page: 10

Customer/Market Oriented

‚ ƒ „ … ‘ ‡ ˆ ‰He has some understanding of the business climate, customers, competitors and factors that drive the company forward, but may benefit from developing an even greater strategic understanding of the customer/market. He probably understands the importance of providing courteous and attentive service to customers or clients, but may not always utilize his resources well. Enhancement in this competency can be realized by developing good planning skills and better understanding the more complex needs of his customers.

Energy/Enthusiasm

‚ ƒ „ † ‡ ˆ ‰JAY will exhibit some enthusiasm toward his job, but would benefit from becoming even more positive and enthusiastic. Developing a positive attitude will strengthen his ability to become an inspiration to others through his own diligence and hard work, and will increase his desire to help others through difficult times.

Strategic Thinking

‚ ƒ „ … † ’ ˆ ‰Mr. Smith is a bright individual who can analyze the organization's strengths, weaknesses and competitive position in the marketplace in order to develop objectives and strategies based on long-term future perspective. He stays abreast of changes in the marketplace and this allows him to visualize future opportunities and threats the organization is likely to face. This, in turn, allows him to identify companies which could benefit from the organization's products and services.

Management Competencies Scoresheet

Accountability/Ownership	‚ ƒ „ … ‘ ‡ ˆ ‰

Challenge the Status Quo	‚ ƒ „ … † ’ ˆ ‰

Collaboration/Integration	‚ ƒ … † ‡ ˆ ‰

Creativity/Innovation	‚ ƒ „ … † ’ ˆ ‰

Customer/Market Oriented	‚ ƒ „ … ‘ ‡ ˆ ‰

Energy/Enthusiasm	‚ ƒ „ † ‡ ˆ ‰

Strategic Thinking	‚ ƒ „ … † ’ ˆ ‰

Name: John Henderson	Date: 3/5/2003
Section: Three	Page: 11

Section Three - Leadership Knowledge

Attitude/ Leadership Personality
Mr. Smith has an excellent understanding of the necessity for a positive attitude and good self-confidence in a leadership role, and continually works to develop and maintain both. He understands the importance of being able to bounce back quickly from problems and other obstacles he may face as a leader, and is able to deal with difficult situations with ease. He has certain ethical standards he keeps and has clearly defined, for himself, what being a leader means.

Books	The New Supervisor-Skills for Success by Bruce Tepper
	Effective Coaching by Marshall J. Cook

Time Management
JAY's ability to improvise when necessary and follow through on projects enables him to handle critical or unforeseen circumstances which might arise. However, he would benefit from taking greater advantage of the planning tools available to him to ensure he prioritizes and handles problems, follow-ups and other details of the business in a timely manner.

Books	Time Management for Busy People by Roberta Roesch
	Time Management by Marc Mancini

Name: John Henderson	Date: 6/1/01
Section: Three	Page: 12

Planning
He has a strong understanding of the planning process and the purpose and meaning of planning, as well as where goals, standards or objectives come into play in the planning process. He has a well-developed understanding of the responsibility planning bears with it, as well as its significance in the overall success of the organization.

Books	Effective Performance Management by Sheila J. Costello
	Performance Management by Robert Bacal

Organizing
Mr. Smith has a strong understanding of organization as it relates to leadership. He understands that organizing involves people, processes and tools, and perceives the difference between organizing and planning. Since he understands what encompasses organizing, he is capable of organizing projects and activities in an effective manner.

Books	Getting & Staying Organized by Corinne R. Livesay
	Goal Management at Work by R. Hans Hilgermann

Staffing
JAY has a strong understanding of the staffing process in leadership, as well as the principal focus of staffing. He knows the difference between aptitudes and behaviors, as well as the difference between skills and competencies. This knowledge and understanding of the staffing process will enable him to better understand the problems involved in employee selection, as well as the role training and development of employees plays in this leadership process.

Name: John Henderson	Date: 6/1/01
Section: Three	Page: 13

Leading
Mr. Smith has a strong understanding of what comprises good leadership. He understands the importance of a leader empowering his workforce and acting as a coach and mentor of others. He realizes how important motivation is in the leadership process and understands the various steps involved in managing a diverse workforce.

Facilitating
He has a very strong understanding of facilitation and control in the leadership process. He is able to define what problems are and have devised some methods of effective problem-solving. He understands the purpose of policies, rules and regulations in providing a nourishing environment for growth for team members, and can balance the need to impose discipline, guidelines and procedures in the workplace with the need to value employees and encourage creativity.

Leadership Knowledge Scoresheet

Attitude/ Leadership Personality	‚ ƒ „ … † ’ ˆ ‰

Time Management	‚ ƒ „ † ‡ ˆ ‰

Planning	‚ ƒ „ … † ’ ˆ ‰

Organizing	‚ ƒ „ … † ’ ˆ ‰

Staffing	‚ ƒ „ … † ‡ “ ‰

Leading	‚ ƒ „ … † ‡ “ ‰

Facilitating	‚ ƒ „ … † ‡ ˆ ”

Name: John Henderson	Date: 3/5/2003
Section: Four	Page: 14

Interview Questions Introduction

Following are the interview questions which an interviewer may choose to use in the candidate interview process.

These interview questions are generated to establish basic traits critical for all employees.

The interview questions that follow are for a candidate who has prior work experience. In the event the candidate does not have prior work experience, the questions may need to be modified by the interviewer to fit the situation.

Name: John Henderson	Date: 6/1/01
Section: Four	Page: 15

Interview Questions for Organization Organization - Measurement of the individual's desire to organize assignments and projects to better utilize time and resources. -----x-------------x------------x---------------x--------------x------- Very strong Strong Some Strong Very strong evidence evidence evidence evidence evidence skill is skill is skill is skill is skill is not present not present present present present
Probes	Interpretive Guides
Tell me about a time you missed a deadline, were late for a meeting or experienced other problems because you did not plan well enough in advance.	Was the candidate on time for this interview? If not, was the excuse justifiable? Does it appear the candidate learned from the experience he or she described in this first question?
Describe how you typically kept yourself organized, and prioritized tasks in your former position. Did you use any planning tools to help keep yourself organized and if so, what were they?	Does the candidate have specific steps he or she takes to stay organized? Does the candidate appear to understand how to prioritize tasks? Does the candidate use planning tools to help stay organized, i.e., a daily planner, computerized schedule, etc?
Tell me about a time, in a previous job, when your ability to "wing it" saved a project from failure. What would the outcome have been had you not been able to improvise?	Has the candidate been able to capitalize on his or her ability to improvise? Does the candidate appear to understand the importance of planning, yet also have the ability to be flexible and change plans, when necessary? Does it appear the candidate takes pride in his or her ability to "change horses in mid-stream?" Is the candidate sharp enough to keep priorities in his or her head without losing sight of them?
Describe your office or work area in your former job. Was everything neatly put in place, or did you tend to function better in chaotic surroundings?	Is the candidate fairly tidy, or does the candidate thrive on chaos and disarray? How important is tidiness in this position? Will others come into or see the candidate's office or work area, or is it secluded?

Name: John Henderson	Date: 6/1/01
Section: Four	Page: 16

Interview Questions for Emotional Development Emotional Development - Measurement of the individual's level of patience, self-esteem and confidence. -----x-------------x------------x---------------x--------------x------- Very strong Strong Some Strong Very strong evidence evidence evidence evidence evidence skill is skill is skill is skill is skill is not present not present present present present
Probes	Interpretive Guides
Tell me about a time in a previous job when you expected too much from yourself. Do you believe you tend to be your own worst critic, at times? If so, in what way?	Does it appear the candidate expects too much from him or herself? Can the candidate handle the frustration of failing to reach goals? Does the candidate set goals which appear to be unattainable, thus setting him or herself up for failure?
Describe a situation in your previous job when you admittedly lost your patience with someone else for something which really wasn't their fault. How did you rectify the situation?	Does the candidate admit that he or she tends to be impatient with others? Did the candidate use sound judgment and maturity to resolve the problem caused by his or her impatience? Does it appear the candidate learned anything from the experience?
Tell me about the most frustrating experience you've encountered, thus far, in your career.	Does it appear the candidate is easily frustrated? Is the candidate likely to face the same type of situations which have caused him or her to become frustrated in the past?
In your previous position, what were your three most valuable strengths for the job? What were your three greatest weaknesses in relationship to the job?	Did the candidate hesitate or have difficulty thinking of three personal strengths? Did the candidate respond to the question regarding weaknesses quicker than he or she listed strengths? Does the candidate appear confident, positive and upbeat?

Name: John Henderson	Date: 6/1/01
Section: Four	Page: 17

Interview Questions for Assertiveness Assertiveness - Measurement of the individual's cooperativeness versus the tendency to be opinionated. Also measures the person's ability to take charge, direct others or handle confrontations. -----x-------------x------------x---------------x--------------x------- Very strong Strong Some Strong Very strong evidence evidence evidence evidence evidence skill is skill is skill is skill is skill is not present not present present present present
Probes	Interpretive Guides
Assertive people sometimes like to "debate" simply for the enjoyment. Tell me about a time when you "debated" an issue at work in which you took the less popular stand and persuaded others to change their minds.	Did the candidate debate an issue which was really not important to him or her? Does it appear that the candidate enjoys "arguing" simply for the sake of "arguing?" Does it appear the candidate is impetuous?
Give me an example of a time you were asked to do something with which you especially disagreed. How did you handle the situation? If you had the chance, would you handle the situation differently?	Does the candidate have a clear understanding of the situation? Does it appear the candidate is willing to compromise, or does the candidate appear to be hardheaded? Is the candidate defensive of his or her position? Does the candidate raise his or her voice when describing situations?
Tell me about a time when you allowed your dominance to get out of control and it caused problems. How would you handle the situation differently?	Dominant people, at some time or another, allow their dominance to get out of control. Does the candidate deny this has ever been a problem? Does the candidate appear overly defensive and place blame on others?
What do you believe is the difference between being submissive, assertive or aggressive. Tell me about a time you were aggressive when you meant to be assertive. How do you believe the outcome would have differed had you been assertive, rather than aggressive?	Does the candidate understand the difference between being assertive and being overly aggressive? Does the candidate admit to being aggressive and if so, does it appear the candidate understands the weakness of this personality trait?

Name: John Henderson	Date: 6/1/01
Section: Four	Page: 18

Interview Questions for Questioning/Probing Questioning/Probing - Measurement of the individual's desire to question and probe, rather than accept instructions, directives and information at face value. -----x-------------x------------x---------------x--------------x------- Very strong Strong Some Strong Very strong evidence evidence evidence evidence evidence skill is skill is skill is skill is skill is not present not present present present present
Probes	Interpretive Guides
Tell me about the last time in a job situation you made the wrong decision. What prompted you to make this decision and what was the final outcome?	Did the candidate learn from his or her mistake? Does the candidate now understand what caused the mistake in order to avoid making the same error again? Was the candidate able to rectify the mistake in such a manner that the outcome was acceptable?
Tell me what steps you took to gather information needed to solve problems in your last job.	Does the candidate appear to understand how to gather information? Does the candidate have specific steps he or she takes in order to gather information, or is the process more haphazard?
Describe a time when you trusted someone in your last job and should not have. What were the circumstances and what was the outcome? Has that situation changed your outlook on life?	Did the candidate exhibit gullibility and too much trust in the other person? Does the candidate appear to understand the need to be cautiously trusting? Does it appear the situation has unnecessarily jaded the candidate's outlook and attitude about life?
We all assume more than we should, from time to time. Tell me about a time when you assumed too much and problems arose due to your not asking enough questions.	Does it appear the candidate is overly assuming? Since assuming people can sometimes tell more than they should, did the candidate talk extensively about personal matters which had little relevance to the interview or job?

Name: John Henderson	Date: 6/1/01
Section: Four	Page: 19

Interview Questions for Motivation Motivation - Measurement of the individual's achievement orientation and internal motivation to initiate changes and take risks in order to advance. -----x-------------x------------x---------------x--------------x------- Very strong Strong Some Strong Very strong evidence evidence evidence evidence evidence skill is skill is skill is skill is skill is not present not present present present present
Probes	Interpretive Guides
In your prior job, what was the biggest change you were faced with and how did you adapt to that change?	Does the candidate seem to thrive on change? Does it appear the candidate has good skills to cope with change?
Give me an example of a time you took a risk and won. How did your accomplishment make you feel? How do you believe you would have felt if you had taken that risk and failed?	Is the candidate a big risk taker? Does it appear the risks the candidate has taken are reasonable and calculated, or does the candidate appear to be somewhat impetuous? Does it appear the candidate is able to accept occasional failure?
Other than money, describe what really motivated you in prior jobs to do more than you were expected to do.	Does the candidate appear to understand what motivates him or her and if so, are these factors reasonable and available in this position?
What type of compensation plan have you most enjoyed in the past - straight salary, commission only, draw plus, etc. What most attracts you to this type of compensation plan?	In this position, will the candidate be on the same type compensation plan as the one he or she most enjoyed in the past. If not, could the compensation plan be structured to better meet the candidate's needs?

Name: John Henderson	Date: 3/5/2003
Section: Five	Page: 20

Development Suggestions Introduction

The following Personal Development Suggestions may assist in priortizing, enhancing, or changing developmental actions. They are directed specifically to the individual. Management should review these suggestions, and together with the the participant, consider requirements of current and potential future job opportunities.

These suggestions recommend actions that an individual can take on a daily or weekly basis to become more productive.

Name: John Henderson	Date: 6/1/01
Section: Five	Page: 21

Personal Development Suggestions
Organization - measures a person's attitude about organization, planning, how tasks are performed and how one's life is lived.
Planning your time and activities in advance does not come naturally to you. Since your plans are not always thorough, you may not take full advantage of the time and resources you have available to you to reach goals and objectives. A high score in Mental Acuity may help you compensate for a low score in this dimension.

Your self-affirmation sentence:
"I am organized in my life so I achieve more."

Steps to Effect Change

Good time and space management calls for a specific activity plan to identify priorities by the day or week. For sixty days, list daily plans on paper, then mentally list the six most important things to be done the following day, ranking them by priority, and the time allotted to each item. You will then have a good grasp of what must be done, prior to beginning each day.
To avoid losing track of important details you might need for certain tasks, such as filing your income tax, good recordkeeping is mandatory. Select a certain place to keep important records and discipline yourself to always put important papers in that one location.
Daily, weekly and monthly planning - even yearly planning - will help keep you on an organized and productive basis. Set goals and reach them.
Avoid any distractions which take you off track. If necessary, tell people around you what you are attempting to accomplish, so you will be less likely to be interrupted.

Development Materials Recommended

Development Book Suggestions:
"Time Management for Busy People" by Roberta Roesch
"Time Management" by Marc Mancini
Online Learning Courseware Suggestions:
Achieving Balance in Your Personal and Professional Life
To view a sample course click here!

Name: John Henderson	Date: 6/1/01
Section: Five	Page: 22

Personal Development Suggestions
Emotional Development - measures ego, self-esteem and emotional maturity compared to chronological age (age from date of birth).
You have a strong sense of urgency concerning what you desire to see accomplished. However, you can be a very impatient individual who expects a great deal from yourself and, at times, others. When you do not reach the goals you have set for yourself, even though they may have been unrealistic to begin with, you can begin to lose confidence in yourself. You like to see immediate results and can become your own worst critic.

Your self-affirmation sentence:
"I am patient and realistic in my goals."

Steps to Effect Change

If you feel your self-confidence is not what it should be, write down ten good things about yourself. Focus on these good traits you possess, rather than the negative traits. With the negative traits, ask yourself if there are any you can change. If so, plan how you might change them. Try to learn to accept the negatives you are powerless to change.
You may need to work to control your temper and emotions when faced with confrontation, disappointment or failure. Ask yourself if there is anything you could have done to prevent the problem. If not, you must learn to accept occasional setbacks you have no control over.
You need to build ego strength and personal ability to achieve. Set goals high enough to have something to strive toward, but not so high as to cause frustration. One way to accomplish this is to set goals in steps, whereby you reach one small goal which then leads to another, until the ultimate goal you want to accomplish is within reach. In this manner, each small step you reach will be an accomplishment which boosts your morale.
If you become impatient with yourself or someone else, step away from the situation and ask yourself how important the situation really is. More often than not, you will find that you are getting impatient and stressed because of something which is really quite insignificant.

Development Materials Recommended

Development Book Suggestions:
"Overcoming Anxiety At Work" by Vincent & Jane Miskell
"Dealing With People You Can't Stand" by Dr. Rick Brinkman
Online Learning Courseware Suggestions:
Dealing With Conflict and Confrontation
To view a sample course click here!

Name: John Henderson	Date: 6/1/01
Section: Five	Page: 23

Personal Development Suggestions
Assertiveness - measures an individual's desire to cooperate versus the desire to be in charge.
You are an assertive individual who does not hesitate to express your own opinions and stand up for your beliefs. You like control and responsibility, and will attempt to influence others and direct activities. Since you can forcefully express your opinions and viewpoints, you can appear overly aggressive, at times.

Your self-affirmation sentence:
"I do not always demand my own way."

Steps to Effect Change

You'll certainly need practice not to take over every situation in your life; modification of your high assertiveness level will help you think things through before speaking or acting.
Reconsider decisions you may have made too rapidly and too assertively. Unless the situation means a great deal to you personally, learn to give in or at least compromise if the ultimate outcome is not that critical. By giving in or compromising on less important issues, you will eventually become more adept at seeing things from the other person's point of view on more important issues.
Be aware that, in more instances than not, teamwork is the most effective way to get things done. The tendency to "go it alone" must be fought and you need to avoid looking at compromise as a sign of weakness.

Development Materials Recommended

Development Book Suggestions:
"Managing Conflict at Work" by Jim Murphey
"The Participative Leader" by Suzanne Zoglio
Online Learning Courseware Suggestions:
Problem-Solving and Decision-Making
To view a sample course click here!