life orientations survey - lifo, products · table of contents ® ® ® ® introduction to your...

®Life Orientations Survey

Stuart Atkins and Allan Katcher

®The LIFO -Report for

Renate Mustermann20.2.2007

Business Consultants Network6100 Center Drive, Suite 660Los Angeles, CA 90045www.BConNetwork.com

®LIFO PRODUCTS & CONSULTINGNymphenburger Straße 14880634 Münchenwww.lifoproducts.de

©Copyright 2007 by Business Consultants Network, Inc.

Table of Contents

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Introduction to Your Strength Management Report Highlights

1.Your LIFO Survey Results

Table and Graph

2.Your Success Patterns when Things are Going Well

How You Like to Do Things

Your Strategies for Success at Work

How Others Can Get Through to You

3.Your Success Patterns under Stress or Conflict




4.Overcoming Your Blind Spots

When Things are Going Well

Under Stress or Conflict

Insights

1.In-Depth Portrait when Things are Going Well

With Staff

With Colleagues

Coping with Change

How You May Overuse Your Strengths

Your Blind Spots

2.In-Depth Portrait under Stress or Conflict

Conflict Situations

Stressful Situations

3.Managing Your Strengths

Moderating Your Excesses



Filling In Your Blind Spots



4.Getting Through to Others

Widening Your Influence



5.Aligning Your Intentions, Behavior, and Impact

Possible Interpretations in Favorable Conditions

Possible Interpretations in Unfavorable Conditions

6.How Others Can Get Through to You


Under Stress or Conflict How to Use Your Strength Management Report The LIFO Training Story

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®Strength Management Report for Renate Mustermann

®Introduction to

Your Strength Management Report®The LIFO Approach to Success at Work

Life Orientations Training is an applied behavioral science system that fosters success forindividuals and teams. It improves individual productivity, interpersonal communication, andcollaborative teamwork. It begins by identifying the individual's basic orientation to life, or behavioral style. Based onthis foundation of self-knowledge, it offers powerful strategies that enable individuals andgroups to be more successful in their work and more influential when dealing with key people. Life Orientations Training, or LIFO Training for short, was created by Stuart Atkins, Ph.D. in 1967 - 1968 based on the work of Erich Fromm, Carl Rogers, and AbrahamMaslow. Popularized around the world by Allan Katcher, Ph.D., it is now distributed inmore than 30 countries by Business Consultants Network, Inc.

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®About Your LIFO Survey Results®The results of the LIFO Survey show your relative preference for four basic orientations to

life, or behavioral styles. These preferences make up your success pattern the special wayyou go about being as successful as you are and point to what you can do to move up to evengreater levels of success. Your preferences are indicated by numbers ranging from 9 to 36. All numbers within threepoints of the highest number indicate your most preferred styles. All numbers within threepoints of the lowest number indicate your least preferred styles. The survey explores your success pattern under two sets of conditions: favorable when thingsare going well and stressful when you are experiencing conflict or adversity. Half of thepeople who take the survey have the same success pattern under favorable and stressfulconditions. The other half have a different success pattern under stressful conditions, becausethey have found that a different pattern works better for them.

Copyright © 2007 Business Consultants Network, Inc. Page 1


Highlights®Your LIFO Survey Results

Style Favorable UnfavorableSupportingControllingConservingAdapting

27162225

28151928

36

33

30

27

24

21

18

15

12

9

SUPPORTING CONTROLLING CONSERVING ADAPTING

Favorable Conditions Unfavorable Conditions


2728

1615

22

19

25

28


Highlights:

Your Success PatternsWhen Things are Going Well

This chart represents your survey results under favorable conditions.The size of each section indicates how frequently you use the strengths of each of the four basic behavioralstyles the larger the area, the more you prefer using them. As you can see, you use thestrengths of all four styles. You have your own special mix of how frequently you usethem.

9

36

9

36

9 36 9 36

Supporting

ThoughtfulIdealisticSeeks ExcellenceModestTrustingLoyalHelpfulReceptiveResponsiveCooperative

Controlling

ControllingQuick to ActSelf-ConfidentSeeks ChangePersuasiveForcefulCompetitiveRisk-TakerPersistentUrgency

Conserving

TenaciousPracticalEconomicalReservedFactualSteadfastThoroughMethodicalDetail OrientedAnalytical

Adapting

FlexibleExperimentingEmpatheticEnthusiasticTactfulAdaptableSocially SkillfulNegotiatingAnimatedInspiring

27 25

22 16



Highlights:Your Success Patterns



My NotesYou are at ease with co-workers and subordinates, where youtry to keep morale high. You are idealistic and value thecontribution you and others can make to the group. A greatsocializer, you diffuse and smooth over difficult situations.You have a deep concern for helping others fulfill theirpotential as well as working to the best of your own ability.Working on a team with friendly people and contributing toteam goals is the best employment environment for you.






My Notes1. Quantity: How Much?Quantity for its own sake is not significant. Quality is farmore esteemed. And doing a job properly includes payingappropriate attention to the personal relations involved.Sometimes you may work too slowly because of the time youspend socializing with people and discussing matters notdirectly related to the task. When high output is needed, youmay need to be reminded that paying too much attention tointerpersonal needs may not be in the best interest of theorganization.

2. Quality: How Good?Though you take pride in producing quality work, your need tobe flexible can conflict with your standards when there aretime pressures. You resolve this conflict by finding someacceptable point between your ideal and just passable work.

3. Time: How Fast?Because of your quality and relationship values, you do notlike to work quickly. Unless there is a real crisis, you spendtime soliciting others' opinions and hold off making adecision until everyone has had some input, believing that thequality and acceptance of the decision will have importantramifications. When a situation calls for swift action,skipping the consensus process can be difficult for you.






My Notes4. Priorities: What's Important?Excellence is a very high priority. If you can't be proud ofyour work, you do not see the point in putting out the effort.Equally important is the quality of your relations withothers. Since you see harmony as important, you try hard tocreate conditions that foster rewarding relationships.Consequently, you may sometimes be criticized for makingdecisions based more on people's feelings than on fact.Because of your eagerness, enthusiasm and vision of thefuture, you can become impassioned by idealistic projects ornew missions that reflect excellence.

5. Expectations: What Do You Require from Others?You expect subordinates to work hard and be loyal groupmembers. You also expect them to be respectful toward eachother and to be personable and fair in all their dealings.When a subordinate tries their best, but doesn't produce therequired results, it can be hard for you to take the necessarycorrective action. You will instead apply indirect pressure byrestating goals and delivering personal pep talks. You canbecome critical of those who don't share your high standards;however, you express it carefully or indirectly through jokingor teasing.






My NotesOthers Should

- Express appreciation for your contributions.

- Take the time to socialize and show interest in you as aperson.

- Express idealism, and show that they are willing to go theextra mile to help out.

- Exhibit sensitivity, not just to your needs, but to the needsof others working with you.

Others Should Not

- Give you reason to doubt their sincerity or ethical standards.

- Be a rugged individualist or act like they're not a teamplayer.

- Deprive you of chances to be with people and enjoy yourself.

- Make their relationship or presentations too structured orformal.

Questions You Want Answered

- How can the solution be fair and appeal to everyone?

- Can we all end up feeling like we worked as a team?

- Does this decision meet acceptable standards of quality?

- Can we change it easily?



Highlights:

Your Success PatternsUnder Stress or Conflict

This chart represents your survey results under unfavorable conditions.The size of each section indicates how frequently you use the strengths of each of the four basic behavioralstyles the larger the area, the more you prefer using them. As you can see, you use thestrengths of all four styles. You have your own special mix of how frequently you usethem.

9

36

9

36

9 36 9 36

Supporting

ThoughtfulIdealisticSeeks ExcellenceModestTrustingLoyalHelpfulReceptiveResponsiveCooperative

Controlling

ControllingQuick to ActSelf-ConfidentSeeks ChangePersuasiveForcefulCompetitiveRisk-TakerPersistentUrgency

Conserving

TenaciousPracticalEconomicalReservedFactualSteadfastThoroughMethodicalDetail OrientedAnalytical

Adapting

FlexibleExperimentingEmpatheticEnthusiasticTactfulAdaptableSocially SkillfulNegotiatingAnimatedInspiring

28 28

19 15


My Notes





When stressful problems arise, you are concerned abouteveryone involved. You want to do whatever you can to takecare of the situation, to right what's wrong, and to find asolution that satisfies everyone. In the face of troubles, youcommunicate care and concern while sharing a warm and friendlyoutlook that encourages others to think about the positiveoutcomes that are possible. Driven by a vision of how thingscould and should be, you are flexible concerning how to getthere. What is important to you is that it all works out inthe end for everyone involved.

When conflicts arise, it is easy for you to see both sides ofthe argument and you naturally want to find "win-win"solutions that benefit both sides. You are willing to acceptother people's legitimate complaints and will work hard toplease them so you can feel that you've done the right thing.Your commitment to principles is tempered by a lightheartedsense of humor and a wish to smooth over conflict so peoplecan again feel good about being together.


My Notes





1. Quantity: How Much?If customers or higher management request that you increaseoutput, you will do everything within your power to meet theirexpectations. However, you may not find it easy to pressureyour staff or suppliers to increase their production undersuch circumstances. You are likely to appeal to theirconscientiousness and ask them to help you out in order to getthem to increase their output. You may also remind them thatthey will earn credit for what they are able to do.

2. Quality: How Good?You take pride in your work and place a high value on quality.It is also important to you that others recognize andappreciate the quality of your work. Any degradation ofquality is likely to stimulate you to devote even more effortto restore it to the required levels. You will use your socialskills to influence people to respond positively to appealsfor improving quality.

3. Time: How Fast?Concerned about responding to requests and demands, you workvery hard to meet scheduled deadlines. If you can't, you arelikely to blame yourself for failing to meet your obligations.You try to set fair but reachable deadlines for yourself andyour staff and, once committed to them, you will do everythingyou can to meet the commitments. Because you empathize withothers and appreciate how important they are to your success,in stressful situations you are likely to spend extra timefinding out how others are doing and make sure that they havewhat they need to succeed.


My Notes





4. Priorities: What's Important?Meeting the needs of higher management, doing the best job youpossibly can, and maintaining comfortable and friendlyrelationships are most important to you. You believe increating common objectives and you trust people to work hardto achieve them. You are likely to be upset with people ifthey do not do their fair share, as you expect everyone to tryhard to deal with crises and conflicts.

5. Expectations: What Do You Require from Others?When dealing with stressful problems, you expect staff andcolleagues to dedicate themselves to finding the best possiblesolution and ensuring that everyone is satisfied with theresult. Even under pressure, you want them to maintaincourteous and friendly relationships and to be honest and fairin all their dealings. When people fall short of yourexpectations, you can feel quite disappointed but may havedifficulty confronting them about the problem or taking thenecessary corrective action; you are likely to express yourdissatisfaction carefully or indirectly through joking orteasing.


My Notes





Others Should

- Spend some time socializing, show concern for others' welfare,and present ideas in a positive, diplomatic way.

- Make people problems their first priority, technical problemssecondary.

- Explain how much good their proposed solution will do and showwhy people will accept it.

- Prove that they can be trusted and show that they value yourfriendship and support.

Others Should Not

- Ignore how others are affected by the their proposed solution.

- Compromise ethical standards or offend others just to solve aproblem quickly.

- Act independently to solve the problem, without consulting youor others.

- Criticize harshly or hold others to a higher standard thanthey hold themselves.

Questions You Want Answered

- Is this the best solution for everyone involved?

- Will others think highly of the way we handled the problem?

- How can we reduce conflict and solve problems in a moreharmonious way?

- How can we still differ and regard each other in a friendlyway?

- How can we make sure that we fully understand each other?



Highlights:

Overcoming Your Blind Spots

Almost everyone has at least one least preferred style which represents a missing perspective: a blind spot. This blind spot causes us to overlook valuable information when planning, problem solving and decision making. To gain access to that missing information, you need to answer the questions that are characteristic of your least preferred style(s). These questions are listed below. To widen your perspective and increase your information when planning, problem solving, and making important decisions, answer the questions below that you seldom ask: Questions You Need to Ask More Frequently: When Things are Going Well

My Notes Controlling

- What's the advantage to me?

- What are the obstacles and opportunities?

- Who's in charge?

- What's the bottom line?



Highlights:Overcoming Your Blind Spots

Questions You Need to Ask More Frequently: Under Stress or Conflict

My Notes Controlling

- What's the advantage to me?

- What are the obstacles and opportunities?

- Who's in charge?

- What's the bottom line?



Insights

In-Depth Portrait when Things Are Going Well

You approach people, problems, and relationships with a keen awareness andappreciation of other people's needs and desires. You are likely to be perceived asfriendly, cooperative, and interested in helping out as needed. You frequently sensethe moods, feelings, and reactions of others, and you are quick to respond withempathy and understanding. A team player, you take a personal interest in other teammembers, preferring to use a light hand in building relationships. When working in agroup, you are likely to demonstrate concern for people and commitment to the team'seffort; you enjoy making a contribution toward achieving organizational goals.

To influence people, you prefer approaching them with a polite, friendly, andconsiderate manner, and you are not likely to behave in a dominant, demanding, orassertive manner. Although you may appreciate the need for an orderly, systematicenvironment, you strongly prefer flexibility over orderliness. You are not likely totake an active interest in developing policies and procedures, being more concernedthat people are happy with their work and supportive of one another as they pursuetheir goals.

If involved in marketing, you are likely to enjoy brainstorming and other creativeprocesses in formulating plans. Your approach is apt to be highly customer-centered,showing sensitivity to trends and the public's reactions.



Insights:In-Depth Portrait

When Things Are Going Well

With Staff

Your staff are likely to find you fair, friendly, and interested. You like givingthem opportunities for learning new skills, assuming responsibility, participatingin discussions, and making decisions. Although you hold people accountable toexacting standards and expect the results of their work to be of high quality, youare not likely to state your standards and expectations explicitly due to youreasy-going and congenial approach. You strongly encourage loyalty and commitment inyour work group, giving staff members a high level of both encouraging and criticalfeedback. However, you are tactful and diplomatic even when providing negativefeedback.

With Colleagues

Colleagues are likely to see you as a dedicated worker, concerned about goals andstandards while trying to interact in a pleasant and friendly manner. Your use ofhumor and tact is an asset when difficult times arise or when morale is endangered.Particularly when conflicts arise in your work group, you can act as a negotiator,interested in helping others to work towards win-win resolutions of differences. Youare likely to bring vision, purpose, and a sense of camaraderie to almost any groupof which you are a member.





Coping with Change

You adapt readily to environmental or organizational change, although you prefer newdirections to be consistent with a coherent vision or mission for the organization.You may be reluctant to support change if it seems imposed, arbitrary, unpopular, ornot in the best interest of the people in the organization. Your commitment tochange increases if you see tangible benefits to the community and organization,consensus has been reached about the proposed changes, and the changes are likely toenhance the status or prestige of the organization.

How You May Overuse Your Strengths

Because you enjoy helping and serving others, at times you may do so too eagerly,not realizing that they are capable of solving their own problems. On occasion, youmay be too receptive and become so involved in others' concerns that you don't say"No" to unreasonable requests. This could cause some time management problems.

Naturally solicitous and concerned about others' reactions, you may be overlyreluctant to assert your own ideas or to establish firm limits when needed. Yourconcern for looking good may also cause you to project undue optimism and makeunrealistic forecasts.

While generally trusting and supportive, you may become disappointed when people donot live up to your expectations. As a result, you may at times behave in a criticaland demanding manner, although your concern for harmony may lead you to veil yourcriticism or to attack others indirectly.

You also may spend more time socializing than is necessary or appropriate. At timesthis may lead you to lose sight of your goals, overlook the need for focused work,or distract others from their work routines.





Your Blind Spots

You may be quite reluctant to assert yourself if it is likely to generate resistancefrom your audience or disapproval from higher levels of management. Although you areapt to pursue your goals with commitment, sincerity, and charm, you may notdemonstrate enough confidence and enthusiasm to overcome others' objections, and youmay shy away from situations in which your proposals are likely to be rejected.

You may not see much value in polices, procedures, and routine administrative work,preferring a more spontaneous, friendly, and easy-going atmosphere. You also may notspend adequate time planning your work or working your plan.



Insights:

In-Depth Portrait Under Stress or Conflict

Conflict Situations

You are committed to resolving conflict equitably and prefer to take a reasonableand cooperative approach toward coping with different opinions. You first concern isto identify the nature of a disagreement; you are then usually willing toaccommodate the other person's agenda within fairly generous limits. However, youmay vigorously oppose or attempt to undermine proposed solutions if you suspectothers of being unfair or unjust.

You priority is to maintain pleasant and harmonious relationships. You frequentlyuse humor to relieve tension, and you are likely to express appreciation for thearguments offered by opponents as a way of maintaining a warm and cordialatmosphere. You are likely to take a firm stand on behalf of principles or anotherteam member before defending your own personal position.

Stressful Situations

You dislike high-pressured emergencies and want to resolve them rapidly. To do so,you are likely to assume greater personal responsibility and to work harder. You areapt to consult with staff, colleagues, and experts to gain fresh ideas to resolvecrises. You are apt to involve trusted staff in the decision-making process and mayconduct informal planning sessions to explore all possible actions. You are likelyto keep supervision to a minimum unless the situation seems to warrant hands-onmanagement.



Insights:

Managing Your Strengths

Moderating Your Excesses


To increase your effectiveness, assert your own convictions with confidence, even ifthey differ from the consensus. Don't be so concerned about how people will react,as this may inhibit you from pushing others to achieve their potential, settinglimits, or taking necessary corrective actions. Practice saying "No" and settinglimits to others' requests. If you feel you are becoming over-obligated, renegotiateyour commitments.

If you tend towards excessive optimism or unrealistic forecasts, examine costs,risks, and possible complications. When people don't live up to yourexpectations and they won't make constructive suggestions concerning how theycan improve their performance rather than criticizing them for their shortcomings.If you see the need for corrective feedback, be as simple and direct as you can;don't worry so much about how people are likely to feel.

Before meeting with others, spend a few moments thinking about the purpose ofgetting together. At the beginning of your meetings, agree on goals, agenda items,and time limits.



Insights:Managing Your Strengths


To be more effective, write your goals down, post them where you can see themregularly, and share them with others. You also may find it helpful to state yourown convictions more assertively, even if they differ from the consensus, and to payless attention to how people react. Practice saying "No" to requests for help,directing people to other resources whenever possible.

If you sense that others are tense or dissatisfied, gently probe to uncover issuesthat may be troubling them instead of trying to smooth things over. This can clearthe air and open up communication so problems can be solved more quickly andsatisfactorily.

If you need to increase your output, identify the minimum acceptable standards thatwill get the job done. Focus more on speed and quantity, and try not to worry somuch about the quality of your work or others' reactions to it.



Insights:Managing Your Strengths

Filling In Your Blind Spots


Practice expressing your beliefs and opinions with greater confidence, even if itseems a little uncomfortable at first. State what you feel and want and don't deferto others so quickly. When preparing important communications, write down as manyobjections as you can and prepare a response for each one. Rehearse responding tofive, six, or even seven objections in a row and continuing to press your case.

Set firmer boundaries on others' demands and requests; you are likely to earngreater respect by pursuing the things that matter to you and standing up for yourrights.

You may benefit from improving your organizational skills or enhancing theadministrative skills of your staff. You are likely to function with less conflictwithin work groups if you put more formal systems and processes in place thatclarify roles, goals, and responsibilities.


Practice making prompt decisions in small matters, so it will be more comfortablefor you to move quickly when situations demand that you do so. Give strongerdirection to your staff and be more forthright with your opinions andrecommendations to colleagues and management. You may be surprised at how many ofthem appreciate it, as it helps them to be more successful in their work.

You may benefit from improving the administrative and organizational skills ofstaff. You are likely to function with less conflict within work groups if you putin place more thoroughly organized systems and processes.



Insights:

Getting Through to OthersWidening Your Influence


To increase your influence with others, find opportunities to claim your own valueand worth. Guard against false modesty and self-deprecating comments. You may findit helpful to assert your position with greater vigor, to share your goals andpriorities more frequently, and to confront differences of opinion more directly.

It may also benefit you to focus more on getting things done and less on gettingalong with others. Welcome clashes of opinion as opportunities to inject more energyinto your relationships. If you are frustrated by others' lackluster performance ordisappointed by their insensitivity to your concerns, keep the lines ofcommunication open. Let them know what you would like.



Insights:Getting Through to Others

Widening Your Influence


During periods of stress, take more of a lead in creating and implementing actionplans. To do so comfortably, you can set up meetings with others and workcollaboratively to formulate your responses. As part of this process, requestingadditional facts and analysis from managers, staff members, or experts can help youto develop well researched and soundly reasoned solutions that will gain widersupport and provide more precise direction to staff.

In conflict situations, state your points more quickly and directly. Describe atleast a few alternative strategies and document how your recommendations are likelyto provide the greatest pay-offs.




Aligning Intentions, Behavior, and Impact

Aligning Intentions, Behavior, and ImpactA significant factor in getting through to others is the congruence, or consistency, betweenour intentions to act a certain way, the way we actually behave, and the impact of ourbehavior on others. When there is a high degree of congruence, people find it easier to relateto us. They sense that our thoughts, words, and actions are all in alignment. They feelconfident that what we say and do is in keeping with how we think and feel. They may notagree with us, but they feel that they understand us clearly.

®Your LIFO Survey subtotals shown in the table below can help you to gain insight into thecongruence of your communications. There are columns in the table for each of the four basicstyles—Supporting, Controlling, Conserving, and Adapting—under both favorable andunfavorable conditions. The Intention, Behavior, and Impact subtotals in the first three rowsof each column are added together to obtain the Totals, which indicate your overall relativepreference for each of the four styles.

A difference of three or more points between any of the subtotals for a particular style mayindicate that there is some incongruence in your communications with respect to that style. Inthese cases, it can be illuminating to take a look at the subtotals for the other three styles. Forexample, if your Controlling Intention subtotal were high but your Impact subtotal were low,your Adapting impact might be high. This could mean that you often steer the course of what'shappening by using personal charm to win people over. Examining the relationships betweenthe styles may stimulate insights or suggest corrective actions you could take to become morecongruent in your communications.

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Your Tabulated LIFO Survey Results Favorable Conditions Supporting Controlling Conserving Adapting

Intention

BehaviorImpact

Totals 27 16 22 25

8 4 9 911 6 4 98 6 9 7

Unfavorable Conditions Supporting Controlling Conserving Adapting

Intention

BehaviorImpact

Totals 28 15 19 28

7 6 8 910 3 7 1011 6 4 9

Some possible interpretations of your survey results follow. Keep in mind that theseinterpretations are just possibilities, not proven facts. Numerous other factors may be at work.Use these explanations and interpretations as starting points to gain a greater understandingof your communication patterns. Remember that your LIFO Survey results are based on yourreactions to the survey items. Others may see you differently. Your impact may bedifferent from what you think.

To increase the accuracy of your self-understanding, discuss your communication patternswith people who know you and ask for their feedback.





Possible Interpretations in Favorable Conditions

Supporting Your survey results suggest that you regularly intend to act in ways that are characteristic of the Supporting style. It appears that you place a relatively moderate priority on behaviors such as helping others achieve their goals, working collaboratively to achieve the best outcomes for everyone, and creating a trusting, cooperative team spirit. Other relatively moderate priorities may include holding yourself and others to high standards, inviting others to offer suggestions and ideas, and doing what is best for everyone rather than pursuing more narrow objectives.

Your Impact subtotal is in line with your Intention subtotal even though your Behavior subtotal is 3 points higher. This suggests that your impact on others corresponds with your intentions even though you exhibit more Supporting behavior than you intend to.

You may be over-relying on Supporting behaviors due to habit, assumptions about how a person in your role should behave, or a belief that acting in this way will be more acceptable to others. However, you apparently feel that the actual intensity of your Supporting intentions gets through to others. It is also possible that you demonstrate these behaviors more frequently because you feel that they are not as effective as you would like for some reason, such as a lack of skill, influence, or authority on your part or a lack of receptiveness from others. Hence you believe you have to exert more effort in order to produce the impact you want.

ControllingYour survey results suggest that you infrequently intend to act in ways that are characteristic of the Controlling style. It seems that you place a very low priority on behaviors such as quickly taking vigorous action to get results, seizing opportunities before they pass you by, and persuading others to follow your lead and help you achieve your goals. Other very low priorities may include taking risks to gain benefits, discussing issues in a straightforward manner without wasting time, and encouraging others to take initiative.

Your Behavior and Impact subtotals are in line with your very low Intention subtotal.

You evidently believe that your actions and your impact on others are consistent with the very low priority you place on Controlling behaviors.





ConservingYour survey results suggest that you frequently intend to act in ways that are characteristic of the Conserving style. It appears that you place a relatively high priority on behaviors such as maintaining order through well-organized procedures, building up resources to ensure a secure future, and making well-reasoned decisions based on thorough research. Other relatively high priorities may include relying on proven methods that have worked in the past, getting people to follow organizational policies, and making sure that plans are thought through before action is taken.

Your Impact subtotal is the same as your Intention subtotal. However, your Behavior subtotal is 5 points lower than your Intention subtotal. This suggests that your Conserving influence on people is in keeping with what you want even though you exhibit fewer Conserving behaviors than you might like.

You may exhibit Conserving behaviors less frequently than you would like because you are not very comfortable using them to communicate your intentions. Nonetheless, you may have a reputation for behaving in Conserving ways, causing people to compensate for the relatively low frequency of these behaviors. Another possiblity is that, due to your position, people are highly responsive to your Conserving behaviors and therefore it does not seem necessary to you to exhibit them very frequently or intensely in order to produce the impact you desire.

AdaptingYour survey results suggest that you frequently intend to act in ways that are characteristic of the Adapting style. It appears that you place a relatively high priority on behaviors such as making sure others are pleased and satisfied, creating a harmonious and enjoyable environment in which everyone gets along, and adjusting to changing circumstances to keep friction low. Other relatively high priorities may include experimenting with new ideas, communicating optimism about the future, and working to enhance your reputation and that of your team.

Your Behavior and Impact subtotals are in line with your relatively high Intention subtotal.

You evidently believe that your actions and your impact on others are consistent with the relatively high priority you place on Adapting behaviors.





Possible Interpretations in Unfavorable Conditions

Supporting Your survey results suggest that you regularly intend to act in ways that are characteristic of the Supporting style. It appears that you place a relatively moderate priority on behaviors such as building understanding in order to reduce conflict, resolving problems in ways that are fair to everyone, and adhering to ethical principles in order to achieve positive outcomes. Other relatively moderate priorities may include seeking help when problems arise, deferring to higher authorities, and making sure everyone appreciates the seriousness of the situation.

Your Impact subtotal is in alignment with your Behavior subtotal, but your Behavior subtotal is 3 points higher than your Intention subtotal. This suggests that the impact you believe you have on others corresponds with the frequency of your Supporting behavior, but that you exhibit Supporting behaviors more frequently than you intend.

You may exhibit Supporting behaviors more frequently than you really want because you believe acting this way is more acceptable to others or you assume this is the way a person in your role should behave. It may also be due simply to old habits that are not always appropriate in your current situation but that you do not feel motivated enough to change.

ControllingYour survey results suggest that you only occasionally intend to act in ways that are characteristic of the Controlling style. It seems that you place a relatively low priority on behaviors such as expending intense effort to overcome difficulties, clearing the air by confronting disagreements, and overcoming others' objections so progress can be made. Other relatively low priorities may include protecting yourself and your organization from exploitation, fighting hard for what you believe, and demanding that others prove their point in order to win your support.

Your Impact subtotal is the same as your Intention subtotal. However, your Behavior subtotal is 3 points lower than your Intention subtotal. This suggests that your Controlling influence on people is in keeping with what you want even though you exhibit fewer Controlling behaviors than you might like.

You may exhibit Controlling behaviors less frequently than you would like because you are not very comfortable using them to communicate your intentions. Nonetheless, you may have a reputation for behaving in Controlling ways, causing people to compensate for the relatively low frequency of these behaviors. Another possiblity is that, due to your position, people are highly responsive to your Controlling behaviors and therefore it does not seem necessary to you to exhibit them very frequently or intensely in order to produce the impact you desire.





ConservingYour survey results suggest that you regularly intend to act in ways that are characteristic of the Conserving style in stressful situations or when you are experiencing conflict. It appears that you place a relatively moderate priority on behaviors such as maintaining a calm atmosphere and discussing differences rationally, using careful analysis to solve problems, and persisting in proven approaches to stay the course. Other relatively moderate priorities may include developing detailed plans to meet challenges, paying strict attention to schedules and costs, and relying on common sense and mutual respect to resolve conflicts.

Your Behavior subtotal is in alignment with your Intention subtotal, but your Impact subtotal is 4 points lower than your Intention subtotal. This suggests that the frequency of your Conserving behaviors is in line with your intentions, but the impact of these behaviors is less than you would like.

The relatively low impact of your Conserving behaviors could be the result of some lack of familiarity or skill in using them. You may select inappropriate behaviors or utilize them ineffectively. Another possibility is that others misinterpret or overlook your Conserving behaviors due to role expectations or because you have developed a reputation for behaving in ways that are not characteristic of the Conserving style.

AdaptingYour survey results suggest that you frequently intend to act in ways that are characteristic of the Adapting style in unfavorable conditions. It appears that you place a relatively high priority on behaviors such as experimenting with many approaches to find a solution acceptable to everyone, using a light touch to smooth over disagreements, and maintaining optimism about the outcome of conflict. Other relatively high priorities may include using humor and appreciation to keep tension low, assuring others that things will work out, and seeking solutions that enable people to save face.

Your Behavior and Impact subtotals are in line with your relatively high Intention subtotal.

You evidently believe that your actions and your impact on others are consistent with the relatively high priority you place on Adapting behaviors.



Insights:



You are more receptive to others when they treat you with respect and consideration.It is important for others to show that they care and understand. Warmth,thoughtfulness, and a good sense of humor all help to capture your attention andkeep you accessible.

To get through to you, others should:

- Spend some time socializing before pressing for a decision.

- Stress the fairness and helpfulness of their ideas.

- Explain how they have tested the waters and have already won the approval ofothers.

- Prove that their recommendations not only are the best possible solution but willget the widest possible acceptance.


You are more likely to remain open if others focus more on the human and personaldimensions of problems and less on the technical, administrative, or organizational. They should research others' opinions and demonstrate a commitment to findingsolutions that benefit everyone involved.

To get through to you, others should:

- Show how their recommendation is the right thing to do, good for all concerned.

- Demonstrate flexibility and a willingness to explore alternatives.

- Maintain a positive, appreciative, and optimistic attitude in face of problemsand pressures.

- Explain how high standards can be maintained even though some compromises may benecessary.



®How to Use

Your Strength Management Report

This report describes your styles and strengths. It reflects the way you like to do things whatmakes you as successful as you are. It also indicates what you and others can do to enhanceyour success.

Here are four basic ways you can use this report:

Empowering YourselfPeriodically review your report to remind yourself of your strengths and uniqueness.

Improving RelationshipsShare your report and discuss its implications with others to help them understand you better.Give them a copy of the guidelines for a successful relationship with you.

Developing Better Group InteractionSet up a meeting to focus on the reports of each person involved. In the meeting, review eachperson's strengths and explore how the group can incorporate the views of all members.

Integrating New MembersAccelerate the integration of new members into your group by sharing reports. Discuss how the stylistic differences in the group create a wider perspective and greater balance in the group.

Additional Learning OpportunitiesContact your trainer, coach, or manager to find out about how you can extend your learning with the LIFO Method. It is used to support and enrich programs in team building, interpersonal communication, leadership development, problem solving, change management, strategic planning, performance appraisal, time management, diversity training, and executive coaching. You can also visit our website at www.BConNetwork.com.



®The LIFO Story

®How the LIFO Method Began and Expanded Worldwide

The LIFO Method originated in 1967 as a positive and structured tool to supplement organizational development, T-groups, and sensitivity training, These new group methods helped people learn how to improve themselves by studying each others' behavior, thoughts, and feelings. However, many participants objected to the method as too un-structured, personal, and embarrassing for people who work together.

Responding to these concerns, Dr. Stuart Atkins, with consultant Dr. Elias Porter, developed theLife Orientations Survey and the Life Orientations Method based on the work of ErichFromm, Carl Rogers, and Abraham Maslow. In 1968, the Life Orientations Survey was presented by Dr. Atkins and his partner Dr. Allan Katcher in the Human Factors in Management course at UCLA and with such diverse clients as the American Cancer Society, Mattel Toys, General Foods, U.S. Steel, and the State of California.

People were fascinated with the non-critical, easy-to-accept interpretation of their survey resultsand were delighted with the objective way in which they could now talk to each other about their strengths. After the fun and surprise of classifying their behavior, they began to ask what they could do with their new-found self-awareness and understanding.

To answer these questions, Dr. Atkins extended the Life Orientations Method beyond diagnosisto include six developmental strategies Confirming, Capitalizing, Moderating, Supplementing,Extending, and Bridging--for performance improvement. To simplify and aid memory, the LifeOrientations trademark was shortened by Dr. Atkins to LIFO , a contraction of Life Orientations.

Atkins and Katcher soon found the demand for the LIFO Method outstripped their delivery capacity, so they started licensing organizational trainers in the LIFO Method and developing workbooks to accelerate learning. In 1976, Katcher began to focus his LIFO practice internationally, appointing agents in many countries, and focusing on executive coaching, teambuilding, and OD applications. Atkins directed LIFO programs in the United States, with emphasis on the developmental strategies applied to management development, individual productivity, communications, and teamwork. He named this developmental emphasis LIFO Training.

Since then, the LIFO Method and LIFO Training have been used by over 8 million people in 20,000 organizations in 28 countries. One of Katcher's earliest LIFO agents, Business Consultants, Inc., Japan, grew to become one of the largest consulting firms in Japan and one of the largest users of LIFO Training in the world. BCon, as it is also known, purchased Allan Katcher International, Inc., in 2000 and Stuart Atkins, Inc., in 2001 in order to integrate the worldwide reach and expertise of the two companies. The firms were merged in October 2001 to become BCon LIFO International, a division of Business Consultants Network, Inc., which is now the sole source for the LIFO Method and LIFO Training worldwide.

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