terralynn forsyth - profile summary

ORGANIZATIONAL FOCUS for : TERRALYNN FORSYTH

Similarity to others in this job arena: Intensity Intensity

Red - Operations/TechnologyBlue - Design/StrategyGreen - Sales/MarketingYellow - Admin/Fiscal

ComponentsUsual Needs Stress

99 150 991 50

32 32Challenge Self Imposed Demands

14 44Esteem Relating to Individuals

17 84Acceptance Relating to People in Group

99 2Structure Systems and Procedures

91 72Authority Directing and Controlling

44 92Advantage Incentives and Competition

93 6Activity Preferred Pace for Action

64 92Empathy Involvement of Feeling

81 81Change Dealing with Change

5 95Freedom Personal Independence

32 98Thought Action or Reflection

Areas of Interest

Clerical 99

Numerical 94

Literary 73

Persuasive 62

Mechanical 45

Artistic 31

Outdoor 27

Musical 9

Scientific 8

Social Service 3

Preferred Work StylesKnowledge Spec. 1

Directive Mgmt. 3

Delegative Mgmt. 10

Work Motivation 3

Self Development 3

Corporate Adapt. 6

Social Adapt. 9

Social Respons. 8

Public Contact 4

Detail 7

Global 7

Linear 4

Conceptual 10

Concrete 1

Life Style Grid ®

TM

Direct Communication

Indirect Communication

Task-Oriented

People-Oriented

InterestsUsual BehaviorNeeds/Stress Behavior

Profile Summary

This Report Was Prepared For

TERRALYNN FORSYTH G4JS4D

Contact: 778-887-1784, [email protected]

Consultant: Brad Gretzinger

Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.

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Areas of Interest

The numbers listed below indicate percentile rank in broad occupational areas and give a good indication of the individual's occupational interest.

Clerical 99

Numerical 94

Literary 73

Persuasive 62

Mechanical 45

Artistic 31

Outdoor 27

Musical 9

Scientific 8

Social Service 3

Persuasive - Persuasive interactions with others. Motivating

others to accept ideas, actions or opinions through means of

persuasion, reasoning or argument.

Social Service - Organized assistance and services to support

and advance social conditions of the individual and community

through social programs, agencies and organized religious

involvement.

Scientific - Involvement in professions or avocations that assist

others through research. Occupations in health services,

technology and medical paraprofessionals, nutritional or

pharmaceutical services involving scientific interests.

Mechanical - Hands-on work with a broad range of technical

responsibilities from power-driven machine operations to high

tech electronics. Interests may include design, maintenance,

operation or repair of motors and machinery, power-driven or

automated.

Outdoor - Hands-on work in an outdoor or natural

environment. These activities can include physical or mental

exertion outside of office confines. Some individuals score high

because of environmental concerns.

Numerical - Combining numbers analytically and factually to

arrive at practical, quantitative conclusions. Utilizing numbers in

business bookkeeping, accounting and tax procedures.

Clerical - Being involved in administrative positions including

recording, data processing, numeric detail and personnel functions

that require predictable results and specific controls.

Artistic - Creating imaginative works of aesthetic value,

expressing ideas artistically. Working or performing in the visual

arts.

Literary - Creative interest in writing and in sophisticated

language skills. Indicates appreciation for abstract ideas conveyed

in various mediums and materials.

Musical - Involvement with music in its many forms. Interests

may include melodies, compositions, attending concerts,

supporting the musical arts, or simply appreciating music.

Professional musicians would be expected to have a high degree of

this interest.

Areas of Interest






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TM

This page provides a summary of the information offered in the Life Style Grid Report. The characteristics of your

Asterisk, Diamond, Circle and Square are described below.

(Yellow): You enjoy life and work situations which are predictable, reasonably dependable and secure.

(Blue): When you are working effectively, you may well show characteristics of all four quadrants.

(Blue): To be most effective, you generally respond best to people who are insightful and

persuasive. Under stress, you may become easily distracted and hesitant.

Direct Communication

Indirect Communication

ExpeditingCommunicating

PlanningAdministrating

Task-Oriented

People-Oriented

Life Style Grid ®






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TM

Your YELLOW Asterisk shows that you may like to:

draw up rules or procedures

schedule things

deal with systems

do detailed work

measure performance or results

TM

Your BLUE Diamond shows that you generally are:

insightful, thoughtful and creative

You also tend to be:

methodical in your approach

direct and open with individuals

assertive without being domineering

TM

Your BLUE Circle shows you are most comfortable when people around

you:

are interested in feelings as well as logic

give you time for complex decisions

You also respond well to people who:

let you know who's in charge

are openly enthusiastic

give you personalized incentives

TM

Your BLUE Square shows that your stress behavior may include your being:

anti-social and easily discouraged

overly sensitive to criticism

You may also become:

disorganized

self-protective

evasive

Life Style Grid Summary






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Dictionary for the Components

EsteemSensitivity in relating to individuals - the way

the individual prefers or needs to deal with

close, personal, one-on-one relational issues.

AcceptanceRelating to people in groups - the way an

individual relates to others in groups or casual

situations. The degree of participation and

involvement the individual prefers in work,

teams, group and social settings.

StructureSystems and procedures - how the individual

controls issues associated with detail,

structure, follow - through, and routine.

AuthorityDirecting and controlling - how an individual

deals with authority.

AdvantageIdealism versus realism - individual and team

competitiveness, how comfortably an

individual deals with security and materialism

with financial or prestige risk.

ActivityPreferred pace for action - the degree to which

an individual engages in energetic action or

movement. How energy is expressed, directed

and recharged.

ChallengeSelf-imposed demands for achievement - how

an individual manages or maintains

commitment and overall self-worth.

EmpathyInvolvement of feeling - how an individual

expresses and deals with emotions and

feelings; openness or comfort with the

emotional aspects of life.

ChangeDealing with change - how an individual

handles interruptions and disruptions of

significant priorities.

FreedomPersonal independence - how unconventional

a person is in outlook. The degree of

spontaneity in life and work situations.

ThoughtActive versus reflective orientation - how an

individual deals with decision making. How

much time and thought a person requires and

expects from others when making decisions.

Dictionary






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STRENGTHS AND NEEDS PAGES

The enclosed "Strengths and Needs" pages consist of twelve pages of individualized description

and interpretation of the basic needs. The actual scores for the components are not reported on

these pages.

For those of you who are steeped in numbers, let us assure you that there are several advantages

to this approach. First, it eliminates the concern for the relative "goodness" or "poorness" of a given

score. Secondly, while each page can stand totally by itself in terms of its message, the complete

information is now easy to understand and comprehend, making it entirely possible to give each

person constructive, usable feedback.

The format of the pages is this: there is a beginning paragraph outlining these strengths (Usual

Behavior) associated with the particular style. These statements are very positive, and indicate

your natural, effective behavior. Then, there is a paragraph describing your Basic Needs. These

statements are non-judgmental but help you understand that being maximally productive is

dependent on having certain basic needs met. Finally, there is a paragraph outlining POTENTIAL

behavior in the event that the need is not met. There is nothing absolute about this Stress Behavior

description, but it can easily be used in developing an "early warning system" in identifying and

coping with stress.

Organizationally, these pages can help you accomplish many things. As feedback, they are helpful.

They provide a foundation to teambuilding sessions and other relational programs. For supervisors

and managers, the information is invaluable when dealing with individual problems and conflict

resolution. They could easily be integrated into any stress management program, or actually

provide the basis for such a program. Coupled with the predictive material, they could become a

narrative profile of the individual.

Strengths and Needs






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PERSONAL STRENGTHS AND NEEDSYour Report

This Personal Strengths & Needs report describes your behaviors and motivations. No attempt has been madeto measure your talents or abilities.

The pages that follow describe information from your Usual, Needs and Stress scores.

Strengths and Needs






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PERSONAL STRENGTHS AND NEEDS

ESTEEM: ONE-ON-ONE RELATIONSHIPS

Your ability to be objective and free of self-conscious feelings is a strength naturally resulting from

your preference for frank and direct relationships. You find it easy to come to the point without

beating around the bush.

Strengths:

straightforward

unevasive

matter-of-fact

NEED: While you appreciate a certain amount of openness and frankness from others, you also

need to feel a personal respect from time to time, especially from the significant people in your life.

CAUSES OF STRESS: Both too much sentiment and lack of personal concern are likely to cause

you discomfort. Any criticism of you needs to be balanced with genuine praise.

Possible stress reactions:

undue sensitivity

over-directness

Strengths and Needs






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ACCEPTANCE: SOCIAL RELATIONSHIPS

As a person who thrives on taking an independent course of action, you are highly adaptable to

solitary assignments. You enjoy more than most people being in your own company or in the

company of one or two significant people.

Strengths:

independent by nature

able to be and work alone

withstands group pressure

NEED: Despite these tendencies, you have an underlying need to feel the support and acceptance

of the group. A fairly large number of friends and acquaintances helps you to be socially responsive

when appropriate.

CAUSES OF STRESS: Constant social pressure can cause you noticeable discomfort, and may result

in your becoming distant, even insensitive to the feelings and reactions of groups.


too much independence

withdrawal

impatience with group dynamics

Strengths and Needs






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STRUCTURE: ORGANIZING

Placing a high value on system and order, you display definite strength in your preference to work

from a plan. You can attend to detail, anticipate difficulties and include contingencies in your

planning.

Strengths:

systematic

procedural

concerned with detail

NEED: It is important to note that your strengths are maximized to the extent that your plan is of

your own making. Even though you will put systems and procedures in place, you need occasional

opportunities to bend your own rules.

CAUSES OF STRESS: Since you try to put first things first, you logically emphasize systems and

control. External interference in your plan can frustrate and distract you. You may over-react to

pressures that threaten your personal freedom.


over-generalizing

neglect of order and system

weakened follow-through

Strengths and Needs






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AUTHORITY: AUTHORITY RELATIONSHIPS

You show a healthy respect for established authority, whether verbal or in the form of formal

procedure and control. It is relatively easy for you to take charge and direct activities, and see to

it that pre-arranged plans are executed.

Strengths:

self-assertive

seeks to influence and excel

enjoys exercising authority

NEED: From others, you need personal and clear instructions as to what they expect to have done.

You respect people who appear to you to be natural authority figures, and expect them to enforce

strictly the boundaries of authority.

CAUSES OF STRESS: You can easily lose your respect for those in positions of authority when it

seems that they are having difficulty showing strength. Your morale and enthusiasm suffer in these

situations.


provocative statements

undue assertiveness

becoming bossy or domineering

Strengths and Needs






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ADVANTAGE: IDEALISM AND REALISM

You are to some extent competitive, and can be determined and forceful. These characteristics are

definite strengths as you use them in trustful, cooperative and well-meaning ways.

Strengths:

resourceful but cooperative

trusting, yet careful

balances idealism and realism

NEED: However, it is clear that you are of the opinion that other people are very competitive and

concerned with personal advancement. This implies a need on your part to have your achievements

recognized, and to sense a competitive advantage over others.

CAUSES OF STRESS: Being kept informed is vital to maintaining your need for advantage. You

can easily become distrustful and opportunistic when you feel that advantage slipping, and you

have little patience with the impracticality of extreme idealism.


over-emphasizing quick success

becoming opportunistic

self-promotional attitudes

Strengths and Needs






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ACTIVITY: REFLECTION AND ACTION

You display a high energy level and in fact enjoy being active on a regular basis. Adding to this

strength is the fact that you can summon reserves of energy when your schedule demands it.

Strengths:

energetic

enthusiastic

vigorous reasoning

NEED: Your naturally high energy level encourages you to take on many activities and projects,

making it easy for you overlook the body's need for rest and recuperation. For optimum

performance, you need time for re-energizing.

CAUSES OF STRESS: When conditions become hurried or you are not provided with the

opportunity to think through a process first, you are likely to feel rushed and perhaps less effective.


postponing direct action

magnifying boredom of projects

favoring thought over action

Strengths and Needs






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CHALLENGE: YOUR VIEW OF YOURSELF

Preferring to capitalize on your personal strengths, you have confidence in your ability to achieve.

Generally at ease with people, you tend to come across to others as charming and pleasant, a natural

result of your positive self-image.

Strengths:

pleasant and at ease

makes a good impression

confident

NEED: In order to support your positive self-image, it is important that your schedule be comprised

primarily of activities that you know you can do well, as this reinforces your confidence.

CAUSES OF STRESS: Being placed in difficult or demanding situations can begin to stir reminders

of possible personal shortcomings, which in turn upsets your positive self-image. You can benefit

from helpful assistance when evaluating your performance or mistakes.


over-emphasis on making good impression

avoiding self-critical evaluation

unjustified enthusiasm

Strengths and Needs






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EMPATHY: DEALING WITH EMOTIONS

You prefer not to get too involved in the emotional problems of other people, recognizing the

importance of keeping the facts in sight. But at the same time, you have a genuine understanding

and even sympathy for others' feelings.

Strengths:

objective, yet warm

sympathetic, yet practical

NEED: By contrast, you function best in surroundings which encourage you and others to express

and work out your emotional responses. You need to feel that your problems are important to

others, that others are aware of your personal feelings.

CAUSES OF STRESS: When you sense that your feelings are being overlooked or ignored by others,

you are inclined to overemphasize the importance of your feelings and become dispirited, perhaps

even getting depressed.


becoming overly sensitive

loss of objectivity

strong discouragement

Strengths and Needs






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CHANGE: DEALING WITH CHANGE

A sense of novelty and adventure distinguishes the strength you display in your readiness to start

new things. You have an above-average resilience to change, an asset which stems from your

adaptability to fresh and stimulating activities.

Strengths:

easy to stimulate

responsive and attentive

adaptive

NEED: In the same way, you respond best to situations and surroundings which offer frequent

changes of activity. You get positive reinforcement from an environment that allows you to move

around.

CAUSES OF STRESS: Excessive emphasis on routine can easily put you under pressure. Without

the stimulation of novelty and change you are likely to become restless and annoyed.


annoyance at delays

problems with self-discipline

inability to concentrate

Strengths and Needs






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FREEDOM: INDEPENDENCE

You describe yourself as being rather consistent and conventional. More importantly, though, you

have an innate respect for the value of cooperative effort, even when such effort takes the form of

individual contribution.

Strengths:

restrained

values rules and procedures

cooperative

NEED: By contrast, you seem to expect other people to exhibit independent, even non-conforming

behavior. The implication is that you need an environment which encourages freedom of thought

and action.

CAUSES OF STRESS: When you sense a lack of support and encouragement for independent action,

your otherwise cooperative nature may turn more toward unpredictable and even rebellious

behavior.


misjudging of others' feelings

lack of consistency

individualism for its own sake

Strengths and Needs






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THOUGHT: MAKING DECISIONS

You usually make decisions with a minimum of hesitation and prefer to get right to the important

issues. It is your nature to reflect quickly and with confidence, and to give opinions and evaluations

decisively.

Strengths:

matter-of-fact

decisive

direct

NEED: Despite your strengths, you prefer not to be forced into making quick decisions and

judgments. You recognize that some issues can be complicated or ambiguous, and you need to feel

that you have plenty of time to consider all the possibilities.

CAUSES OF STRESS: Although you are quick on your feet, you can feel hurried and rushed when

situations require quick and decisive action. The resulting insecurity can make you overly cautious.


over-concern for consequences

postponing decisions

underlying anxiety

Strengths and Needs






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For each area, there are three bars, showing your usual style, your motivational needs, and the stress behavior which

may result if the need is consistently unmet. Your scores appear in the circles on each bar.

For any bar, the closer your score is to 99, the more the description on the right is likely to apply; the closer your score

is to 1, the more the description on the left is likely to apply.

1. Relating to People Individually: how you deal with people one-on-one

Usually:14

direct and straightforward insightful and intuitive < a balance >

1 99

Will need:44

others to be frank and forthright respect of key individuals < a balance >

1 99

To Avoid:44

being too blunt feeling unappreciated on occasions < a balance >

1 99

Esteem

2. Relating to People in Groups: how you deal with people in general

Usually:17

able to work well alone friendly and easy to know < a balance >

1 99

Will need:84

plenty of time alone or in small groups to feel part of the group < a balance >

1 99

To Avoid:25

impatient with group interaction over-valuing group opinion < a balance >

1 99

Acceptance

3. Systems and Procedures: your planning and organizing style

Usually:99

flexible and open to new approaches organized and sequential < a balance >

1 99

Will need:2

only an outline plan to follow a definite plan in place < a balance >

1 99

To Avoid:2

weakness in follow-through over-insistence on following procedures < a balance >

1 99

Structure

Needs Graph






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4. Direction and Control: how you deal with authority

Usually:91

low-key in the exercise of authority directive and commanding < a balance >

1 99

Will need:72

a non-directive, democratic environment to know who is in charge < a balance >

1 99

To Avoid:72

failing to address issues of control becoming domineering, controlling < a balance >

1 99

Authority

5. Teamwork and Individual Competitiveness: your approach to incentive

Usually:44

oriented towards general benefit oriented toward individual advantage < a balance >

1 99

Will need:92

an environment based on trust a means of measuring personal performance < a balance >

1 99

To Avoid:92

becoming too idealistic focusing too much on personal payoff < a balance >

1 99

Advantage

6. Preferred Pace for Action: how you direct your energies

Usually:93

likes to reflect before acting takes direct action to get things done < a balance >

1 99

Will need:6

personal control over scheduling a busy schedule < a balance >

1 99

To Avoid:6

putting things off failing to delegate when necessary < a balance >

1 99

Activity

7. Demands of Work: your success/challenge orientation

Usually:32

self-confident, focused on success has high expectations of self, others < a balance >

1 99

Will need:32

a success-oriented environment personal challenges < a balance >

1 99

To Avoid:32

denying responsibility for errors expecting too much of self and others < a balance >

1 99

Challenge

Needs Graph






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8. Involvement of Feeling: your subjectivity and objectivity

Usually:64

objective and detached sympathetic and warm < a balance >

1 99

Will need:92

an unemotional environment an outlet for subjective issues < a balance >

1 99

To Avoid:92

discounting people's feelings worrying unnecessarily < a balance >

1 99

Empathy

9. Dealing with Change: how you handle variety

Usually:81

concentrates attentions well likes a variety of simultaneous tasks < a balance >

1 99

Will need:81

adequate notice of any change plenty of different calls on attention < a balance >

1 99

To Avoid:81

failing to accept necessary change getting distracted too easily < a balance >

1 99

Change

10. Personal Independence: how characteristic you are in outlook

Usually:5

understands how most people think individualistic in outlook < a balance >

1 99

Will need:95

a predictable environment opportunities for individuality < a balance >

1 99

To Avoid:95

discomfort with unusual ideas being different for its own sake < a balance >

1 99

Freedom

11. Action or Reflection: how you handle issues in decision-making

Usually:32

sees issues in terms of black and white handles ambiguous situations well < a balance >

1 99

Will need:98

issues reduced to their simplest form plenty of time for complex decisions < a balance >

1 99

To Avoid:98

being impulsive indecision when pressured < a balance >

1 99

Thought

Needs Graph






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Relating to People Individually (Esteem 14/ 44)Prefers to be direct and straightforward and is matter-of-fact; but needs for people to strike a balance between frankness

and genuine respect in one-to-one relationships.

Relating to People in Groups (Acceptance 17/ 84)Likes to think and work independently and enjoys working alone; but needs to have the acceptance and support of

the group.

Systems and Procedures (Structure 99/ 2)Prefers organizing work according to some definite plan and values system and order; but needs freedom from close

controls and broad, rather than close, scheduling.

Direction and Control (Authority 91/ 72)Likes to be self-assertive and actively enjoys supervising and directing others; and needs opportunities for forceful

self expression against a background of firm direction and control.

Teamwork and Individual Competitiveness (Advantage 44/ 92)Prefers to balance a value of intangibles with a liking for competitive activities; but needs an environment that places

definite emphasis on individual achievement and recognition.

Preferred Pace for Action (Activity 93/ 6)Likes to be very active and displays a high energy level; but needs the support of a relaxed environment rather than

an action-oriented atmosphere.

Demands of Work (Challenge 32/ 32)Shows confidence in ability to succeed and generally makes a good impression; needs assignments that are within

personal capabilities.

Involvement of Feeling (Empathy 64/ 92)Prefers to be sensitive and sympathetic to the feelings of other people; and needs the support of an environment that

is genuinely sensitive to people's feelings.

Dealing With Change (Change 81/ 81)Likes to introduce a good deal of variety and novelty into personal routine; and needs to be offered plenty of opportunity

for novelty and change.

Personal Independence (Freedom 5/ 95)Prefers to be restrained and consistent in personal attitude; but needs an environment that offers plenty of opportunity

for personal freedom.

Action or Reflection (Thought 32/ 98)Likes to make decisions rapidly and dispassionately; but needs to be offered a great deal of time for difficult or unusual

decisions.

Needs at a Glance






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Scale 0 5 10 Scale 0 5 10

Knowledge Specialist 1

Directive Management 3

Delegative Management 10

Work Motivation 3

Self Development 3

Corporate Adaptability 6

Social Adaptability 9

Social Responsibility 8

Public Contact 4

Detail 7

Global 7

Linear 4

Conceptual 10

Concrete 1

The following are descriptions of typical behaviors of High Scores (7-10).

Knowledge Specialist : Contributes and leads by

utilizing personal expertise and knowledge to find

solutions. Leads by example. This includes managers

and executives who are leaders in technical, educational,

consulting and other specialized fields.

Directive Management : Personal, direct involvement in

problem solving, controlling and implementing. Leads

from the front in exercising authority. Includes managers

and executives in action-driven organizations.

Delegative Management : Utilizes plans and strategies.

Arranges resources and assists co-workers and teams in

dealing with resource and implementation issues.

Includes managers and executives in plan-driven

organizations.

Work Motivation : A positive attitude toward work;

exhibits a responsible outlook toward work rules and

assigned functions. Able to find value in most jobs/roles.

Self Development : A positive attitude toward personal

growth and development; utilizes classic educational

systems more than hands-on experience. Motivated to

make contributions and exercise professional or

managerial responsibility.

Corporate Adaptability : A positive commitment to

relationships and organizational goals necessary for

advancing in the organization and corporate structure/

culture. Dedicated to and identifies with the corporate

initiatives that require significant individual and team

commitment.

Social Adaptability : Adaptability to people, social

situations, corporate and legal rules. Positive attitudes

toward others, ability to withstand extended stress.

Meets unexpected changes in an optimistic, tolerant

manner, extends trust to others easily.

Social Responsibility : Values and supports social

conventions in own social group. Provides and supports

stability in work, family, legal and social relationships.

Each pair below has a combined score of 11.

Public Contact : Prefers activities involving social

contact. Seeks solutions through people. Focused on

people being central to organizational effectiveness.

Detail : Concern for the procedural and detailed aspects

of work. Focused on processes as central to

organizational effectiveness.

Global : Problem solving that involves a relational and

holistic process. Thinking and actions need not follow a

set, sequential pattern.

Linear : Preference for activities and tasks that follow a

logical, sequential analysis and process.

Conceptual : Utilizes abstract information, experience,

intuition and knowledge to find fresh and imaginative

solutions.

Concrete : Uses analysis and facts to solve problems.

Emphasis is on concrete, immediate, visible results.

Preferred Work Styles






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TERRALYNN FORSYTH :

In working with others, she is very team-oriented, but becomes surprisingly withdrawn under pressure.

When giving or accepting direction, she can be orderly, but needs freedom from control; she is self-assertive. She

enjoys debate and active, participative discussion.

As to competitiveness and stamina, achievement awards and other tangible evidence of performance mean a

great deal to her; her strong subjective feelings need a constant outlet. She postpones actions or decisions,

especially in stress situations. She is enthusiastic and persuasive.

When organizing or planning, she is both alert and easily distractible; she likes to act on her own initiative. She

is decisive and to-the-point, but needs time to consider important issues when new decisions are needed.

Suggestions for coaching TERRALYNN FORSYTH :

* Make an extra effort to keep communications open especially in times of stress. Acceptance

* Impose a minimum of routine. Keep instructions broad, but help when deadlines and details slip. Structure

* Keep debates controlled and positive. Authority

* Provide tangible incentives and strictly enforced rules. Advantage

* Make a point of regularly showing an interest in her personal well-being. Empathy

* Utilize schedules and deadlines for maximum output; provide a live-and-let-live atmosphere. Activity

Criticize and correct her gently, and be reassuring. Utilize her strengths; avoid exposing her weaknesses.

Challenge

* Change her activities frequently to help stimulate and maintain her positive attitude. Change

* Provide plenty of opportunities for her to act on her own initiative. Evaluate the results against her own rather

than others' performance. Freedom

* Make an extra effort to indicate how carefully and thoroughly you have considered your decisions. Thought

* Particularly significant; may impact other areas

Coaching






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Introduction: "The Stress Pages"The Birkman Method® and Stress Management

We know that the ability to manage stress has vital consequences in our professional and personal

lives. The Birkman Method®'s Stress Pages report provides a specific report targeted to better self-

management.

In this eight page report, the Stress Pages address four areas where stress can easily occur. Since

few of us take the time to acknowledge or articulate our own needs, we may especially react to

unmet needs in these situations:

1. Interpersonal Relationships

2. Schedules and Details

3. Conflict

4. Decision Making

This Stress Pages report offers information to help you manage to your own individual Needs(as

described by the Birkman behavioral Components) and to more easily avoid areas of potential stress.

In each of these areas, the first page identifies some symptoms of Stress that you may express, feel

or exhibit in this situation. The report then provides suggestions as to what you can do to prevent

or at least minimize those behaviors that might further increase the Stress that you may be feeling.

When asterisks also appear on the page, they indicate that intensity or priority of the information.

The second page of each section provides information that relates to your motivational Needs.

When your Needs are generally met, you can more easily use your Strength Behaviors. This report

also helps you to understand what may be happening (which Need is not being met) when you do

experience symptoms of Stress.

Finally, the report provides suggestion as to how you can proactively manage Stress by taking specific

actions to meet your own Needs on an on-going basis.

Stress Pages






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STRESS OF INTERPERSONAL RELATIONS

The Stress Behaviors surrounding the area of interpersonal relations relate to the Esteem andAcceptance Components. Your Stress scores in these areas are 44 (Esteem) and 25 (Acceptance).

Based upon these scores, when you are feeling Stress in this area, we expect you may begin to:

Ignore casual conversation and greetings from others, or not speak until spoken to.

Become impatient during group meetings or committee activities.

Feel pressure when social obligations require you to mix with strangers or casual acquaintances.

Keep to yourself or stay on the fringe of the group at lunches, group sessions, or social gatherings.

Become withdrawn and quiet in meetings.

When these behaviors occur:

Practice speaking up at group functions.

Take opportunities to meet and mix with new people on a regular basis.

Consciously stay "connected" in meetings.

Seek opportunities to meet, work with, and share ideas with others in small groups or casual situations.

Speak up when you feel you have something to say to others.

Stress Pages






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MANAGING NEEDS FOR ESTEEM AND ACCEPTANCE

The Stress Behaviors surrounding the area of interpersonal relations relate to your Esteem andAcceptance Needs. Your Need scores in these areas are 44 (Esteem) and 84 (Acceptance).

Based upon these scores, it is likely that you need:

Straightforward instructions Acceptance and support from groups

Praise that is free of sentiment Work responsibilities you can share

Associates who speak up easily Team spirit and co-operation

Persons who get to the point Signs of group popularity

Direct questions or corrections Large numbers of friends

In order to build resistance to or avoid stress in this area, we recommend that you:

Identify a person or group that interacts with you in an objective manner and spend more time with that

person or group.

Build a hit list of things you know have gone well, and use it to help you gauge your success.

Find opportunities to assess real signs of success and identify areas that you need to improve upon.

Build a relationship with a "coach" who, without being shy about it, can help you evaluate how well you

have done in a situation.

Work to establish several support groups that help you feel accepted and well liked.

Spend more time with small groups of persons with whom you share interests or projects.

Take the initiative in establishing a few regular social events through the year, not just in December or

the summer, and accept more invitations.

Schedule regular informal meetings or outings with key members of your work group throughout the year.

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STRESS OF DEALING WITH SCHEDULES OR DETAIL ***The number of asterisks associated with the Stress scores indicates the intensity of the Stress Behaviors when they occur.

The Stress Behaviors surrounding issues dealing with details and schedules relate to the Structure and Change Components. Your Stress scores in these areas are 2 (Structure) and 81 (Change).


Wait until time has almost run out before starting a task.

Ignore necessary routines or systems, and not follow through on essential detail.

Not organize your plans or inform others in the group about your plans, actions or whereabouts.

Get bored with essential detail, and not follow through on schedule.

Have trouble exercising self-discipline or concentrating on the task at hand.

Feel restless and impatient, and become distracted by little things.


Work to identify priorities and critical time needs in a new project or opportunity before planning your

actions.

Remember that existing priorities must be attended to when accepting the challenge of a new project.

Work to establish better time-management habits.

Practice working projects against a specific time or milestone using intermediate check points and time

tables as well as an overall end date.

Set up procedures to handle distractions during the most tedious or routine parts of a project.

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MANAGING NEEDS FOR STRUCTURE AND CHANGE

The Stress Behaviors surrounding issues dealing with details and schedules relate to yourStructure and Change Needs. Your Need scores in these areas are 2 (Structure) and 81 (Change).


Freedom from close controls Novelty and change in your day

A minimum of structured routine Frequent shifts in your activities

Direct access to everyone An independent work role

Unusual and stimulating tasks Varied and complex work activities

Flexible rules and policies Changes in the group or scenery


Set aside times every week to follow some new interest or satisfy a new curiosity.

Indulge your sense of adventure whenever possible; use vacations or hobbies to try new activities.

Create frequent opportunities to discuss future goals, plans and activities with your family and/or co-

workers.

Make schedules that allow you flexibility in executing tasks and plans.

Build up a stockpile of small, worthwhile projects to work on when you need a break from a boring task.

Develop schedules and time management habits that allow you to routinely work on or monitor several

tasks every day.

Keep variety and a sense of newness in your hobbies and social life.

Avoid taking on home projects that will require you to do essentially the same thing every night for months

on end.

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STRESS OF HANDLING CONFLICT **The number of asterisks associated with the Stress scores indicates the intensity of the Stress Behaviors when they occur.

The Stress Behaviors surrounding issues with conflict relate to the Authority and Freedom Components. Your Stress scores in these areas are 72 (Authority) and 95 (Freedom).


Violate simple rules and conventions just to express your independence.

Be rebellious or unconventional, and resist control by others over insignificant issues.

Fear the disruptive consequences of a suggestion, and over-react without thinking through the idea.

Feel that others are getting in your way or exercising too much control over your actions.

Insist on your own way in a situation and fail to take other people's needs or desires into account.


Work on identifying common goals and purposes with those who suggest new approaches or raise issues

with you.

Learn to develop options and express views before taking a strong position on a topic.

Be sure to think through what the other person has said before rejecting a suggestion or idea out of hand.

Listen carefully before reacting to or arguing with ideas presented by others.

Assume that others are just as interested in solving the problem as you are, and listen to their ideas.

Work to remain open to possibilities others are raising; look for parts of their ideas that are compatible

with your own.

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MANAGING NEEDS FOR AUTHORITY AND FREEDOM

The Stress Behaviors surrounding issues of conflict relate to your Authority and Freedom Needs.Your Need scores in these areas are 72 (Authority) and 95 (Freedom).


Opportunities to debate or argue Assignments that allow you independence

Directive, face-to-face authority Opportunities to set your own direction

Opportunity to direct others Freedom from control by others

Forceful superiors who listen Opportunities to be unconventional

To be heard by others Superiors who delegate broadly


Develop opportunities to join other strong-willed persons in spirited but friendly exchanges about low-

threat issues.

Spend more time debating philosophical or meaningful topics with friends who seem to enjoy a good

argument.

Try to remind close associates that you need opportunities to discuss issues thoroughly before decisions

are made that affect you.

Since you think better when bouncing ideas off others, try to develop a good brainstorming relationship

with a co-worker.

Avoid being put on the spot by new suggestions; let those close to you know that you like to think things

through before responding.

Develop friendships with persons who understand your need to be independent and who are patient with

your non-conforming ways.

Work to develop a clear definition of the concerns and values that you share with those around you.

Look for and remind yourself of the commitment that others have to finding good solutions to common

problems.

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STRESS OF MAKING DECISIONS ****The number of asterisks associated with the Stress scores indicates the intensity of the Stress Behaviors when they occur.

The Stress Behaviors surrounding decision-making issues relate to the Activity and Thought Components. Your Stress scores in these areas are 6 (Activity) and 98 (Thought).


Feel overwhelmed and weighed down by tasks that require concentration on practical actions or details.

Become easily worn down or tired when projects require extended action rather than planning and thought.

Spend too much energy on the big picture or blue sky plans and dreams, and become discouraged when

forced to deal with practical limitations.

Worry about ordinary, everyday decisions and arrangements too much.

Dwell too much on the negative possibilities when trying to make a choice or decision.

Feel anxious and insecure about making a mistake when a decision is required, especially when time is

short.


Accept the need to work through a complex decision process even though significant concentration on

practical limitations will be required.

Spend time planning the implementation steps for a project as well as developing the grand design -- don't

forget the practical limitations.

Try to take a more aggressive approach to starting action on a task or project.

Work to establish firm schedules for coming to a decision and work steadily toward that schedule.

Build methods of reassessment and change into projects or decisions, and learn to experiment with partial

decisions rather than staying committed to a given course come what may.

Develop an analytic approach to decision making; focus your attention on the pros and cons of one or two

options at a time, and then narrow down your choices.

Learn to set aside anxiety about negative possibilities and stay engaged with the analytic process; worry

less, act more.

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MANAGING NEEDS FOR ACTIVITY AND THOUGHT

The Stress Behaviors surrounding decision-making issues relate to your Activity and Thought Needs. Your Need scores in these areas are 6 (Activity) and 98 (Thought).


A minimum of prolonged activity Time to think decisions through

Stimulation of new ideas Support from others on decisions

Friendly, low-key surroundings Opportunities to talk out worries

Time for reflection Offers of assistance and help

Unhurried work conditions Cautious decision-making by others


Plan schedules and projects so you can stop and think about where you have been and where you are going.

Give more time to abstract or philosophical thought and activities.

Avoid taking on too many projects or social obligations when things are getting hectic at work.

Develop a relaxing, low-key hobby or recreation, and make use of the curative powers of this activity often.

Build life goals and important plans carefully using thorough discussion with those close to you and

advice from knowledgeable advisors.

Develop close relations with patient and effective advisors who will reflect on your ideas with you and

will help you think carefully about important issues.

Keep abreast of major developments in your work area, so that you are ready to deal with issues when

the arise and have a good idea of where to go for assistance or information.

Remind those close to you that you need careful preparation before making a decision, and elicit their

support in developing several options to consider.

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ORGANIZATIONAL FOCUS - INDIVIDUAL

The Organizational Focus shows you the best working environment for you. It's generated by

determining how similar you are to people who work in four different work environments.

ORGANIZATIONAL FOCUS for : TERRALYNN FORSYTH

Similarity to others in this job arena: Intensity Intensity

Red - Operations/TechnologyBlue - Design/StrategyGreen - Sales/MarketingYellow - Admin/Fiscal

Description of Organizational Focus (by color):

Red - Operations/Technology

• A work environment that emphasizes a

practical, hands-on approach, usually with a

tactical focus.

• A product-focused culture with strong

emphasis on implementation.

Yellow - Admin/Fiscal

• A work environment that emphasizes

standards, tracking, and quality assurance.

• A culture based on efficient procedures and

policies.

Green - Sales/Marketing


selling, promoting, directing, and motivating

others.

• A communications-based culture designed

to influence others.

Blue - Design/Strategy


planning, innovating, and creating.

• A culture of ideas, usually with a strong

strategic focus.

Organizational Focus - Individual






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Rather than represent you in terms of your strongest Organizational Focus, we use all four. The color bars

that describe your Focus may be of varying lengths: all long, all short, or a mixture.

The bottom color of the four is always the longest. The longer the bar, the more you are likely to identify

with the work environment represented by that color.

Intensity Intensity

Less similar to individuals in these colors

Complements the Bottom-Line color

Bottom-Line color

The second longest bar is your supporting color. It's less significant for you than your bottom-line color, but

it will give you additional information about the work environment that fits you best.

The two remaining bars represent work environments which are likely to be less attractive for you, and

where you are less likely to "fit".

Organizational Focus - Individual






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JOB FAMILIES / JOB TITLES

Similarity to others in this Job

Family Least Similar Most Similar

The Job Titles you most closely

matched within each Job Family

Business & Finance

Analyzing and evaluating business/financial information for the purposes of

documenting, making recommendations and/or ensuring adherence to

business protocol. Duties may include preparing financial reports,

developing investment strategies, analyzing general business trends, or

assessing risk/liability, to streamline the operations of an organization.

Financial Managers

Loan Counselors

Management Analysts

Loan Officers

Financial Analysts

Office & Administrative Support

Providing clerical support within an organization. Duties may include

preparing statements, tracking accounts, record keeping, bill collecting,

making phone calls, scheduling appointments, entering data, providing

customer service, ordering and tracking inventory, handling monetary

transactions, among other administrative support tasks.

Production, Planning, & Expediting

Clerks

Bookkeeping, Accounting, &

Auditing Clerks

Customer Service Representatives

Legal Secretaries

Data Entry Keyers

Legal

Researching, litigating, and documenting matters relating to the law,

specializing in litigation, arbitration, transcription, investigation, or

negotiation of legal issues. Duties may include representing clients in legal

proceedings, examining legal statutes, documenting agreements, drafting

contracts, investigating cases, and transcribing hearings.

Paralegals & Legal Assistants

Corporate Lawyers (Consensual

Outcomes)

Litigation Lawyers (Win-Lose

Outcomes)

Management

Planning, directing, and coordinating high-level activities within an

organization. Duties may include managing personnel, creating budgets,

developing and implementing strategies, creating organizational policies,

and supervising company operations. These managerial functions are

similar in nature across various industries and fields (e.g. engineering, sales,

human resources, medical).

Financial Managers

Public Relations & Communication

Managers

Chief Operating Officers

Computer & Information Systems

Managers

Chief Financial Officers

Computer & Mathematical Science

Designing, developing, and maintaining databases, software, hardware,

networks, and other information/logic systems. Duties may include

collecting/organizing data, computer programming, providing technical

support, web design, and configuring communication systems, among other

data-driven functions.

Computer & Information Systems

Managers

Technology Project Managers

Software Quality Assurance

Engineers & Testers

Computer Programmers

Computer Systems Analysts

Job Families/Job Titles






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Sales & Related

Selling goods or services to a wide range of customers across various

industries. Duties may include selling retail, appliances, furniture, auto

parts, medical services, insurance, real estate, financial or consulting

services, securities and commodities, as well as other products/services.

Cashiers

Marketing Managers

Supervisors Of Retail Sales Workers

Sales Managers

Building/Grounds Cleaning &Maintenance

Cleaning and maintaining hotels, hospitals, offices, and other

establishments, as well as landscapes. Duties may include groundskeeping,

planting trees, watering plants, housekeeping, washing windows,

vacuuming, exterminating pests, among other cleaning and maintenance

tasks.

Housekeeping, Janitors, &

Groundskeepers

Supervisors Of Housekeeping,

Janitors, & Groundskeepers

Protective Service

Serving and protecting the best interests of the community, environment,

and/or individuals, adhering to federal, state, and local laws. Duties may

include investigating criminal cases, regulating traffic and crowds, fire

fighting, ticketing/arresting perpetrators, inspecting baggage or cargo,

responding to emergency situations, patrolling designated areas, guarding

establishments, and providing other security measures.

Security, Police, & Fire Fighting

Enforcement Managers

Police & Sheriff Patrol Officers

Security Guards

Farming, Fishing, & Forestry

Performing various outdoor activities related to agriculture, horticulture,

aquaculture, and/or forestry. Duties may include attending to live farm,

ranch, or aquacultural animals, planting, cultivating, and harvesting crops,

hunting and trapping wild animals, developing, maintaining, or protecting

forested areas and woodlands, and/or cutting, sorting, and grading trees for

multiple uses.

Installation, Maintenance, & Repair

Performing hands-on work functions related to the installation,

maintenance, and repair of various machinery, systems, vehicles, and other

serviceable equipment. Duties may include diagnosing, adjusting, servicing,

and overhauling engines, telecommunications and/or security systems,

heating, vacuuming, and air-conditioning units, and electronics.

Electrical & Electronics Repairers

Telecommunications Equipment

Installers & Repairers

Automated Teller & Office Machine

Repairers







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Production

Producing, creating, and/or manufacturing a variety of products (e.g., food,

lumber, electrical equipment, fabrics, metals, plastics, stones, fuel) through

the operating of specialized tools and/or equipment. Duties may include

baking pastries, binding books, cutting, shaping, and assembling furniture,

assembling electronics, shaping molten glass, fabricating jewelry, welding

metal components, among other specific production tasks.

Power, Gas, Chemical, & Waste

Plant/System Operators

Packaging & Filling Machine

Operators & Tenders

Supervisors Of Production &

Operating Workers

Arts, Design, Sports, Media, &Entertainment

Creating and/or expressing ideas or demonstrating talents through various

media for entertainment, informational, or instructional purposes. Duties

may include acting, dancing, singing, designing graphics, operating media

equipment, translating text, writing literature, producing/directing movies

or plays, public speaking, radio announcing, competing in sporting events,

news reporting, among other specific functions within the media.

Public Relations & Communication

Managers

Fashion Designers

Public Relations Specialists

Construction & Extraction

Performing hands-on work functions related to the building of structures or

the removal of materials from natural settings for use in construction or

other applications. Duties may include bricklaying, carpentry, masonry,

roofing, plumbing, inspecting integrity of structures according to building

codes, mining, drilling, and disposal of construction by-products, using

specialized tools and equipment.

Construction Managers

Carpenters

Electricians

Life, Physical, & Social Science

Applying scientific knowledge and expertise to specific life, physical, or

social science domains. Duties may include researching, collecting/analyzing

qualitative and quantitative data, conducting experimental studies, devising

methods to apply laws and theories to industry and other fields (e.g., mental

health, agriculture, chemistry, meteorology, plant and animal life, human

behavior and culture).

Natural Sciences Managers

Social Scientists, Psychologists, &

Urban Planners

Biochemists & Biophysicists

Engineering & Architecture

Applying principles and technology of chemistry, physics, and other

scientific disciplines into the planning, designing, and overseeing of physical

systems and processes. Duties may include creating, testing, developing,

and maintaining tools, machines, electrical equipment, buildings/structures,

or other physical entities.

Materials Engineers

Engineering Managers

Computer Hardware Engineers







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Food Preparation & Serving-Related

Preparing and cooking foods and/or serving patrons in dining

establishments or other settings. Duties may include checking food quality,

mixing drinks/ingredients, cleaning dishware, taking orders, planning

menus, and other food/serving-related functions.

Waiters & Waitresses

Food Service Managers

Bartenders

Transportation & Material Moving

Piloting, driving, operating, or navigating transport vehicles or material

moving machinery (e.g., aircraft, automobiles, water vessels, construction

cranes, locomotives, tractors). Duties include flying commercial airplanes,

directing air traffic, driving public or school buses, taxis, trucks, ambulances,

commanding motor-driven boats, inspecting freight and cargo, conducting

trains, operating forklifts, among other transportation and material moving

tasks.

Transportation, Storage, &

Distribution Managers

Supervisors Of Freight, Stock, &

Material Handlers

Pilots

Education, Training, & Library

Teaching/training individuals or groups of people academic, social, or other

formative skills using various techniques/methods. Duties may include

instructing children, adolescents, adults, individuals with special needs, or

other specific samples within a formal or informal setting, creating

instructional materials and educational content, and providing necessary

learning resources.

Librarians

Education Administrators

(Postsecondary)

Secondary School Teachers (Except

Special Education)

Healthcare Support

Providing support functions in the healthcare field. Duties may include

assisting physicians with patient care and treatment, rehabilitation, record

keeping, transcription, and other routine medical functions.

Medical Assistants &

Transcriptionists

Nursing Aides, Orderlies, &

Attendants

Community & Social Services

Counseling, rehabilitating, and/or supporting social and psychological

matters of individuals, groups, or communities. Duties may include helping

individuals maximize their mental and emotional well-being, cope with

addictions, and lead healthy lifestyles, as well as providing spiritual, moral,

or vocational guidance.

Child, Family, & School Social

Workers

Social & Human Service Assistants

Clergy







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Healthcare Practitioner & Technician

Providing medical care and treatment in an effort to achieve optimal mental

and physical patient well-being. Duties may include assessing patient health,

diagnosing illnesses, performing surgery, prescribing medication,

implementing prevention strategies, conducting/reviewing laboratory

diagnostics, and supervising medical support staff. Most of these

occupations require a graduate education.

Medical & Health Services Managers

Pharmacists

Registered Nurses

Personal Care & Service

Providing personal assistance, care, and services to individuals in various

contexts. Duties may include attending to children, caring for the elderly or

disabled, coordinating tourist travel, ensuring safety and comfort to

travelers, providing cosmetic services, coordinating recreational activities for

residential facilities, as well as other personal care and service tasks.

Child Care Workers &

Home/Personal Care Aides

Hairstylists, Manicurists, &

Morticians







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GUIDE PAGE TO

EMOTIONAL STABILITY

U S U A L B E H A V I O R

You see action as the key to solving most problems. You are naturally inclined to take action personally and to encourage

others to do the same -- a consequence of your high level of physical energy. You approve of a style which emphasizes

practical, hands-on involvement over a more thoughtful approach which may involve unnecessary delay.

You have the ability to see and understand the more subjective component in issues. You naturally understand the

extent to which people's appreciation of so-called "facts" can be affected by the way they feel. This characteristic also

makes it easier for you to express your own feelings than tends to be the case for other people.

You make decisions quickly. It is easier for you than it is for most people to reduce problems to black-and-white. In

particular, you have an ability to cut through extraneous information and get to the heart of the decision. As a result,

you prefer to work with issues where there is a minimum of ambiguity.

While you are able to see situations in black-and-white terms, therefore, you prefer to take a more reflective approach,

particularly where your own or other people's feelings are involved.

U N D E R L Y I N G N E E D S

You are at your most effective when you are given plenty of time for difficult or complex decisions, when people

encourage you to talk about how you feel, and where you are not pressured by a heavy schedule.

S T R E S S B E H A V I O R

When the pressure is on, the reflective element of your make-up can start to work against you. You can find yourself

delaying necessary action for reasons you find hard to express. You may feel yourself overwhelmed by the demands

of a schedule that now begins to look unrealistic.

If you sense that your feelings or the feelings of others are being ignored, you can begin to experience negative emotions

yourself. Under these circumstances, your overall performance can be adversely affected by these unpleasant feelings,

and you can find it hard to see the positive aspects of the issues that confront you.

In these more stressful circumstances, you can begin to give over-much attention to decisions. Your decision-making

begins to slow, as you start to look too closely at minor issues that may not really be important. Under great pressure,

you may refuse to commit yourself to any decision at all.

Under significant stress, these behaviors can combine to push you in the direction of worrying needlessly, particularly

about complex matters, and deferring both the decision and the necessary action arising from that decision.

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GUIDE PAGE TO

EXTRAVERSION


You do your best work alone or in a small group, preferably consisting of people you know to some extent. In general,

you tend to relate better to people one-on-one or one-on-two than you do in a social context.

Because you relate more readily to people individually than in groups, you are often better able to assess them on an

individual basis than others are. In addition, you are able to withstand group opinion and take an independent stand

on issues that are important to you.

You prefer to relate to other people by being direct and straightforward. You believe that being open and frank is the

best way of communicating with others: it saves time and enables you to be forthright.

This directness can be an effective approach to others. It permits you to cut through irrelevancies and address the issue

at hand in an open manner.

Overall, therefore, you are at your best when you can work with key individuals who want to get to the heart of the

matter and are willing to hear the truth, even if it is unpalatable. Your experience suggests that this is a more effective

way of working with people than being over-sensitive or appealing to them in groups.


It is important for you to feel that you "belong" and are a part of the team. It is also important for you to know that, to

some extent at least, those team members hold you in high regard.


Under pressure, you can find the stress of dealing with groups to be too much. At such times, you are tempted to

withdraw altogether, become unsociable, and to downplay the importance of team dynamics.

Having your "own space" starts to become too important to you. You can be unaware of the extent to which other

people are disturbed by your silence or your absence.

Under pressure, you can find it hard to maintain an appropriate balance in your social behavior. When you believe

that others are being over-direct with you, your feelings are hurt. You begin to place too high a premium on approval

from key individuals.

However, if other people indicate that you are hurting their feelings, you can become impatient. You are tempted to

be too direct and forthright with them, upsetting them more than you may realize.

In summary, you withdraw socially. Depending on how those people respond, you may be too curt with them, or

begin to worry about the extent to which you have upset them.

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GUIDE PAGE TO

CONSCIENTIOUSNESS


You are organized in your thinking and in your approach to most issues that you deal with. You find it easy to adapt

to the existing organizational or other structure, and you have a natural orientation towards order and method.

You tend to focus on detail rather than looking at the broad picture. You are careful in both planning and execution,

and what your plans may lack in novelty they more than make up for in dependability.

Where risks are involved, you prefer to calculate these carefully, to the extent that this is possible. Established procedures

and processes are more to you than merely proven systems. You understand that other people derive a sense of comfort

and stability from methods that have been tried and tested, and you will not willingly abandon these simply because

someone else thinks they have a "good idea."

To sum up, therefore, you primarily value an approach which is organized and structured, and which is built where

possible on existing systems whose worth has been proved.


You are most effective when others give you a broad plan and leave you to fill in any necessary detail.


When things start to go wrong, you can easily lose direction. Under these circumstances, even the vestiges of a planned

approach start to disappear. Important details are overlooked entirely or are left to the last minute.

It now may be completely unclear to those around you whether there is any plan or goal at all. Your attempts to try

new approaches begin to look as though you have lost focus altogether and are working on another project entirely.

It is never obvious when a given project is actually finished and ready to be turned over. Since there is frequently no

clearly stated goal, projects under your supervision can drag on until they come to a halt as your attention is turned

elsewhere.

To summarize: When you think that others are too influenced by old thinking, you can become unstructured and

unfocused on the goal as well as the procedure.

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GUIDE PAGE TO

AGREEABLENESS


You find it easy to exercise authority -- it comes almost naturally to you. It is generally quite clear to people what you

want to happen. Your use of direct orders or commands is not domineering -- it is simply an economical expression

of what is to be done.

When things are going well, you are untroubled by matters of who is in charge. In your experience, some authority

should come naturally, whether or not it reflects any formal structure of command.

While you appreciate the value of abstract ideas such as team cooperation, trust and loyalty, you understand that the

realities of the workplace and the world mean that there is a place for competition and the reward of individual

achievement.

As a result, you prefer to use a mixture of styles when incentivizing others. Where necessary, you use competitive

structures and offer material rewards for individual success. But you can also encourage people to strive together for

more abstract common goals where that is appropriate.

Your naturally directive authority style, therefore, is accompanied by a balanced approach to the incentivizing of others.


A competitive environment where you work for natural authority figures that you can respect will prove most beneficial

for you.


When things start to go wrong, you can begin to make your own attempts at direction and control even though these

may be inappropriate.

At these times, you can speak up and voice your opposition even if it involves ignoring any formal chain of command.

Such behavior can antagonize more domineering authority figures, and provoke others into resisting you silently but

effectively.

When you find yourself in adverse situations, you can be tempted to reduce everything to issues of money and personal

success.

Winning at all costs can become too important to you. Your emphasis on financial rewards and individual achievement

is more distressing than you realize to people who believe strongly in common ideals and the advantages of true

teamwork.

In summary, when you are under pressure you tend to become outspoken, domineering, and too focused on personal

gain.

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GUIDE PAGE TO

RESTLESSNESS


You are naturally responsive and attentive, even when presented with issues which may not directly affect your long-

term goal.

As a result, you like to spread your attention over several matters at the same time, and you do not hesitate to interrupt

others if you feel that the issue demands a response from them, no matter how engrossed they may be.

The effect of this approach, when all is going well, is to increase both productivity and creativity. You and those around

you are naturally alert to minor issues which might impact the overall project. Your time is typically dedicated to

several matters simultaneously. The result is that more work gets done, while you remain open to the influence of

unexpected events on the long-term goal.

To sum up, therefore, your success is generally built on your ability to focus on more than one thing at the same time.


You need the stimulus of an environment that offers a variety of different matters to which you can give your attention.


When your situation does not provide the level of variety you need, you tend to become less focused. These are the

times when you divert your attention to matters that may be interesting but whose relevance to the immediate task is

marginal.

You become restless for instant results which can give you a sense of achievement. What you like to think of as "multi-

tasking" becomes simply an inability to sit still and concentrate.

Self-discipline now becomes hard. Delays in the overall project can become increasingly frustrating to you, as the

prospect of achieving the central goal in a timely manner becomes more remote.

In short, your style of becoming less-than-productive is to over-focus on less significant matters when the main goals

are overlooked.

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terralynn forsyth - profile summary

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