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A CUSTOM

REPORT SET

THIS REPORT WAS PREPARED FOR:


MARAE SMITH (G5CJMB)
DATE PRINTED | October 30 2018
BIRKMAN INSIGHTS

YOUR JOB SEARCH


The following statements are generated from your Component Usual, Component Need and Component
Stress scores. Carefully read each statement and check the ones that are most significant to you.
Remember, a statement appears because it may be significant for you, not because it is significant.
Only you can decide which statements are most relevant to you.

SECTION 1: Approaching your job search

Use your broad network of friends to make further contacts with people who may be able to
help you

Ideally, find a job that allows you to be competitive and to be paid on results

You will feel you are achieving most if you pursue several different lines of inquiry at the
same time

SECTION 2: When the job search becomes stressful

Sometimes it can be hard for you to follow the plans you made for your job search

You have a tendency to focus too much on what the job pays and not enough on things like
work conditions

When the job search gets hard, you can simply run out of steam

It can be easy for you to start to see the very worst side of your situation and to feel very
low

You can find it hard to sit still and concentrate on what you committed to do, because it is
easier to keep trying something new

SECTION 3: Finding and developing a support group and/or process

Have a firm plan to follow in your job search

Don't be afraid to avail yourself of resources which can give you a competitive edge in the
job marketplace

Place a demanding schedule upon yourself and follow it until you're tired out. Exercise
frequently

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BIRKMAN INSIGHTS

YOUR JOB SEARCH

Find friends who will allow you to talk about the way you feel - it is an effective way of
getting rid of negative emotions

Introduce plenty of variety into your schedule as you look for work - it keeps you alert and
interested

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BIRKMAN INSIGHTS

HOW YOU PREFER OTHERS TALK TO YOU


The following statements are generated from your Component Need scores. Carefully read each
statement and check the ones that are most significant to you. Remember, a statement appears
because it may be significant for you, not because it is significant. Only you can decide which
statements are most relevant to you.

Make it obvious that the topic has been thought through. Approach the issue with you point
by point

Don't be afraid to disagree openly with you as long as you appear to be relishing active
debate

If there is a financial component to discussions, emphasize it freely, particularly where you


will benefit personally

Keep talking about the matter as long as you appear to be actively engaged in the
conversation

Asking you how you feel about the matter under discussion can generate more cooperation
and yield significant insights

If you seem to want to talk about secondary matters, let you

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 1
BIRKMAN INSIGHTS

HOW YOU HANDLE OTHER PEOPLE


The following statements are generated from your Component Usual and Component Stress scores.
Carefully read each statement and check the ones that are most significant to you. Remember, a
statement appears because it may be significant for you, not because it is significant. Only you can
decide which statements are most relevant for you.

SECTION 1: When you are at your best

Relate well to people socially, and enjoy dealing with others in larger groups

Tend to exercise authority naturally -- generally give direct orders as much as you may seek
a consensus from others

Are naturally competitive; like to win, and prefer to encourage others using individualized
incentives

Like to have plenty of variety in your routine; likely to expect others to be able to handle
more than one issue at once

SECTION 2: Your less effective approach

May downplay the need for a structured approach, ignore necessary detail, or fail to give
others sufficient structured guidance

Can become more domineering than you realize; may take others' silence for consent, when
in fact they are intimidated

Can become over-competitive, to the extent that the need to win can be more important
than a solution that benefits all

Can lose energy, particularly in the face of demanding or grueling tasks; inclined to
substitute further thinking for direct action

Sometimes inclined to magnify issues because of your own level of emotionality; can find
yourself handicapped by your negative feelings

Can sometimes be too inclined to deal with too many issues at once, or to focus unduly on
secondary matters whose relevance is doubtful

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BIRKMAN INSIGHTS

ORGANIZATIONAL FIT
The following statements are generated from your Work Styles scores. Carefully read each statement
and check the ones that are most significant to you. Remember, a statement appears because it may be
significant for you, not because it is significant. Only you can decide which statements are most
relevant to you.

While able to relate to the typical larger corporate structure, you can feel comfortable to
some extent in smaller, less centralized entities

You respond well to formal training in management techniques

You tend to be motivated primarily by the inherent interest you have in work or in its results,
rather than by work for its own sake

You are something of a free spirit; you may be less predictable than other people in terms
of your response to the corporate "line" and more inclined to follow your own way of
thinking

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BIRKMAN INSIGHTS

SOME BASIC INFORMATION ABOUT YOU


The following statements are generated from your Birkman Map scores. Carefully read each statement
and check the ones that are most significant to you. Remember, a statement appears because it may be
significant for you, not because it is significant. Only you can decide which statements are most
relevant for you.

You are interested in areas which combine creativity with influencing people directly. You
may therefore be drawn to the "selling" of ideas, either in sales, marketing, or teaching and
training others

You combine insight into the thinking of other individuals with a certain degree of authority.
Personal interaction with others, socially or one-on-one, is characteristic of your usual
behavior, with an emphasis on your own feelings and the feelings of other people

You feel most at ease in an environment which offers emotional support when necessary,
and where individual initiative is considered more valuable than merely following rules and
procedures

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BIRKMAN INSIGHTS

YOUR POSSIBLE CHALLENGES


The following statements are generated from your Component Stress scores. Carefully read each
statement and check the ones that are most significant to you. Remember, a statement appears
because it may be significant for you, not because it is significant. Only you can decide which
statements are most relevant for you.

Tend to undervalue following a planned approach

Become domineering, even aggressive

Too tempted by short-term payoffs and by winning at any price

Lose energy, are tempted to find the easy way out

Can see the worst possibilities, tend toward negative feelings

Find it hard to concentrate, are too easily distracted

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BIRKMAN INSIGHTS

UNDERSTANDING THE COMPONENTS


The following statements are generated from your Birkman Components scores. Carefully read each
statement and check the ones that are most significant to you. Remember, a statement appears
because it may be significant for you, not because it is significant. Only you can decide which
statements are most relevant for you.

SECTION A: Components: Usual: Comments

Friendly, meet people easily, probably at ease in meetings and group settings. Can
therefore find it difficult to relate to less sociable people
Social Energy Usual H

Naturally authoritative, seek active debate and discussion, like to direct and exercise
authority. This generally effective style can sometimes be overpowering for those who
prefer low-key direction
Assertiveness Usual H

Significantly more competitive than most other people (average score is about 20). May be
self-promotional, like to win, strive to be the "best" in terms of earnings or material rewards.
Know what other people want to hear, and try where possible to let them hear that. It can be
a very effective style, but it's unusual enough that some people can feel that you are too
"pushy"
Incentives Usual H

More change-oriented than most people (average score is about 30). Like to work on
several issues simultaneously, and able to move between them with ease. Enjoy
introducing change and novelty into your own routine and the routine of others, and can
therefore sometimes be seen as lacking focus
Restlessness Usual H

SECTION B: Components: Need: Comments

Need to feel that you are working in a structured and organized environment, where most
tasks are to be performed according to some existing plan or precedent
Insistence Need H

Need to feel that someone is "in command" -- either you or some other authority figure. Can
feel uneasy in the presence of an authority vacuum or in situations where no one person
appears to be in charge
Assertiveness Need H

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BIRKMAN INSIGHTS

UNDERSTANDING THE COMPONENTS

Stimulated by a competitive environment that directly rewards individual success; less at


home where team members are supposed to work together for general benefit
Incentives Need H

Motivated by a demanding schedule and having plenty to do. Perform best when you are
given plenty of work; likely to be less effective if you are too lightly scheduled
Physical Energy Need H

Most comfortable when given appropriate opportunities to talk about how you feel. Need to
feel that your environment offers emotional support
Emotional Energy Need H

Are stimulated by being in an environment that offers change and novelty, plenty of
different kinds of tasks to perform, and the opportunity to move from task to task if you
wish to do so
Restlessness Need H

SECTION C: Components: Stress: Comments

Can become disorganized; may move from one short-term approach to another without
much semblance of any plan being evident
Insistence Stress L

Can become domineering and may appear threatening to less authoritarian people; too
tempted to take over if you believe there is lack of necessary leadership
Assertiveness Stress H

Can become too willing to win at any price; may appear over-calculating or money-focused;
can be unaware of the extent to which this overt competitiveness can alienate others
Incentives Stress H

Can lose energy and begin to defer actions which must be taken now; sometimes too
inclined to reflection when the schedule requires an immediate response
Physical Energy Stress L

Prone to become over-emotional when under pressure; magnify difficulties; find it hard to
distinguish between facts and the way you feel about those facts
Emotional Energy Stress H

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BIRKMAN INSIGHTS

UNDERSTANDING THE COMPONENTS

May become easily distracted; can find concentration hard; inclined to drop one task and
pick up another on the basis of seeking diversion rather than dealing with the task at hand
Restlessness Stress H

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BIRKMAN INSIGHTS

HOW YOU SEEK TO INFLUENCE OTHERS


The following statements are generated from your Component Usual scores (effective approach) and
Component Stress scores (less effective approach). Carefully read each statement and check the ones
that are most significant to you. Remember, a statement appears because it may be significant for you,
not because it is significant. Only you can decide which statements are most relevant for you.

Effective approach

Understand and enlist the power of group dynamics; understand that you can be more
effective if you can influence popular opinion

Use your natural authority to command the attention and agreement of others

Like to appeal to others' competitive natures by emphasizing individual as well as team


benefits that may result from people's acceptance of your ideas

Like to emphasize a variety of approaches to and benefits of the idea you are promoting

Less effective approach

When your attempts to influence others run into problems, you can be too inclined to
abandon a structured presentation of your ideas in favor of poorly thought-out
improvisation

Can see disagreement as a challenge to your authority: can become domineering, seeing
criticism as a threat to your "turf" or personal authority

Can be seen by others as more interested in establishing a competitive environment than a


team atmosphere

Can lose energy in the face of opposition: may be inclined to withdraw and "think the
matter over" rather than press for action from others

May worry too much, without realizing that these emotional reservations can color others'
thinking as well as your own

Can let your attention wander; inclined to follow others' focus on side issues, to the
detriment of the main idea

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 1
BIRKMAN INSIGHTS

CAREER FOCUS

Name Description Score

Providing support functions in the healthcare field. Duties may


include assisting physicians with patient care and treatment,
[ ] Healthcare
rehabilitation, record keeping, transcription, and other routine 8
Support
medical functions.

Providing medical care and treatment in an effort to achieve


optimal mental and physical patient well-being. Duties may
Healthcare include assessing patient health, diagnosing illnesses, performing
[ ] surgery, prescribing medication, implementing prevention 8
Practitioner &
Technician strategies, conducting/reviewing laboratory diagnostics, and
supervising medical support staff. Most of these occupations
require a graduate education.

Applying scientific knowledge and expertise to specific life,


physical, or social science domains. Duties may include
researching, collecting/analyzing qualitative and quantitative
[ ] Life, Physical, & data, conducting experimental studies, devising methods to apply 8
Social Science laws and theories to industry and other fields (e.g., mental health,
agriculture, chemistry, meteorology, plant and animal life, human
behavior and culture).

Counseling, rehabilitating, and/or supporting social and


psychological matters of individuals, groups, or communities.
[ ] Community & Duties may include helping individuals maximize their mental and
emotional well-being, cope with addictions, and lead healthy 7
Social Services
lifestyles, as well as providing spiritual, moral, or vocational
guidance.

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,
[ ] Protective regulating traffic and crowds, fire fighting, ticketing/arresting 7
Service perpetrators, inspecting baggage or cargo, responding to
emergency situations, patrolling designated areas, guarding
establishments, and providing other security measures.

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 1
BIRKMAN INSIGHTS

CAREER FOCUS

Creating and/or expressing ideas or demonstrating talents


through various media for entertainment, informational, or
instructional purposes. Duties may include acting, dancing,
Arts, Design, singing, designing graphics, operating media equipment,
[ ] 7
Sports, Media, & translating text, writing literature, producing/directing movies or
Entertainment plays, public speaking, radio announcing, competing in sporting
events, news reporting, among other specific functions within the
media.
Providing clerical support within an organization. Duties may
include preparing statements, tracking accounts, record keeping,
Office & bill collecting, making phone calls, scheduling appointments,
[ ] 7
Administrative entering data, providing customer service, ordering and tracking
Support inventory, handling monetary transactions, among other
administrative support tasks.

Performing various outdoor activities related to agriculture,


horticulture, aquaculture, and/or forestry. Duties may include
Farming, attending to live farm, ranch, or aquacultural animals, planting,
[ ] cultivating, and harvesting crops, hunting and trapping wild 6
Fishing, &
Forestry animals, developing, maintaining, or protecting forested areas and
woodlands, and/or cutting, sorting, and grading trees for multiple
uses.

Teaching/training individuals or groups of people academic,


social, or other formative skills using various techniques/
Education, methods. Duties may include instructing children, adolescents,
[ ] adults, individuals with special needs, or other specific samples 5
Training, &
Library within a formal or informal setting, creating instructional
materials and educational content, and providing necessary
learning resources.

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, 5
Sales & Related
financial or consulting services, securities and commodities, as
well as other products/services.

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BIRKMAN INSIGHTS

CAREER FOCUS

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
[ ] Construction & bricklaying, carpentry, masonry, roofing, plumbing, inspecting 5
Extraction integrity of structures according to building codes, mining, drilling,
and disposal of construction by-products, using specialized tools
and equipment.

Performing hands-on work functions related to the installation,


maintenance, and repair of various machinery, systems, vehicles,
Installation, and other serviceable equipment. Duties may include diagnosing,
[ ] 5
Maintenance, & adjusting, servicing, and overhauling engines,
Repair telecommunications and/or security systems, heating,
vacuuming, and air-conditioning units, and electronics.

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, 4
Production
cutting, shaping, and assembling furniture, assembling
electronics, shaping molten glass, fabricating jewelry, welding
metal components, among other specific production tasks.

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. 4
Management
These managerial functions are similar in nature across various
industries and fields (e.g. engineering, sales, human resources,
medical).

Preparing and cooking foods and/or serving patrons in dining


Food establishments or other settings. Duties may include checking
[ ]
Preparation & food quality, mixing drinks/ingredients, cleaning dishware, taking 3
Serving-Related orders, planning menus, and other food/serving-related functions.

Analyzing and evaluating business/financial information for the


purposes of documenting, making recommendations and/or
[ ] Business & ensuring adherence to business protocol. Duties may include
preparing financial reports, developing investment strategies, 3
Finance
analyzing general business trends, or assessing risk/liability, to
streamline the operations of an organization.

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BIRKMAN INSIGHTS

CAREER FOCUS

Applying principles and technology of chemistry, physics, and


other scientific disciplines into the planning, designing, and
[ ] Engineering & overseeing of physical systems and processes. Duties may
include creating, testing, developing, and maintaining tools, 3
Architecture
machines, electrical equipment, buildings/structures, or other
physical entities.

Designing, developing, and maintaining databases, software,


hardware, networks, and other information/logic systems. Duties
Computer &
[ ] may include collecting/organizing data, computer programming, 2
Mathematical
providing technical support, web design, and configuring
Science
communication systems, among other data-driven functions.

Cleaning and maintaining hotels, hospitals, offices, and other


Building/ establishments, as well as landscapes. Duties may include
[ ] Grounds groundskeeping, planting trees, watering plants, housekeeping, 1
Cleaning & washing windows, vacuuming, exterminating pests, among other
Maintenance cleaning and maintenance tasks.

Providing personal assistance, care, and services to individuals in


various contexts. Duties may include attending to children, caring
[ ] Personal Care & for the elderly or disabled, coordinating tourist travel, ensuring
safety and comfort to travelers, providing cosmetic services, 1
Service
coordinating recreational activities for residential facilities, as
well as other personal care and service tasks.

Piloting, driving, operating, or navigating transport vehicles or


material moving machinery (e.g., aircraft, automobiles, water
vessels, construction cranes, locomotives, tractors). Duties
Transportation include flying commercial airplanes, directing air traffic, driving
[ ] 1
& Material public or school buses, taxis, trucks, ambulances, commanding
Moving motor-driven boats, inspecting freight and cargo, conducting
trains, operating forklifts, among other transportation and
material moving tasks.
Researching, litigating, and documenting matters relating to the
law, specializing in litigation, arbitration, transcription,
[ ] investigation, or negotiation of legal issues. Duties may include
Legal representing clients in legal proceedings, examining legal 1
statutes, documenting agreements, drafting contracts,
investigating cases, and transcribing hearings.

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 4
BIRKMAN INSIGHTS

HOW YOU APPROACH JOB INTERVIEWS


The following statements are generated from your Component Usual, Component Need and Component
Stress scores. Carefully read each statement and check the ones that are most significant to you.
Remember, a statement appears because it may be significant for you, not because it is significant.
Only you can decide which statements are most relevant to you.

SECTION A: When you are at your best in the interview

You are at ease with a team of interviewers, or with an interviewer you have never met
before

You are not afraid to express your differences with the interviewer

You are not afraid to discuss remuneration issues, particularly where these are related to
competitive achievement

You may well address two or more topics at the same time during the interview process

SECTION B: When you are less at ease in the interview

You may lose your bearings, particularly when you are engaged in a formal question/
answer interview process

You may become unexpectedly domineering, particularly if annoyed by some aspect of the
interview

You may appear overly eager when money matters are raised

You may tire if the interview process is extended

You may display personal emotion if you get under pressure

You may start addressing another topic before fully answering the question that was asked

SECTION C: Preparing for the interview

Practicing with a friend before an interview is an excellent idea. If you do this, you should ask your friend to watch
particularly for the potential issues listed here

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BIRKMAN INSIGHTS

HOW YOU APPROACH JOB INTERVIEWS

You need to be aware that some interviewers behave in a more casual or informal way

You need to keep calm even if you feel provoked in some way during the interview process

You should be careful not to appear more interested in remuneration issues than anything
else

You may well benefit from some sort of physical activity immediately prior to the interview

You should discuss your hopes and fears surrounding the interview with someone close
beforehand, so that those feelings don't adversely affect you during the interview

You should remember to stay focused on the question you have been asked, instead of
giving secondary and perhaps irrelevant details

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 2
BIRKMAN INSIGHTS

THE EFFECT OF INTERESTS ON YOUR WORK


The following statements are generated from your Birkman Interests scores. Carefully read each
statement and check the ones that are most significant to you. Remember, a statement appears
because it may be significant for you, not because it is significant. Only you can decide which
statements are most relevant to you.

You have above-average interest in promoting ideas, products, or services

You bring a level of curiosity - perhaps an investigative or research focus - to the work that
you do

You are likely to respond well to positions which involve helping people

You have a low level of interest in hands-on activities

You should probably be working indoors

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 1
BIRKMAN INSIGHTS

YOUR STRENGTHS
Now let's identify the strengths that make you uniquely you. These strengths were generated based on
your Birkman Interests scores and Birkman Component scores. Carefully read each statement and
check the ones that are most significant to you.

You like influencing people directly, persuading them to your point of view or training them

You enjoy and can be effective at helping other people and making their lives better or more
productive

You like investigating situations -- often in a research or trouble-shooting capacity

You meet people easily and relate well to others when they are involved in group activities

You tend to be something of a natural authority figure; you can take charge when there
seems to be a lack of leadership

You are competitive, and are prepared to work hard in order to be the best

You like to have plenty of variety in your work, and to have more than one task to do at a
time

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 1
BIRKMAN INSIGHTS

YOUR LEADERSHIP STYLE


The following statements are generated from your Component Usual and Component Need scores.
Carefully read each statement and check the ones that are most significant to you. Remember, a
statement appears because it may be significant for you, not because it is significant. Only you can
decide which statements are most relevant for you.

Most effective as a leader when working to a definite plan which has strong organizational
support

Strongly directive and commanding, you need to see a similarly authoritative figure in
others

A reflective leader, at home in ambiguous or complex situations

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BIRKMAN INSIGHTS

WHAT KIND OF TEAM PLAYER ARE YOU?


The following statements are generated from your Component Usual scores. Carefully read each
statement and check the ones that are most significant to you. Remember, a statement appears
because it may be significant for you, not because it is significant. Only you can decide which
statements are most relevant for you.

Strongly competitive; likely to respond better to individualized, material benefits rather than
more generalized, intangible rewards

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BIRKMAN INSIGHTS

MOTIVATING YOU FOR BEST PERFORMANCE


The following statements are generated from your Birkman Interests scores and your Component Need
scores. Carefully read each statement and check the ones that are most significant to you. Remember,
a statement appears because it may be significant for you, not because it is significant. Only you can
decide which statements are most relevant for you.

Respond readily to opportunities to influence others directly

Particularly responsive to situations where you can help others

Enjoy understanding the link between theory and practice in your chosen field

Tend to be more self-inspired in a structured environment

Most effective when directed by someone you see as a natural authority figure

Considerably self-motivated by incentives directly linked to your performance

Perform best when given plenty to do

Offer emotional support if you seem reluctant to perform

Make sure you have different tasks to work on

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BIRKMAN INSIGHTS

RELATIONAL DISRUPTERS
The following statements are generated from your Component Usual and Component Need scores.
Carefully read each statement and check the ones that are most significant to you. Remember, a
statement appears because it may be significant for you, not because it is significant. Only you can
decide which statements are most relevant to you.

SECTION A: How you may upset others without intending to do so

You are friendly and work well with larger groups, and this may cause you to overlook the
fact that some co-workers may respond better if you approach them individually or in
smaller groups

You are a natural authority figure, and you can appear more domineering or threatening to
quieter co-workers than you may realize

You have a natural competitiveness, and this can disturb those co-workers who think more
in terms of general rather than individualized rewards

You are able to multitask fairly easily, and some co-workers may need more time to focus
their attentions than you realize

SECTION B: How others may unintentionally annoy you

When co-workers fail to follow the rules or observe precedent, you can become annoyed

You can think that co-workers who prefer to use guidance rather than commands or orders
are ineffective at directing others

People who talk a great deal about abstract matters like ideals or generalized benefits can
make you suspicious of their motives

You can become annoyed with people who tell you, "Don't worry -- there's plenty of time to
get the job done"

Your feelings can be hurt more easily than many co-workers realize

Tasks you are given which require constant, unremitting focus can make you feel bored or
impatient

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BIRKMAN INSIGHTS

RELATIONAL DISRUPTERS

SECTION C: Avoiding "derailers" and becoming more effective

Some people just don't need the detail or the security of precedent that you do. Unless
discussion of more detailed matters is vital, let it go for now

Rein yourself in over authority issues. Learn daily which situations can benefit from asking,
"What do the rest of you think?" Learn to be patient with those who find it hard to speak up

Channel your underlying competitiveness appropriately. Be clear in your own mind which
projects benefit from co-workers thinking competitively and which projects really require a
team effort

Ask yourself, "Can these co-workers manage without my looking over their shoulders?" If
the answer is yes, leave them alone. If that is difficult, take a brisk walk and work off any
excess energy

Talk out your feelings with a person you can trust. When co-workers do something that
triggers an emotional response in you, tell the person you trust instead of allowing your
emotions to run away with you. Learn to do this routinely

Let your co-workers focus on the task at hand where possible. Don't interrupt them
unnecessarily, even though you may be tempted to do so

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BIRKMAN INSIGHTS

HANDLING CONFLICT
The following statements are generated from your Component Usual, Component Need and Component
Stress scores. Carefully read each statement and check the ones that are most significant to you.
Remember, a statement appears because it may be significant for you, not because it is significant.
Only you can decide which statements are most relevant for you.

SECTION A: Your effective approach to handling conflict

Generally prefer that conflict issues be handled openly in meetings

A naturally authoritative person, you find it easy to direct conflict situations, even if other
people try to dominate

Understand that people are often in conflict because each one of them wants to win, and
so look for solutions that can preserve that competitive element between them

You believe that it's often the secondary issues that cause conflict, and you like to
investigate those

SECTION B: Your less effective approach

If you are involved in some formal conflict management process, you can be tempted to
abandon it and try a less organized approach

Can become domineering, dealing with others by attempting to dominate rather than
engage constructively with other people

Conflict can become an opportunity for you to win, perhaps at the expense of others

Particularly in the face of ongoing conflict, you can begin to lose energy or over-think the
issue

Your feelings, particularly negative feelings, can impede your ability to deal effectively with
conflict

Secondary or less relevant issues can start to assume a disproportionately large


importance

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 1
BIRKMAN INSIGHTS

HANDLING CONFLICT

SECTION C: Increasing your effectiveness

Have a structured plan for dealing with the conflict, even though you may not need to use it

Make sure you know who is "in charge"

Engage your competitiveness, to the extent that this can be useful in dealing with the
conflict issue at hand

If you sense your impatience for action rising, take a brisk walk or some other physical
exercise and then go back to the problem

Find someone who is not directly involved and tell that person about your feelings,
particularly the negative ones

When your attention wanders, try to work on something else for a while

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 2
BIRKMAN INSIGHTS

ACCOUNTABILITY
The following statements are generated from your Birkman Interests, Component Usual and Component
Need scores. Carefully read each statement and check the ones that are most significant to you.
Remember, a statement appears because it may be significant for you, not because it is significant.
Only you can decide which statements are most relevant for you.

SECTION A: How you encourage accountability in others

Encourage accountability by keeping people's attention focused on the vision or on longer-


term goals, and by talking with them directly about these matters

Understand and capitalize on the advantages of addressing issues of accountability with


larger groups of people

Not afraid to use your natural authority when seeking accountability in others

Believe that, while some people can be trusted to take responsibility, others may need to be
reminded of their obligations or they may be tempted to avoid them

SECTION B: How others can encourage your accountability

Others should help you understand exactly what is required of you

It's usually all right to be fairly forceful with you -- you respect natural authority figures

Point out to you that you are likely to benefit personally from meeting your responsibilities
where this is the case

Draw your attention to the actions that need to be taken as much as to the responsibilities
which are to be assumed

Listen carefully for hints that your emotions are involved in your determination of your
responsibilities, particularly if these feelings are negative. You should be encouraged to talk
about them

SECTION C: When things go wrong

Can overlook details and become disorganized, particularly under pressure

May become domineering or provocative when discussing accountability issues

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 1
BIRKMAN INSIGHTS

ACCOUNTABILITY

When under stress, may be too inclined to take a "what's in it for me" attitude

When you are feeling pressure, there can be a temptation to put things off instead of taking
vigorous action

Can worry about your responsibilities, sometimes to the extent that these concerns inhibit
any action

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 2
YOUR ACTION PLAN
TIP: You can type in the fields and save this PDF.

After reviewing this profile, what key points or insights did you gain about yourself or others? What
might be the most relevant or valuable to you at this time?

What commitments, lessons learned, or areas for further exploration might you have?

Key Insights Relevant Actions Dates

What strengths could you build on? What areas could you develop?

Build Develop

Who would benefit from knowing this information? What content could be most beneficial to share?
Do you have a timeline to share these insights?

Who will you share this with? What will you share? By when will you do it?

How will you hold yourself accountable in continuing to learn and seek feedback?

Birkman Report | MARAE SMITH (G5CJMB) | ©2018, Birkman International, Inc. All rights reserved. 1