Individual Report

Sally Sample

03/09/12

Integro Ltd
3 Portersgate Rise
Clonsilla
Dublin,   15
00353868266365

A Message to Sally Sample

Behavioural science has proven that the most successful people are those who know themselves, both strengths and weaknesses. This knowledge is important to them as they develop the strategies necessary to meet the demands and challenges of achieving success.
The purpose of this report is to help you to identify and make full use of your strengths and to help you develop an awareness of any areas that could be limiting your effectiveness. The goal of this report is to help you to achieve greater success for yourself.
Whilst reading this report you may feel that one or more items do not describe you accurately.  You may find it hard to accept something because it seems unflattering or because it does not fit your self-image.  By doing this you may miss a valuable opportunity for growth and constructive change. Before you disregard any of these results, it could prove beneficial to discuss them with someone whose opinions you respect.  Sometimes we have 'blind spots' and another person can help us see more clearly.
SUMMARY OF PRIMARY BEHAVIOURAL TENDENCIES
This section of the report summarises your typical behavioural tendencies with regard to five critical job-related requirements. The purpose of this information is to help you identify and make full use of your strengths, and to help you manage those areas that might be limiting your effectiveness.
1 - Productivity
•	You can sometimes become critical of others who do not share your sense of urgency.
•	You emphasise getting the job done and set high standards for productivity.
•	Self-motivated, you are generally on the move.
•	Focusing on concrete objectives, you prefer the practical, down-to-earth approach.
•	Valuing time, you take pride in efficient solutions.
•	Preferring to deal in the here and now, you need to see the results of your work.
•	You subscribe to the idea that 'time is money'.
•	You sometimes set goals that difficult to reach.

2 - Quality of Work
•	Decisive and quick to take action, you may show a casual interest in details and routine tasks.
•	Generally, you show a commitment to quality work. However, you prefer activities where exactness and attention to detail are not critical.
•	Although capable of producing good quality work you tend to be more results-oriented than process-oriented.
•	Generally, you make an effort to organise your work. However, you can become impatient with details.
•	Whilst not highly motivated by detail work, your attention to details and accuracy should be satisfactory.

3 - Initiative
•	You will pursue an opportunity in an aggressive and independent manner.
•	You might experience frustration with a loss or reduction of your freedom to determine how tasks are accomplished.
•	Forward-looking, you are comfortable with change and risk.
•	You are confident of your own judgement.
•	Capable of assessing a situation, you will take action when required.
•	You tend to accept responsibility for your actions.

4 - Teamwork
•	You are generally concerned with the importance of each individual's contribution to the attainment of overall objectives, believing that if everyone does their job individually, the team's success is assured.
•	Generally, you are willing to work as part of the team and share ideas and information with others. However, you can become impatient with the need to co-ordinate your own efforts and objectives with the abilities of others.
•	Others may see you as direct and demanding because you will sometimes tell people what to do in a forceful, confident manner.
•	Generally, you are flexible and open-minded.
•	Generally, you develop an adequate working relationship with others.
•	You tend to relate to individual needs, encouraging individual expression.

5 - Problem Solving
•	You can become impatient with the view that "we've been doing this for the last ten years, so why should we change?"
•	Decisive and self-assured, you have a tendency to make quick decisions.
•	You can be counted on to respond quickly when immediate action is required.
•	You like introducing new ideas and solutions.
•	Sometimes, you will challenge the 'status quo'.
•	You are likely to stress pragmatic approaches based on commonsense and practical experience.

SUGGESTIONS FOR INCREASED EFFECTIVENESS
This section relates to some behavioural tendencies that you might want to modify or improve. The significance of these behavioural tendencies takes on meaning as they are related to your current position, career and/or personal goals.
1 - Productivity
•	In your attempts to get immediate results, do not lose sight of the long run.
•	Recognise the need for realistic thinking about the implementation and support necessary to reach challenging goals.
•	Realise that others may need time to adjust to your quick decision-making style.
•	Try to be more selective when considering which new tasks to take on. Learn to say "no".
•	Recognise your least favourite tasks and find ways to complete them more efficiently, thus freeing up your time for more interesting work.
•	Accept the fact that others may not be as focused as you are.

2 - Quality of Work
•	You might produce higher quality work if you were more consistent in attending to critical details.
•	Take the time to write out the steps to a process in writing before beginning a project.
•	Concentrate on your follow-through work habits.
•	Focus more attention to critical task details and analysis, as both are required for quality results.
•	Utilise the abilities of others to check work for completeness and details.

3 - Initiative
•	Learn to pace yourself better. Knowing when and how to relax is an important part of success.
•	Learn how and when to challenge policies and supervision.
•	Try not to force action when there is no need to do so.
•	Push your ideas, but respect others. Try not to be too critical of someone else's ideas in your enthusiasm for your own.
•	Do not automatically make changes just because something has been done the same way for a long time.

4 - Teamwork
•	Listen to, and be considerate of, the thoughts, feelings and experiences of others.
•	Look for points of agreement and common interest, especially if you disagree with what someone is saying.
•	Spend more time explaining your reasoning rather than just announcing your conclusions.
•	Avoid an either/or approach to people and relationships.
•	Be willing to delay your individual work to assist others with high priority group projects.
•	Consider how you might operate so as to get increased benefit from group performance.
•	You might improve the comfort level of team members and the flow of productive ideas by showing greater sensitivity to other viewpoints.
•	Practice becoming more of a team player.
•	Negotiate desired outcomes on a 'win/win' basis instead of a 'win/lose' basis.
•	Ask others for suggestions, seeking their views.

5 - Problem Solving
•	Acknowledge others' opinions even if you like yours better. Make a rational case as to why your idea might work better, or work to integrate the two different ideas so as to capture the best of both.
•	Explain your reasoning to others to increase their involvement.
•	Avoid sharp criticism of others.
•	Take more time to think through possible negative consequences before taking action.
•	Consult others early when defining problems and developing solutions.
•	Work to understand all levels of a situation, and to get input from others.

RESPONSE TO JOB-RELATED STRESS, FRUSTRATION AND/OR CONFLICT
This section describes how you may typically respond to stress, frustration and/or conflict in your job setting.

•	You act intensely and attempt quick and immediate solutions to complex problems.
•	Rising to the occasion, you will take charge of uncertain situations.
•	You act with a sense of urgency and express a desire for others to act now.
•	You will invest intense energy in many different directions simultaneously.
•	You will move in quickly and seize an existing opportunity, or create a new one.
•	You probe and persist in order to get the measure of hidden resistance.
•	You persist in following up with others until a clear-cut decision is made.

If, however, the level of stress, frustration and/or conflict becomes intense and/or continues over an extended period of time, there may be a tendency to:

•	You become firm in your positions, defending them without compromise or negotiation.
•	Becoming impatient, you appear fault-finding.
•	You offend by trying to push people rather than leading them.
•	You appear to show a limited concern for others' feelings.
•	Being overly vigilant and 'combat-ready', you make others feel defensive.
•	You will force action when there is none needed.
•	You manage conflict through a show of strength.

MOTIVATIONAL ENERGY
Motivational Energy (ME) reflects the intensity that you show as you approach most situations. Your ME indicates that you approach most situations with a rather high intensity and suggests that you might be inclined to show one or more of the following behavioural tendencies:

•	You are capable of stating your position firmly and with conviction, but because of this others may perceive you as arrogant or demanding.
•	You may sometimes be so direct and forceful that others have difficulty asking questions, clarifying instructions or pointing out potential problems.
•	You may sometimes overuse your position of power and authority without careful regard for others.
•	You enjoy being in control of relationships and may be inclined to dominate them.  This could cut off the expression of important ideas by others.
•	You sometimes emphasise individual accomplishments over group contributions when acknowledging and commending colleagues. As a result, unproductive competition among team members might increase whilst team efforts suffer.
•	Occasionally, you may act recklessly or become inattentive to critical details and important routine tasks.
•	Planning can be something of the 'rough and ready' variety with emphasis on taking maximum advantage of opportunities as they present themselves.
•	In your haste to get moving, you are sometimes inclined to not take the time to identify the cause of a problem before proceeding with corrective action.
•	Sometimes, you are impatient with the view that "we've been doing this for the last ten years, so why should we change?"
•	You may have a tendency to overstep authority in order to achieve a goal.
•	Occasionally, you may make remarks that are untimely or tactless. If this is overdone, you may offend others without meaning to do so.