INTRODUCTION

Jason Kensey 10/28/2004

Overview

Career development today emphasizes individual ownership and continuous development of skills and capabilities -- regardless of one's stage, position or aspirations. For most people, though, the first question is: "Where do I start?"

You can begin by learning more about yourself. Your work effectiveness is influenced by many factors, such as your personality, skills and capabilities, values, and background. Some of these factors are outside the scope of this report; however, ASSESS can help you with personality characteristics and general abilities (if you completed intellectual ability tests).

The ASSESS Development Report provides a description of your results and draws implications about how you might act or behave based on these results. As you read the report, remember there is no "best" or "less than best" personality. We all have strengths and weaknesses. The value of this information is to help you to recognize both and to aid you in developing strategies to capitalize on your strengths and minimize or compensate for your weaknesses.

Be careful not to overemphasize specific statements. Instead consider the overall picture and how your assessment results fit with your job, career and personal expectations (how you would like to be).

Over time, people change. If several years have passed since the date of this report, the results may no longer fit you. Remember, when you completed the assessment instruments you were at a particular age, stage of development, level of experience, etc. With the passage of time, the characteristics measured by ASSESS may have changed.

Who Should See This Report?

The ASSESS Development Report has been designed for your personal use. We hope it will help you to think about and plan for your career development. You may want to share all or parts of this report with others, especially if you trust their judgment and wisdom, and if they can assist you with career and development resources or advice. People to consider might include a family member, a current or past manager, a trusted mentor, a Human Resources representative or a career counselor.

Interpretation Assistance

This report is written using a computerized expert system that interprets your results and writes your report in the same manner that a Bigby, Havis & Associates psychologist would. The Development Report is designed to be read by you, the person evaluated, without special interpretation by a professional. However, additional assistance from a professional can be provided through your sponsoring organization. See your ASSESS coordinator to make arrangements.

READING YOUR REPORT

Jason Kensey 10/28/2004

The Report

In reviewing this report, keep the following in mind:

• The results are based on your self-perceptions and may be influenced by a favorable or unfavorable self-image. Others may see you differently than you see yourself.

• We have compared your raw scores on the ability tests and the personality profiles to a professional norm group (people who work in jobs which, for the most part, require education or training beyond the high school level) to make the statements and suggestions you will find in this report. It may be useful to think "Compared to most professionals" as you read each.

• The report does not take into account your background, training, technical skills or experience. Therefore, the results do not measure your personal effectiveness nor the quality of your job performance; rather, they describe abilities and characteristics that (along with these other factors) may influence your job performance.

• Many of the characteristics described in this report could be assets in some circumstances and liabilities in others. For maximum benefit, your results should be considered in the context of your particular job or work environment.

• Take the time to read and consider the ASSESS Report information:
  1. Take an open, nondefensive attitude when reviewing the material. Review each section carefully and, as you consider the feedback statements, try to think of specific examples that can confirm which assets and liabilities do or do not apply to you.

  2. If you are not sure that a statement in the report describes you, ask someone you feel will give you honest feedback for their opinion.

  3. After reviewing your results, use Developmental Suggestions section of this report and the accompanying worksheets to help you set goals for your development and to construct an action plan for achieving your goals.

The Graphic Profile

When reviewing the graphic profile, keep in mind:

• The profile is a quick summary which will allow you to see an overview of your results on each of the characteristics measured by ASSESS. We encourage you to use the detailed report to develop an in-depth understanding of your results.

• The small, darkened circles indicate your percentile score compared to professional norms. From this you can quickly see whether you are similar to most professionals (your score falls between the 25th and 75th percentiles), or whether you "stand out" from others as noticeably high or low.

• High scores are not necessarily good; low scores are not necessarily bad. You should consider your results in the context of your job and work environment.

• Of particular interest will be the shaded bars. These indicate the average range (25th to 75th percentile range) of another comparison group. This "template" is an indication of how most people in the comparison group scored.

• ASSESS can provide templates for many specific professional positions (e.g., accountant, sales, etc.) as well as many managerial templates. If you would like to review your results compared to a particular group, see your ASSESS coordinator.

• To be successful in a job does not require that your scores fall within the shaded bars (typical range); however, on those characteristics where your score falls outside the bar, you may want to consider whether this is a strength on which to build or a potential weakness.

YOUR ASSESS FEEDBACK

Jason Kensey 10/28/2004

Abilities

The following results are based on your performance on standardized ability tests. They are presented as percentile comparisons to professional norms (people who, for the most part, have an education at or beyond the college undergraduate level) and to general population norms (people who, for the most part, have a high school education). If you received a profile chart with this report, your test scores have been plotted using professional norms. However, since people in the professional group tend to score much higher on the ability tests than the average person in the general population, it is often beneficial for you to see your scores in relation to general population norms.

With few exceptions, if you are in or are considering a position requiring a college degree, you should pay most attention to the professional norm group comparisons. However, if you have limited formal education, the general population comparisons may be more appropriate.

Regardless, your results on the intellectual ability tests are only a partial indication of your potential to be successful at a job. Other factors such as education, technical training, job-related experience, personal accomplishments and character are different, but equally important, indicators of potential future success.

Scores were available for the following ability tests:

You should be able to analyze and reason through verbal information quickly and without difficulty.

You should have no difficulty reasoning through most verbal and quantitative information to quickly solve problems.

You should have no difficulty solving problems that involve complex, abstract information. You should also be quick to grasp new ideas and solve problems that are outside your usual experience.

The combination of your good scores on the tests of reasoning ability suggests that you are a bright person who will be able to easily learn new concepts and apply them to solve job related problems. You should have no difficulty with the intellectual demands of any position for which you have the proper background and training.

PERSONALITY DETAIL

Jason Kensey 10/28/2004

Thinking

This section of the report provides feedback on your intellectual usage or thinking style (how you solve problems, make decisions, etc.). People vary considerably in this regard. For example, some people tend to take an in-depth, thoughtful approach in evaluating information; others tend to make quick decisions. Some people are better suited to dealing with big-picture issues, while others like to focus on practical solutions to immediate problems.

In reviewing your results for this section keep in mind that the focus is on how you use your intellectual abilities, not how effective you are at solving problems or making decisions. An evaluation of your intellectual or problem solving effectiveness would require consideration of your educational background, technical skills and job related experience -- all of which are beyond the scope of this ASSESS Report.

Your thinking style results are summarized as follows:

Your responses to the personality questionnaire suggest that, although you are restrained and cautious in your thinking style, you have a low natural tendency to look below the surface of situations or ponder the underlying causes of problems. The positive side to this is that you are unlikely to spend unnecessary time overanalyzing people or problems; the negative side may be that you will focus on how to get the job done at the expense of starting with a good understanding of cause and effect. From a developmental standpoint, you may wish to work on being more perceptive in dealing with people or problems. For example when faced with a problem, it might be beneficial for you to ask "Why do we have this problem?" rather than only focusing on an immediate solution.

Apparently careful and cautious by nature, you are likely to be serious-minded and responsible when evaluating information and making decisions. You are not likely to jump to conclusions or to make decisions quickly. This will be a strength when you are faced with important decisions that have serious consequences. However, you may be so cautious or so careful to collect all the information before you commit yourself that your decisions are not timely. Try to make conscious decisions about how much consideration each decision merits. For some, there will be little real risk of a bad decision; for others, one choice will be as good as another. Your resources may be best utilized if you are less cautious in these situations and save your most careful approach for important decisions with serious consequences.

You appear to be a very objective thinker who focuses primarily on the facts when making a decision. On the positive side, you are unlikely to let your feelings influence your judgment. However, you may sometimes miss the subtle implications or more human elements of a problem or situation. In addition to being highly objective, you appear to be very task-oriented. You are likely to approach problems in a pragmatic, no-nonsense manner, and emphasize practical solutions. However, you may tend to be so task-focused that you do not always consider alternative methods or points of view. In your decision making, you may want to invest more time in exploring possibilities before committing to a course of action. Further, once you have made up your mind, be careful not to be stubborn or inflexible.

Your results suggest that you are about as systematic and organized in your thinking as the typical professional.

PERSONALITY DETAIL

Jason Kensey 10/28/2004

Working

This section contains a description of your work style (how you go about getting a job done) and the potential effects of various motivational influences on your performance. For example, some people are highly energetic, while others are methodical. Some people are most strongly motivated by recognition and praise, while others need personal freedom to do their best work.

Your work style results are summarized as follows:

A review of your results suggests that you are likely to be slow and methodical in your approach to work. This may be made more noticeable by your careful and thorough work style. You probably do not like to hurry things and prefer to emphasize precision and quality in your work. Occasionally, you may need to consciously override these methodical tendencies in order to take action more quickly, especially when deadlines are short and productivity requirements are high.

You appear to be a strongly self-reliant person who should assume responsibility and take initiative on your own. Further, you do not seem to mind working within the regulations and constraints placed upon you in your job. Probably, you are the type of person who assumes responsibility and can handle things on your own, but does not usually mind working within the system.

A review of your results suggests you are similar to most professionals in your willingness to handle multiple demands and tasks at the same time but perhaps less organized. When faced with many things to do, you should be careful that you do not scatter your efforts or lose focus on important tasks. Make a special effort to focus on high priority tasks and complete things that you begin.

Your results suggest that you put a strong emphasis on completing what you start and being dependable. You are likely to do more than is expected of you, and others should be able to rely on you to take initiative and be responsible.

You show a high tolerance for pressure and frustration. When things go wrong, you probably can remain composed and continue to work effectively.

You expressed a low need for personal attention. You may be more internally motivated than concerned about impressing others and probably do not go out of your way to seek recognition.

You seem to enjoy personal involvement in activities calling for a detail orientation but do not seem to enjoy the planning and organizing aspects of work. Take care so that you avoid an overemphasis on the details at the expense of broader planning activities.

PERSONALITY DETAIL

Jason Kensey 10/28/2004

Relating

This section provides feedback on your approach to (and interest in) interacting with others and draws implications about your interpersonal style in business settings. For example, some people are very outgoing and are likely to be comfortable in situations where they must interact with many different kinds of people. Others have little need for this type of social contact and can be comfortable in solitary or individual contributor roles.

In reviewing these results it is important to keep in mind that they are based on your self-report rather than how others may describe you.

Your interpersonal style results are summarized as follows:

An evaluation of your profile suggests that you do not find much enjoyment in socializing and meeting new people. Consequently, you may prefer to work alone or in a job where you have established relationships. You may be somewhat shy or you may be an independent person who values time alone. The positive here is that you are unlikely to waste time in unproductive socializing; the potential negative is that others may find you difficult to get to know.

While you are low in social comfort, you appear to be about as assertive as the typical professional. Although you may be somewhat uncomfortable dealing with people in purely social situations, you should be able to direct and influence others when necessary. However, it is expected that you will tend to emphasize strength of will over social finesse when managing difficult situations.

You appear to have a balanced view of other people's assets and liabilities, but you may not place much emphasis on analyzing their motivations or in developing your people reading skills. While your assessments of others should not be destructive, they may not be accurate. You may wish to learn to be more perceptive about people in order to better understand and anticipate their needs and actions.

Your results suggest that you are as friendly and agreeable as the typical professional. You should be as capable of pleasing people and avoiding conflict as most others.

In your responses to the questionnaire, you presented yourself as very optimistic but highly reserved. It is expected that you are even-tempered and positive in your outlook. However, you may be so controlled that others see you as too serious. You may wish to work on becoming less intense and on being more adept at seeing the lighter, more humorous side of life.

You are likely to be better than most in your ability to accept criticism. You appear to be thick-skinned; that is, you should be able to view negative feedback objectively and use it constructively to improve rather than taking it personally.

You show an acceptance of conventional behavior codes and a desire to see them observed. You probably believe in doing "the right thing" and may be somewhat unnecessarily concerned with the appropriateness of your and other people's behaviors. Your values are likely to be traditional.

PERSONALITY DETAIL

Jason Kensey 10/28/2004

Influencing

This section of the report draws some conclusions about how your personality may affect your ability to persuade, influence, or manage others. When reviewing these results, keep in mind that these abilities are also influenced by your experience and training in this area -- factors outside the scope of this ASSESS Report.

The following conclusions are suggested by your results:

You appear to have as much desire as the typical professional to direct or control people. Generally, you should be comfortable in roles which require that you direct, persuade or influence others.

In your dealings with others, you should be able to use the following tools, techniques and styles:

• Intelligence

• Moderate personal power

• Self-discipline and control

• Impartiality

• Remaining calm and composed

• Optimism

Your dealings with people could be adversely affected by the following:

• Shyness or low social interests

• Inflexibility

• Low interpersonal insight

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

In this part of the your ASSESS report, we provide developmental suggestions for minimizing or compensating for potential weaknesses. These are associated with those characteristics where you "stood out" as noticeably high or low from the professional norm group. We highlight these areas because we think, based on your results, you should consider them when you are setting goals and when you are drafting your action plans. Some of these are probably areas you have already identified for improvement; others may be new.

Read and carefully consider each of the following suggestions. As you construct your action plans in the next section of this report, you can use the suggestions here as a starting point. You will want to tailor these suggestions to your circumstances. For example, you will add other on-the-job activities, company or community sponsored training, educational opportunities, etc.

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

Low Reflective Thinking

Your responses to the assessment indicate that you may tend to accept information "at face value" rather than looking below the surface. The positive side to this is that you are unlikely to become bogged down with a need for excessive information or prone to "paralysis of analysis." However, the negative side is that you may tend to make decisions based on a surface view of information, problems or situations rather than considering things in sufficient depth. (For example, sometimes you may be too quick to accept the views or decisions of others when a careful consideration of all the issues would have led you a different conclusion.) To increase your ability to be perceptive and thorough in your analysis, consider one or more of the following:

Activities

Rather than finding a quick fix when a problem arises, take a more broad view of the problem by looking at all the options available to you. Take a look around your organization and gather information about what others are doing. Try to find ways of including others in problem solving or in implementing solutions. Such actions will likely deepen your understanding of the problem and will also help solidify the support of others around you.

Develop your problem analysis skills by using the following types of questions to evaluate problems that could have been foreseen and prevented:

• What was the cause of the problem?

• Could the problem have been prevented?

• If so, what action could have been taken to prevent the problem, by whom?

• Who are the people primarily concerned or potentially involved in this problem?

• What information could these concerned individuals provide?

• Could this problem have been more easily resolved by a team of people rather than just one person?

• What could be done to prevent the reoccurrence of this problem?

Books

Consider reading one or more of the following books:

Brain Power: Learn to Improve Your Thinking Skills by Karl Albreckt, Prentice Hall Trade, 1992.

Choosing the Future: The Power of Strategic Thinking by Stuart Wells III, Butterworth-Heinemann, 1997.

Don't Jump to Solutions: Thirteen Delusions That Undermine Strategic Thinking by William Rouse, Jossey-Bass Inc., Publishers, 1999.

The Mind of the Strategist: The Art of Japanese Business by Kenichi Ohmae, The McGraw-Hill Companies, 1996.

The 2,000 Percent Solution: Free Your Organization from "Stalled" Thinking to Achieve Exponential Success by Donald Mitchell, Carol Coles, & Robert Metz, AMACOM, 1999.

The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment by Robert Kaplan & David Norton, Harvard Business School Publishing, 2000.

Seminar

Critical Thinking: New Paradigm for Peak Performance provided by American Management Association [http://www.amanet.org/seminars/cmd2/2533.htm]

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

High Fact-Based Thinking

The assessment results show you to be very fact-based in your thinking. While this approach can be an asset, you may be so data driven that you tend to view things in a black-or-white manner and fail to allow room for gray areas or exceptions to rules. Consider the following suggestions:

Activities

Challenge yourself to "read between the lines" rather than assuming things are black or white. Make a conscious effort to look for the subtleties of situations before coming to a conclusion or forming an opinion. Guard against being stubborn or overly opinionated in your views.

Before making a decision, ask for input from those who will be affected by the decision. Try to use (or at least consider) this input when making your decision.

Play devil's advocate for yourself. Look at the other point of view before defending your own.

Remember that intuition can be just as important as (and sometimes more important than) facts. When others feel strongly about something, take time to consider their perspective. Allow them the opportunity to build a case for their opinion.

Make a greater effort to remain open-minded to new ideas. Truly innovative concepts may not yet have had a chance to be proven or supported by data. Rather than discounting, try to conceive of a way to test the theory.

Books

Consider reading one or more of the following books:

Breakthrough Thinking: The Seven Principles of Creative Problem Solving by Gerald Nadler & Shozo Hibino, Prima Communications Inc., 1998.

Lateral Thinking: Creativity Step-by-Step by Edward De Bono, Harper and Row Publishers Inc., 1990.

Listening: The Forgotten Skill by Madelyn Burley-Allen, John Wiley & Sons Incorporated, 1995.

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

High Serious-Minded, Restrained Thinking

In your responses to the personality questionnaire, you have described yourself as a very serious-minded and cautious person. While it is important to be disciplined in your thinking and avoid unnecessary risks, you may be so cautious that you miss important business opportunities.

Activities

When faced with a decision, consider the time sensitivity of the situation. Give yourself a strict deadline by which you must have completed your necessary research, evaluated the alternatives and determined your course of action.

Remember that sometimes it is better to just decide and move on. Especially for less important decisions, balance your need to carefully consider the situation with the investment of your (and others') time and resources.

Practice taking small risks to increase your general comfort with the unknown. Look for opportunities where you can be less cautious in your approach and take some calculated risks.

Try to maintain an open-minded attitude when considering new business ideas or opportunities.

Books

Consider reading one or more of the following books:

Risk Assessment and Decision Making in Business and Industry: A Practical Guide by Glenn Robert Koller, CRC Press, 1999.

Acceptable Risk by Baruch Fischhof, Stephen Derby, & Sarah Lichtenstein, Cambridge University Press, 1984.

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

Slow Work Pace

A review of your answers to the personality questionnaire suggests that your work style is likely to be methodical and somewhat slow-paced. Certainly, there are many paths to productivity and effectiveness, not all of which include moving fast. Good personal organization, working smart, and being smart can all have as much or more influence as a high energy level. Getting many things done quickly may or may not be important to effectiveness in your job or to you personally. However, if you find yourself missing important deadlines that you could have met by stretching yourself a little, not getting as much done as you should, or simply wishing you could be more energetic, consider the following suggestions:

Activities

Set ambitious, urgent time deadlines in your work. This applies to important decisions as well as projects.

Set intermediate or check point deadlines for lengthy projects to ensure that you complete required steps on schedule.

Take a look at your schedule of physical exercise and make sure that you are doing some type of exercise on a consistent basis. (Be sure to check with your physician before beginning any exercise program.)

If you suffer from "afternoon fatigue," you may want to watch what you eat for lunch. Dietitians often recommend a small, high protein meal at lunchtime while avoiding alcohol and sugary desserts. Also, try to spend a short amount of time doing light aerobic exercise (for example, walking) during your lunch break. Exercising and practicing relaxation techniques on a regular basis may also increase your energy level.

Be aware that there are many time wasting events that disrupt our productivity daily. Use the guidelines below to learn how to handle some common time wasters.

Personal Disorganization:

• Finish what you start, avoid jumping around between several unfinished projects.

• Designate a spot for the paperwork, books, etc. that you use most frequently and keep them there.

• Keep your desk clear of non-current projects and paperwork.

Lack of Objectives, Priorities and Deadlines:

• Make a list of your goals and objectives at the beginning of each day (a "to do" list).

• Break large jobs into smaller pieces. Be sure to get started on parts of the job that you dislike early. Reward yourself periodically by doing a part of the job you really enjoy.

• Attempt your highest priority items at your best time of the day. (Morning is usually best.)

• Set firm deadlines for having a job done.

Indecision or Procrastination:

• Make the decision to get started on a project and go public by announcing it to others.

• Reward yourself for persistent effort with short breaks.

• Set short-term goals that lead to project completion.

• Be willing to make decisions based on partial information.

Fatigue:

• When you find yourself wasting time through daydreaming or other non-productive behavior, take a short break. Get up, walk around, and then go back to work.

• When you are genuinely tired, call it a day. Plan on being productive after you have rested.

Books

Consider reading a book on Time Management:

First Things First Every Day: Because Where You're Headed Is More Important Than How Fast You're Going by Stephen Covey, A. Roger Merrill, & Rebecca R. Merrill, Fireside, 1997.

Managing Management Time by William Oncken, Jr., Englewood Cliffs, NJ, Prentice-Hall, 1989. (Out-of-print classic. Look for it in your local library.)

The Time Trap by Alex MacKenzie, AMACOM, 1997.

How to Get Control of Your Time and Your Life by Alan Lakein, New American Library, 1996.

Books

Read a book on Procrastination or Indecisiveness such as:

The Now Habit: A Strategic Program for Overcoming Procrastination and Enjoying Guilt-Free Play by Neil Fiore, JP Tarcher, 1989.

Overcoming Procrastination; Or How to Think and Act Rationally in Spite of Life's Inevitable Hassles by Albert Ellis, & William Knaus, New American Library, 1983.

The Procrastinator's Handbook: Mastering the Art of Doing It Now by Rita Emmett, Walker & Company, 2000.

Books

There are many good books on Health and Fitness. Some of these include:

The Aerobics Program for Total Well-Being by Kenneth Cooper, Bantam Doubleday Dell Publishing Group, 1985.

14 Days to Wellness: The Easy, Effective, and Fun Way to Optimum Health by Donald Ardell Ph.D., New World Library, 1999

Tired of Being Tired: Overcoming Chronic Fatigue & Low Energy by Michael Schmidt, Frog Ltd, 1995.

The New Fit or Fat by Covert Bailey, Houghton Mifflin Company, 1991.

Tapes

Listen to an audiotape while driving or exercising:

Working Smarter: How to Get More Done in Less Time by Michael Leboeuf, Simon & Schuster (Audio Cassette), 1995.

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

High Self-Reliance

You describe yourself as a highly self-reliant person. This is a strong personal asset in that you should be capable of taking the initiative, deciding upon courses of action, and handling things on your own. However, some highly self-reliant people have difficulty involving others in their activities. They tend to try to do too much themselves and may not collaborate, ask for assistance, or delegate sufficiently. If this describes you, consider the following suggestions:

Activities

Convince yourself that you do not need to "do it all." It is okay to rely on others.

Make a conscious effort to involve others in the decision making process. Subordinates (or others less capable or less knowledgeable than you) may not make decisions as good as yours the first time they try. However, they will improve with the practice they will get if you involve them. Furthermore, as they grow in their capabilities, you can spend more of your time on more important issues, more complex problems, etc. Think of this as a short-term investment for long-term gain.

Similar points could be made for sharing or delegating responsibilities. Others may not be able to do the task as well as you, but they will never get better if you continue to do things yourself. You will find that the extra effort you invest in overseeing the work of others while they learn (to do the task as well as you could have) will reap large rewards in the long term. They will become more capable and will need less help, and you will have more time to concentrate on the more important tasks in your job.

Some general suggestions for delegation include:

• Recognize the fact that others can assume responsibilities and can frequently accomplish tasks as well as you can.

• Delegating is an excellent way of training people and developing their skills.

• Avoid delegating only those jobs you do not want to do yourself. When you have to delegate a "dirty job," assure the employee that this job is important and that they will not always get the "dirty jobs" to do.

Steps in the delegation process include:

1. Periodically review your key tasks and evaluate the readiness of your subordinates.

2. Ask yourself which tasks could which subordinates do now, if they stretched themselves a little with your help.

3. Identify tasks suitable for delegation.

4. To each subordinate, communicate the task and your confidence in their ability.

5. Train, coach and offer performance feedback when needed.

6. Check on results or progress.

Books

Consider reading one or more of the following books:

Managing Management Time by William Oncken, Jr., Englewood Cliffs, NJ, Prentice-Hall, 1989. (Out-of-print classic. Look for it in your local library.)

Masterful Coaching: Extraordinary Results by Impacting People and the Way They Think and Work Together by Robert Hargrove, Pfeiffer & Company, 1995.

The One Minute Manager Meets the Monkey by Kenneth Blanchard, William Oncken, Jr. & Hal Burrows, Quill, 1991.

In Search of Excellence: Lessons From America's Best-Run Companies by Tomas Peters & Robert Laterman, Jr., Warner Books, 1988.

Bringing Out the Best in People: How to Enjoy Helping Others To Excel by Alan McGinnis, Augsburg Fortress Publishers, 1985.

The Empowered Manager: Positive Political Skills at Work by Peter Block, Jossey-Bass, 1991.

The One Minute Manager by Spencer Johnson & Kenneth Blanchard, Berkley Publishing Group, 1993.

The 3 Keys to Empowerment: Release the Power Within People for Astonishing Results by Kenneth Blanchard, John Carlos & Alan Randolph, Berrett-Koehler Publishers, Inc., 1999.

Tapes

Use driving or other down time to listen to one of the following audiotapes:

Do's and Don'ts of Delegation (Audio Cassette) by Gary Fellows, Simon & Schuster, 1988.

The One Minute Manager (Audio Cassette) by Kenneth Blanchard & Spencer Johnson, Simon & Schuster, 1994.

The One Minute Manager (Audio CD) by Spencer Johnson & Kenneth Blanchard, 2001.

Seminars

Motivating Others: Bringing Out the Best of People provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2275.htm]

Getting Results Without Authority provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2532.htm]

Excelling as a Highly Effective Team Leader provided by Skillpath Seminars.

The Conference on Leadership Development and Teambuilding provided by Skillpath Seminars.

How to Excel at Managing and Supervising People provided by Skillpath Seminars.

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

Low Work Organization

Your responses to the assessment suggest that you may be less organized in your work habits than the typical professional. If you find yourself having difficulty in this area, consider developing organization skills.

Activities

As you approach projects, make sure you take the time to think through the important steps. Are there things you should do before you can proceed from one step to another? Are there tasks that can happen at the same time? What should be done during each step?

Take ten minutes at the beginning of each workday to prioritize what you will be doing that day. Keep a short list of things that are necessary to accomplish and work the list.

Once every few weeks clean your office area. File away unnecessary clutter or any finished projects. Keep in reach only the information or paperwork that you will need in the near future.

Use an electronic calendar to remind you about deadlines and to help you remember important meetings. Using the reminder features of these calendars, set intermediate deadlines to ensure that you are progressing toward your goal in a timely fashion.

Identify someone who is organized and good at planning activities. Ask them what tips and strategies they use to be organized.

Books

Consider reading the following books:

The Organized Executive: A Program for Productivity: New Ways to Manage Time, Paper, People, and the Electronic Office by Stephanie Winston, Warner Books, 1994.

Stephanie Winston´s Best Organizing Tips Quick, Simple Ways to Get Organized and Get on With Your Life by Stephanie Winston, Fireside, 1996.

Shortcuts for Smart Managers: Checklist, Worksheets, and Action Plans for Managers with No Time to Waste by Lisa Davis, AMACOM, 1998.

Project Skills (New Skills Portfolio) by Sam Elbeik & Mark Thomas, Butterworth-Heinemann, 1999.

Getting Organized: The Easy Way to Put Your Life in Order by Stephanie Winston, Warner Books, 1991.

Organize Your Office!: Simple Routines for Managing Your Workspace by Ronni Eisenberg, Hyperion, 1999.

Seminars

How To Get More Organized provided by Padgett Thompson Seminars. [http://www.pttrain.com/ptPGMO.cfm?Mode=D&Ecode=1218240]

Improving Your Managerial Effectiveness provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2508.htm]

Managing Multiple Projects, Objectives and Deadlines provided by Skillpath Seminars.

Fundamentals of Successful Project Management provided by Skillpath Seminars.

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

Low Need for Recognition

Your responses to the assessment suggest that you do not need much attention and recognition to feel good about your work. This is a strong strength, but it can also be a minor weakness if you fail to recognize when other people need feedback or recognition for work they have done. Especially if you manage other people, you may want to improve your ability to give praise and recognition to others. Consider the following suggestions:

Activities

Especially with those you manage, make a conscious effort to give others feedback about their work. Were you happy with it? Not happy with it? When possible, give positive recognition for work that is well done. Do not assume that others know what you are thinking.

Consider awards or some type of special recognition for certain projects. Did someone meet his or her quarterly goal? Did someone exceed it? Did someone go out of his or her way to help a customer or co-worker? Take them to lunch, honor them in front of the team, give them a gift certificate to see a movie, etc.

Try using email to send short notes of encouragement or recognition for effort. Copy others who should be aware of the person's efforts.

Remember to relay positive feedback you receive from superiors to members of your team. Let them know that others value their efforts.

Books

Consider reading the following books:

How to Recognize & Reward Employees by Donna Deeprose, AMACOM, 1994.

Innovative Reward Systems for the Changing Workplace by Thomas Wilson, McGraw-Hill, 1994.

Care Packages for the Workplace: Dozens of Little Things You Can Do to Regenerate Spirit at Work by Barbara Glanz, The McGraw-Hill, 1996.

1001 Ways to Energize Employees by Bob Nelson, Workman Publishing Company, 1997.

101 Recognition Secrets: Tools for Motivating and Recognizing Today's Workforce by Rosalind Jeffries, Performance Enhancement Group,

Seminars

Motivating Others: Bringing Out the Best of People provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2275.htm]

The Voice of Leadership: How Leaders Inspire, Influence and Achieve Results provided by American Management Association [http://www.amanet.org/seminars/cmd2/2130.htm]

Advanced Supervisory Skills provided by Skillpath Seminars.

Excelling as a Highly Effective Team Leader provided by Skillpath Seminars.

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

Low Sociability

Your responses to the personality questionnaire suggest that you may not be particularly outgoing or comfortable with people in purely social situations or that you have low social interests. While you are unlikely to waste productive time on the job socializing, your lack of social interest or social comfort, may limit your effectiveness with customers, or potential customers, in developing good working relationships, in speaking before groups, etc. If you would like to improve your social confidence and your ability to comfortably relate to other people, consider the following suggestions:

Activities

Set a goal for yourself to initiate some type of social interaction with co-workers or subordinates, such as having lunch with someone that you do not know particularly well at least once a week.

Join a Toastmasters Club. Toastmasters is a communication and leadership program that focuses on improving your interpersonal communication skills (both formal presentation and informal conversation skills). Contact your local Chamber of Commerce to obtain a list of clubs in your area.

Join any social organization like the Lions or Rotary Club which promotes social gatherings on a regular basis. This would provide an opportunity to interact freely with people whom you do not know and allow you to develop broader social skills in a safe environment - one that does not directly impact your career.

Books

Consider reading one or more of the following books:

How to Win Friends and Influence People by Dale Carnegie, Pocket Books, 1994.

Conversationally Speaking: Tested New Ways To Increase Your Personal & Social Effectiveness by Alan Garner, Lowell House, 1997.

The Fine Art of Small Talk: How to Start a Conversation, Keep It Going, Build Rapport -- And Leave a Positive Impression by Debra Fine, CareerTrack Publications, Inc, 1997.

How to Work a Room: Learn the Strategies of Savvy Socializing - For Business and Personal Success by Susan RoAne, Warner Books Incorporated, 1989.

Shyness: What It Is, What to Do About It by Philip Zimbardo, Perseus Publishing, 1990.

The Quick and Easy Way to Effective Speaking by Dale Carnegie, Pocket Books, 1990.

Romancing the Room: How to Engage Your Audience, Court Your Crowd, and Speak Successfully in Public by James Wagstaffe, Three Rivers, 2002.

Seminars

Interpersonal Skills provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2575.htm]

Cross-Functional Communication: Strategies for Workplace Effectiveness provided by American Management Association [http://www.amanet.org/seminars/cmd2/2505.htm]

Building Better Work Relationships: New Techniques for Results-oriented Communication provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2235.htm]

Creating an Executive Image that Wins Friends and Influences People provided by Dale Carnegie Training [http://www.dalecarnegie.com/M10/M10S2-01.jsp?code=IMGE]

How to Become a Better Communicator provided by Skillpath Seminars.

Coaching and Teambuilding Skills for Managers and Supervisors provided by Skillpath Seminars.

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

Low Interpersonal Insight

Your responses to the assessment instruments suggest that you are not normally inclined to analyzing people and people problems and, therefore, may not be particularly perceptive about others' needs and motivations. While you are unlikely to waste time and energy overanalyzing the actions of others, you may have a tendency to gloss over "people issues" or simply be unaware of others' feelings. Their actions (or reactions) may surprise you. If these results are consistent with feedback others have given you, you may want to invest in becoming more perceptive and aware. The following suggestions should help you improve your people reading skills:

Activities

When you encounter difficulty in your interactions with people, don't just apply a "quick fix." Instead, spend some time to take a broad view of the problem and look at all the options available to you. Gather information about what others have done in similar situations and try to find ways of including others in problem solving or in implementing solutions. In this way, you will deepen your understanding of the problem, help solidify the support of others around you, and come up with more viable solutions.

Practice active questioning and active listening skills. The development of active questioning and listening techniques is likely to increase your positive effect on people and increase your ability to obtain useful information. Below are some guidelines to help you develop your active listening skills:

Listen for the total message:

• Listen to the specific words chosen to express thoughts and ideas.

• Try to view the thoughts or ideas from the speaker's perspective.

• Clarify any statements that are confusing or unclear to you.

Use open ended questions (questions that cannot be answered "yes" or "no"):

• They encourage the speaker to "open-up."

• They let the person know that his thinking matters to you.

Control distractions:

• Telephones . . . Ask others in your office to hold calls or take messages.

• Cross talking (separate conversations going on at the same time) . . . move away.

• Others . . . Move to a quieter area before continuing your conversation.

• Preoccupation with upcoming projects, events, assignments, etc. . . . Focus your attention on the speaker.

• Daydreaming or dazing, not paying attention at all . . . Force yourself to concentrate on the speaker.

Listen without interrupting:

• Over the next month, be especially aware of the number of times you interrupt.

• When you interrupt, think about to whom you were talking, what the situation was, and what was the topic of discussion. Look for patterns -- Do you tend to interrupt direct reports more often than your boss, family members more often than friends, etc.?

Summarize:

• Remember to maintain an overall picture of what the speaker is saying and feeling.

• Begin your summary in a non-threatening way with phrases such as "It appears to me that . . . " or "It sounds to me like . . . "

• Communicate your summary in a concise and non-threatening way.

Additional Tips:

• Try to follow this sequence: Hear . . . Understand . . . Interpret . . . Respond.

• Avoid jumping from "hear" to "respond."

• Ask for feedback from others about your listening skills.

• Reschedule a conversation if you cannot give it your undivided attention.

• Temper your emotional reaction to positions you disagree with by putting yourself in the other person's shoes . . . Empathize!

• Avoid interrupting people before they have finished their statement or have clarified their point.

Consider enrolling in a sensitivity training or interpersonal awareness course. Short courses under these titles, or something referring to "T Groups" (originally called "Training Groups" or "Tavistock Groups") or "Sensitivity Groups" are often offered at local community colleges, community centers, and churches.

Books

Consider reading one or more of the following books:

Listening: The Forgotten Skill by Madelyn Burley-Allen, John Wiley & Sons Incorporated, 1995.

How to Speak, How to Listen by Mortimer Adler, Collier Books, 1997.

People Skills by Robert Bolton, Simon & Schuster, 1986.

Emotional Intelligence at Work: The Untapped Edge for Success by Hendrie Weisinger, Ph.D., Jossey-Bass, 1997.

Effective Listening Skills by Dennis Kratz & Abby Kratz, Irwin Professional Publishing, 1995.

The Art & Skill of Dealing With People: How to Make Human Motivation Work for You on the Job by Brandon Toropov, Fine Communications, 1999.

Seminars

Dynamic Listening Skills for Successful Communication provided by American Management Association [http://www.amanet.org/seminars/cmd2/2271.htm]

Listening and Writing: Building a Foundation for Better Communication provided by American Management Association [http://www.amanet.org/seminars/cmd2/2286.htm]

Communicating With Diplomacy And Tact provided by Padgett Thompson Seminars. [http://www.pttrain.com/ptPKP2.cfm?Mode=D&Ecode=1220026]

The Essentials of Communicating With Diplomacy and Professionalism provided by Skillpath Seminars.

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

High Optimism

Your assessment results suggest that you are a very upbeat and optimistic person. Clearly, this is an asset in almost any work situation and in life in general. At work, for example, your optimism and resilience probably buffer you against most of the effects of pressure and stress. However, some people like you can be so upbeat and positive in their outlook that they tend to gloss over problems and be insensitive to others' worries or concerns. Consider the following suggestions:

Activities

Ask a trusted friend or confidant about your sensitivity to the feelings of others. Are you unaware of or do you ignore the frustrations or difficulties of others? How could you become a little more aware?

Remember that you tend to be more optimistic and resilient than most people. Make a special effort to listen to others when they are telling you about problems, so that you can obtain a more realistic assessment of situations.

Books

Consider reading one or more of the following books:

Effective Listening Skills by Dennis Kratz & Abby Kratz, Irwin Professional Publishing, 1995.

Listening: The Forgotten Skill by Madelyn Burley-Allen, John Wiley & Sons Incorporated, 1995.

DEVELOPMENTAL SUGGESTIONS

Jason Kensey 10/28/2004

High Self-Control

In your responses to the personality questionnaire, you have described yourself as a very reserved person. The positive side to this is that you are likely to show maturity in your actions; however, you may be, or may be perceived by others to be, too serious. (For example, you may tend to discuss serious or official matters with colleagues at times when light banter is expected.) While it is important to be conscientious and serious-minded, fun and relaxation can be equally necessary for effective job performance and for physical and mental health. Consider the following:

Activities

Allow yourself the luxury of time off, a hobby or participation in your favorite sport without the guilt that you should be doing something more productive. In all likelihood, you have earned it.

Set a goal for yourself to take part in fun activities even if you feel they are not productive. Expand your life interests to include friends, family, or your community.

Increasing your ability to engage in "small talk" can help people feel more comfortable around you and can lead to more cooperative relationships. Listen to the casual conversations of others and seek information about the interests of others. Listen for possible lead-ins to casual discussion. For example, if a person mentioned that it's a great day for playing a sport, you can find out about that person's interest in the game by asking a question like, "How long have you been playing?" Do not ask too many questions at once, but when you have asked a few, reveal some information about yourself, such as, "I have always wanted to learn the game but never seem to have the time." You might feel uncomfortable engaging in relaxed conversation in the beginning, but after some practice, you will become increasingly comfortable asking questions of others, revealing information about yourself, and discussing more casual topics.

Take a look at your "body language" and your communication style. Do you seem to be "uptight" or too serious? (If you are not sure, ask a friend for feedback about this.) Could it be that your "all business," reserved style causes you to be seen as unapproachable.

If you are not a particularly spontaneous person, you may find it necessary to schedule exercise time, vacation time, hobby time, and fun time to ensure that you participate in this part of life.

Books

Consider reading one or more of the following books:

Fully Alive From 9 to 5!: Creating Work Environments that Invite Health, Humor, Compassion, and Truth by Louise LeBrun, Partners in Renewal Inc. - The WEL-Systems, 1999.

Conversationally Speaking: Tested New Ways To Increase Your Personal & Social Effectiveness by Alan Garner, Lowell House, 1997.

Learn to Relax: A Practical Guide to Easing Tension and Conquering Stress by Mike George, Chronicle Books, 1998.

Tapes

Use driving or other down time to listen to an audiotape:

The Fine Art of Small Talk: How to Start a Conversation, Keep It Going, Build Rapport -- And Leave a Positive Impression (Audio Cassette) by Debra Fine, CareerTrack Publications, Inc, 1997.

Seminars

Managing Emotions in the Workplace: Strategies for Success provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2540.htm]

Overview

Many of the personality characteristics measured by ASSESS are relatively fixed by the time we reach adulthood and are slow to change. However, if we understand our basic nature and have the personal discipline to work on some of the things that can be weaknesses, we can learn to compensate for our nature. In a sense, we learn to behave in effective ways in spite of our nature. (For example, I might be very shy by nature but I can learn to talk with strangers, how to "work a crowd" and other conversational and social skills to be more effective, in spite of my underlying shyness.)

Ultimately, for most of us, how effective and successful we are in our current and future jobs is mostly dependent on the level of effort, self-discipline and self-development we apply.

This section of the report will help you set goals and write action plans to develop your areas of weakness as well as capitalize on your areas of strength. These Action Plans will help you manage, accentuate, or compensate for innate personal characteristics as you work to effectively display the competencies and behaviors needed to be successful in your role.

(Remember, as was discussed earlier in this report, ASSESS is designed to help you consider the impact of your personality and (in some cases) your general abilities on competency. A complete development plan should also consider the knowledge, skills and experience needed to display desired behaviors.)

Process

The career development process includes three stages:

• Awareness
• Goal Setting
• Action Planning

This part of the report will guide you through each of these stages. In the exercises that follow, you will take stock of your strengths and your weaknesses (self-awareness), select the most important areas on which to focus (goal setting) and write an action plan for your development.

As you work on your plan, think of self-development as a continuing cycle. You will not be finished when you complete your plan or even when you have completed all of the action steps in your plan.

To stay abreast or ahead of the workplace of the future, you will need to reassess yourself and your goals at regular intervals. Adjust or add to your development plans as you go forward. Remember that development is a continuous process to be worked throughout your career.

Additional Resources

Additional development resources are available through the ASSESS participant's website at https://www.bigby.com/systems/ASSESSv2/resources/employee/. In this website you will find sample action plans, goal setting & action planning worksheets, and more.

Self Awareness

Capitalizing On Strengths

Start first by recognizing your strengths and thinking about how you can build upon them or capitalize on them to be effective in your job. Your ASSESS results can help you to highlight these areas.

Review your ASSESS feedback for potential strengths. Think about your current job and potential future jobs. List on a sheet of paper those aspects of your personality and abilities that enable you to do your job well and could help you to be successful in the future.

Next to each strength, list how this strength could help you to contribute more in your current or future role. Try to really stretch your thinking and find at least three ways this strength helps you.

Finally, identify at least one specific way you will apply this strength in the next six months. For example:

Strength: I am assertive and enjoy influencing others.

Contribution:

• Helps me to promote ideas (mine and others)
• Others see me as a leader
• I am able to influence others to try new things

In the next 6 months: I will volunteer to be the presenter for our team at the next communications meeting where we have to request additional budget and resources.

Recognizing Areas for Improvement

The second part of self-awareness is recognizing your weaknesses. Remember that all of us have weaknesses as well as strengths; the key is to recognize them so that you can improve.

Again, review your ASSESS feedback and, especially, your development suggestions to identify areas for improvement. Think about your current role and future roles. List on a sheet of paper those aspects of your personality and abilities that might hinder you in your job performance.

Next to each area for improvement, list how it might limit your effectiveness now and how it might limit your potential in the future. For example:

Area for Improvement: High Realistic Thinking

Limitations:

• Not as creative as I would like to be
• I tend to rely on old ways of doing things
• I can be stubborn about change.

Goal Setting

Once you have identified your strengths and your potential weaknesses, you are ready to set goals for your development. These goals might help you to capitalize on a strength or compensate for a weakness.

Example goals to capitalize on strengths might be:

• Better utilize my social skills and interests to build networks within the organization

• Better utilize my reflective thinking style by becoming more involved in strategic planning

Example goals for improving a potential weakness might be:

• Increasing my assertiveness so that I am better at influencing others

• Becoming more flexible and creative in my thinking

• Improving my time management

• Developing a more positive outlook

After you have reviewed your ASSESS Feedback and your development suggestions, and after you highlighted your most important strengths to accentuate and your most important weaknesses to develop, write a list of development goals.

Once you have written this list, set your development priorities. That is, if your time and resources were limited (which they are), which of these would you tackle first, second, third, etc?

Select your high priority goals (we usually recommend that you tackle between two and four goals) and begin building your Development Action Plans.

Building Your Development Action Plans

Much like the other projects you undertake at work, your Development Plan should be clearly outlined and well executed. For each of your goals, you should construct an Action Plan.

The key elements in an Action Plan are:

1. Your Goal - This is the personality or ability area you have identified either as an area to accentuate (an existing strength that you want to utilize more) or as a development area (something that could hinder your performance if not properly managed).

2. Desired Outcomes - As a result of working this plan, what new outcomes will be achieved? What competency or competencies will this impact? Try to tie these directly to your current job or to a desired future job. List at least three observable differences.

3. Action Steps - These are on-the-job activities that you will do, training and education opportunities you will complete, books you will read, role models you will enlist, or volunteer activities you will engage in. Ensure that your actions steps are detailed and specific, and will have a direct affect on the outcome of your goal. (If this is an area for development, the Development Suggestions included in your report should help you with the content of your action steps.)

4. Target Dates - The dates you will begin each action step and the dates you expect to complete them. Ensure that these dates are aggressive, but attainable and realistic.

5. Progress Indicators - Observable changes that will tell you that you are making progress toward your goal as a result of completing the action step.

6. Barriers - Anticipate what things may hinder your ability to complete the action step and develop a strategy to overcome them. Barriers might include time, resources, money, support from others, etc.

(Blank Action Plan Worksheets and examples of completed action plans may be printed separately from this report by going to https://www.bigby.com/systems/ASSESSv2/resources/employee/.)

Implementation

The best advice we can give you in implementing your development plan is to BEGIN NOW. TODAY, after completing your plan, you are motivated; tomorrow, as your work and personal life intrude, you will be distracted. Take action today.

• Schedule a meeting with your manager, coach or mentor to review your plan and refine it based on their good advice.

• Enroll in the necessary courses and training.

• Visit the library or local bookstore to obtain books or audiotapes.

• Make a list of other on-the-job activities you will begin this week.

Remember that you are ultimately responsible for making the change. As you continue your development process keep the following in mind:

• Do not give up. Commit to pursuing your goals and persist in your efforts.

• Review your action plan often to ensure that you are on the right path and working to achieve your goals within your time frame.

• Reward yourself when you meet your goals and desired outcomes.

• Continuous improvement is the key to self-development. Once you have achieved the goals in this action plan, reassess your situation, review your results, set new goals, and continue on your path of growth and self-improvement.