21/11/2013 Sam Rogers - Talent...

Sam Rogers

21/11/2013

©Copyright Talent Strengths Ltd 2014, Stirling, Scotland. All Rights Reserved.

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Professional Report – Motives Edition for Sam Rogers

© Talent Strengths 2014 - Report created on 29/01/2014 of 40

Introduction

Your report is based on your responses to the Talent Strengths Type Indicator (TSTI) questionnaire. The results arenot definitive and should only be used as an indicator.

Each person has the capacity to adapt their style of behaviour to changing circumstances. Although our underlyingtype remains the same, some people will find it easier to adapt their behaviour more than others.

The report does not measure your personal effectiveness or how good you are at something, but outlines whatbehaviours feel more natural and how they energise you.

Interpreting Your Results

Throughout the report you will find a lot of useful, detailed information describing your preferences. This informationdoes not in any way restrict or define what you are going to do in a given circumstance. Each suggestion will describehow you may prefer to behave in certain situations.

To help you in understanding this, you may be assigned a series of identifying names or labels eg. Commander,Defender etc. These are supported by a series of descriptions which look at a how you may respond when in differingsituations eg. sales, leadership, learning styles etc.

The use of labels or names is provided to help simplify the exploration process and to structure the information tomake it easier for you to learn and reflect.

True Type Vs Motive Type – The TSTI differs from many personality type questionnaires because it asks you for tworesponses when answering each question. By asking you what you think today “I am” and what you would like to be“I would like to be”, the TSTI questionnaire provides a deeper more accurate understanding of your true type andalso an indication of your aspirational (motive) type. Throughout this report your motive type will be shown on eachchart using a cream diamond. Your true type will be identified using a purple bar.

It should be noted that people are complex and the way we behave is not always defined by personality alone. Oftenour motivation, values, environment and other circumstances can affect the way we behave. As a result, there maybe elements in this report which you may disagree with or have an alternative perspective.

Please share this with the person facilitating your feedback so that you can collectively identify your true type.

Contents

Introduction Page 2

Summary Profiles For "I am" and "I want to be" Responses Page 4

Traditional Sixteen Personality Types (Four Letter Types) Page 5

Your Facet Profile in Detail Results Including Motives Scores Page 6

The 4 Quadrant Types – A Pen Picture Page 12

Style of Communication Page 13

Leadership Styles Page 15

Leadership and Management Styles in Detail Page 18

Subordinate Styles Page 19

Managing the Person – Utilising Strengths Page 22

The 7 Creativity Lenses Page 23

Learning Styles Page 26

Selling Styles Page 28

Careers Preferences Page 36

Team Roles Page 38



About This Report

The Talent Strengths Type Indicator (TSTI) report provides a detailed insight into personality preference. Yourpersonalized report is derived from the earlier responses that you gave when taking the TSTI online questionnaire.Your results are unique to you and provide a special preview of your personality characteristics to aide self-awareness. Your personality is the foundation of your identity making you different from other people. It is yourpersonality that helps to define what you say, how you feel about yourself, how you do things, and how you chooseto live your life.

The TSTI takes its foundations from the model of personality first proposed by Swiss psychologist Carl Gustav Jung(1921) and later developed by other researchers such as Isobel Myers and Catherine Briggs (1962).

This theory of psychological type suggests that many of the variations in human behaviour can be represented byfour different underpinning preferences, each of which contain two opposing extremes or pairs:

How and where you prefer to focus your attention and energy:Extraversion (E) or

Introversion (I) Either on the outer world of people, activity and things (Extroversion) or on theinner world of ideas and experience/impressions (introversion)

Sensing (S) oriNtuition (N)

How you gather and absorb information:

Either from what is real and tangible in the present day (Sensing) or focus on thebig picture and future possibilities (iNtuition)

Thinking (T) orFeeling (F) Either through making decisions using logic, facts and objective thought (Thinking)

or through feelings, values and considering others (Feeling)

Judging (J) orPerceiving (P)

How you like to live your life and deal with the outside world:

Either through being planned, organised and prepared for events (Judging) orthrough being flexible and responsive to changes as they happen (Perceiving)

The way you prefer to make choices and decisions:

Jung's proposed model suggests that every person will have a preference within each of the paired extremes. Eg.Sensing or iNtuition. Although we have a preference for one side, each of us has the capacity to operate and developour personality along the spectrum of both poles. For example a footballer may have a preference for using eithertheir left or right foot but can develop their playing ability to be equally skilled using both feet. Furthermore, a leftfooted player could develop their skills with their right foot to a level where they may be better with their right footthan someone who is a naturally right footed.



Comparing Your “I am” and “I Would Like to Be” Profiles

Below and on the following pages you will see charts showing the results of your TSTI questionnaire. When youanswered the questionnaire you were asked to respond twice to each question. Firstly to answer with a responsewhich was most natural to you (I am). Secondly you were asked to respond to the question how you would like to be(I would like to be). By giving these preference options, it allowed you the opportunity to consider more clearly indeciding what your natural preference should be (True Type) and if you have an alternative preference (Motive Type)which may be influenced by your aspirations, circumstances or motives.

Very Clear Clear Moderate Clear Very Clear

Focus your attention and energy onthe outer world of people, activityand things.

E IInternally focus your attentionand energy on personal ideas,experience and emotions.

Take notice of your senses andwhat is real and tangible in thepresent day.

S NFocus on patterns, links,connections, the big picture andfuture possibilities.

Make decisions using logic, factsand objective thought. T F

Make decisions through feelings,values and through considerationof others

Having a plan, being organised andprepared for events J P Like to stay flexible and respond to

changes as they happen

Key: Global type score True Type Score Motive Type Score

If you have a clear or very clear preference for any of the pairs then you are likely to use this preferred style most ofthe time. Some individuals are able to adapt their style to suit the occasion and therefore may operate effectivelyacross both spectrums.

If you have a moderate or minor preference, it is possible that you use both styles on a daily basis being able to adaptto circumstances as they arise. Alternatively it could be that you are still unclear about your preference.

As we grow older, we naturally evolve and renew how we think about ourselves and the strength of feeling aboutthings around us. The responses that you provided in the questionnaire and results that you see displayed providea snapshot of your preferences at the time of completing the TSTI questionnaire. It is possible that your preferencesmay change over time as your priorities, motives and ideas develop. You may develop a greater strength of feelingabout some areas or issues whereas others may diminish as your interests modify. When reading the information inthis report please consider these factors.



The Global Types – The Traditional Sixteen Personality Types

By combining the preference options, 16 different personality types are possible as demonstrated in the table below:

Investigator

ISTJ

Guardian

ISFJ

Coach

INFJ

Pioneer

INTJ

Energiser

ISTP

Defender

ISFP

Visionary

INFP

Architect

INTP

DynamicFixer

ESTP

Activator

ESFP

Explorer

ENFP

Accelerator

ENTP

Conductor

ESTJ

Advocate

ESFJ

Teacher

ENFJ

Commander

ENTJ

From your responses you have indicated that you are a Guardian (ISFJ). But would like to be a Coach (INFJ). Below isa short summary description of each type.

Guardians are:

• Less interested in things that are technical innature

• Takes care of detail with day to day activities• Sometimes a little pessimistic about the

future• Like to be helpful and take a personal

approach to communication• Work calmly and efficiently following

established rules and procedures• Take people's practical needs into account• Not first to take on leadership role, but may

adopt role if asked

Coaches are:

• Inspire others, are idealistic and quietlyinfluential

• Are personable and encourage creativity• Show warmth and consideration for others• Can persist in achieving goals particularly

when aligned to their values• May find their ideas and capabilities

overlooked• May not voice criticisms when necessary• Prefers having appropriate time and space to

reflect



Your Facet Scale Results

The nature of personality can sometimes be complex when taking into account the individual differences betweenpeople. By exploring your facet results combined with your motive scoring, you are able to uncover a deeper level ofunderstanding about the true dynamics of personality. Below you can see a chart showing five underpinning facetsfor each of the global types discussed earlier in this report.

Your Results on the 20 Facet Scales Very Clear Clear Moderate Clear Very Clear

Sociable Private

Limelight Solitude

Pioneering Accepting

Open Restrained

E

Vigorous Contemplative

I

Conventional Enterprising

Pragmatic Innovative

Factual Symbolic

Functional Visionary

S

Trial and Error Conceptual

N

Sceptical Tolerant

Firm-minded Gentle

Inquisitive Agreeable

Analytical Warmth

T

Objective Empathetic

F

Time managed Just in time

Orderly Easy going

Routine Impulsive

Planned Flexible Minded

J

Meticulous Improvise

P

Key: Global type score True Type Score Motive Type Score

Similar to Global Types, when we explore each of the five underpinning facets, each scale contains two opposingpoles eg. Sociable vs. Private. It is likely that your facet score will align with your Global Type preference which isindicated by a letter in a pink square.



How to Interpret Your Facet Profile Results

The following pages provide further information on each of the four sets of five facets. Each graph provides asummary of:

• Your True Type – Your preferred “I am” Global Type preference (ie Introversion or Extroversion).• Your Motive Type – Your alternative “I want to be” Global Type preference (if selected as being different from

your True Type).• Definitions for each Global Type preference.• Definitions and selected preference for each underpinning facet pole.• The scoring bars that extend furthest towards either the left or right will mean that there is a strong preference

for that facet pole. Alternatively, you may experience a profile where the bars are shorter where they will showa moderate or unclear profile (unclear where the person has no clear preference for either pole).

When you answered the “I would like to be” responses in the questionnaire, this provided an indication of yourmotives which may have been different to your current “I am” profile. Where a different motive score is highlighted,take time to read the descriptions of both facet poles and consider why they are different and which aspects of yourlife and work that you may feel that you want to be different or to make changes.



Extraversion (E) vs Introversion (I) – In Depth

Below you will see your results summarised for the Energy dimension. Here we explore how you focus your attentionand apply yourself.


SociableMigrate towards large groups of people,enjoys multiple contacts and relationships.

PrivatePrefers small groups or one to onerelationships.

LimelightDisplays outward enthusiasm, energy andengagement with others.

SolitudeEnjoys the quiet and their own space.Avoids attention.

PioneeringLikes to facilitate social interaction,unafraid to make introductions.

AcceptingPrefer others to start conversations,preferring to keep in the background.

OpenWarm and easy to get along with, preparedto share their feeling and thoughts.

RestrainedCalm exterior, guarded emotions, oftendifficult to read.

VigorousPrefers learning through active dialogueand participation with others.

ContemplativeLearns through observation, reading andreflecting.

Key: True Type Score Motive Type Score

• When looking at the Span and Type of Relationships that you keep, you are Private, preferring small groups orone to one relationships.

• When exploring your Use of Strengths and Energy, you prefer Solitude, enjoying the quiet of your own space,avoiding public attention where possible.

• When looking at your approach to Making Links With People, you are Accepting, letting others initiateconversations, preferring to keep in the background. You would like to be a Pioneer in social situations,enjoying being the first to facilitate social interaction and unafraid to make the initial introductions.

• When you are Expressing Thoughts and Feelings, you are Restrained in your general demeanor maintaining acalm exterior whilst guarding your emotions. As a result, this makes you difficult to read by others. Howeveryou would like to be Open, showing warmth to others and being easy to get along with. You would like to bethe kind of person who can share your thoughts and feelings with others.

• Looking at your Approach to Learning and Interacting, you are Contemplative, learning through observation,reading and thoughtful reflection. You would prefer to be Vigorous, learning through active dialogue andparticipation with others.



Sensing (S) vs Intuition (N) – In Depth

Below you will see your results summarised for the Perception (Awareness) dimension. This looks at how you gatherand absorb information.


ConventionalPrefers established methods, customs andprocedures.

EnterprisingCreative trend setter, looking to beinventive and novel. Suspicious oftraditions or the status quo.

PragmaticTake a grounded common sense approach.Focus on what is practical and realistic.

InnovativeTakes delight from being inventive andingenious with their ideas and actions.

FactualPrefers facts and verifiable details. Dislikesambiguity preferring concrete information.

SymbolicComfortable with dealing with ambiguousor incomplete information. Able to copewith abstract or complex matters.

FunctionalValues the functionality and practical utilityof objects and ideas.

VisionaryPrefers an intellectual challenge. Likesideas and concepts that are testing andingenious.

Trial and ErrorUncomfortable speculating beyondpersonal experiences. Defers to establishedpractices and know-how.

ConceptualTakes a theoretical approach with matters,identifying trends and patterns whenlearning information.


• When looking at your Attitude to Customs and Norms, you are a Conventional person who prefers establishedmethods, customs and procedures. However you would like to be seen as Enterprising and a creative trendsetter, who is always looking to be inventive and novel. Furthermore, you would like to be seen as lesstraditional and someone who is prepared to question the status quo.

• When looking at How You Apply Knowledge, you are Pragmatic in your approach, taking a grounded commonsense view of things. You naturally focus on what is practical and realistic. You would like to be more Innovativein your approach, preferring to be more inventive and ingenious with your ideas and actions.

• When exploring your natural Direction of Observation, you are Symbolic, comfortable dealing with ambiguousor incomplete information. Able to cope with abstract or more complex matters.

• Looking at your Approach to New Ideas, you take a Functional approach to new things, valuing the practicalutility of objects and ideas. You aspire to be a Visionary, liking ideas and concepts that are an intellectualchallenge and ingenious.

• Looking at the Way You Understand Things, you take a Trial and Error approach when learning things, trustingonly established practices or personal experience. You would prefer a Contemplative style, learning throughobservation, reading and thoughtful reflection.



Thinking (T) vs Feeling (F) – In Depth

Below you will see your results summarised for the Judgement (and reasoning) dimension. This looks at how youprefer to make your decisions and choices.


ScepticalComfortable confronting opposingviewpoints. Prepared to make snapjudgements on issues.

TolerantLooks for resolution in arguments, seespositives in others and tolerant of theirmistakes.

Firm-mindedTough minded and competitive withothers, heavily focussed on achievingresults.

GentleLess severe with others when gainingconsent, prefers using tender persuasion.

InquisitiveIndependent minded, prepared toquestion others but repels those who lookto influence.

AgreeableLooks to establish harmony and unitywith others, avoids conflict preferringcooperation.

AnalyticalLikes to check facts and details first.Judgements are detached from feelings.

WarmthIn touch with emotions and feelings,oriented towards people instead offocussing on cold fact.

ObjectivePrefers to take a rational view of thingusing logic and facts to achieve clarity.

EmpatheticDecisions are influenced by taking anabstract view of things. Strongly influencedby emotions and values.


• When exploring your Attitude Towards Opposing Viewpoints, you are a Tolerant person, always looking forresolution in arguments. You like to see the positives in others and tolerate their mistakes.

• Looking at your Disposition When Following Through With Tasks, you have a Gentle manner and are generallyless severe with others when gaining their consent. You would prefer to use tender persuasion to achieve yourobjectives.

• When Managing Diverse Views, you are Agreeable, looking to establish harmony and unity with others. Youlike to avoid conflict preferring cooperation. You would like to be more Inquisitive, prepared to question otherson issues. You aspire to be more independent minded, able to repel others who look to influence you.

• Looking at your Conceptual Approach to Reasoning, you show Warmth to others and are in touch withpeople's emotions and feelings. As a result, your reasoning is influenced and oriented towards people insteadof focusing purely on cold facts.

• Looking at the Implementation of Reasoning, you are Empathetic, with your decisions strongly influenced byyour emotions and value. This can often give you an abstract view of things. However, you would like to bemore Objective, preferring to take a rational view with issues and applying logic to achieve clarity.



Judging (J) vs Perceiving (P) – In Depth

Below you will see your results summarised for the Lifestyle dimension. This looks at how you live your life and dealwith the outside world.


Time managedLikes to give adequate time to tasks,starting well in advance of deadlines toalleviate pressures.

Just in timeEnjoys the pressure of responding totight deadlines. Gets energy from thechallenge of dealing with multiple tasksand associated stressors.

OrderlyPrefers operating to a pre-arrangedtimetable or a systematic pattern ofactivity.

Easy goingTakes a more casual approach to events.Able to modify or adapt themselves tocircumstances.

RoutinePrefers forward planning and sticking to anestablished programme of activities.

ImpulsiveDislikes boring or repetitive routines.Seeks change and diverse or impromptuexperiences.

PlannedUses long term planning and key dates tochannel their activities and energies.

Flexible MindedValues freedom of thought and flexibility.Likes to keep plans open to change.

MeticulousLikes to organise everything down to thefinest detail. Tasks and timings are brokendown to smaller components.

ImprovisePrefers to work freely and in an unplannedway. Avoids being constrained bytimetabling allowing work tasks to evolve.


• Looking at your attitude when working to Tight Deadlines and Managing Pressure, you like to work close toadvancing deadlines in order to achieve your objectives Just in time. You enjoy the pressures and challenge ofdealing with multiple tasks. Furthermore, the stresses that this creates, provides you with greater energy andexcitement. You would like to be better Time managed, putting aside adequate periods of time for preparationwhen completing tasks. By starting activities or projects well in advance of deadlines, this could help you in thefuture to alleviate any pressures.

• When exploring How You Regulate Yourself and Sequence Events, you are naturally quite Orderly in yourapproach, preferring to work to a pre-arranged timetable or with a systematic pattern of activity.

• When looking at How You Use Timetables and Procedures, you prefer to keep to a Routine, making forwardplans and sticking to an established programme of activities. You would like to be more Impulsive, seekingmore exciting and less repetitive routines. You would like to be more comfortable with change and to seeknovel experiences.

• Looking at your Approach to Life Outside Work, you like to keep your home life well Planned out, setting asidekey dates in the future to help focus and channel your activities and energies.

• When Prioritizing and Scheduling Work Activities, you are Meticulous in your approach to organising witheverything broken down to the finest detail. Tasks and timings are segmented into smaller components. Youwould like to be able to Improvise, working freely and in an unplanned way. You would prefer work tasks toevolve naturally without timetables or restrictions.



The 4 Quadrants – A Pen Picture

The 16 personality types of the TSTI can be simplified into 4 groupings or quadrants. By adopting only 4 types, weprovide a simplified model to help practitioners to introduce the concept of personality and individual differencesinto groups and teams. For simplicity we have allocated colours to the 4 types to help identify each group. The boxoutlined in purple is your selected True Type. A box outlined in light green provides your Motive Type.

The 4 Quadrant types provide a short pen picture of your working and learning style and how you approach takingleadership roles.

From your responses you have indicated that you are a Reflector (IS). But would like to be an Innovator (IN). Below isa short summary description of each type.

IS – Reflector

• Reflects on what needs to be done• Considers the every day practical needs• Like to reduce risks and doubts where

possible• Reviews and checks available facts,

information and detail• Like their own space and time to concentrate• Uses personal experience to guide their

judgement• Is respectful of tradition• Prefers stability and sticking with things that

are proven

IN – Innovator

• Leads by being a visionary thinker• Likes to think "outside the box" making

connections others may miss• Is insightful and can see the big picture• Gets energy from creating new ideas and

concepts• May prioritise thinking and reflection over

action• Gets engrossed when exploring new ideas

and possibilities• Enjoys abstract theories and systems• Feels compelled to create things that are

unusual and innovative

ES – Accelerator

• Is pragmatic and action orientated• Likes to get on with doing things in a

practical way• Likes to engage and interact with others• Lead by example and is "hands on"• Needs excitement and a challenge• Often first to take quick action ("let's get

going")• Enjoys creating a frenzy of activity and

liveliness amongst others• Focused on achieving outcomes and results

EN – Change Agent

• Enthusiastic explorer of new ideas andconcepts

• Natural focus to want to change and improvethings

• Leads with exhilaration and energy• Explores through experimentation and trying

out new ideas• Gravitates towards external stimulus• Enjoys engagement and discussion with

others• Seeks variety, exploring the divergence of

options available• Can get restless, moving onto new discussion

topics or activity quickly

IS – Reflector

• Reflects on what needs to be done• Considers the every day practical needs• Like to reduce risks and doubts where

possible• Reviews and checks available facts,

information and detail• Like their own space and time to concentrate• Uses personal experience to guide their

judgement• Is respectful of tradition• Prefers stability and sticking with things that

are proven

IN – Innovator

• Leads by being a visionary thinker• Likes to think "outside the box" making

connections others may miss• Is insightful and can see the big picture• Gets energy from creating new ideas and

concepts• May prioritise thinking and reflection over

action• Gets engrossed when exploring new ideas

and possibilities• Enjoys abstract theories and systems• Feels compelled to create things that are

unusual and innovative

ES – Accelerator

• Is pragmatic and action orientated• Likes to get on with doing things in a

practical way• Likes to engage and interact with others• Lead by example and is "hands on"• Needs excitement and a challenge• Often first to take quick action ("let's get

going")• Enjoys creating a frenzy of activity and

liveliness amongst others• Focused on achieving outcomes and results

EN – Change Agent

• Enthusiastic explorer of new ideas andconcepts

• Natural focus to want to change and improvethings

• Leads with exhilaration and energy• Explores through experimentation and trying

out new ideas• Gravitates towards external stimulus• Enjoys engagement and discussion with

others• Seeks variety, exploring the divergence of

options available• Can get restless, moving onto new discussion

topics or activity quickly



Style of Communication

We use communication in our everyday lives with our peers, family or work colleagues. Rarely do we acknowledgethe different approaches we use to communicate with one another. It can sometimes be helpful to understand thesedifferences and how our behaviours are influenced by our personality preferences. The following pages provide aninsight into your personality type and how it affects your approach to communicating. In this section you will beprovided with a description of the communication style associated with your personality type followed by a seriesof coaching tips designed for self-reflection. As you read through this section, keep in mind that the report describesyour natural preference and not your skills and abilities that you continue to develop over time.

When communicating, individuals with your type Guardian (ISFJ) may:

• Prefer written communication as it gives time to think things through first.• Often listens first, reflects and then speaks when an opportunity presents itself.• Sometimes finds needs and views ignored because of internalizing thoughts and reflecting.• When focused or engaged, outward demeanour and body language may give a different impression.• Likes to focus on things that are concrete or real, with an emphasis on demanding details, what, who, when?• In addition to investigating and asking for lots of detail, they are willing to offer up relevant information and

examples when asked.• Questioning style may appear to some as being pessimistic or resistant to new ideas. This approach may

appear counterproductive in the early stages of idea formation as this enquiry for further information maycome across as an attack on creativity.

• When communicating will often take a personal interest in people, making a special connection with them. Thismay be in pursuit of finding out more about their interests, motives or values.

• Have a preference for expressing their feelings with intensity and for openly expressing their emotions. Thismay be perceived by some people as distracting and unfocused. Others (typically thinking types) may findthose with the "feeling type" unable to communicate difficult decision when people are affected.

• When there is interpersonal conflict between people, those with a "feeling" personality will try to change thefocus away from the topic that is causing the anxiety.

• Have a preference to be goal orientated, working with a clear schedule or timetable.• Like clear and unambiguous deadlines, with distinct tasks and activities.• Prefer pre-determined structures and processes and dislikes being ambushed with unforeseen changes.• Focus of communication uses language that relates to results and accomplishments.• Expects others to deliver on a plan without hesitation or modification.

Notes:



Communication Coaching Tips

Below are some suggested strategies to help you become more effective in your communication for your typeGuardian (ISFJ):

• Write your thoughts down before meetings and send them to relevant people. This allows you to show yourinterest and commitment to a cause but also helps get your point across without interruption.

• There may be occasions where you find it difficult to get your point across, particularly amongst extraverts.Practice using non verbal cues such as sitting forward or identifying other gestures which give an indication toothers that you are about to speak.

• It is important for you to be heard and let people know about your needs. To ensure you get the opportunityto air your views, suggest to others that you have "done some thinking on the matter" and offer to send themyour notes. This will give you time to gather your thoughts independently and to get your ideas and viewsnoticed.

• Introverts can sometimes appear rude or uninterested because they have a preference to internalise theirthinking and enthusiasm. Try introducing your own thoughts on a subject by praising others first "you raise avery good point" or "that is a good question" . This will give an appearance of positivity and engagement, butalso provide a window to speak and get your point across.

• Decide when would be the ideal time to share your questions. If you think that they may affect the flow of anideas generating session, write down the points and wait for a suitable time to discuss them.

• When you put across your questions, describe them in context (why and how it relates to the idea) and explainyour reasons for mentioning them. This may soften any negative effects of raising your questions.

• As someone who is people and relationship focused you may be perceived as being less committed to task andcore activities. Recognise that performance and innovation requires a balance of social interaction and alsoconcentrating on planning and task completion.

• Try to be inclusive and open in communications, even with those who appear cold, critical and logical.• Be prepared to air your thoughts about any interpersonal conflict and discuss the issue "head on" so that all

parties understand the underlying problems.• For those with the opposite preference, they may feel pressured to go with your plans and may feel that their

opinions are not valued.• Others may think that you have made your decisions regardless of their views, so provide them with a range of

choices so that they feel that their input is valued. Ultimately, you can still control the final decisions.• Build time into your planning for reflecting on your choices and to give others time to feed in their thoughts.

This will demonstrate that you are flexible and can consider new ideas and options late in the planning process.• You may come across as a too controlling in conversations, attempting to move things along without others

having adequate time to feed in their thoughts. Give others more time to contribute their ideas in particularlywith areas that do not need immediate decisions.

• To avoid being seen as too controlling, communicate to others the goals and objectives clearly and give themthe opportunity to come up with their own ideas and solutions within the specified time frame.

• Although ticking off tasks on a "to do" list is important, this should not be the sole focus. Others around youmay think that your only objective is the completion of tasks instead of getting the best or the right solution onthe table. Give others the opportunity to input their thoughts and ideas so that there is a shared perspectiveon the best solution to problems.

Notes:



Leadership Styles Report

“There are almost as many different definitions of leadership as there are persons who have attempted todefine the concept” (Bass, 1981).

Based on the work of Organisational Psychologist B.M. Bass and on other more recent researchers, highlighted beloware a list of leadership styles that can be adopted by Sam when placed in a situation where he/she may be requiredto lead or manage others. The profile below highlights the most likely leadership styles that Sam may adopt. As withany personality questionnaire, this report does not describe Sam's actual performance but only emphasizes the mostlikely styles that may be adopted.

Below is a summary visual profile of your Leadership Style

Directive

Participative

Negotiative

Delegative

Consu

ltativ

eA

ffilia

tive

Coaching

Low Preference Moderate Preference Clear Preference

CoachingLeader

Where the leader has a focus for developing staff for thefuture. Naturally shows empathy to others. Understandshow they come across to other people and are acutely selfaware.

73

DelegativeLeader

Devolves responsibility for decision making to others.Allows their team to choose their own course of action.

71

AffiliativeLeader

Looks to create kinship and harmony in a group. Tries toinitiate friendship and close emotional bonds betweenpeople.

59

ConsultativeLeader

Values individual contribution from team members.Maintains focus on the task and controls decision making.Requires good facilitation skills and an interest in listeningto others and managing their new ideas.

56

ParticipativeLeader

Where decisions are made through the involvementof others and through consensus. The leader ensuresadequate time is put aside to involve everyone's input.

46

DirectiveLeader

Keeps overall control and authority of the planning andorganizing process. Gives clear directions of what isexpected of subordinates.

44

NegotiativeLeader

Leverage their leadership position to achieve their personalgoals. Uses mediation, coercion and debate to reachdecisions with subordinate. Negotiates and trades usingthe needs and motives of staff as a means for bargaining.

15



Leadership Styles Report – continued

Provided below are more detailed descriptions of each leadership style:

Directive LeaderKeeps overall control and authority of the planning and organizing process. Gives clear directions of what isexpected of subordinates.

Best Deployed When:• Where there is ambiguity about roles and task requirement.• The tasks are more complex and need closer direction.• Where staff are less capable or less engaged and look for closer supervision and leadership.

Participative LeaderWhere decisions are made through the involvement of others and through consensus. The leader ensuresadequate time is put aside to involve everyone's input.

Best Deployed When:• When there is adequate time available to involve everyone in the decision making.• The team have a high ability and are engaged and committed to the task.• Where the decisions are likely to impact on the group.

Negotiative LeaderLeverage their leadership position to achieve their personal goals. Uses mediation, coercion and debate toreach decisions with subordinate. Negotiates and trades using the needs and motives of staff as a means forbargaining.

Best Deployed When:• Often deployed by highly ambitious individuals.• Used as a last resort when other motivational methods have failed.• Often used to achieve short term goals or exceptionally stretching targets.

Delegative LeaderDevolves responsibility for decision making to others. Allows their team to choose their own course of action.

Best Deployed When:• The leader has trust in the ability of their subordinates.• The resources are freed up for the subordinates to execute their objectives.• Enough authority has been devolved to enable the subordinates to do their job.



Leadership Styles Report – continued

Consultative LeaderValues individual contribution from team members. Maintains focus on the task and controls decision making.Requires good facilitation skills and an interest in listening to others and managing their new ideas.

Best Deployed When:• On occasions when managing a broad area of technical specialisms where the leader requires input

from subject matter experts.• Where the organisational climate enables people to feel comfortable about speaking up and

contributing.• When the leader does not know the situation and requires those who are closer to feed in their

perspective.

Affiliative LeaderLooks to create kinship and harmony in a group. Tries to initiate friendship and close emotional bondsbetween people.

Best Deployed When:• Where there are significant levels of stress within a group and the leader looks to create an empathetic

and supportive climate.• Where there is conflict and argument in a group.• At the early stages of team building where team members are bonding.

Directive LeaderWhere the leader has a focus for developing staff for the future. Naturally shows empathy to others.Understands how they come across to other people and are acutely self aware.

Best Deployed When:• The organisation has an interest in strategic succession planning and talent management.• Where time can be made available to invest in the learning and coaching process.• Where a culture exists of growing talent internally.

Bass, B M (1981) Stodgill’s Handbook of Leadership: A survey of theory and research. Free Press.



Leadership and Management Style

This section looks at the leadership and management styles associated with your personality type. Over the past50 years there have been many documented approaches to leadership and management, but each are found to bemost effective when used appropriately in the correct context or situation as it is required. This section providesinsights into your most natural style of leadership, providing useful information to explore looking at your strengthsand underutilised potential.

Areas of Leadership and Management Strengths

When leading and managing others, individuals with your personality type Guardian (ISFJ) may:

• Works hard to establish consensus amongst colleagues when making decisions.• Are approachable, showing interest in the views of others.• Ideas and vision are anchored by personal values and beliefs.• Looks to establish a work environment that is amicable and friendly.• Is supportive to colleagues and subordinates.• Is loyal to the organisation and supports its values.• Likes to involve others and explore their needs and motives.• Possibly a hesitant leader at first, but capable of assuming the role if asked.

Potential Areas or "Blind Spots" to Reflect Upon

• Struggles or avoids communicating negative news to others, preferring to talk up the positives.• May prioritise putting people issues and relationships before task.• May find leadership lonely and feel aggrieved if left out or excluded from activities.• Find it difficult to confront disruptive people, thereby delaying or avoiding taking necessary action.• Delay and avoid tough decisions that may negatively impact on others.• Can sometimes thrust their personal values on others and be judgemental in adopting the moral high ground.• Contribution may be undervalued due to quiet and more reserved nature.

Notes:



Subordinate Styles Report

Based on the work of Organisational Psychologist B.M. Bass, below is a list of subordinate (reporting) styles whichmay be adopted by Sam. The profile below highlights the most likely subordinate styles that Sam may adopt andalso those styles which are least preferred. As with any personality questionnaire, this report does not describeSam's actual performance but only emphasizes the most likely styles that he/she may adopt. The descriptions belowalso highlight where there may be a likely match or potential conflict between a subordinate style and a specificleadership style.

Below is a summary visual profile of your Subordinate Style

Receptive

Self-R

eliant

Collaborative

Info

rmat

ive

Reciproca

tive


ReceptiveSubordinate

Style

Sticks to guidelines and procedures and maintains atraditional outlook. Will execute the ideas of others inpreference to their own.

77

InformativeSubordinate

Style

Detail orientated and analytical person, often trustedfor their rigour and accuracy when feeding in ideas andopinions.

57

CollaborativeSubordinate

Style

A team player who likes to contribute ideas and solutions.Prefers applying new and original approaches to tasks thanusing established methods.

48

ReciprocativeSubordinate

Style

Plain speaking and unafraid to give their viewpoint.Comfortable talking to colleagues of all levels and seen assound person to approach for mature advice.

28

Self-ReliantSubordinate

Style

Independent minded, prefering to develop their ownideas without interference from others. Dislikes rules andexternally imposed constraints.

22



Subordinate Styles Report – continued

Provided below are more detailed descriptions of each subordinate style:

Receptive Subordinate• Sticks strictly to guidelines and procedures.• Keen to please others and achieve deadlines that have been laid down.• Often traditional in outlook, preferring to execute the ideas of others.

Considerations When Working with Different Leadership Styles:

May find a Participative Leader style too loose and unstructured. May find the clarity and authority providedby a Directive Leadership preferable.

Self-Reliant Subordinate• Independent minded, preferring to develop their own ideas.• Less receptive to interference from others.• Dislikes rules or constraints.


May dislike a Directive Leadership style preferring the autonomy provided by a Delegative Leader.

Collaborative Subordinate• Likes original thinking in preference to established methods.• Enjoys contributing ideas and potential solutions.• A team player who looks to participate in group decision making.


May enjoy the inclusion and team climate provided by a consultative Leader in preference to that of aDirective Leader.

Informative Subordinate• Ideas and views are well informed and trusted by managers.• Rigorously analyses and reviews ideas and plans to check for accuracy.• Likes being involved in decision making but will defer to their leader for the final decisions, accepting

their judgement.


Likely to prefer a Consultative or Participative Leader where their insights and judgements will beacknowledged.



Subordinate Styles Report – continued

Reciprocative Subordinate• Provides a mature perspective with matters, able to deliver sound advice to management and

colleagues.• Less concerned about title, rank or status and is comfortable speaking plainly and giving their viewpoint

to others.• May be single minded when focussed on achieving tasks.


Directive leaders may want to work closely with Reciprocative reports to benefit from their mature outlookand to manage the chance of conflict occurring amongst the group.

Bass, B M (1981) Stodgill’s Handbook of Leadership: A survey of theory and research. Free Press.



Managing the Person – Getting the Most From Their Strengths

In recent years, there has been a great deal of research exploring the concept of managing people through'strengths'. This approach suggests that it can be more productive to focus on a person's strengths than to investtime developing their weaknesses. Coaches and managers are encouraged to spend more time focussed on how todeploy a persons strengths in an organisation or business.

Below is a summary describing the most natural way this type Guardian (ISFJ) prefers to work, with some suggestionsof how to support their strengths in the workplace: When communicating, individuals with your type may:

• Prefers a workplace where they can enjoy peace and quiet to concentrate as well as respecting others needsfor solitude.

• Typically hard working and diligent in nature.• Are methodical and purposeful in their work.• Are prepared to give up their time and effort to help others and with a focus on their most functional activities

and needs.• Can often be quiet and unassuming, typically avoiding the limelight. Encourage to speak up more frequently in

group situations and promote their own ideas.• Typically strong in citizenship, following the rules, processes and traditions of an organisation.• Unselfish and prepared to support and provide service or help to others.• Operates in an ordered way with a focus on detail.• Likes to set up and work to pre-defined deadlines with activities and projects.• Focuses on the positive and looks to create harmony. Can be a helpful person to have around where there is

conflict.• Uses previous experience and knowledge when solving problems.• Likes to engage in activities and tasks of a practical nature.• Prefers to work on tasks in incremental stages.• Enjoys being accurate and precise with facts and figures.• Decisions are often influenced by their values.• Experiences reward when the needs of others have been satisfied.• Likes to please others and will go out of there way to do so.• Can be empathetic to others and a good listener.• Likes to make a plan and stick with it without wavering.• Enjoys work where there is structure and a clear timetable.

Notes:



The 7 Creativity Lenses – Exploring Thinking Style and Innovation

IntroductionCreativity in organisations and teams requires a broad range of perspectives when groups worktogether to consider the best solutions to a problem. The objective should be to focus eachperson’s energies on a task, but in reality, individuals have different motives, personality andtemperament that will affect the way they see the world. Each individual tends to look at aproblem through a different lens. We call this the "Creativity Lens". Any person in a group or ateam can provide a powerful and equal contribution to the success of a new idea or in solving aproblem as long as their energies are channelled positively and in a balanced way.

Using the Creativity LensesBy looking through the lens of another person, we can provide insights and solutions which individually we maynot have considered. Using this approach can be useful in helping improve innovation in teams and productivityin meetings in the workplace. The following profile provides an overview of your personality when seen througha series of creativity lenses. This exercise helps you understand where your greatest contribution to creativity andinnovation will be and the Lenses that you are most pre-disposed to. The profile will also highlight the Lenses thatyou are less likely to adopt and where you will need to work harder to adapt your thinking style when consideringanother person's perspective.

Profile Results Low Preference Moderate Preference Clear Preference

Amber Lens Strengths and Merits 90

Rose Lens Instinct, Feelings and Emotions 79

Sapphire Lens Reflexivity and Review 79

Emerald Lens Ideas and Innovation 40

Pearl Lens Objective and Factual 36

Violet Lens Taking Risks and Getting Radical 20

Grey Lens Critical Analysis, Logical and Cautious 10

Amber Lens – Strengths and Merits

DescriptionWorking in groups to solve problems can sometimes become tiresome and lead to negativity.Individuals who use the Amber lens are positive optimistic people who look to describe thestrengths and merits of any proposal or solution. By taking this approach they can provide abalance in any project and describe the benefits that may be unseen by others in the group orteam.

Questions Asked Using This Lens

• What is good about the current proposal or problem?• What value can we get from this idea?• What use can be made of this?



Rose Lens – Instinct, Feelings and Emotions

DescriptionMany of us use our intuitive nature and gut instinct to inform our decisions and choices. Byusing the Rose Lens we bring our feelings and emotions into our judgements when makingchoices or when solving problems. Using the Rose Lens we dispense with rules and protocolsand give our thoughts freely with the need for explanation or approval.


• How does everyone feel about the current process/situation?• What does your intuition tell you?• What part of the solution do you warm to and why?

Sapphire Lens – Reflexivity and Review

DescriptionIndividuals looking through the Sapphire Lens, like to take stock of the situation and reflecton the where the creative process is going and to check back with the group as to the originalpurpose of the activity. By providing a useful summary or overview, the group can re-calibrateand direct their efforts more efficiently towards their original objectives. Those using theSapphire Lens help guide and shape the way thinking is being done by a group or team.


• How far have we come?• Are we still focused on our core objective?• What conclusion or summary can we make about the situation or problem?

Emerald Lens – Ideas and Innovation

DescriptionIndividuals using the Emerald Lens are creative individuals who look to provide fresh innovativeideas when solving problems. They naturally look for alternatives and consider the widerpossibilities.


• What new and creative ideas are there?• Are there alternatives to solving the problem?• How can we make changes for the better?



Pearl Lens – Objective and Factual

DescriptionThose that look through a Pearl lens take emotion out of decision making and deal solelywith hard facts and details. People who use the Pearl Lens are natural resource investigators,prepared to dig deep to uncover underlying information, leaving no stone unturned. In usingthis lens, they try to piece together all of the facts so that a clear picture can be gleaned aboutwhat is known and what needs further investigation.


• What information do we know about the current issue or problem?• What are the facts and details?• Where will we look to find this information?

Violet Lens – Taking Risks and Getting Radical

DescriptionAre we really stretching ourselves creatively? How radical can we get? Using the Violetlens, individuals are able to take risks with their ideas and stretch themselves to extremesunfettered. It is time to think the unthinkable, dispense with conventional thought andreposition the question, the context and concepts that were considered using the EmeraldLens.


• What have we missed and how far can we stretch our ideas?• Is there a better way to define the problem?• What is the underlying issue here?

Grey Lens – Critical Analysis, Logical and Cautious

DescriptionCritical analysis is important when solving problems. Individuals who use the grey lens look toidentify issues or problems when new ideas or solutions are presented. Their views come withcaution and they look to highlight any difficulties or risks involved.


• What are the negative issues or weak areas with this situation or problem?• What are the risks involved?• Where should we be cautious about this idea?



Your Preferred Learning Styles

Continuous Learning is an important factor for us all as we develop and grow in both our personal and working lives.As technology develops and changes happen, we constantly need to update and refresh our knowledge to keep upwith the latest concepts, practices and thinking. This section of the report looks in detail at how you prefer to learn.By understanding your learning preferences, you can develop your own personal development strategy, creating anenvironment that helps you to optimise how you learn and achieve your potential.

Below is a summary visual profile of your preferred learning styles

VerbalR

eflectiveP

ractical

ParticipativeStructured

Emotional

Logi

cal

Det

aile

dBig Picture


VerbalPreference

Valuing interaction with others and hearing explanationsto gain information. Preferring regular feedback andinteraction to develop ideas and assimilate information.

11

ReflectivePreference

Prefers time to review information without unduedistraction or interruption. Likes to collect facts and detailstogether before making judgements or decisions.

89

PracticalPreference

Those with a practical preference like adopting provenways of doing things. They prefer topics and activities thatinvolve applying prior knowledge to learning and practicalproblem solving.

80

ParticipativePreference

Likes to engage in group activities as part of learning. Thismay be through team activities or working in discussiongroups. People with this preference value the opportunityto contribute in a group and engage in debate as a meansof learning.

14

StructuredPreference

Having a preference for structure and predictability whenlearning new things.

64

EmotionalPreference

Having a preference for using personal feelings, experienceand values as a basis for evaluating new information orarguments.

93

LogicalPreference

Preference for using logic to evaluate and make decisions.Viewpoints and learning are developed throughcritical analysis and asking probing questions to clarifyjudgements.

21

DetailedPreference

Prefers to focus and check that details are correct andaccurate. Focus is on the here and now and less on thewider possibilities.

7

Big PicturePreference

Prefers to look at the situation and at concepts in overview,considering the wider possiblities without too much focuson specific details.

25



A Summary of Your Learning Styles

• May have a greater preference for learning with written information than through face to face discussion.Where verbal communication is required for learning, may a have a preference for a more private one to onediscussion instead of being in a group environment. A greater likelihood to internalise and suppress outwardexpressions of energy and enthusiasm.

• An orientation for gathering thoughts and ideas through reflection, preferring to internalise informationwhilst gathering facts before making judgements or decisions. The ideal environment for learning is a quietenvironment without distraction or interruption.

• As a practical person, you are grounded by what is real and concrete and therefore focus your attentionwhen learning on the details and facts and figures. You are likely to be more comfortable dealing with newinformation that is well established and for using your prior experience to reason and solve problems.

• You have a preference when learning for working on your own or on a one to one basis. You enjoy being able toconcentrate and focus your mind on the details of what is to hand.

• Liking structure, you prefer to organise your learning so that you can plan the details to ensure that you leaveample time to achieve the goals you have set yourself. You generally dislike having a last minute rush or byengaging in free flow learning, but have a preference for a well timetabled and details plan to support how youlearn.

• It is likely that you are interested and more focussed on people's feelings and how the learning experience orthe process will affect them. You are keen to identify and appreciate things that are novel noticing positivecontributions from others. When discussing new methods or processes, you are less likely to focus oncold facts, but to take your personal experiences and the needs of others into consideration when makingjudgements. When debating a subject, you may respond to questions from others defensively considering it anattack on the harmony of a group. If questioned by others, try to avoid taking this personally and accept thatsometimes other people find it useful to clarify details when they are learning.

• You have a preference for basing your judgements and learning on personal experience and adjusting yourviews to encompass the ideas and opinions of others. You are less likely to use cold logic when makingdecisions when learning and are less likely to use critical questioning techniques when the circumstances arethat you feel may upset others. To ensure that you get the most from your learning, You may find it helpful totry to be more direct in your approach to questioning and focus on your personal objectives for learning toensure that you don't get distracted by the needs of others.

• Your interests suggest a lesser preference for analysing facts and detail but learning and interacting with othersand sharing ideas.

• You have a greater focus on the practical utility of subject matter. You prefer to engage your senses (touch, see,hear) when learning, with a focus on what is in front of you and what you are experiencing.



Selling StylesThis section of the report is designed to help those embarking on or working in sales to consider their personalitytype and how they naturally respond when involved in the various tasks that make up the sales process. Thefollowing chart looks at each stage of this process, giving an indication of how you may respond when performing thetasks and activities involved.

Your Sales Competency Potential

Sales Preparation Activity Low Preference Moderate Preference Clear Preference

Prospect Research 64

Qualifying Leads Based on Targeted Objectives 60

Connecting With the Customer & Networking 14

Initiating and Securing Appointments 20

Investigating Needs Low Preference Moderate Preference Clear Preference

Support and Encouragement 93

Identifying Opportunities 40

Questioning and Probing for Information 36

Active Listening 80

Presenting Proposals Low Preference Moderate Preference Clear Preference

Presenting with Enthusiasm 0

Identifying Relevance and Value to Clients 39

Being Organised and Well Prepared 64

Sympathetic to Clients Needs 93

Managing Buyer Objections and Resistance Low Preference Moderate Preference Clear Preference

Being Persuasive 36

Addressing Stakeholder Concerns 64

Accurately Clarifying Needs 64

Managing Objections 36

Confirming the Sale Low Preference Moderate Preference Clear Preference

Checking Contractual Details 92

Mitigating Risks 17

Adapting to Clients Requirements 40

Closing the Deal 0

Following Up Low Preference Moderate Preference Clear Preference

Implementation Planning 79

Relationship Management 20

Documenting Value 92

Identifying Further Selling Opportunities 40



Sales Preparation Activity – Advice and Coaching TipsAll good sales and marketing people prepare well in advance of a meeting with their sales prospects. This involvesestablishing the target market and identifying the key organisations and individuals they should focus their timewith. After researching the organisation in detail and identifying the buyers with the greatest influence on the salesprocess, it then requires the sales person to connect with the customer and establish a dialogue or an appointmentto explore the needs of the customer.

Prospect Research Low Preference Moderate Preference Clear Preference

64

You prefer to be methodical and precise and therefore, when using sales qualifying guidelines, your prospect research willbe more accurate leading to greater efficiency when matching buyer profile and the product or service you are offering.

Advice with this activity: Explore a variety of avenues when identifying prospects and opportunities. Use a mix of formalresearch (databases) and informal contacts to balance your risks and economy of effort.

Qualifying Leads Based on Targeted Objectives Low Preference Moderate Preference Clear Preference

60

Your approach to tasks are anchored by common sense and pragmatism. You are more likely to stick to establishedguidelines when qualifying leads thereby ensuring that you focus your time on those opportunities that align with yourorganisations targeted objectives.

Advice with this activity: Take your realism and practical nature into the task of qualifying leads. Ensure that you focuson identifying decision-makers and understand clearly what influence your prospective client will have on each salesopportunity. There may be more people with buying influence in your prospect's organisation, so make it your business toknow who they are and how buying decisions are made.

Connecting With the Customer & Networking Low Preference Moderate Preference Clear Preference

14

When making contact with customers or prospects, you may feel less comfortable networking in large groups; preferring totalk to people on a one-to-one basis or communicating by email.

Advice with this activity: When you are expecting to meet prospects either at a specific event or other grouping, considermaking contact in advance and try to arrange informal meetings which would allow you the opportunity to engage themon a one-to-one basis.

Initiating and Securing Appointments Low Preference Moderate Preference Clear Preference

20

It is likely that you prefer to receive pre-qualified sales leads resulting either from formal introduction or existing prospectdetails held by your organisation.

Advice with this activity: When you are required to initiate contact to secure appointments and pre-qualify sales leads,prepare an introductory script and a strong list of 'open' questions in order to minimise any anxiety. By taking a structuredapproach with a person you may not have spoken to before, your confidence will naturally increase.



Investigating Needs – Advice and Coaching TipsThis is an important part of the sales process where targeted questioning and active listening by the salesperson areessential. They should ensure that they can identify the most important issues for the client, the greatest area ofpain for the organisation and to provide expertise and support for the client. This will engender confidence in thesalesperson as an individual and the organisation that they represent.

Support and Encouragement Low Preference Moderate Preference Clear Preference

93

Being empathetic by nature, you have both a preference and the inclination to support and encourage others. Wheninvestigating other's needs, you are more likely to understand the underlying feelings of the person and how the currentsituation is affecting them.

Advice with this activity: When attempting to elicit the actual needs of a client or prospect, try to gather the detailedfactual information as well as understand their emotional needs, so that your proposed solution will contain a balance ofrational argument as well as a summary of impact and the improvements that implementation will bring.

Identifying Opportunities Low Preference Moderate Preference Clear Preference

40

Having a more 'down to earth' approach when identifying opportunities, your preference is to concentrate on the factsavailable when making judgments about the validity of sales leads or opportunities.

Advice with this activity: Explore the wider opportunities that may not immediately be apparent with each prospectaccount. For instance, can I cross sell other products or services beyond what has been requested? Would the client'sneeds be better suited to a more expensive package? Am I talking to the right person? Is he/she an authorised decision-maker? Is there a market for my products and services in another Dept.? Such questioning will help to uncoveropportunities which may not appear obvious.

Questioning and Probing for Information Low Preference Moderate Preference Clear Preference

36

You have a natural orientation for being considerate to the views and thoughts of others. When questioning and probingfor information, you are likely to be more sensitive and accommodating to the thoughts and feelings of clients than mostpeople.

Advice with this activity: To draw out the detail of a client's requirements involves skilful questioning. Try to use 'open'questioning techniques i.e. questions that require more than a yes or no answer. Be clear from the outset what you wantto find out from the client. Be aware of time pressures - to maximise your effectiveness, manage your client exposureefficiently. Try not to dwell too long on the niceties of conversation, which although valuable for building relations willinvariably reduce your 'fact-finding' time; the detail of which you will need to build your proposal and target a buyingdecision.

Active Listening Low Preference Moderate Preference Clear Preference

80

When talking to clients or sales prospects, you are more inclined to listen first and respond later. With a natural propensityfor 'active' listening, you are able to take the time to absorb what you have heard, marshal your thoughts and formulatekey questions for further probing.

Advice with this activity: Although you are naturally an adept listener, ensure that you prepare targeted open questions inadvance of meetings so that you are prompted to cover the necessary subject matter when time may be critical. Althoughit is a positive thing to allow clients or prospects to talk longer, it is equally important to guide their conversation ontotopics that will provide the information you seek. If you find that you need time for reflection and would prefer to delayyour response to give you time to think, make sure you keep any promise made to return to the issue.



Presenting Proposals – Advice and Coaching TipsThe presentation of proposals either verbally or in a written format provide a summary of the clients requirementswith the supplier's response describing clearly and a statement of how they believe their products and serviceswill meet the clients needs. A strong proposal will be organised and well prepared and any presentation providedshould be delivered with confidence and enthusiasm, being clear and concise. The presentation delivery should besympathetic to the clients needs and the client should find it easy to make a clear link between their own needs andmotives and the way that the solution has been presented to them.

Presenting with Enthusiasm Low Preference Moderate Preference Clear Preference

0

Your responses suggest that you are likely to prefer working on written proposals rather than presenting to large groupsof people. This approach allows you more time to reflect and concentrate on the task at hand without interruption.You are less likely to come across as outwardly energetic or gregarious; preferring to appear quieter, calmer and morecontrolled in your demeanour. When presenting to others, you again prefer one-to-one discussion. When preparing agroup presentation, you are likely to find it helpful to have a well scripted plan of how you are going to deliver your pitch.

Advice with this activity: Try practicing your pitch to a friendly audience. Place emphasis on being enthusiastic andenergetic in your delivery. If when presenting you appear energised and positive about your products and services, youraudience will be more enthusiastic.

Identifying Relevance and Value to Clients Low Preference Moderate Preference Clear Preference

39

As someone with a creative imagination, you like to explore novel and interesting ideas and abstract concepts. It isimportant when trying to convince your clients of the value and relevance of your products or services, that your responsesare anchored to the client's actual requirements and their current situation. You may need to 'sanitise' your ideas, for clientrelevance.

Advice with this activity: Ensure that you have clearly understood the needs and objectives of the client. This is key toproviding a start point for matching their needs to your products and services and ensuring that when you present yourresponses, they are coherent and focussed on hitting the target.

Being Organised and Well Prepared Low Preference Moderate Preference Clear Preference

64

As someone who is meticulous with their planning, you like to prepare for presentations and other events well in advanceby creating a list of tasks to be achieved. You are uncomfortable with surprises or changes and therefore, you prefer tooperate from a defined agenda or timetable for all activities.

Advice with this activity: Being someone who dislikes surprises or unplanned events, ensure that you call the clients inadvance of your meetings to see if the situation has changed or whether their needs have changed. This will give you timeto update your presentation or proposals.

Sympathetic to Clients Needs Low Preference Moderate Preference Clear Preference

93

Having a sociable friendly nature, you are able to provide a sympathetic ear in meetings and presentations with clients.You have a natural ability to place yourself in the clients shoes when considering their perspective, enabling you to developsolutions with their needs at the heart of your proposals.

Advice with this activity: Try to gauge the nature of your audience. You may find that one or more of your audience aredata critical, impersonal in their demeanour and less interested in their own emotions and the emotions of others. Onsuch occasions, it would be helpful to use your sympathetic approach by mirroring your responses to the questions andneeds they have displayed. If cold hard facts are important to them, then it would be wise to reflect this in the way thatyou approach your behaviour and responses.



Managing Buyer Objections and Resistance – Advice and Coaching TipsThroughout the discussion and proposal stages, more often than not, the buyer may show resistance to someelements of the proposed solution and may make objections that will need to be managed sensitively. It is importantfor any sales person to listen carefully to the objections and clarify what the key issues are for the buying party. Itthen requires both parties to come to an agreement on what the final solution should look like. This will involve thesales person using their skills of persuasive and an ability to negotiation.

Being Persuasive Low Preference Moderate Preference Clear Preference

36

Persuasion requires the conversion of a person's views from one position to another. To induce a person make this changerequires questioning, discussion and wider debate so that they can see the strength of another person's arguments.Individuals who share your type, often see questioning in a negative light and feel that it can cause conflict by emphasisingthe differences between two parties. You would prefer to find an alternative catalyst to bridge the gap of understanding.

Advice with this activity: Although you have a natural orientation towards managing and accommodating differences,it is important to measure any gaps in opinion between two parties and to make a strong case for why the other shouldchange their viewpoint. Identify the underlying motives and needs for your product or services. This will help support yourproposals for the client to change.

Addressing Stakeholder Concerns Low Preference Moderate Preference Clear Preference

64

In most sales processes, a client will invariably raise concerns about matter(s) of personal interest. It is important therefore,to listen and understand what is being said and to manage discussion in the direction of client satisfaction. With yourgenerous and helpful nature, you have a preference to accommodate the other point of view and are therefore less likelyto challenge or question another person's position.

Advice with this activity: During the process of addressing the stakeholder's concerns ensure that you do not makepromises that you or your colleagues can't keep. You have a naturally accommodating manner and there may be urgesto try to satisfy your clients needs by offering something which might not be possible which may result in a risk to yourpersonal reputation and to that of the organisation you represent.

Accurately Clarifying Needs Low Preference Moderate Preference Clear Preference

64

In the run up to closing a sale, it is important to clarify the exact details of a client's requirements. This involves meticulousdetail in ensuring that everything discussed has been considered and is entered into a proposal. You are naturallyprocedural in your approach and therefore are more likely to take clients through your outline proposals in detail to ensurethat their needs are properly clarified and that nothing has been missed.

Advice with this activity: When establishing a timetable for implementation, ensure that you work closely with thosecolleagues involved in the delivery to make sure that your proposals are realistic and accurate. Confirmation that yourassessment is accurate will increase your confidence.

Managing Objections Low Preference Moderate Preference Clear Preference

36

When working through the confirmation details of a sale, there will often be a stage where a buyer may state an objectionor show resistance to some elements of a proposal. You typically try to accommodate such needs and requests in yourpursuit for client satisfaction.

Advice with this activity: It is important to achieve positive affirmation from the client. Question the client about thoseelements of the proposal that they particularly like in order to identify and bring to the fore the elements they find mostattractive. This will help maintain a balanced and positive discussion as you work through any areas of objection orresistance. Buyer resistance can sometimes be used as part of the negotiation process. Try to understand any underlyingreasons for resistance by returning to an earlier point of agreement and then re-run the discussion dealing with eachobjection as you go. If successful, this approach may halt any need to offer an amended solution and thereby avoid anyconsequential loss in business value of the sale.



Confirming the Sale – Advice and Coaching TipsThe process of confirming the sale involves generating the necessary contractual documentation, checking overdetails to ensure accuracy and making any final changes requested by the client. In common with the majority ofbusy people, clients have competing priorities and securing a signature can be a challenge when trying to close thedeal. It requires a high level of persistence, determination and tact to get the deal across the finish line.

Checking Contractual Details Low Preference Moderate Preference Clear Preference

92

Being naturally methodical and detail orientated, you are more likely to plan ahead; taking time to check contractual detailsprior to a sale and to involve colleagues in checking them.

Advice with this activity: Be prepared to include last minute changes to contracts. However, to minimise the likelihood ofhaving to make such changes, talk the client through the contract in outline before you present it for final signature.

Mitigating Risks Low Preference Moderate Preference Clear Preference

17

To manage and mitigate risks successfully requires a propensity for looking ahead to the future. If this propensity is actedupon, adequate planning and preparation can be put in place for both the anticipated and unexpected. As someone wholikes to take things in their stride and to react quickly to issues as they arise, you are less likely to plan and mitigate againstrisks; preferring to deal with incidents as they appear.

Advice with this activity: When confirming a sale, take time to 'brainstorm' all of the issues and eventualities that couldimpact negatively on the delivery of your product or service. For example, Is the pricing accurate? Is the timetable fordelivery too tight? Which staff are involved in supporting the client? Are they aware of this proposal? Were they consulted?By walking through every aspect of the client delivery process you will be in a better position to minimise risks and managethe clients expectations.

Adapting to Clients Requirements Low Preference Moderate Preference Clear Preference

40

Clients appreciate the effort made when a salesperson goes beyond the 'call of duty' to support their needs. This bothstrengthens relationships and trust between the two parties. You take a 'matter-of-fact' and realistic approach with matterswhen dealing with practicalities as you see them. It is likely that you will be prepared to adapt to clients needs, providingthey meet with your pragmatic perspective.

Advice with this activity: In being pragmatic, be careful to ensure that your judgements are not seen by the client asbeing inflexible or uncooperative. If there are reasons for imposing a measure of inflexibility, make sure that the clientunderstands the reasons why. You should also understand the background to any client requests and seek alternatives thatare acceptable to them without compromising your judgement.

Closing the Deal Low Preference Moderate Preference Clear Preference

0

Closing a sale often requires detailed negotiations and a strong determination to move things on to a positive conclusion.In bringing a sale to the closing stage, there are often time constraints with both selling and buying parties. In order toreach a signed contractual commitment, rigorous and tough action is required in client motivation. You like to maintaina friendly and good natured approach with people. Because of this, you are less likely to take a tough stance in yournegotiations when trying to close a deal; preferring rather to appeal to the other person's good nature. If there is adeadline to meet, you may find it a challenge to be tough enough with your client to motivate them to sign on or before adue date.

Advice with this activity: It can be difficult but try not to worry about being persistent when trying to close a sale. Mostclients or prospects understand that you have a job to do and in the majority of cases they appreciate your diligence. Yourreminder to place some priority on the business in hand may often be seen as a positive move. Suggesting aspects ofmutual benefit may also assist in reaching closure. Appealing to their motives to 'try to achieve something ' or try 'to avoidsomething ' may often act as a catalyst for signing a contract.



Following Up – Advice and Coaching TipsA successful business needs to build on a strong foundation of loyal clients who continue to use its products andservices. Central to this is the ongoing relationship management with the organisation and ensuring that customersatisfaction is maintained when using the products and services it receives. Many organisations take good productsor services for granted and it can be worthwhile helping the client to understand the value that they are receiving butalso to document their positive experience so that the organisation can build case studies for future clients to see butalso to help entrench the use of the product or service the organisation.

Implementation Planning Low Preference Moderate Preference Clear Preference

79

An important part of the sales process is the implementation planning thereby ensuring that a product or service isdelivered satisfactorily. To continue to maintain good relations with customers, it is vital that the sales person/team isinvolved, at least initially, in early planning in order to maintain an oversight of delivery and to ensure that the product orservice matches the requirement. As someone who is naturally organised, you like to engage in the planning process andyou rely on good planning to maintain positive client relationships. You dislike a 'last minute' rush, so you like to ensure thatplans are properly in place and ready for implementation well in advance. When clients seek rapid implementation, youneed to manage their expectations. Liaise with colleagues and other agencies to satisfy yourself that tight deadlines areachievable.

Advice with this activity: When a client requires rapid delivery, try to avoid rushing them into a plan that you know willnot work. Instead, be honest. Express your doubts where there may be risks or where you consider timings may be tootight. Better to get it right and maintain good relations.

Relationship Management Low Preference Moderate Preference Clear Preference

20

Strong relationship management with clients requires good interpersonal understanding and an insight into the clientspersonality, needs and motives. In addition, it requires regular communications of all forms so that you are on top ofmatters and are visible and available to the client when new opportunities arise. Your responses suggest that you aresomeone who is less likely to initiate contact with prospects or clients and more likely to be responsive when a customerhas made an enquiry or request.

Advice with this activity: Book actions in your diary to contact regularly your key clients and target prospects. Try to makesure that you use a mixture of communication mediums including email, phone calls and face-to-face meetings so that youcome across as personal and friendly. With regular contact you will uncover new opportunities, be more effective at crossselling through your existing clients and be in a position to respond before your competitors do.

Documenting Value Low Preference Moderate Preference Clear Preference

92

Often overlooked by some sales professionals is the important stage of documenting value with the client. Not only doesit provide useful case studies and positive examples for future clients engagements but also, it helps your client justifytheir own investment internally with other stakeholders. As someone who is methodical and process orientated, this issomething that you are likely to identify as normal routine practice. Having documented the reasons why the client hassigned the deal, you are able to revisit your original proposal with the client to confirm that the aims and objectives havebeen met and to agree and document that the anticipated value has been delivered.

Advice with this activity: When documenting value with your client, make sure you allow the client sufficient time toexpress themselves about their experience with your products or services. It may be that they have changed their opinionbecause other internal influences have altered the organisation's practices since your contract was implemented.

Identifying Further Selling Opportunities Low Preference Moderate Preference Clear Preference

40

From your responses, it would seem you would prefer to focus on more obvious sales opportunities than taking the timeto explore more deeply with clients where other products or services may be valuable to them. By maintaining a groundedmore realist approach you will pick up the opportunities that are presented to you directly but you may miss out others bynot adopting a more lateral exploration with the client.



Advice with this activity: For follow-up client meetings, try to prepare questions that could offer further opportunitieswithin the clients wider organisation. Does your contact have colleagues in other divisions who need similar products orservices? Do they have professional colleagues in the same industry that you can get a referral or introduced to? Are thereadd on products or services that the client may need? Is it possible to book in future replacements of the same product inadvance? By asking wide ranging questions, it will help you uncover opportunities that were not apparent at the outset?



Careers Preferences

This report builds on the work of Holland's Theory of Vocational Personality. This model has become widely acceptedas a useful method for helping people make vocational choices. The Hollands theme (RIASEC), is based on 6vocational personality types as shown below.

Below is a summary visual profile of your careers preferences

Realistic

Investigative

ArtisticSocial

Ent

erpr

isin

g

Conventional


Conventional

Conventional people are structured, dutiful, steadfast andmethodical in their work. They like accuracy in what theydo and like to follow rules and procedures. At work theyand are concientious and like to maintain a steady workrate.

72

Social

Social people enjoy work involving interaction with othersand helping people. They are friendly, outgoing, andunderstanding. They enjoy work that involves teaching,mentoring, helping others and solving social issues.

67

Artistic

Artistic people are independent thinkers who have a strongdesire to express themselves creatively. They are originaland imaginative and typically enjoy creative activities suchas music, drama, dance and writing.

49

Investigative

Investigative people are intellectual, inquisitive problemsolvers. They enjoy exploring ideas, analysing informationand conducting research. They enjoy uncovering facts andestablishing new theories.

48

Realistic

Realistic people are practically minded individuals whovalue things that they can see or touch. They are oftentraditional, self-reliant individuals who like to keep busy.They enjoy physical activity, adventure and workingoutdoors.

41

Enterprising

Enterprising people are energetic, self-confident,competitive people who can be persuasive and assertivewhen required. They enjoy selling things, creating andpromoting new ideas and influencing others.

18



Exploring Your Top 3 Career Themes

Conventional Career ThemeConventional people are structured, dutiful, steadfast and methodical in their work. They like accuracy in what theydo and like to follow rules and procedures. At work they and are concientious and like to maintain a steady work rate.They dislike ambiguity and prefer structure and order. Conventional people maintain high personal standards andoften work well where there is an established system or a large corporation with clearly defined rules and processes.Conventional people are interested in data and things, rather than people. As a result, they like to work with paperbased and computer based applications in business where data is used eg. filing, record keeping, data processing andaccounting.

What part of the above description is true for you? Tick

Dutiful, conscientious and steadfast in their work?Like following rules and procedures?Interested in data and things in preference to people?Like to be accurate and detailed?Prefer organising and managing things?

Which of these skills or preferences would you like to be part of your future career?

Social Career ThemeSocial people enjoy work involving interaction with others and helping people. They are friendly, outgoing, andunderstanding. They enjoy work that involves teaching, mentoring, helping others and solving social issues. Socialpeople dislike cold more formal activities that are impersonal such as using machinery or tools or extensive mentalchallenges where other people are not involved. People in this grouping like to gravitate towards work activitiesthat enable them to help others overcome interpersonal problems and to mediate disputes. Occupations that areattractive to Social People are roles such as Counselling, teaching, coaching and Nursing.


Like interaction and meeting many different types of people?Enjoy helping and supporting others particularly those in need?Like coaching, mentoring or teaching people?Enjoy being friendly, building strong relationships and listening to others?


Artistic Career ThemeArtistic people are independent thinkers who have a strong desire to express themselves creatively. They are originaland imaginative and typically enjoy creative activities such as music, drama, dance and writing. Artistic people aremore likely to pursue aesthetic or cultural activities in preference to scientific activities. They enjoy variety andchange and dislike work that is too structured or repetitive. Artistic people are intuitive and original in their thinkingand enjoy developing new ideas and concepts. In general they take a greater interest in ideas and people comparedto data and things.


Independent thinker?Express them self through creative activities such as music, dance, painting, drama or writing?Naturally intuitive and insightful?Enjoy developing new ideas and concepts?Aesthetically orientated, enjoying working with design, colours or textures?




Team Role

The profile below looks at eight different team types that contribute towards effective team working. Each teamrole has an important part to play in the 4 elements of team activity. The first element, Exploring and Evaluatinglooks at researching, networking and creating new concepts and ideas for implementation by the team. The secondelement, Leading and Influencing, is the activity of leading, coordinating and driving the team forward to achieve itsgoals. The third element, Adapting and Reflecting, encompasses important activities such as adapting to changingcircumstances and constantly reviewing, reflecting and evaluating to ensure that progress is heading in the rightdirection. The final element, Operations and Delivering Results, involves team cohesion in the delivery process witha shared focus on achieving results. The chart below provides an illustration of the strength of preference of Sam foradopting each team type:

Below is a summary visual profile of your team role

Operations a

nd

Delivering Results

Exploring and

Evaluating

Adapting and

Reflecti

ng Leading and

Influencing People

Investigator

InnovatorC

oordinator

DriverEvaluator

Team

Pla

yer

Impl

emen

ter

Finisher


Implementer Implementers focus on the execution of tasks. They takeideas and strategies and turn them into actionable plans.

79

Finisher Focuses on completing tasks and projects to a highstandard.

59

Team Player Promotes cooperation and cohesion in the team. Helpsteam members feel positive and cheerful.

55

EvaluatorProvides the objectivity and critical eye with the teamsactivities. Keeps the team on the right path when it losesdirection.

52

Coordinator Understands the talent within the group and defines teamgoals ensuring that the rights skills are aligned to tasks.

38

Investigator Adept at finding and accessing information and resourcesoutside of the team.

34

Innovator Innovators are creative problem solvers who can thinkaround issues.

30

Driver Takes control and likes to lead the team 'from the front' toachieve its objectives.

29



Team Performance

Below are details of the 8 team roles which provide different contributions to team performance. Based on Sam'sresponses to the Talent Strengths Type Indicator, this report identifies which roles are most preferred by Sam. Andwhich roles are least preferred. Teams which comprise individuals with many different team role types naturallysupport and complement each other, achieving enhanced performance. Below is a description of each team rolealong with behavioural descriptions associated with that team type and the related competency area.

Exploring and Evaluating

Investigator InnovatorAdept at finding and accessing information andresources outside of the team.

Innovators are creative problem solvers who canthink around issues.

• Diplomatic with a good network of contacts.• Explores potential opportunities.• Sociable and communicative.

• They are the teams primary source forimaginative ideas.

• Focussed on clarifying the fundamental facts.• Intelligent and imaginative.

Points to consider: Points to consider:• May become despondent if things do not

progress as quickly as expected. • Sometimes overly focussed on new concepts

and ideas often struggling to communicatethem to team members clearly.

Leading and Influencing People

Coordinator DriverUnderstands the talent within the group anddefines team goals ensuring that the rights skillsare aligned to tasks.

Takes control and likes to lead the team 'from thefront' to achieve its objectives.

• A skilled delegator.• Coordinates tasks and activities.• Self assured and able to simplify goals into

achievable tasks.

• Drives performance with enthusiasm.• Is energised by pressure and creating a

competitive environment.• Turns ideas into actions.

Points to consider: Points to consider:• May come across to some as being distant

from the group or accused of over-delegatingand not taking their fair share of workactivities.

• May come across as abrasive, offending othersin the process.



Team Performance – continued

Adapting and Reflecting

Evaluator Team PlayerProvides the objectivity and critical eye with theteams activities. Keeps the team on the right pathwhen it loses direction.

Promotes cooperation and cohesion in the team.Helps team members feel positive and cheerful.

• Takes a cold and unfettered critical analysiswith matters.

• Prepared to stop and reflect on progress.• Considers the wider strategic alternatives.

• Uses diplomacy to help reconcile differences.• Active listener who is empathetic.• Contributes to others ideas.

Points to consider: Points to consider:• May be overly critical or negative with team

members ideas. May lack energy and outwardenthusiasm.

• Avoids confrontations or conflict betweenteam members. May be indecisive when facedwith arguments.

Operations and Delivering Results

Implementer FinisherImplementers focus on the execution of tasks.They take ideas and strategies and turn them intoactionable plans.

Focuses on completing tasks and projects to a highstandard.

• Able to take plans and break them intodetailed achievable tasks.

• Systematic and methodical in pursuit of teamgoals.

• Dependable and efficient.

• Seeks out mistakes in pursuit of perfection.• Anxious about keeping to timescales.• Concerned with detail and accuracy.

Points to consider: Points to consider:• Finds it difficult to stop and reflect or to

change plans. Inflexibility due to singleminded focus on achieving goals.

• Can be overly worried and irritable aboutmatters affecting task completion.

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