buckeridge, carl word survey

®Registered Trade Mark of The McQuaig Institute of Executive Development Ltd., Toronto, Canada

The McQuaig Word Survey®

Carl Buckeridge Eneraque

October 23

2015

Table of Contents


The McQuaig Word Survey® 23 October 2015 Page 1

Understanding

A The Profile

This graph provides trained interpreters with a visual picture of his temperament/behaviour pattern – illustrating his natural style of behaviour and noting any changes he may be making to it because of his current situation.

B Interpretation Report

Use this report for a comprehensive and fundamental understanding of the potential assets he brings to a job, possible areas for development/concern and an indication of his adjustment to his current situation.

C Leadership Profile

A summary of his likely behaviour in a leadership role, use this report if he is currently in or is an applicant for a leadership position in your company or if he may be required to assume leadership responsibilities from time to time (e.g., projects, meetings, special assignments, etc.).

D Selling Style Report

A summary of his likely behaviour in a sales role, use this report if he is currently in or is an applicant for a sales role in your company or if, in his current role, he is expected to sell his ideas or solutions, persuade others to his point of view, etc.

Recruiting/Promoting

E Interviewing Questions

Behaviourally based Interviewing Questions, use these questions to probe into his past, on-the-job behaviours to allow you to predict his future on-the-job behaviours.

Table of Contents


The McQuaig Word Survey® 23 October 2015 Page 2

Managing/Coaching Tips for his Direct Manager

F Management Overview

Use this report on a regular basis as a quick reminder of his profile – but be sure to study the other, fuller reports before giving feedback or making any decisions.

G Motivating Factors

Use this report to understand his inner needs in order to assess whether they are being met in his current job or if they would realistically be met in a potential new role.

H Strategies for Coaching and Developing

Use this report for guidance on how to work with him effectively. If you have a copy of your own Do’s and Don’ts, comparing your expectations to his will be especially enlightening.

I Developmental Learning Style Report

To select the best training approach, use this report if you are training him on a one-to-one basis or are considering formal training courses for him. During his first few weeks on the job, understanding and using this report can make the induction process go much more smoothly.

J Team Approach

Use this report to understand how he works in a team. If he is currently on your team and you can compare this report with the Team Approach Reports of other members of your team, this will add considerably to your understanding of your team’s current dynamics. If he is an applicant, use this report to see how his style might impact those dynamics.

The Profile


The McQuaig Word Survey® 23 October 2015 A – 1

Do So Re Co Do So Re Co

48 42 29 49 65 46 17 40

Key to Behavioural Scales

DOminant ↔ ACcepting: Competitive, Goal Orientated ↔ Deliberate, Cautious

SOciable ↔ ANalytical: Empathetic, Extroverted ↔ Logical, Task Orientated

RElaxed ↔ DRiving: Patient, Reliable ↔ Restless, Pressure Orientated

COmpliant ↔ INdependent: Conscientious, Detail Orientated ↔ Strong Minded, Persistent

Interpretation Report


The McQuaig Word Survey® 23 October 2015 B – 1

Potential Assets:

This is a very energetic and hard driving individual who has a strong sense of urgency and is quick to respond to emergency situations. He:

prefers to be constantly active, looks for variety in his job to keep him stimulated and can juggle many tasks at the same time;

works best under deadlines, driving himself to go full throttle, expecting others to go all out as well;

seeks change – new approaches and solutions – and adjusts well to organisational re-structuring;

finds pressure exhilarating.

Very ambitious and achievement-orientated, he thoroughly enjoys competing with others and being able to tackle tough assignments. He:

is focused on results, goes directly to the heart of a problem to get things done and will not be distracted from his goals;

thinks of himself as a winner and is comfortable pioneering solutions and overcoming obstacles;

can accept accountability for both people and the bottom line within clearly defined parameters;

readily assumes responsibility for the work of others, accepts authority over them and will fight for success.

Tending to be sociable, he likes people, enjoys working with them and sees their points of view. He:

is likely to see the positive side of things and finds it relatively easy to communicate his thoughts and ideas;

is at home with people and normally shows confidence in situations involving others.

He has an average amount of independence and compliance. He:

likes to be prepared for contingencies and will want to follow through and keep at it until he gets results;

is quite comfortable following the rules and regulations, although he wants to be able to use his initiative in some situations.

Developmental Considerations:

Very restless, he does not accept existing conditions easily, always trying to change things. He:

Interpretation Report


The McQuaig Word Survey® 23 October 2015 B – 2

likes variety, not routine, and quickly gets bored by anything repetitive;

is impatient and can put too much pressure on everyone to keep up with his pace.

Very ambitious, he has strong career goals and expects to see that he is progressing towards those goals. He:

needs new mountains to climb, new challenges to meet and he will rapidly become dissatisfied without them;

seeks recognition and will not let his successes go unnoticed.

He is somewhat more interested in working with people than with ideas and methods. He:

enjoys interacting with others and having people around him.

He can make day-to-day decisions, but would likely be uncomfortable assuming great responsibility or risk outside his subject-matter expertise. He:

prefers to do the work himself rather than to delegate.

Attention: Currently, in his work, he is acting less competitively, with less drive and less independently than is normal for him and he appears to be holding back to a considerable degree.

Comment: Holding back can be caused by a number of factors including but not limited to:

a very routine, detail-orientated job

an up-coming or recent career change

an over-bearing manager

a temporary adjustment to a new position reflecting as holding back

Situational Adjustment Indicator:

Because he is holding back quite strongly on the job, the adjustments he is making in his current situation appear to be particularly significant. Further probing is very definitely recommended.

Note: While this assessment of his temperament offers valuable information and focus for your in-depth appraisal, other personal characteristics such as attitudes, self-motivation, stability, emotional maturity, intelligence, etc., as well as skills and abilities, must be probed thoroughly to understand his capabilities fully. This report should be reviewed in combination with The McQuaig Job Survey® results for this position.

Leadership Profile


The McQuaig Word Survey® 23 October 2015 C – 1

Introduction

This report offers key information on the natural style of behaviour of Carl Buckeridge in a leadership role, starting with his potential assets in that role and concluding with possible areas for development. For a fuller understanding of his leadership effectiveness, other personal characteristics such as attitudes, self-motivation, emotional maturity, intelligence, as well as skills and abilities must be considered along with this report.

In working with this report, be sure to use it in combination with the full Interpretation Report and The McQuaig Job Survey® results for the leadership position in question.

Summary

This profile is typical of individuals who are very results orientated and adopt an assertive leadership style. Unwavering in his desire to achieve, he takes charge and will exhibit the traditional leadership characteristics required in different environments.

Very energetic and hard driving, he responds with quick solutions, cultivating a fast-paced workplace.

Generally outgoing, he can adopt a participative leadership approach although he may assume a stronger task-focus if necessary.

More detail orientated and thorough than many leaders, he takes an organised, structured, disciplined approach to managing.

Motivating and Teambuilding

Results-orientated, he encourages internal competition, setting ambitious, challenging goals with short timeframes. Very energetic, he will light a fire under his team, motivating them to immediate action. He gathers input from others and will balance his approach between motivating based on individual needs and focusing on numeric targets. Although he accepts some innovation from his team, he still expects them to follow defined parameters.

Decision Making and Problem Solving

Very self-assured, he readily accepts the responsibility for decision making and sees himself as a strong, influential problem solver who:

knows that delay could mean lost opportunities and is quick to rush in to deal with situations while they are hot

believes that decisions should evolve from a blend of intuitive thinking and factual analysis

Leadership Profile



feels the best decisions are ones that are balanced by a respect for existing systems and processes

Leading Change

A risk taker who believes he can make it happen, he embraces opportunities to shape change. He uses his innate sense of urgency to keep the momentum going forward quickly. He will attempt to get buy-in and team involvement, but recognises that sometimes this is not possible and will not let it stand in his way. He can take a somewhat innovative approach to change so long as procedures are set in place to ensure a successful roll-out.

Developmental Considerations

While the previous sections have provided key information on the potential assets of Carl Buckeridge in a leadership role, below are detailed potential Developmental Considerations which may be associated with this style. Care should be taken during the interview process to determine if some of these potential concerns are significant and/or whether he has adopted strategies to deal with them.

As mentioned, for a fuller understanding of his leadership effectiveness, other personal characteristics (attitudes, self-motivation, emotional maturity, intelligence, skills, abilities, etc.) must be considered along with this report. These may have a major impact on his ability to maintain his capacity to overcome these Developmental Considerations.

Again, in working with this section of the report, be sure to use it in combination with the full Interpretation Report and The McQuaig Job Survey results for the leadership position in question.

His confidence, ego and natural tendency to challenge others can unintentionally inhibit input from his team and may lead them to feel he has made up his mind before he asks their opinions. As well, he can sometimes have unrealistic expectations, possibly instilling a crisis mentality in his staff.

His need for an immediate resolution can sometimes lead to hasty decisions and too much pressure on his team, while his desire to move to new frontiers may result in unfinished projects. He may overlook the long-term ramifications of change initiatives.

In his attempt to balance the concerns of his team with the need to meet performance standards, he can send a mixed message, appearing to waver between listening to their opinions and sticking to his own agenda.

He may not demonstrate the truly innovative thinking that is often required in highly entrepreneurial settings. His preference for playing by the rules could be inhibiting when shortcuts are needed to construct inventive solutions or meet targets.

Leadership Profile



Caution: The above is a description of his normal, day-to-day behaviour. However, he may currently be making on-the-job adjustments. Further probing is recommended to ascertain why he could be making these changes and whether they will impact his current and/or future leadership potential.

Selling Style


The McQuaig Word Survey® 23 October 2015 D – 1

Summary

This profile is typical of people who are naturally suited to new business development. Assertive, he enjoys the challenge of opening up new territories and closing new accounts. In an existing account management role, he prefers up-selling activities to on-going account maintenance or technical problem solving.

Thriving on pressure, he will push to move the sale along quickly and prefers short-term sales cycles. In long-term sales, he has the drive to keep the sale moving forward, but he will be very impatient if the pace is too slow, shifting his focus to opportunities for more immediate success.

He favours relationship building, but can adopt a more factual approach if needed.

More detailed and thorough than the average salesperson, he prepares carefully for sales calls, presentations and closings. He will take an organised, structured approach to selling.

Prospecting

Proactive and very competitive, he is able to prospect effectively in most sales territories, although, at times, he may not listen as well as he should.

Quick and energetic, he can focus on many prospects at once, pushing to meet his call quotas. His need for constant action, though, may result in activity for its own sake.

During the initial customer contact, he will tend to seek opportunities to build rapport while presenting his business case.

He researches his prospects thoroughly and may hesitate before proceeding until he feels he has all the relevant data at his command.

Presentation

A very goal-orientated individual, he sets direction, maintains control of the sales interview and will work his presentation to achieve his desired outcome.

Driving, he delivers a fast-paced presentation, imparting a sense of urgency in his message although, for the more cautious customer, he may cut to the bottom line too quickly.

In presenting his business case, he gears his presentation to his customer’s needs.

He will organise his presentation in advance, wanting to ensure that he is prepared for most contingencies and, while he can cope with the occasional unanticipated question, he does not want to be caught off guard too often.

Closing

Highly success orientated, he is a strong closer.

Selling Style


The McQuaig Word Survey® 23 October 2015 D – 2

He prefers to close early and often, growing very frustrated and bored with long delays — sometimes pushing for the close before the right moment.

In closing, he will try to take into account the subtleties of a prospect’s emotions but he can use a somewhat more direct, benefits-orientated approach where needed.

Average in terms of persistence, he will ask for the order when he feels the receptivity is right.

Caution: The above is a description of his normal, day-to-day behaviours. However, he may be making on-the-job adjustments. Further probing is recommended to ascertain why he could be making these changes and whether they will impact his current and/or future sales potential.

Note: While this report is based on his temperament and offers key information on his potential for success in sales, other personal characteristics such as attitudes, self-motivation, stability, emotional maturity, intelligence, etc., as well as skills and abilities, must be probed thoroughly to understand his capabilities fully. This report should be viewed in combination with the full Interpretation Report and The McQuaig Job Survey® results for this position.

Interviewing Questions


The McQuaig Word Survey® 23 October 2015 E – 1

This candidate has described himself as possessing certain behaviours. These questions will help you to assess how he has exhibited these behaviours in the past and whether he has consistently lived up to his full potential. For best possible results, elaborate with open-ended probes which solicit who, what, when, where, why and how responses.

In his answers, you should look for concrete, specific, positive examples of how he has exhibited the behaviours in question and, remember, since many candidates will initially respond with generalities, the deeper you probe, the better.

Most of your interview should centre around how he fits the behavioural requirements determined by the job. If he were to behave in this job the way he has behaved in the past, would this be a good fit?

Always be careful to avoid asking any questions relating to age, sex, marital status, cultural background, religion, etc., in your interview.

Driving

He has described himself as being very driving and action orientated.

Positive Examples

Has he consistently shown a strong, restless sense of urgency?

Has he a history of diving into action quickly?

Has he searched out opportunities for change?

Has he responded well to pressure and deadlines?

Has he effectively juggled many projects?

Negative Examples

Has he sought change for the sake of change?

Has he put too much pressure on and been very last-minute?

Have his quick fixes lead to long-term problems?

Does he have a history of having too many projects on the go?

Has his performance been erratic?

Tell me about a situation where you’ve had to push hard to accomplish something.

Would you say you can adapt to change better than most? Give me an example of why you say that.

Sometimes routines and procedures can keep us from getting things done. Tell me about a situation recently where you felt stymied.

Sometimes people are very slow to act. Tell me about an associate you felt you had to put the pressure on lately.




Dominant

He has described himself as being very competitive and ambitious.

Positive Examples

Has he consistently demonstrated a strong need to win and a healthy sense of competition?

Has he set ambitious goals?

Has he stepped up to take charge self-confidently?

Has he taken calculated risks to achieve results?

Has he worked effectively with people?

Negative Examples

Has he consistently put himself first?

Has he had conflicts with his boss/co-workers?

Has he demonstrated a win-at-all-costs attitude?

Has he taken unnecessary, irresponsible chances?

Has he alienated people by being too egocentric?

Tell me about the last time you had to step in and take over. What happened?

Tell me about the most ambitious goal that you’ve ever set for yourself. What was the result?

Have you ever been passed over for promotion? Tell me about it.

Tell me about the most difficult associate you ever had to work with.

Sociable

He has described himself as being fairly sociable.

Positive Examples Has he shown good communication skills?

Has he a history of accentuating the positive?

Has he handled people problems tactfully and persuasively ?

Has he built good relationships with his boss and colleagues?

Negative Examples Has he made poor choices because of a “gut-

level” feeling?

Has he had difficulty maintaining his objectivity?

Has he had problems listening?

Has he had trouble making unpopular decisions or addressing unpleasant situations?

Tell me about your relations with your team.

Some people get our backs up. Tell me about someone you’ve worked with lately who affected you that way.




Independent/Compliant

He has described himself as having an average amount of independence and conscientiousness.

Positive Examples

Has he displayed initiative without proving difficult to manage?

Has he showed determination without being obstinate?

Has he adjusted well to being supervised?

Negative Examples

Has he been careless with paperwork or been too caught up in the details?

Has he caused problems by being too opinionated or has he been reluctant to stand up against resistance?

Tell me about a situation where you had to act on a problem or project with very little direction.

Tell me about the most structured environment you’ve ever worked in.




Note: In his current environment, he is holding back. These additional questions should help you to determine how this is impacting his job performance.

Positive Examples

Has he been able to make decisions?

Has he reacted well to stressful situations?

Has he risen to the challenge of conflicting demands?

Has he turned disappointments into successes?

Has he shown the ability to “roll with the punches”?

Negative Examples

Has he buckled under pressure?

Does he feel his company, boss, co-workers are asking too much?

Does he feel “stretched” too far?

Has he had difficulty adjusting to new directions?

Does he believe that things are beyond his control?

There are things in every job that bother us. If you had the power to alter one thing about your current (last) job, what would it be?

When we start a job, we have certain expectations. What was your biggest disappointment in your current job?

What positive feedback have you received from your current Manager? How about areas for improvement?

Tell me about what you do best in your current job. Now how about what you could do better?

Do you feel your company is paying you what you are worth?




Attention: While the above questions help you, through specific examples from his past history, to understand more fully how he has exhibited his temperament (behaviour pattern) as described by his McQuaig Word Survey®, other personal characteristics such as attitudes, self-motivation, stability, emotional maturity and intelligence must be probed thoroughly to understand his capabilities fully. The following are some suggested interviewing questions to use to probe all or a selection of these important areas.

Attitudes and Beliefs

Positive Examples Has he maintained a positive, optimistic

outlook?

Is he self-confident and do his achievements support this confidence?

Has he set high personal standards?

Has he remained ethical in trying circumstances?

Negative Examples Has he shown hesitation and doubt in his

own abilities?

Is he openly critical of previous employers and co-workers?

Has he cut corners to get things done?

Is he distrustful of others’ motivations?

Tell me about a recent assignment or project at work that demonstrated the standards you’ve set for yourself and your work.

Tell me about a time when you had to stay positive to get a project completed, despite obstacles.

Self Motivation

Positive Examples

Has he gone beyond what was expected?

Has he attacked previous work assignments tenaciously?

Has he been passionate about his work?

Has he acted without waiting to be told what to do?

Negative Examples

Has he had difficulty sustaining a strong effort over time?

Has he few examples of when he went beyond what was expected?

Has he demonstrated little dedication in previous jobs?

Has he defined his role narrowly?

Tell me about a project that you felt passionate about.

Tell me about a time when you were really excited by a project or assignment.




Stability and Persistence

Positive Examples

Does he have a history of consistent interests, goals and activities over time?

Has he stood up to resistance?

Has he kept his morale up and maintained effort despite obstacles?

Has he viewed setbacks as learning opportunities?

Negative Examples

Has he had difficulty staying the course?

Has he given up when the going got tough?

Does he have a history of uncompleted projects?

Has he taken the path of least resistance?

Has he changed focus frequently?

Would you tell me about a time when you really had to be tenacious to get the job done?

Can you tell me about a time when you faced a number of setbacks in your job? How did you handle it?

Maturity and Judgement

Positive Examples Has he employed a common sense approach?

Has he accepted responsibility for both good and bad?

Has he learned from his mistakes?

Has he foregone short-term rewards for longer term benefits?

Does he share credit?

Negative Examples Has he acted with little forethought?

Has he shown a lack of self discipline?

Does he blame others?

Has he made bad judgement calls?

Does he rationalise?

Does he refuse to admit it when he is wrong?

Can you tell me about a time when you’ve had to make a sacrifice that had little reward in the short-term?

Tell me about a time when you received criticism that you felt was unjust. What did you do?




Aptitudes/Capacity to Learn

Positive Examples

Has he absorbed and adapted to new ideas and/or tasks readily?

Does he have a proven ability to solve complex problems?

Has he shown a commitment to on-going learning?

Has he volunteered for new assignments?

Negative Examples

Has he had difficulty learning new skills or concepts?

Has he shown limited progress and achievement?

Does he do little professional or even outside reading?

Has he had problems with technology?

When you started your last job, what things came to you naturally and what areas did you really have to apply yourself to understand?

Can you give me an example of a time you had difficulty grasping a new concept?

Management Overview


The McQuaig Word Survey® 23 October 2015 F – 1

Summary: This profile is typical of some managers and supervisors as well as of people who can do well in production or new business development roles. Be sure to note the ―on the job‖ comment below.

Potential Assets: Developmental Considerations:

Very energetic and hard driving, he is quick to respond and works best under pressure and deadlines. Very ambitious and results-orientated, he will not be distracted from his goals, will fight for success and accepts responsibility for others. Basically sociable, he likes people and enjoys working with them. He has an average amount of independence and compliance.

He can be hasty, too impatient and dislikes anything repetitive. He can put too much pressure on everyone. He will be very discontented unless he is progressing towards his goals. He is basically more interested in working with people than with ideas and methods. Depending upon the job function, more independence may be an asset.

On the Job: He is holding back right now. This is likely to impact his current performance.

Motivating strategies:

Keep things moving and use his sense of urgency to get things done quickly. Set deadlines and put him under pressure. Make sure he finishes what he starts. Challenge him often and give him responsibility and room for advancement. Tie his rewards to his achievements. Don’t try to control him too closely. Provide opportunities for people interaction. Don’t expect him to enjoy working alone all the time. Make sure he knows the rules without trying to control his every move.

Note: Different strategies may apply right now due to his situational behaviour.

Coaching Guidelines:

Work quickly, matching his sense of urgency, putting the pressure on and keeping the excitement going.

Allow him to shine, focus on the overview and bring it all back to his needs.

Allow for some interaction with others as well as concentration time.

Provide details without going into overload.

Note: His situational behaviour may impact his receptivity to training at this time.

Motivating Factors


The McQuaig Word Survey® 23 October 2015 G – 1

The following descriptions relate to characteristics at their most extreme and may require some modification. If the marker falls in the balanced area, then expect this individual to display a flexible balance between the characteristics described in the right and left paragraphs. But, the further the marker is to the right or left, the more the description in the paragraph directly below the marker will apply.

Ego

People who are strong in this area are team players who want their team to work together in harmony and will support their team’s efforts on projects that provide little personal gain. They seek out positions that provide them with security, good leadership and sound fiscal management. Disliking risky situations, they proceed carefully and prudently, deliberating cautiously before making decisions. Their motto could be, “Let’s be careful out there.”

People who are strong in this area are focused on winning. They are drawn to positions where they have the authority to act and get to call the shots without interference. They want to be in control and dislike taking a back seat to anyone for very long. They expect to be recognized and accept rewards for their work as their right. Spurred on by a strong desire for personal gain and success, their motto could be, “What’s in it for me?”

Status

People who are strong in this area take pride in their ability to think rationally, seeking out situations where the ability to analyse objectively and stick to the point are respected attributes. They keep their office and home life separate, disapprove of office politics, are relatively indifferent to the trappings of success and are uncomfortable with people who expect to be instant friends. Their motto could be, “Let’s be logical.”

People who are strong in this area are open and friendly. They want to be popular and bask in the affection that comes from being likeable. They need to belong and be where there is genuine warmth and emotional commitment. They enjoy the outward signs of success (nice office, plaques on the walls), do not want to be left out and find it hard to identify with people who prefer to keep to themselves. Their motto could be, “Let’s talk.”

Motivating Factors


The McQuaig Word Survey® 23 October 2015 G – 2

Timelines

People who are strong in this area thrive on putting out fires – emergencies are exciting, change is good. They rush through life at utmost speed, enjoying any opportunity to shake up the status quo and stir things up. They are excited by plenty of activity, lots of priority juggling. They get bored quickly, lose interest once something becomes routine and believe everyone should share their sense of urgency. Their motto could be, “Let’s do it now.”

People who are strong in this area are easy-going and unflappable. They believe in taking the time to smell the roses. They flourish in stable, family-like surroundings, working with colleagues who share their methodical approach to time management. They appreciate established routines that are not constantly or needlessly changed and become uncomfortable when they feel pressured to meet unreasonable deadlines. Their motto could be, “Haste makes waste.”

Structure

People who are strong in this area believe in their opinions and are not afraid to express them or stick to their guns when opposed. They want the freedom to act independently and the authority to make their own decisions in an environment that listens to and, most often, adopts their point of view. They dislike being told what to do, resist authority and think rules are made to be, if not broken, at least bent. Their motto might be, “I know what to do.”

People who are strong in this area are systems orientated. They look for proper controls, work within established guidelines, attentive to the fine points. They seek out concrete solutions, wrestling with gray areas until clearly defined. Good planners, they can be relied on to implement detailed procedures. They dislike imprecise instructions, unfocused leadership or lack of structure. Their motto might be, “If it’s worth doing, it’s worth doing right.”

Note: The above are highlights only – for a better understanding, see the full Interpretation Report or contact your McQuaig interpreter, especially in view of his current situational behaviour.

Strategies for Coaching and Developing


The McQuaig Word Survey® 23 October 2015 H – 1

Note: These Do’s and Don’ts are based on an assessment of his temperament only. Other factors such as level of intelligence, emotional maturity, attitudes and others may influence the relevance of some of these points.

Do

foster a fast changing environment

involve him in setting deadlines

provide the opportunity for him to multi-task

accept that he often gets impatient and bored with routine

together, build a strategy for him to stay focused on priorities

utilise his ability to move things forward

encourage him to excel and set challenging goals

build accountability into his role

request his opinions on how a project/task should be handled

make sure he’s aware of the potential for advancement or new responsibilities

make him accountable for results and entrust him with authority

let him delegate some of the more intricate details

provide opportunities for him to interact with others

make the most of his ability to communicate and build relationships

solicit his input to gauge morale and resolve conflict

make sure he knows the policies and guidelines

foster an environment where he can show initiative occasionally

ensure that he has access to pertinent information

Don’t

assign him too many repetitive tasks — he gets bored quickly

become defensive if he constantly wants to change things — he naturally looks for different solutions

discourage his desire to go off on a tangent — sometimes he will come up with unexpected options

object if he lets things go to the last minute — he works best under pressure

control his activities too closely — he needs to feel self-sufficient

demand that he report every little detail to you — he prefers to be measured on overall results

infringe on his authority — he is protective of his autonomy

overlook his accomplishments — recognition is important to him

Strategies for Coaching and Developing


The McQuaig Word Survey® 23 October 2015 H – 2

keep him out of the loop — he needs to feel he is one of the team

be insincere — he values relationships built on trust

leave him totally on his own — while he can work independently from time to time, he is more comfortable with backup support

push him to make unprecedented decisions — he prefers to follow existing systems and procedures

Caution: Something on the job right now appears to be causing him to hold back his natural behaviours. Is it possible that he is being managed in a way that would encourage him to behave less assertively?

Developmental Learning Style


The McQuaig Word Survey® 23 October 2015 I – 1

Note: This report on his behavioural Learning Style is based on an assessment of his temperament exclusively. It may be advisable to add or delete some statements depending upon his level of intelligence, knowledge, emotional maturity, attitudes and other factors in his present record and past circumstances.

This individual thrives in a fast-paced, plenty of action, happening atmosphere. He does his best work when the training is exciting and when he can see the momentum building. He expects training programs to match his own sense of urgency – moving quickly, energetically, keeping the pressure up, tackling a wide variety of topics all at once. He welcomes the opportunity to be physically active during the session – moving around, joining new breakout groups, etc.

Naturally competitive and goal-orientated, he will respond best to training that lets him rise above the crowd and show others what he can accomplish. He is a big picture thinker who likes to have an understanding of and a sense of control over where the training is going. He wants to know how his participation will contribute to achieving his goals. Programs that give him an opportunity to try things for himself will generate the best results.

He can relate to training that offers a good blend of interactive group activities and lectures. Sessions that stress the positive while dealing realistically with the negative will have more impact on him than those that emphasise one over the other. He enjoys entertaining training programs that provide relevant content.

He adapts well to training that provides sufficient detail while leaving some room for innovation. He understands process without having to spend a lot of time on it. He is fairly comfortable voicing his opinions about issues, although he may keep his own counsel if faced with strong opposition.

Note: His attempted behaviour may impact his receptivity to training at this time.

Team Approach


The McQuaig Word Survey® 23 October 2015 J – 1

Synopsis: Overall, he would be most effective in a strong leadership role, assuming responsibility for the group’s direction and/or special projects.

Attributes

His active desire to resolve problems and tackle issues immediately and his high, almost contagious energy level can help his fellow team members handle each item on the agenda quickly.

Purposeful, self-confident and resolved to achieve his own ambitions, he lends his team a strong focus, influencing them to address specific goals and stay on track.

While inclined to enjoy the interaction within a group to some extent, he also appreciates being able to solo on his own projects.

He prefers to know the parameters for the team’s activities, but he can, at times, accommodate himself to a fresh new approach.

Developmental Areas

His impatience with how long it takes to get things moving and his unwillingness to accept that some things do take time can make less driven members resent his prodding.

He does like to be in command and will not find it easy to share the spotlight with or defer direction of his team to someone else.

His focus on bottom line issues may triumph over his concern for their impact on people.

He will likely refer to past precedents to reach decisions but he can look for alternatives when necessary.

Managing Guidelines

He has leadership potential, so give him as much responsibility as possible — if not for the whole project, then at least for part of it. However, don’t expect him to be contented with a simple support role. Capitalise on his natural leadership abilities.

Attention: On the job, he appears to be holding back. This is very likely to alter his usual interaction in a team situation.

Note: A study of this individual’s behaviour style is not sufficient to ensure team fit. Other characteristics such as attitude, motivation, maturity, experience and past history need to be assessed in order to make an informed decision. To get the fullest understanding of this individual’s behaviour in a team situation, review this report with a trained and experienced McQuaig Interpreter.

buckeridge, carl word survey

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