The WorkPerfect Report

Human Assets Management Preparing for the Workforce of Tomorrow

The challenge in the labor market

45 million of the X & Y generation will replace 70 million “baby boomers”

56% of all workers do not fit their job to some significant degree

Today, only 20% of the workforce has the skills needed in 60% of the jobs

In 2005 17% of workers were “fully engaged” in their work (down 6% in 3 years)

50% of workers that are stressed feel its because of the demands of the job

Solutions for the Labor puzzle

Benchmarking (measuring) the needs of each job description.

Accurately identifying the attributes of new and existing employees

Eliminate those candidates who bring risk and low productivity to your firm

Discover which employees can optimize their performance in each of your positions

Recognize the training needs of each worker that will add to your bottom line

Develop your employees skills that are needed in their job position

Today’s Leading Edge Tools

Screening for Attributes

WorkPerfect Survey and Full Report (entry level)

Total View (Management & executive level)

Counterproductive Behavioral Index

Business Motivator

Background Research

Drug Testing

Training Modules

Skill Builders (35 online self development skills modules with workbooks)

MAP & Excel training for middle management and executives

Individual Coaching

Workshops

The Results of the new human capital management

You will know the needs of each job description

Lowers the costly risks that some candidates bring to the workplace

Matches workers to the right job and eliminate the “OOPS” factor

Increases the productivity and personal gratification of each employee

Identifies the training needs of each employee and help them develop

Increases the employee retention level and lower turnover costs

Creates a corporate attitude that promotes good public relations and profits

Remember that only your employees can unlock the full potential of your business and only information, training and development will lead your workers to the knowledge and wisdom that can unlock their full potential and put it to work for you and your company.

Building Your Work Force for Tomorrow Current and future changes in the labor market started as 70 million “baby boomers” began retiring and their replacement with only 45 million of the X & Y or “why” generation workers. This corporate cultural clash offers new challenges while merging these two elements together and nurturing and developing the workforce of tomorrow. Consider the fact that 56% of all workers do not fit their job to some significant degree and as of 2005 only 17% of the workers were “fully engaged in their work. It will become increasingly difficult to compete in a world market if workers are not more productive. The first step in pursuing this goal is to match the attributes of each worker to the needs of the job. The more you understand about your employees and what they naturally do best, the more likely you are to use their talents and abilities at an optimum level. The WorkPerfect Report is a critical step in exploring opportunities where you can select and develop your workers full potential. It is important to remember that the best productivity will be built around the strengths of your workers and managers. Just as taller people have an advantage in playing basketball, you now have the opportunity to pick the “right game” and the “right players” to insure that employees are used most effectively and are satisfied in their career. Today, the identification of these natural attributes can be quickly and efficiently highlighted and understand each employee’s strengths and limitations, which will form the basis for good communications and cooperation on the job. If you take the time to match job functions to the attributes that each worker brings to your business, you will develop a productive workforce that will stay on the job.

Each job requires that the job functions are thought of a Big Hats & Little Hats. Some of the hats comprise a large part of the daily activities and should be thought of as BIG HATS. It is important that you wear these large job function hats well and that they are a natural fit for the worker. It is not as important that the LITTLE HATS fit as well, as they will be worn for only a short time each day. It is imperative to insure a gratifying and successful career path that workers discover all the hats required in each job they will be performing.

The WorkPerfect Survey and Full Report will identify the natural attributes that each worker brings to the job and help you assign them to job functions where they will optimize their performance. The visual graphics of the matrix, summery worksheet and the six job function competencies will immediately capture the applicant’s assets and help you know if they can add value to your business and direct those you do hire to the most productive position. The report will offers direction, coaching and training recommendations that will assist you in their development which is critical with the new generation of workers.

Self-awareness by your employees of their strengths and limitations is the first step in developing their Emotional Intelligence (E.Q.) which is now considered to be twice as important as both technical knowledge and IQ in determining their future success and thus their ability to contribute to your business.

Identify the Strengths and Limitations

1 Personal Competencies – ICES Scales (attributes, traits )

Identifies those attributes that one does naturally

2 Ethics Honor and belief in moral principals - How you conduct yourself

Integrity - #1 online word in Webster’s for 2005

3 Morals Belief system of right and wrong

Identifying the risks faced in business by counterproductive actions

(theft – dependability – honesty – substance, computer and sexual abuse)

4 Interests – fascinations – addictions (curiosity – concern – connection)

5 Skills – both natural and learned

6 Learning Style – how do you process information/learn

(mental - physical – emotional)

7 Cognitive Competencies (not IQ) – How you use your mind – speed of operating system awareness – range of observation – knowing the consequences of your actions

8 Values - What is important to you – beliefs / motivations / attitudes / actions

Theoretical – Utilitarian – Aesthetic – Social – Individualistic – Traditional

The screening system must not only identify needed attributes but must also define

the other characteristics that must be included or excluded to insure that the worker

will blend into the corporate culture an have the potential to develop and grow.

Nothing is work unless you’d rather be doing something else!

Administration Instructions for the WorkPerfect Survey & Full Report

The WorkPerfect Matrix and Full Report will simplify the complexity of identifying and understanding behavioral competencies while offering an effective tool for candidate screening and directing future development of employees. The only requirement for your applicant/trainee to understand the information in the full report is that they are able read at a middle school level. A moderate amount of additional information will assist the manager/trainer in directing their staff toward job functions they naturally fit while assisting them in optimizing their performance.

Access the Insite Report Menu by going to www.insitereport.com - Select WorkPerfect Survey - enter user ID & Password [below] complete the registration form and include the name of the administrator in that same space with the company name - complete all the question [try to have no more than 10 sometimes responses] All of the questions must have a response to compute the survey results. The survey can be completed on screen or the form be can printed and completed by pencil and paper on or off site and sent to you for processing. Once the survey is completed, click on Submit Your Questionnaire Now! The WorkPerfect Matrix will appear on screen within a few seconds. You will want to print this matrix page or save it to a file as you will need the name and 16 digit number [with hyphens] from the matrix to get a full report The matrix competencies are identified with shading or double chevrons. Shading will not print on the report if the shading option is not selected on your web browser.

Remind the applicant that they should try to limit their “sometimes” responses to 10 or less

2. You may not wish to disclose the USER ID & PASSWORD to applicants or employees who do not regularly administer the survey.

3. The survey is not timed and will take 8 to 12 minutes to complete. Please use the term survey rather than test or assessment and you may want to suggest that this process is used to assist managers in working more effectively with them on the job. The “I Want to Learn More” button will ask several questions that will help the candidate realize how little or how much they know and understand about their behavioral competencies. These questions will begin to reveal the candidate’s natural job fit, training needs and the performance that can be expected once they are on the job.

4. The 18 to 24 page WorkPerfect Full Report can be obtained by clicking on Get Full Report at the bottom of the matrix page or by using the back button to return to the home page menu and selecting WorkPerfect Full Report. Enter the user ID and password and complete the 3 boxes on the order page with the e-mail, 16 digit number (with hyphens) from behind the applicants name on the matrix page and the applicant/trainee’s name. Click on “Get Your Full Report”- the 18 to 24 page report will be displayed. Print or save the report as it is not retained on the site. You may get a duplicate report by repeating the above process.

5. After receiving the sample report, please contact Professional Development Resources to receive a brief orientation and identify key features that will help you understand and represent the report accurately within your company or organization.

6. Sample access for

User ID is

Password is

If you have questions regarding the administration of the WorkPerfect Survey or Full Report call: 678-698-6545 or email bruceking@mindspring.com

Administration Instructions for the WorkPerfect Full Report

The WorkPerfect Full Report will simplify the complexity of identifying and understanding behavioral competencies while offering an effective tool for directing future development and growth. The only requirement for you to understand the information in the full report is that they read at a middle school level. A moderate amount of additional information will assist you in optimizing performance.

Access the WorkPerfect Full Report by going to www.insitereport.com - Select WorkPerfect Full report - enter user ID & Password [below]

The 18 to 24 page WorkPerfect Full Report can be obtained by completing the 3 boxes on the order page with the e-mail, 16 digit report number (with 2 hyphens) from behind the applicants name on the matrix and the applicant/trainee’s name. Click on “Get Your Full Report”- the 18 to 24 page report will be displayed. Print or save the report as it is not retained on the site. You may get a duplicate report by repeating this process.

Sample access for

User ID is

Password is

For questions - Call Bruce King 678-698-6545 or e-mail to: bruceking@mindspring.com

Professional Development Resources Inc. Pathways to Growth & Prosperity

Job Description Benchmarking

The process of accurately identifying a job competencies success pattern for any job title is needed to match workers to jobs while increasing effectiveness & employee retention.

This process begins with a survey about the job which is completed by those employees around the job rather than the employee who is currently filling the position. This may include human resources, managers above the position, training personal or co-workers who regularly interact with the position.

The next step is to compare the responses from these three to six people to see how closely they view the activities and responsibilities of the job description. If there are answers that are greatly different, it becomes apparent that everyone does not see the job functions in the same way or that some respondents do not fully understand the job. A meeting of these participants or a phone interview may bring the job functions into clearer focus. It is important that there be an agreement on the responses or that the majority opinion be used in the final survey input.

The final responses are then entered into the computer software which provides the benchmark pattern. It needs to be noted that this pattern is subjective and represents what these employees believe are the needs of this job description. Professional Development Resources will then troubleshoot the pattern and compare it to existing patterns to determine if the results have any apparent “red flags” which can then be discussed with the management team.

These initial benchmarks can then be validated by administering a corresponding personal survey to existing top performers and comparing the results. This process either confirms the benchmark or offers adjustments that mirror the competencies of the firm’s best workers in that position. This validation process insures accuracy in the process and gives the benchmarks a stronger legal foundation.

These established benchmarks can now be used effectively to hire new employees, determine training needs of existing workers, move people within the organization and for succession planning. Although there are other characteristics that may be needed in specific vocations, this process provides the most relevant information for the least cost.

It should be understood that the sure fire promises of finding employees who will be super stars simply has not worked. The best systems do however identify the red flags present in the “oops” candidates which need to be eliminated from the hiring process and direct the company to the best potential applicants. It is also critically important to identify other job needs such as cognitive competencies, natural and learned skills, values and corporate culture compatibility as next steps before the final hiring decision is made.

The benchmarking process is the best starting point for the hiring process as it identifies and targets the attributes of the company’s best employees and takes the guess work out of the hiring decision.

WorkPerfect Job Pattern Survey

This pattern survey will allow management to project the performance competencies needed for specific jobs prior to benchmarking the position with existing top employees. The pattern should then be compared to top performers doing that job to validate the matrix prior to screening candidates. The pattern should be reviewed to assure that the results reflect the needs of the job and not just a model as seen by those designing the matrix.

Each response should relate to the job title being evaluated and address the requirements of the job functions that are performed. While too many “sometimes” responses may not define the pattern clearly, to many extreme choices tend to exaggerate the needs of the job. Try to provide the response that will reflect the best performance in the position. The best results are attained when the form is completed by several people who are around the job and know it well. The survey should not be completed by workers who actually do the job as they tend to respond as they wish the job to be rather than reflecting the needs of the job for optimal performance.

A job matrix pattern is obtained by entering these answers of these WorkPerfect Job Pattern questions into the survey replacing the applicant name with the evaluated job title.

When completed, it is important to know if answers form each participant conflict on the same question and determine why they do. If two responded with a yes and two answered no, it indicates that there is a greater need for understanding of the job by management.

When these responses are entered into the WorkPerfect Survey and submitted with a job title in place of the candidate name, the matrix produced will reflect the pattern that management feels is most needed to perform well on the job. The pattern should then be validated by comparing it to the matrix of top performers who are actually doing the job.

Use only the matrix portion of the matrix report.

For more information, contact Professional Development Resources Inc.

Ph. 678-698-6545or 1-800-233-7896

Email to: pdrpathway@joimail.com

WorkPerfect Job Pattern Matrix

Based on the questionnaire you submitted, we have determined that your greatest comfort level comes from operating within the behavioral boundaries that are highlighted below. This Matrix has been designed to graphically present your innate behavioral attributes which have been developing since you were born and now feel natural to you. There are no “right” or “wrong” on these scales–just indications of the type of work where you’ll excel. Understanding this information will help you match yourself to job functions needed in each career or business opportunity you may consider. If you fully understand your “natural fit” it will help you recognize the job opportunities that are best for you.

The table below shows your ranking in six areas critical to vocational success. We have found that most people’s greatest achievements and failures come from their attributes that are out of the midrange (which is labeled ‘Balanced’). If a position calls for you to be very Responsive to a customer’s unique situation, (like handling problem resolutions) but you are very orderly, you may not do well in this function since you’ll always try to organize each potential problem into predefined solutions which may not please the customer. However, if you are highly responsive, being able to handle these challenging situations will be natural and satisfying for you. Customers want to feel you are genuinely concerned about their problem and you are not just quoting from the company manual.

>Extrovert<

Balanced

Introvert

Conforming

Balanced

>Innovative<

>Independent<

Balanced

Complying

Collaborating

>Balanced<

Prevailing

Orderly

>Balanced<

Responsive

>Emotional<

Balanced

Self-Controlled

WorkPerfect Suggestions for: Outside Sales 112-931455561-1036

Based on your performance competencies, in order to naturally achieve your true potential, there are activities that you should minimize or avoid. These include: solitary work involving limited contact with others, positions demanding constant conformity to rules and structure, jobs which prevent you from being in charge and exercising initiative and high stress positions requiring extreme patience

We have prepared an extensive WorkPerfect Report for you, consisting of 18 to 24 pages that detail your performance attributes as they relate to ten specific job functions which are often required in most jobs. You will be better able to choose a job that will allow you to excel when you clearly understand where your strengths lie and you acknowledge any areas of business that may be less fulfilling for you. Using this information, you can feel confident in choosing a career where you will achieve your fullest potential. This report will also guide you in making positive changes that will improve your future performance, yielding greater success.

This Matrix is an exclusive product of Professional Development Resources Inc.
Job Matrix Pattern Worksheet

Position Name

Extrovert	Balanced	Introvert
Conforming	Balanced	Innovative
Independent	Balanced	Complying
Collaborative	Balanced	Prevailing
Orderly	Balanced	Responsive
Emotional	Balanced	Self-Controlled

Position Name

Extrovert	Balanced	Introvert
Conforming	Balanced	Innovative
Independent	Balanced	Complying
Collaborative	Balanced	Prevailing
Orderly	Balanced	Responsive
Emotional	Balanced	Self-Controlled

Position Name

Extrovert	Balanced	Introvert
Conforming	Balanced	Innovative
Independent	Balanced	Complying
Collaborative	Balanced	Prevailing
Orderly	Balanced	Responsive
Emotional	Balanced	Self-Controlled

Position Name

Extrovert	Balanced	Introvert
Conforming	Balanced	Innovative
Independent	Balanced	Complying
Collaborative	Balanced	Prevailing
Orderly	Balanced	Responsive
Emotional	Balanced	Self-Controlled

Position Name

Extrovert	Balanced	Introvert
Conforming	Balanced	Innovative
Independent	Balanced	Complying
Collaborative	Balanced	Prevailing
Orderly	Balanced	Responsive
Emotional	Balanced	Self-Controlled

Position Name

Extrovert	Balanced	Introvert
Conforming	Balanced	Innovative
Independent	Balanced	Complying
Collaborative	Balanced	Prevailing
Orderly	Balanced	Responsive
Emotional	Balanced	Self-Controlled

The WorkPerfect Career Survey

Once you've seen your personal WorkPerfect Career Report,
you will have a much clearer understanding of your best career choices.
In addition, you will recognize which of your innate performance
characteristics make you a "natural fit" in certain work activities, but not in others.
Choosing a career that will be the best for you...based on your personality style and
your Emotional Intelligence (EQ) will greatly improve your chances of reaching your goals-
and enjoying your work.
Please fill in the details, answer all the questions and return the survey to us.

We must ask that you provide us with your name, address, phone and email address.
This information is confidential and will never be sold or given away for any reason.

Top of Form

Mr Ms
First & Last Name
Email Address
Company
Street Address
City
State/Province
ZIP Code/Postal Code
Telephone	Area Code Number

Read each statement carefully. Select the response that most closely matches your feelings, attitudes, or actions. There are no right or wrong answers and your first impulse is usually the most accurate. Work quickly without stopping to analyze each response. Be sure to complete all 48 questions by marking the box beside the response you select. This exercise will take ten to fifteen minutes.

Remember to limit your "Sometimes" responses to a total of ten or less.

Upon submission of this information, you will receive your customized WorkPerfect Career Matrix on your screen. You should print that screen for further review and consideration. Also, if you have questions or comments for us, the scoring on the Matrix page will be most valuable to our discussion. You may also decide to rename and save that file on your computer for future reference.

Bottom of Form

This WorkPerfect Career Survey is a product of Professional Development Resources.

pdrpathway@joimail.com
1-800-233-7896
678-698-6545
Copyright 2001, Professional Development Resources

Your WorkPerfect Career Matrix

Extrovert

Balanced

Introvert

Conforming

Balanced

Innovative

Independent

Balanced

Complying

Collaborating

Balanced

Prevailing

Orderly

Balanced

Responsive

Emotional

Balanced

Self-Controlled

WorkPerfect Suggestions for: Fred Teller 112-931455561-1036

This Matrix is an exclusive product of Professional Development Resources Inc.
Your WorkPerfect Matrix

Based on the questionnaire submitted by: Wanda Williams, Account No: 112-535415565-1451

> Extrovert <	Balanced	Introvert
Conforming	> Balanced <	Innovative
Independent	> Balanced <	Complying
> Collaborating <	Balanced	Prevailing
Orderly	> Balanced <	Responsive
Emotional	> Balanced <	Controlled

Summary Work Sheet

Competency	1	2	3	4	5	6	Total
Matrix Score	Extrovert	Balanced	Balanced	Collab	Balanced	Balanced	N/A
Administrative	1	3	3	5	3	5	20
Counseling	3	5	5	5	5	5	28
Entrepreneur	5	3	3	1	3	3	18
Manager	3	5	5	3	5	5	26
Medical	3	3	3	5	3	5	22
Production	1	3	3	5	3	5	20
Sales	5	3	3	1	3	3	18
Service	5	5	3	5	3	3	24
Technical	1	3	3	5	3	3	18
Training	5	5	5	5	5	3	28

The summary worksheet displayed above will identify the relationship between your behavioral competencies on the matrix and the major job functions that are needed in most vocations. The competencies are listed from top to bottom on your matrix but will appear from left to right on the worksheet. The first step in using this tool is to identify the job functions that will be required in your everyday work schedule. Next, it is suggested that you prioritize the job functions for time requirements and importance. Most jobs need more than one of these activities on a very regular basis. Sales, for example, usually requires 3 to 6 of these job functions in the average workday.

The first vertical column on the left indicates the extroversion competency. The numbers will indicate the natural fit and comfort level you will find when engaged in each activity. The "5" identifies a great fit and you should capitalize on this attribute at every opportunity. The number "3" will indicate a good fit which could move you toward a top performer status with additional coaching and training. The "1" means that you will generally find the activity challenging as it is not natural to you and requires greater effort and motivation. A "1" should not rule you out of a job unless it is a major factor required in a significant portion of your work. The "1" activities may be viewed as red flags by an employer and you may want to embrace that idea as well, as there is nothing worse than spending your day doing activities where you find no joy and little reward. These job functions will always require more focus and effort and may never produce excellence.

These number designations are matched to the job function definitions in the last pages of this report. Changes in the job description may change the impact of each job activity and the importance of a score to that particular job.

WorkPerfect Numbering System

1 5 9

1 EXTROVERT

BALANCED 15

INTROVERT 19

2 CONFORMING 21

BALANCED 25

INNOVATIVE 29

3 INDEPENDENT 31

BALANCED 35

COMPLYING 39

4 COLLABORATING 41

BALANCED 45

PREVAILING 49

5 ORDERLY 51

BALANCED 55

RESPONSIVE 59

6 EMOTIONAL 61

BALANCED 65

CONTROLLED 69

EXAMPLE

152-139495161 means 15-Balanced /21-Conforming /39-Complying

[* = Action Attribute] 49-Prevailing /51-Orderly /61-Emotional

WorkPerfect Quick Reference Competencies Guide

EXTROVERT

[Outgoing-Charge / People]

BALANCED

[Moderation-Not Extreme]

INTROVERT

[Private-Listen-Security]

CONFORMING

[Rules-Form- Structure]

BALANCED

[Moderation-Not Extreme]

INNOVATIVE

[Creative-Variety-Change]

INDEPENDENT

[Bold-Confident-Assertive]

BALANCED

[Moderation-Not Extreme]

COMPLYING

[Follows-Avoids Conflict]

COLLABORATING

[Work in Teams-Win Win]

BALANCED

[Moderation-Not Extreme]

PREVAILING

[Win at all Costs-I & Me]

ORDERLY [Plan-Program-Perfection]

BALANCED

[Moderation-Not Extreme]

RESPONSIVE

[Reactive-Disorganized]

EMOTIONAL

[Anxious-Urgent-Empathy]

BALANCED

[Moderation-Not Extreme]

CONTROLLED

[Calm-No Stress-Slower]

If you have questions regarding the administration of the WorkPerfect Survey or Full Report call: 678-698-6545 or 1-800-233-7896 email to pdrpathway@joimail.com

WorkPerfect Attributes Guidelines

EXTROVERTED/AA (People) INTROVERTED

Focus on People & Relationships Prefers things & ideas over people

Optimistic –looks at good & hopeful Introspective – options come from inside

Opportunistic - adapt w/o regard for plans Security or certain outcomes are preferred

May be more risk oriented Avoids risk & stays the proven path

Needs to contact and interact with others Listens well and avoids interrupting

Builds solutions around people & relationships Most productive & recharges when alone

CONFORMING (Procedure) INNOVATIVE/AA

Needs & establishes structure & procedures Always open to new ideas & activities

Act in accordance with rules or customs Original & creative flow is ongoing

Will resist change unless badly needed Change offers opportunity and excitement

Displays a conscientious attitude & ethic Expediency may justify unneeded changes

Seeks traditional or proven solutions May seek change just for the sake of change

Acts like a train on a predetermine path Airplane activity – free movement or change

INDEPENDENT/AA (Problems) COMPLYING

Will confront problems & conflict directly Will avoid conflict at almost all cost

Measures success with bottom line results Prefers to support a good leader & projects

Easily directs themselves and others Needs detailed instructions to avoid conflict

Act w/o permission – “Go for it” Seeking permission is the green light to go

Needs to take the lead to move forward Following offers success w/o risk of failure

Confident & convicted with ability to “DO” Moderate when expressing their attributes

COLLABORATIVE (Persuade) PREVAILING/AA

Contribution by everyone will get the job done Believe that “I” solutions leads to success

Project success means everyone wins They must prevail & win to feel complete

Everyone should be rewarded equally Feel that only the winners need rewarding

Invests their value in team projects Believes in Team of One (themselves)

Feel that competition is not productive Usually are very competitive at work & play

They may loose so others can win Won’t Play if Loosing – change job or game

ORDERLY (Planning) RESPONSIVE/AA

Plan & organize everything into the system React quickly to new situations & challenges

Closely aliened to the conforming attribute Impulsive actions w/o restraint -spontaneous

Exhibit both detailed & analytical traits Quick to act on natural feelings or instincts

Not confident w/o a plan to guide them Flies by Seat of Pants – Quick on their feet

Deductive thinking – general to specific Inductive thinking from facts to conclusion

May appear to be a perfectionist – Nit Picker May appear careless with facts & details

EMOTIONAL/AA (Pace/Pressure) CONTROLLED

Will exhibit urgency & impatient to get things done-Will appear relaxed, less tense or laid back

May be tense, fearful, anxious, nervous, restless May tend to put off or delay actions/patient

Internalizes & reacts to stress & criticism Can handle pressure and stress well

Tends to be self critical & cynical of others May be accepting of poor outcomes - naive

Easy to provoke or irritate & be somewhat hyper Steady, calm, resilient, bounce back quickly

Always waiting for bad things to happen May not foresee or may overlook problems

Able to reads people signals & emotions well May not detect peoples emotions or signals

WorkPerfect Interview Questions

The following questions relate to each of the performance competencies in the WorkPerfect matrix or full Report. They will assist you in providing a meaningful understanding of each attribute and establish ownership for these characteristics with the candidate/trainee. The WorkPerfect matrix or full report has revealed their placement on each performance scale and the interviewing/coaching process will assist you in determining:

1- To what extent they understand their placement on each of the performance scales?

2- Do they comprehend the range of strengths and limitations inherent in each scale?

3- Do they have ownership of their attributes and the actions related to each scale?

4- Do they recognize that behavioral awareness can make them more effective on the job?

5- Can they associate and link each attribute to the work functions that are in their job?

6- Are they able to identify these characteristics in others and interact more effectively?

Knowing yourself is the first step to effectively interacting with others in the workplace. This process begins with the development ones Emotional Intelligence [EQ] which has been established as the most important factor in determining future potential success. Knowing and understanding the complete range of characteristics from each scale will further help the candidate/trainee to identify the attributes that determined their placement in each competency. This will highlight the difference between themselves and others and lay the groundwork to effectively bridge that gap. The questions are designed to expose more possibilities for growth and development to each trainee. Relating these attributes to the corporate competencies [management, teams, sales, service & etc] that are required by their job represents the process of identifying the many hats that a worker must wear every day and discovering how well each one will be worn. Those job functions that take up larger portions of the workday are the “big hats” that need to be worn natural to fit well. “Small hats” are worn only periodically and does not need to fit perfectly as they are used for only short periods of time. Only when the performance competencies are accurately identified and understood, can the corporate competencies be developed to an optimal level of proficiency with the trainee.

Match the questions with a particular candidate/trainee by referring to the shaded areas of their matrix. The process is not intended to “pry” information for them, but rather assist them in identifying a wider range of possibilities by seeing more potential opportunities that they are capable doing effectively. The intent is also not to rule out any workers a tight labor market but rather guide them to apply themselves in a fashion that will be natural for them while providing benefit for the company.

Core Behavioral Competencies

Conforming & Innovative = Process

Conforming attributes include the need to conduct oneself within the boundaries of rules, regulations and established structure. They see little need to look for or even accept change in their private or professional life. Conforming tendencies proceed along a prearranged path much like a railroad train that must go where the tracks have been put down. There must be a real need to modify or change the system before a conformer considers shifting direction or methodology. Radical changes will always meet with strong resistance in this group who prefers incremental changes that appear safer and more comfortable. This category of characteristic will lead people to well established patterns of proven success that are evident in successful franchises or long established businesses. Conformists are not open to new ideas without some compelling motivation. This is not to say that they will not originate new or creative concepts and ideas, but there must be a need that drives the quest for a new solution because the existing process is not adequate and not meeting expectations.

The other side of the conforming coin is innovation or what has been identified as “openness to new” thoughts, ideas and concepts. The true innovator at its extreme will seek change for the sake of change alone. There does not have to be a diving need due to failure or even mediocre performance for creativity to be engage resulting in an all new process or product being born. This is the hallmark of the inventor and entrepreneur who start with an idea and work it into the finished product in the market. A true innovator may never get the product to the market as they may spend all their resources continually improving the system or product all the way to the poorhouse. The innovator must learn to work effectively with the opposite conforming factors as they tend to offer the structure that stability and definition to the new process. The innovative people are always on the leading edge of change and must often wear the label of a radical until there is success and acceptance of their ideas.

The balanced conforming worker is characterized by change with moderation. They tend to lean more to the conforming than the innovative and need a reason to change even though they are receptive to new ideas. The balanced sector represents the largest portion of the working population which are best described as moderate because they temper themselves between the two extremes by displaying an intermediate or neutral attribute. They are able to understand and effectively identify with a larger segment of the people and therefore are good candidates for management. Balanced individuals will not easily work with the people on the extremes of the conforming – innovative scale but will tolerate and accommodate them because of their median position. Balanced conforming attributes are often a beneficial trait for management and leadership but the generalization that balanced managers fit every supervisory job description is not correct.

Conforming/ Row 2/ #21

How do you best deal with a constantly changing work environment? Is it stressful?

How long does it take you to adjust to changes in policy or procedures?

Is it important for you to have well-defined policies, procedures, routines and schedules?

Is it of concern to you if you feel you are perceived as being different for other workers?

Do you feel most comfortable and confident with proven things that have worked in the past?

What innovative changes have you introduced into your company or industry?

What would cause or motivate you to change an existing rule, policy or procedure?

How could conforming to rule and procedures hurt your performance on the job?

How can you best use your tendency to conform to policy, rules and procedures as in this job?

Do you believe it is almost always best to stay with time-tested systems?

Balanced Conforming-Innovating /Row 2/ # 25

What should determine when a policy or procedure needs to be changed? What process could best be implemented to initiate the new changes?

Do you find it difficult to work with people who do not follow established rules and policies?

Do workers who cannot adjust to change generally create problems in the workforce?

What level of rigidity in rules and structure is most comfortable for you at work?

What is your greatest strength in dealing with the implementation of policy and procedure?

How could your balanced conformity attribute help you perform better in this job?

How might this balanced view of conformity distract and inhibit your optimal performance?

Innovative / Row 2/ #29

How do frequent changes in the workplace affect your productivity?

Do you generally try to find a better or more efficient way of doing things?

Have rigid policies or procedures kept you from doing your job better or faster?

Do you feel that rules and routines help you get your work done more effectively?

How long does it take you to propose changes if something is not meeting your expectations?

If there is going to be a better way of doing something, will you be the one to recognize it?

What would cause you to insist that a rule or procedure be followed to the letter ?

How might your innovative nature be counterproductive in your line of work ?

How and when can your flexible interpretation of rules and procedures be of value to you ?

What can you do to be more effective in the application of your innovative nature ?

Core Behavioral Competencies

Independence & Complying = Problems

The complying characteristic is best defined by how these people approach or deal with problems. They actually do not like to be involved in any form of conflict or confrontation. They will want specific instructions so they can do the job correctly but in fact they are avoiding potential conflict by not being put in a position of deciding and thus perhaps making an error. If they identify a problem in the making, their first line of defense is to avoid the situation. They may be deceptive or pretend to be ignorant of the problem to avoid negative consequences or buy time to respond when they are more prepared. The complying attribute does not want to make decisions for other people or control their life as there is again the potential for error and conflict. They are very diplomatic as they tactfully tip-toe around issues and compromise to insure that they do not offend or hurt others. When it is possible, they may wait to act until they are sure it is safe to proceed. They will follow and be supportive of people, ideas and systems to gain the approval of co-workers and superiors. When deciding they will almost always choose to error on the side of security with a lower level of conflict.

The independence attribute is most obvious and easy to identify as it is the other side if the world from the complying trait. Independent workers can be the assertive, forceful and take charge to make bottom line decision. They seldom ask and usually tell because they are confidence in the decision and the direction they have chosen. They want others to follow their lead and naturally assume that co-workers will see the value in the decision they have made. Independents approach problems head on and know they can find a solution quickly and effectively. They are not concerned with the confrontation that may result from their decision as they consider it as part of the process and that those who do not agree with them simply don’t get it. Extreme independents may even go to the extent of creating problems so they have something to solve. They will appear out spoken and even overbearing as their assertive and unyielding nature moves them through the corporate world. The one thing that will help them the most is to learn when to use all their horsepower and when to back off and show a bit of humility. Power often equates to problems but will not always be able to usher in a remedy that fits with the majority.

The balanced sector of the independence-complying scale is critical to the modern corporate organization. In resent years it has become more apparent that leaders who are balanced in this category tend to be the most effective as a moderating influence. Leaders will empower and inspire subordinates and this is difficult to do if they are too forceful or overpowering. There are some vocations where more assertiveness may be necessary and it would be important to know which side of the balanced scale the manager identified with to assure a good job fit. As with the other attributes, the balanced individual will be able to understand and identify with a wider range of people making them more effective in relating to others in this competency. Balanced people have the advantage of lowering their intensity or pushing it up a notch for short periods of time when more impact in that attribute are needed. The mid range worker in this construct will usually be a moderating factor that has the ability to defuse problems and conflict in the work place.

Independent/ Row 3/ #31

During disputes or negotiations are you confrontational or more diplomatic ?

During your workday would you rather be the one giving or receiving instructions ?

If your plan is not working as expected, do you feel solely responsible ?

Do you feel that conflict or confrontation will reduce your productivity ? How do you best work with those who cannot make decisions or commitments ?

Do you feel that others want to willingly follow your leadership ?

Do you think assertive leadership is the only way to get some people to follow instructions ?

Do you find following the instructions of others to be somewhat of a relief or frustrating ?

In what ways can your independent nature be used to your advantage in your job ?

How could your independent attribute work against you in the workplace ?

Balanced Independent- Complying/ Row 3/ #35

How would you describe your most effective management environment ?

Why are the people like that the most challenging for you to supervise or manage ? Describe the leader that you are most receptive to and want to follow ?

How do you best work with those who cannot make decisions or commitments ?

During disputes or negotiations are you confrontational or more diplomatic ?

Are you receptive to the advice or criticism of superiors and subordinates ?

What range of people would you feel comfortable having under your supervision ?

What is your greatest strength in a leadership role and how could you best use it ?

Is there a way that the balanced independent attributes could work against you on the job?

Complying/ Row 3/ # 39

Describe your first reaction when there is an argument or conflict in your world ?

Do you feel stress if you are in charge and must provide direction and leadership for others ?

Do you feel that waiting to act will sometimes give the situation time to work itself out ?

Are you confident that once you have made a decision it will be right and best for all parties ?

How do you feel when you must display bold leadership or be outspoken with co-workers ?

Under what circumstances do you feel you might need to be outspoken in your job ?

When might it be important for you to be assertive and forceful in your job ? How might you best use the complying attribute in your job to help yourself and others?

Describe how being too compliant might be detrimental to your job performance ?
Core Behavioral Competencies

Collaboration & Prevailing = Prevalence & Gain

The collaborator embraces the value of working with others to accomplish tasks and meet goals. They prefer to work on team assignments, which will allow them to contribute to a group effort and feel they are carrying their share of the work load. Their base belief is that they can accomplish more in the group than they can individually. The feeling that everyone should be rewarded equally when the job is completed which is in stark contrast to the “winner take all” viewpoint from the other side of this scale. Not only is the reward distributed among the whole group but so is the accountability and responsibility. Knowing that the entire weight of a failure may fall on them does not resonate well with people in this category. Extreme collaborators will even choose to loose rather than have another member of the team loose. This selfless attitude wins the respect of co-workers but often does not set well with their direct superior. They constantly look for win-win situations and may lean toward “giving the farm away” to promote harmony. Team players carry great value in today’s corporate culture as they hold the attitude that the company is all important and they are supportive.

The prevailing designation identifies the ultimate competitor who is driven to win. Being first is a very high priority and the motivation is centered in the need for recognition and reward. These are overachievers who would, in some cases, prefer a large plaque to hang on the wall rather than a substantial financial bonus. They believe in the motto that “to the winner goes all the spoils” and see little value in rewarding the whole team when they were the one who made the sale or created the success. There can show little interest in the feelings of other workers as long as they are the one standing on the top of the award stand at the end of the game. This may be carried to the extent that it becomes childish or petty because the need to win is so strong. The prevailing worker may become devious or refuse to share information with other workers to maintain their competitive edge and insure they stay on top. This attribute is one of action and in its extreme state will fail to see the value of the other side of this scale and seldom acknowledges it publicly except when it benefits their position.

The balanced worker on the collaboration – prevailing scale again displays the moderation between the two extremes and is able to bridge the communication gap between them. There are vocations that need highly competitive or team players and employers always want both of these qualities in one worker. It is at this point that it becomes very valuable to be able to identify balanced workers who can fill this position or managers who can understand, connect and work effectively with the employees of these two extremes. Sales people who are balanced often work better in an environment of a consultation type sale. Balanced customer service people will try to win for both the company and the customer by trying to find the “win-win” in any given situation. Balance is always a good choice when contributions from both sides are required. Most of the time the balanced attribute will favor or lean to one side or the other, but the moderating effect is still very much in place.

Collaborative/ Row 4/ #41

Define winning in the workplace and what you would be willing to do insure that outcome ?

Is it important that your ideas or projects prevail at all costs ?

Have you ever wanted to win even if it was at the expense of a co-worker or client ?

What was your most productive position as a member of a team in your current job ?

How do you feel regarding workers who do not carry their “fair share” of the workload ?

Is the loss of some time at home worth insuring that you help the whole team reach its goal ?

Do you feel uncomfortable when there is intense competition with projects or clients?

How might this collaborative attribute best be used to improve your performance?

In what ways could you see the team orientation as a negative influence in your work?

Balanced Collaborative-Responsive/ Row 4/ #45

How do you work with people who are not team players in the workplace?

When are team efforts most productive and how do you know how much cooperation to use?

What is your greatest strength in working on team projects and how would you use it?

How would you effectively bring the prevailing and collaborating extremes together?

How do you feel regarding workers who do not carry their “fair share” of the workload?

How might this balanced attribute best be used to improve your performance?

In what ways could you see the balanced attribute as a negative influence in your work?

Prevailing/ Row 4/ #49

When are collaborative-team efforts worthwhile and can they become counterproductive?

Should everyone on a team project get the same reward and recognition?

When might individual initiative be more important than a cooperative team effort?

Would you rather provide win-win solutions or be the winner?

Would you share your trade secrets that made you successful with co-workers?

Do you feel that co-workers who look out for themselves first are selfish or self-centered?

Do you prefer to leave the competition and go to another playing field when you cannot win?

Do you see any downside or negative factor to your prevailing attribute in this job?

How could your highly competitive-prevailing nature work against you in this job?

How might the prevailing attribute best be used to improve your performance in your job?
Core Behavioral Competencies

Orderly & Responsive = Planning

The attribute of orderliness is directly linked to ones need to be prepared by planning for virtually all foreseeable events. The orderly person strives to never be caught without pencil & paper, cough drops, umbrella or answers. They therefore try to anticipate every possible need and know what to have and how to respond as they navigate their daily routine. Unfortunately there are always those unexpected circumstances that were not anticipated and the orderly worker is caught “flat footed” and forced to go through all the prepared options before adding something new. As long as there is little change, the prepared agenda works well because everything is in its place and correct answers are plucked from a filing system, computer or mental directory. The orderly attribute is highlighted by detailed structure to the point of perfectionism at its extreme. They are neat and tidy and to be caught without order makes them feel inadequate and off guard. They rely heavily on minimal change or having enough time to adjust as new venues are introduced into their world. Unexpected tragedies in their lives will hit them hard until they can organize their responses and again feel that everything is in its place. A “canned” sales presentation will work well for them until the unexpected question or objection comes up as they do not respond well to the unknown until they have had time to think about the information and formulate a response.

The responsive characteristic is truly the other side of the universe on this scale as they plan little if anything and they rely on their ability to react quickly to every situation that may come up. When an unforeseen situation arises, they will almost always have an immediate response which they feel will answer the question or solve the problem. They are best characterized by phrases like “flying by the seat of their pants” or “thinking off the top of their head”. Responsive people will appear to be fast on their feet as they reach out for the answers and may tend to latch on to whatever seems immediately apparent without thinking it completely through. The responsive individual believes that they are fairly organized as they rarely use what most people consider to be orderly procedures. This individual usually does not do the same thing twice in the same way. They may repeat a sales presentation as long as it is working, but they are quick to adjust their approach if they perceive that it is not gaining acceptance. The responsive attribute will usually be perceived as overly spontaneous, extemporaneous, careless or mixed up to the very organized co-workers. Much as the organized people are like trains on a track which can be counted on to be predictable, the responsive is more like an airplane which has unlimited mobility and it may seem that you never quit know where they are going or when they will arrive. You have yet to hear, “tomorrow I plan to be responsive” as there is nothing in responsive that includes thinking or planning beforehand.

The balance between the organized and the responsive also believes they are fairly organized although they will not approach the level that highly orderly people come by naturally. They possess moderate qualities of both of the extremes yet do not display their intensity. The balanced attribute is very beneficial in this construct because it allows some responsive behavior while being able to keep work organized. While most very organized people feel they can be responsive, they are reacting with a pre-prepared answer. Balanced workers are most capable of understanding both of the extremes and communicating effectively with them which is why it is often considered an excellent management attribute.

Orderly/ Row 5/ #51

How do you effectively work with those who do not plan properly or follow plans?

Do constantly changing work situations seem extremely stressful and challenging to you?

Is it difficult for you to work with non planners who just “fly by the seat of their pants”?

Do you feel that you are effective at your job when you must react quickly without a plan?

Have you ever thought you could be more effective with more or less planning at work?

Do you believe that carefully planned activities will always be more successful?

Can disorganized workers seriously affect the productivity of the rest of the workforce?

What determines if someone is disorganized and how can you work effectively with them?

How can your orderly orientation be used most effectively to help you in this job?

In what ways could your need for plans and organization be counterproductive in this job?

Balanced Orderly-Responsive/ Row5/ #55

Are you a person who needs or insists on a having a high level of planning and organization?

Is it extremely challenging for you to work with people who cannot or will not follow a plan?

At what point do you start to consider making changes in plans that are already implemented?

When you consider the area of planning, what contribution do you think you bring to the job?

What part does responding to needs that come up during the workday play in planning?

What degree of organizational flexibility do you find to be effective in your job?

How might your balanced attribute keep you from being more effective in this specific job?

In what ways can you use this balanced competency to be more effective at work?

Responsive/ Row 5/ #59

Do you feel that the best course of action will surface only after all the details are planned?

Do you feel frustrated when needed changes take too long to be implemented?

What degree of organizational flexibility do you find to be effective in your job?

Can you still work effectively even if there are clutter and disorganization in the workplace?

Do predetermined routines and procedures sometimes limit the opportunities for success?

At what point do you start to consider making changes in plans that are already implemented?

Should new options always be tried to insure that you stay on the leading edge in your field?

What is the value of tried and true programs to a progressive and innovative company?

Would it bother you to be thought of by others as disorganized? Sloppy? Messy?

How might your highly responsive attribute help you to being more effective on the job?

Can you see ways in which being too responsive at work could be counterproductive?

Core Behavioral Competencies

Emotional & Self-Controlled = Pace & Pressure

The emotional scale is not as easy to define as others as it involves attributes that at first glance do not seem to blend together. The most obvious trait that is usually visible is their anxious, restless or even hyper nature that exhibits a high level of urgency to get things done. The need to accomplish so much may put them in a high risk area for accidents as they may act without thinking things through for risk. This importance of accomplishing tasks is a definite advantage in the workplace unless it involves a manager who does not delegate and therefore feels they must do all the work which often gets them quickly to the point of burnout. Emotional people will internalize stress and criticism and may tend to personalize experiences that others would not hold on to for long. This can make them appear immature or childish to others in the workplace as they are some times easily upset or may loose their temper. They are also suspicious and skeptical of others and usually question their motives. This translates into a critical attitude and they will be hard on themselves and others. Complaining about the actions of others may not help their relationships but they have the gift of empathy which may warn them when they are offending others. Emotional workers have the ability to read people for buying signals and know their feeling or state of mind. Several other construct correlations have significant effects on the emotional designation.

The self-controlled attribute lacks the need to act urgently to get things done and therefore may seem relaxed, lazy or to much at ease to co-workers. They see little value in keeping to a schedule and are usually very good a making excuses for deadlines or goals which are not met. It is a completely normal action for their manager to express the desire to put an explosive under them to get them going. It is usually critical to their success that their manager motivate them with goals and ongoing supervision. They virtually never get upset and are seldom critical of others as they feel that things happen which are not the fault of anyone. For this reason they are quite patient, lenient and seem naive as managers and may let subordinate get away with a lot before they draw the line. As one might imagine, the self-controlled do not get stressed and seldom feel pressure in life even if they have caused a problem for others. They are not easily discouraged and may even seem detached or tough minded at critical times when others around them seem to be coming unglued. At times like these they may get credit for being cool under fire when in fact they just don’t get it or don’t care. The self con-trolled attribute often transmits the message that they do not care about others and are insensitive because they can unknowingly offend co-workers. They can also step on the toes of others without seeing it as something that should be avoided.

Because this attribute construct deals with people on a more personal level it is one of the most critical to understand and use effectively. The two extremes seldom want to “own” the results of their actions as they both feel that what they are doing is completely normal and everyone should see every situation the way they see it. The balanced emotional attribute is in the unique position to be the moderating bridge that can make the connection between these two opposites. As with all the balanced attributes, they understand the very widest range of this scale and can reach out to work effectively with both sides.

The balanced emotional will seem even tempered and fair minded to most employees who will see this as someone who is poised and brings stability to the work environment. This construct has the most need of moderation in managers as they promote workplace empathy through understanding on the road to Emotional Intelligence development for each employee.
Emotional/ Row 6/ #61

Are you effective working in a sedentary job description with limited mobility?

Do you tend to question or trust what is said by management, co-workers and customers?

Do you relate well and enjoy work or co-workers that can be slow paced?

Are you seriously affected if there is continual stress associated with your job?

How would you best describe the degree of urgency feel to “get the job done”?

Do people say that you may appear negative or skeptical about people, products or projects?

If you receive negative feedback or criticism, do you dwell on it and does it bother you?

Do you get impatient with people or projects that are slow to start and do not keep moving?

What things irritate you the most at work or in your personal life?

What situations could cause you to become nervous or anxious about your job?

What characteristics about your emotional attribute could you best use to be more effective?

How could your more emotional nature have an adverse effect on you in the workplace?

Balanced Emotional Self-Controlled/ Row 6/ #65

How do you feel when you experience criticism form management, co-workers or customers?

How would you describe your greatest strength in dealing with emotional issues?

When co-workers appear to be severely stressed, how do you best deal with the situation?

How would you best characterize your pace or sense of urgency about getting things done?

During what work situations should people stay late or take work home to stay on schedule?

What situations can you see where your balanced emotional attribute may not be effective?

What is the biggest value of your balanced emotional nature in helping you be successful?

Self-Controlled/ Row 6/ #69

Would you describe yourself as a “self-starter” or a real “go-getter?”

Do you feel an immediate sense of urgency to react to the needs of co-workers or customers?

Are you generally able to stay on schedule and meet deadlines when you are unsupervised?

Is it helpful to have supervision and accountability to keep you on schedule and on track?

When supervising others do you have a tendency to be overly accepting & too lenient?

Are you affected by too much stress in the workplace and how well do you best handle it?

Do you think that you could offend or hurt some co-worker’s feelings and not even know it?

Are you able to read emotional signals of staff or buying signals in customers well?

Have you ever gotten the sense that co-workers view you as insensitive or unfeeling?

In what circumstances could your self-controlled nature be of great benefit in your job?

When might this self-controlled attribute actually work against you in your job?

Correlations

Each of the constructs or scales are measured separately from each other but do interact to change the effect that each may have in the workplace. Two related attributes will join to strengthen the result that is seen or oppose each other to moderate their outcome. Stronger attributes may dominate or take precedence over another as they come to bear on actions in the work place. It is important not to prejudge and attempt to predict absolute outcomes until you are experienced with the process. The more information you have about each worker form other sources and assessments, the more accuracy you can expect in your evaluations of candidates and employees. Remember that there are no “right” or “wrong” on these scales–just indications of the type of worker and what should be expected from them.

An extensive report, consisting of 18 to 24 pages that details your performance attributes as they relate to ten specific job functions that are often required to be successful. You will be better able to choose a vocation that will allow you to excel when you clearly understand where your strengths lie and discovering any areas of business that may be more challenging for you. This knowledge will also allow you to make positive changes that will improve your future performance.

The matrix contains 720 possible options which will effectively screen prospective candidates when matching them to a validated benchmark pattern. Today’s labor pool will soon require that employment candidates be matched accurately to validated job description benchmarks to avoid the escalating costs of recruiting, orientation, training and lost productivity. A companies position in the new world economy may no longer be able support the luxury of non-job fit employees who drain profits with their limited productivity.

Productivity is much like baking a cake, you must start with the right ingredients if you want the finished product to turn out as expected. Let’s put it another way to shine some really relevant light on the subject. When purchasing clothing in a department store you do not take every shirt or pair of pant in the store in the changing room with them. Everyone knows their size and the only try on the styles and colors they like in the size that they know should fit them. Hiring workers to fill jobs without measuring the position to know what is needed and then assessing the candidates to determine how closely they come to the established standard is much like buying cloths without looking at the sizes and then hoping they fit when you get them home. Remember, only your employees can unlock the true potential of your business and only good information can unlock the potential of your employees.
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Managing Poor Performance Meetings Management

Negotiation Skills Networking

Performance Measurement Personal Effectiveness

Presentation Skills Problem Solving

Process Improvement Project Management

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Time Management

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Special Arrangements:

Please limit your "Sometimes" responses to ten or less.
1. I would rather stay home than go out with friends.	Yes No Sometimes
2. I read the directions before putting something together.	Yes No Sometimes
3. I allow people to cut ahead of me in line.	Yes No Sometimes
4. I prefer to serve on committees.	Yes No Sometimes
5. The best vacations are planned out in advance.	Yes No Sometimes
6. Trusting others is difficult.	Yes No Sometimes
7. I tend to keep quiet when out with people I do not know well.	Yes No Sometimes
8. I feel that strict guidelines make for better decisions.	Yes No Sometimes
9. People say I don't rock the boat.	Yes No Sometimes
10. After a job well done, everyone should get the same rewards.	Yes No Sometimes
11. People say I am a perfectionist.	Yes No Sometimes
12. I am described as carefree.	Yes No Sometimes
13. I am at ease entering a room where most people are strangers.	Yes No Sometimes
14. All things equal, I'll choose to go where I've never been before.	Yes No Sometimes
15. People say I am a person who must have his own way.	Yes No Sometimes
16. When things go wrong, people should share the blame.	Yes No Sometimes
17. I enjoy taking care of details.	Yes No Sometimes
18. I find myself tense under pressure.	Yes No Sometimes
19. I like to take risks.	Yes No Sometimes
20. There is a right way to do things.	Yes No Sometimes
21. I am comfortable making decisions for others.	Yes No Sometimes
22. Keeping score makes games more fun.	Yes No Sometimes
23. I arrive early for meetings.	Yes No Sometimes
24. I question other people's motives.	Yes No Sometimes
Remember to limit your "Sometimes" responses to a total of ten or less.
25. I like to tell jokes.	Yes No Sometimes
26. I like to take shortcuts in my work.	Yes No Sometimes
27. I make decisions slowly.	Yes No Sometimes
28. I enjoy being singled out from the group.	Yes No Sometimes
29. I am uncomfortable working without a plan.	Yes No Sometimes
30. Things always work out for the best.	Yes No Sometimes
31. I like to be the life of the party.	Yes No Sometimes
32. People say I am predictable.	Yes No Sometimes
33. I am content to let things happen.	Yes No Sometimes
34. Group decisions produce the best results.	Yes No Sometimes
35. I like it when friends drop by unexpectedly.	Yes No Sometimes
36. It takes time for me to recover from a disappointing setback.	Yes No Sometimes
37. Listening is more fun for me than talking.	Yes No Sometimes
38. Policies fail because there are exceptions to every rule.	Yes No Sometimes
39. I am at my best supporting a good leader.	Yes No Sometimes
40. It's important to listen to everyone's viewpoint before deciding.	Yes No Sometimes
41. I feel that it is difficult to be on time.	Yes No Sometimes
42. One look tells you how I feel.	Yes No Sometimes
43. I prefer solitary activities.	Yes No Sometimes
44. I like an established routine.	Yes No Sometimes
45. I prefer to ask for forgiveness rather than ask for permission.	Yes No Sometimes
46. It is important for me to win even if the team loses.	Yes No Sometimes
47. I cannot get things done with a cluttered desk.	Yes No Sometimes
48. I worry that I am not doing enough.	Yes No Sometimes