ending unplanned...: a little about me

since all my decisions are being ripped to shreds and my incredibilty questioned, i thought i'd share this latest 'behavioral research survey' i just completed for work. it's quite interesting, actually. almost like a horoscope; some things are right on while others are a little questionable.

"He who knows others is learned. He who knows himself is wise." –Lao Tse

INTRODUCTION :: Behavioral research suggests that the most effective people are those who understand themselves, both their strengths and weaknesses, so they can develop strategies to meet the demands of their environment. A person's behavior is a necessary and integral part of who they are. In other words, much of our behavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing). It is the universal language of "how we act," or our observable human behavior.

In this report we are measuring four dimensions of normal behavior.

how you respond to problems and challenges.
how you influence others to your point of view.
how you respond to the pace of the environment.
how you respond to rules and procedures set by others.

This report analyzes behavioral style; that is, a person's manner of doing things. Is the report 100% true? Yes, no and maybe. We are only measuring behavior. We only report statements from areas of behavior in which tendencies are shown. To improve accuracy, feel free to make notes or edit the report regarding any statement from the report that may or may not apply, but only after checking with friends or colleagues to see if they agree.

"All people exhibit all four behavioral factors in varying degrees of intensity." –W.M. Marston

BASIC CHARACTERISTICS :: Based on Mathew's responses, the report has generated general behavioral statements to provide information on his natural behavior. That is, if left on his own, HOW HE WOULD CHOOSE TO DO THE JOB.

Mathew will work hard at achieving his goals. He loves to win and hates to lose. He displays a high energy factor and is optimistic about the results he can achieve. The word "can't" is not in his vocabulary. He is often considered daring, bold and gutsy. He is a risk taker who likes to be seen as an individualist. He prefers being a team player, and wants each player to contribute along with him.

Mathew has high ego strengths and may be viewed by some as egotistical. He wants to be viewed as self-reliant and willing to pay the price for success. He embraces visions not always seen by others. Mathew's creative mind allows him to see the "big picture." Most people see him as a high risk-taker. His view is, "nothing ventured, nothing gained."

Mathew is an aggressive individual who wins through hard work and persistence; that is, he will come up with a good idea and follow through. He can be successful at many things, not because of versatility but rather because of his determination to win. Mathew prefers authority equal to his responsibility. Sometimes he becomes emotionally involved in the decision-making process. When faced with a tough decision, he will try to sell you on his ideas. He has the unique ability of tackling tough problems and following them through to a satisfactory conclusion.

Mathew is decisive and prefers to work for a decisive manager. He can experience stress if his manager does not possess similar traits. He is a good problem solver and troubleshooter, always seeking new ways to solve old problems. He finds it easy to share his opinions on solving work-related problems.

Mathew challenges people who volunteer their opinions. He likes people who give him options as compared to their opinions. The options may help him make decisions, and he values his own opinion over that of others! He may sometimes mask his feelings in friendly terms. If pressured, Mathew's true feelings may emerge. He tends to influence people by being direct, friendly and results-oriented.

Mathew has the ability to ask the right questions and destroy a shallow idea. Some people may feel these questions are a personal attack upon their integrity; however, this is just his way of getting the appropriate facts. He likes people who present their case effectively. When they do, he can then make a quicker assessment or decision. He may lose interest in what others are saying if they ramble or don't speak to the point. His active mind is already moving ahead.

WORK CHARACTERISTICS :: Mathew sees his present work environment requiring him to exhibit the behavior listed on this page. If the following statements DO NOT sound job related, explore the reasons why he is adapting this behavior.

Optimistic, future-oriented outlook.
Maintaining an ever-changing, friendly, work environment.
Making tactful decisions.
Dealing with a wide variety of work activities.
Anticipating and solving problems.
Flexibility.
Participative decision making.
Positive, outgoing, friendly behavior.
Skillful use of vocabulary for persuasive situations.
Preferring people involvement over task focus.
Motivating people to take action by using persuasive skills.

VALUE TO THE TEAM :: This section of the report identifies Mathew's value to the team.

Has the confidence to do the difficult assignments.
Accomplishes goals through people.
Creative in his approach to solving problems.
Can support or oppose strongly.
Will join organizations to represent the company.
Self-starter.
Usually makes decisions with the bottom line in mind.

VALUE TO THE ORGANIZATION :: This section identifies the behavior Mathew brings to the organization.

Will join organizations to represent the company.
Usually makes decisions with the bottom line in mind.
Innovative.
Positive sense of humor.
Tenacious.
Optimistic and enthusiastic.
Creative in his approach to solving problems.
Motivates others towards goals.

EFFECTIVE COMMUNICATION :: Most people are aware of and sensitive to the ways with which they prefer to be communicated. Many people find this section to be extremely accurate and important for enhanced interpersonal communication. This page provides other people with a list of things to DO when communicating with Mathew. Read each statement and identify the 3 or 4 statements which are most important to him. We recommend highlighting the most important "DO's" and provide a listing to those who communicate with Mathew most frequently.

DO:

Provide facts and figures about probability of success, or effectiveness of options.
Expect him to return to fight another day when he has received a "no" answer.
Flatter his ego.
Provide questions, alternatives and choices for making his own decisions.
Ask specific (preferably "what?") questions.
Define the problem in writing.
Clarify any parameters in writing.
Provide "yes" or "no" answers--not maybe.
Support the results, not the person, if you agree.
Present the facts logically; plan your presentation efficiently.
Support and maintain an environment where he can be efficient.
Be clear, specific, brief and to the point.

DON'TS ON COMMUNICATING :: This section of the report is a list of things NOT to do while communicating with Mathew. Review each statement with Mathew and identify those methods of communication that result in frustration or reduced performance. By sharing this information, both parties can negotiate a communication system that is mutually agreeable.

DON'T:

Forget or lose things, be disorganized or messy, confuse or distract his mind from business.
Come with a ready-made decision, or make it for him.
Direct or order.
Be paternalistic.
Try to build personal relationships.
Be redundant.
Let him overpower you with verbiage.
Let disagreement reflect on him personally.
Ramble on, or waste his time.
Muffle or overcontrol.
Try to convince by "personal" means.

COMMUNICATION TIPS :: This section provides suggestions on methods which will improve Mathew's communications with others. The tips include a brief description of typical people with whom he may interact. By adapting to the communication style desired by other people, Mathew will become more effective in his communications with them. He may have to practice some flexibility in varying his communication style with others who may be different from himself. This flexibility and the ability to interpret the needs of others is the mark of a superior communicator.

When communicating with a person who is ambitious, forceful, decisive, strong-willed, independent and goal-oriented:

Be clear, specific, brief and to the point.
Stick to business.
Be prepared with support material in a well-organized "package."

Factors that will create tension or dissatisfaction:

Talking about things that are not relevant to the issue.
Leaving loopholes or cloudy issues.
Appearing disorganized.

When communicating with a person who is magnetic, enthusiastic, friendly, demonstrative and political:

Provide a warm and friendly environment.
Don't deal with a lot of details (put them in writing).
Ask "feeling" questions to draw their opinions or comments.

Factors that will create tension or dissatisfaction:

Being curt, cold or tight-lipped.
Controlling the conversation.
Driving on facts and figures, alternatives, abstractions.

When communicating with a person who is patient, predictable, reliable, steady, relaxed and modest:

Begin with a personal comment--break the ice.
Present your case softly, nonthreateningly.
Ask "how?" questions to draw their opinions.

Factors that will create tension or dissatisfaction:

Rushing headlong into business.
Being domineering or demanding.
Forcing them to respond quickly to your objectives.

When communicating with a person who is dependent, neat, conservative, perfectionist, careful and compliant:

Prepare your "case" in advance.
Stick to business.
Be accurate and realistic.

Factors that will create tension or dissatisfaction:

Being giddy, casual, informal, loud.
Pushing too hard or being unrealistic with deadlines.
Being disorganized or messy.

TEAM EFFECTIVENESS FACTORS :: Mathew's behavioral work style may or may not be compatible with other team members. Each team member brings their own strengths and weaknesses. This section of the report allows his strengths and weaknesses to be analyzed. Remember, a strength can turn into a weakness if overextended.

STRENGTH - Strong ego. POTENTIAL WEAKNESS - Possibility of offending others if "overdone."

STRENGTH - Seeks responsibility. POTENTIAL WEAKNESS - Overuses position of power and authority.

STRENGTH - Believes in getting results through people. POTENTIAL WEAKNESS -None.

STRENGTH - Sets high standard for self and others. POTENTIAL WEAKNESS -Standards may be so high they are impossible to achieve.

STRENGTH - Seeks challenges and problems to solve. POTENTIAL WEAKNESS -Takes on too many and may forget priorities.

STRENGTH - Straightforward communicator. POTENTIAL WEAKNESS - May make remarks that are untimely or untactful.

STRENGTH - Result- and goal-oriented. POTENTIAL WEAKNESS - May overstep authority to achieve goals.

PERCEPTIONS :: A person's behavior and feelings may be quickly telegraphed to others. This section provides additional information on Mathew's self-perception and how, under certain conditions, others may perceive his behavior. Understanding this section will empower Mathew to project the image that will allow him to control the situation.

SELF-PERCEPTION :: Mathew usually sees himself as being: