You've joined the more than 200,000 people in over 500 top business schools and leading corporations worldwide who have used CareerLeader®. This report contains everything CareerLeader has learned about you from your unique profile of interests, abilities, and motivations. Inside, you'll find information about:

Prepared for VaibhavSaxena January 23, 2011

• • • • •

your core interests, and what they mean for your career success and happiness the kind of organizational culture you'll most likely enjoy and succeed in the rewards that tend to motivate you most your strengths and weaknesses (as you see them and as others see them) characteristics that may limit your success

Most important, you'll find the careers that are most likely to bring you success and satisfaction, along with suggested actions to take to work toward your

and view this activity as an integral part of business work. But CareerLeaderis a powerful tool that you can use now and in the future to guide and inform your career choices. and CareerLeader doesn't pretend to provide the one "right" answer to how you should lead your life.) Your interests are the single most important factor in your happiness and success. laptops. Of course each of us is a unique. Some manufacturing and technology-oriented firms view an engineering degree as a "membership card" necessary for promotion into high-level management positions. you should avoid companies that have this kind of professional-engineer bias. If you don't have engineering credentials. one of the basic activities in business work. companies that value engineering training may be a good goals.regardless of whether you've ever studied engineering. You are also strongly interested in Counseling and Mentoring. However. You enjoy developing relationships -. While most professional engineers have an interest in Application of Technology. These issues are likely to determine how happy and successful you are in your career. You take a systematic. No one can do that. etc. an interest in Application of Technology is not identical to an interest in engineering as such. either as a product or as an integral part of the services they provide. and you probably enjoy using technology both in your work and outside it. many people who have never studied engineering do have this interest. In the workplace. you would likely enjoy activities such as: • • • • understanding the information technology side of things (even if you don't work in IT) looking for ways to increase profitability by re-engineering processes looking into how your firm's supply chain system works getting the most from new technologies you use personally (PDAs. Thanks for letting us help you with your career planning. complex individual.and people -. software. You may want to express this interest by working in businesses that involve technology. one of the elemental activities in business work. This section contains the most important issues for you to consider as you explore different careers. You feel comfortable with technology and like to know how things work. The emphasis is more on . Interests You have a notable interest in three core elements of business work: • • • Application of Technology Counseling and Mentoring Theory Development and Conceptual Thinking You have a strong interest in Application of Technology. A strong interest in Counseling and Mentoring is expressed by helping people reach their fullest potential. If you have both a strong interest in Application of Technology and strong engineering skills. engineering-like approach to solving problems and understanding systems and processes -.

you have a high degree of flexibility in choosing a position. and being able to depend on its being more or less the same tomorrow. a strong interest in Counseling and Mentoring does not imply that you want to be a psychotherapist or a counselor as such. You enjoy solving business problems by taking a conceptual "big picture" approach. etc. and on relationships with individuals rather than with groups.relationships than achieving concrete goals. You may also gravitate toward organizations that: • • • place a high value on developing employees reward managers who focus their energy on developing and retaining people who report to them "do good" through their products. and considering broad economic and social trends. exploring abstract ideas and the "what ifs" of a business or industry. This interest is clearly to be expressed in a work setting. Lastly. departments. or mentor or with theoretical work keep you from gaining the knowledge or strengthening the skills you'll need to express these interests. This means that you'll probably feel comfortable in organizations that are fairly highly structured. People who thrive in these work . you're likely to be highly attuned to your company's mission and culture. and teams. You're likely to enjoy work activities such as: • • • • • creating a model that explains competition in an industry analyzing a company's competitive position in a particular market considering the value proposition of a merger or acquisition designing a new process for product development or distribution developing economic theory Of course. promotions. "Structure" doesn't mean micromanagement.) is fostered by management. In such companies. and it doesn't imply that a person doesn't enjoy autonomy in his or her work. while others enjoy a looser. So don't let a lack of training or prior experience with technology or as a coach. competition for resources and personal rewards (bonuses. and people engage in skeptical and critical examination of ideas as a normal part of assessing business situations and making decisions. it means knowing what the structure is. counselor. That said. and coaching fellow workers and others. pretty unstructured. having strong interests in Application of Technology and Counseling and Mentoring and Theory Development and Conceptual Thinking doesn't necessarily mean you have the skills you need to succeed in a career in which those activities are a predominant part of the work. mentoring. Preference for Structure Some people function better. With this core interest. Organizational Culture You would enjoy an organizational culture that has a competitive spirit (internally as well as against industry rivals) and that encourages healthy conflict. But people often develop abilities where their interests lie. working in organizations that are more structured. and prefer. Preferring structure doesn't mean wanting work that is repetitive or unchallenging. you may feel pulled toward working for not-for-profit organizations at some point in your career. less predictable work environment. and anywhere in between. Your score on this scale indicates that you are more or less in the middle on this dimension. In addition. one of the fundamental activities in business work. and mission You'll probably also prefer work environments in which you feel you're adding value to the business endeavor specifically through teaching. you also have a notable level of interest in Theory Development and Conceptual Thinking. It doesn't mean that you will thrive in an organization that falls at the extreme high or low end. But with those exceptions. services.

and judge the validity of conclusions). Your tendency in this direction is relatively strong. You also recognize some weaknesses in your business skill set: • Multiple-focus: able to juggle many projects and responsibilities at once. Delegating: delegates appropriately and effectively. Respect for Others: respectful of other people's points of view. Empathy Skills: can see things from other people's points of view. Top of Form 9266716967 univ Get some advice about how to . Gaining Trust: inspires other people's trust.environments tend to feel comfortable with conflict. One or more of these weaknesses might stand in the way of your career success. For tips on how to examine an organizational culture in this regard. generating new ideas and approaches to situations. so pay close attention to this aspect of any organization you consider working for. works well as part of a group. as well as their time and priorities. It can determine whether you succeed or fail. Abilities You have a number of strengths. expresses ideas and positions clearly. whether or not they express conflict openly. Critical Thinking: able to think critically (define a problem and determine the information needed to solve it. Merit-orientation: judges ideas and people on merit alone. You have a large number of strengths. Openness to Criticism: accepts critical feedback without becoming defensive. • • • • • • • • • • • • Finding the right organizational culture is about more than being happy. understand unspoken assumptions. To help you determine which abilities are your strongest. Teamwork: a team player: cooperative. form and test hypotheses. without bias or favoritism. Quick Thinking: picks up new ideas and processes new information quickly and easily. click here. Sensitivity and Tact: sensitive and tacful: promotes an atmosphere of good feeling and mutual consideration. Persistence: doesn't get discouraged and give up on things easily. Quantitative Analysis: skillful in using quantitative analysis to understand business issues. Written Communication: a good writer. Creative Thinking: able to think creatively. you may want to solicit feedback from other people. including: • • • Comfort with Differences: comfortable and effective in relating to people from many different backgrounds and cultures.

On the Job and In a Job Search An analysis of several common personal/career dynamics didn't point to any specific dangers you ought to watch out for. you'll want to avoid reporting to a manager who won't provide you with opportunities to earn these rewards.e. and future employment) These are your most powerful motivators in work situations. you may be willing to trade one or more of them for something else that a particular work opportunity offers (such as a desirable geographic location). Failing to develop and maintain a professional network within and outside the organization you work for. A cultural mismatch can lead not just to unhappiness. and that have derailed more than one career: • • Walking into a mismatch between you and your organization's overall culture. the people who are will ultimately pass you by. It can also help you compare compensation and learn how people doing similar work in other companies deal with the challenges you both face. Basing career decisions on what you're good at. even if you're not all that interested in it. Read carefully! • . However. but also to outright career failure. benefits. These are things that can lead to success at one time (or place) and failure at another. If you're not really interested in the work. Things to Be Alert For -. Your external network can be especially valuable if you decide to leave your current employer. You won't be happy for long if you find yourself employed in a position where you can't earn these rewards. Likewise. are your long-term competitive advantage -. [ ] Bottom of Form Motivators (i.and they're the "energy" that powers your career. But we still want to alert you to several pitfalls that present a danger to everyone.develop those skills. Work Reward Values) You place a very high value on these rewards: • • • Positioning (the position offers experience and access to people and opportunities that will position me well for my next career move) Power and Influence (the position offers the opportunity to exercise power and influence. You're also motivated by: • • • Financial Gain (the position provides excellent opportunity for exceptional financial reward) Intellectual Challenge (the position offers consistent intellectual challenge) Prestige (the position is with an organization that is prestigious in its field) These are significant motivators for you. to be an influential decision maker) Security (the position offers a great deal of security in terms of predictable salary. not your abilities. An internal network is helpful for understanding the unspoken norms and politics of any organization. This is great news. Your interests.

most important -. Each one comprises the items and scales. These algorithms are complex (difficult to "see through" or "fake"). CareerLeader® compared your unique pattern of all three factors to algorithms representing the "perfect match" for each of 33 different business careers. 9266716967 information_syste univ Information Systems Management [ ] Bottom of Form Top of Form 79 . that offer rewards that motivate you.000 other business professionals. not a point. you can chart a course that will land you there (or someplace close by) in the future. Your Scores Higher number = better match 92 Top of Form univ strategic_plannin Strategic Planning and Business Development [ ] 87 These are careers whose demands match your abilities. motivators. It takes most of us many years to reach our ultimate career destination -. weighted according to their importance.where you'll find the work interesting and engaging. Bottom of Form Top of Form 9266716967 new _product univ Management of New Product Development [ ] Bottom of Form Top of Form 86 Think of these as beacons or career "destinations" -not as the very next job you should get. Remember: your career is a path.After assessing your interests. 1 the lowest). relative to other people's match with the career. and -.. Knowing that this is your ultimate destination." to learn more about the career.. It's best to think of these careers as beacons. satisfied people in that career from over 200. The number you see alongside each career represents how closely you align with people in that career. and highly accurate and valid. Remember: a career is a path. and abilities. They signal a good direction in which to "sail" your career -. not a point! Our Careers Click on "Go. and how you match up with each one. Below you'll see those careers. The higher the number (99 being highest. that differentiate successful.rather than as the destination you should reach tomorrow.regardless of where we're starting out. the better your match.

9266716967 supply_chain univ Supply Chain Management [ ] Bottom of Form Top of Form 78 9266716967 project_managem univ Project Management [ ] 77 Bottom of Form Top of Form 9266716967 human_resource univ Human Resources Management [ ] Bottom of Form Top of Form 75 9266716967 law univ Law [ ] 69 Bottom of Form Top of Form 9266716967 marketing univ Marketing and Marketing Management [ ] Bottom of Form Top of Form 61 9266716967 training univ Training and Organizational Development [ ] Bottom of Form Top of Form 61 9266716967 managers_engine univ Management in Science and .

Government and Human Services) [ ] Bottom of Form Top of Form 51 9266716967 research_develo univ Research and Development Management [ ] Bottom of Form Top of Form 51 9266716967 accounting univ Accounting [ ] 46 Bottom of Form Top of Form 9266716967 corporate_financ univ Finance in Corporate Settings [ ] Bottom of Form Top of Form 42 9266716967 advertising univ Advertising Account Management [ ] Bottom of Form .Engineering [ ] Bottom of Form Top of Form 61 9266716967 management_con univ Management Consulting [ ] Bottom of Form Top of Form 60 9266716967 non_profits univ Non-Profit Management (Higher Education.

Top of Form 40 9266716967 retail univ Retail Management [ ] 37 Bottom of Form Top of Form 9266716967 production_opera univ Production and Operations Management [ ] Bottom of Form Top of Form 34 9266716967 institutional_secu univ Institutional Securities Sales [ ] Bottom of Form Top of Form 33 9266716967 commercial_bank univ Commercial Banking [ ] 31 Bottom of Form Top of Form 9266716967 securities_trading univ Securities Trading [ ] 31 Bottom of Form Top of Form 9266716967 public_relations univ Public Relations and Communications [ ] Bottom of Form Top of Form 26 9266716967 entrepreneurship univ Entrepreneurship [ ] Bottom of Form .

Top of Form 20 9266716967 sales_manageme univ Sales Management [ ] 19 Bottom of Form Top of Form 9266716967 sales univ Sales [ ] 18 Bottom of Form Top of Form 9266716967 venture_capital univ Venture Capital [ ] 18 Bottom of Form Top of Form 9266716967 real_estate_deve univ Real Estate Development [ ] Bottom of Form Top of Form 18 9266716967 investment_mana univ Investment Management (Portfolio Management and Securities Analysis) [ ] Bottom of Form Top of Form 18 9266716967 financial_planning univ Financial Planning and Stock Brokerage [ ] Bottom of Form Top of Form 12 9266716967 private_equity_in univ Private Equity Investment .

CareerLeaderoffers these great places to start: Top of Form 9266716967 univ Knowing yourself and the career marketplace will help you set your goal. 2. and the organizational culture you'll fit best in. Knowing the career marketplace 3. motivators. So how might you begin working toward your career goals? Think about career exploration as comprising four steps: • • • • well as the industries and companies that interest you. you need to understand the function (finance.) you're considering working in -. Knowing Yourself With the help of CareerLeader®. Putting your strategy into action 1. Knowing the Career Marketplace In addition to knowing yourself. Your strategy lays out the steps you'll take to reach that goal. Knowing yourself 2. operations. etc.(Including Leveraged Buy-Out) [ ] 11 Bottom of Form Top of Form 9266716967 general_managem univ General Management [ ] 7 Bottom of Form Top of Form 9266716967 investment_banki univ Investment Banking [ ] 5 Bottom of Form Top of Form 9266716967 real_estate_finan univ Real Estate Finance [ ] Bottom of Form You've learned a lot about yourself and the kind of work you'll find most satisfying. you've already taken this step -learning about your interests. marketing. . key strengths and weaknesses. Planning your strategy 4.

) And try to get at least one new lead from every call you make. so the person can instruct his or her administrative assistant to schedule time for you on the phone. define your career goal.don't call him or her first! Instead. acquaintances and friends of your family -. efficient -. keep the conversation brief. Then plan a strategy (or more likely. Consider your friends. etc. you'll gain practice with your lower-risk contacts. The more you can learn from all of these sources like these. plural) . And by the time you call your star.anyone you've ever met who could talk with you about the work world. strategies. Tell them: • • how you got their names and contact information (unless you already know them personally) what you're looking for from them (information about a particular industry. (If one of your leads knows of a position and is interested in hiring you.and impressive -. 3. Don't forget about faculty and alumni of the college or graduate school you attended (or are attending). the more capable." That way. prepare a short script ahead of time.) Remember these are informational interviews.) and that you need just a few minutes of their time. As you gain experience. When talking to someone. ideas for getting your foot in the door at a specific company. Also. their friends. completely at their convenience • Consider sending an email before telephoning. Planning Your Strategy Based on your knowledge of yourself and the career marketplace. generate a list of informational interview leads. if you're lucky enough to uncover a "star" contact in the right department of a company you'd most love to work for. talk to people farther out from your "career bull's eye.• industry sketches [ ] Bottom of Form Top of Form 9266716967 univ • tips on how to choose an industry [ ] Bottom of Form Top of Form 9266716967 univ • career profiles [ ] Bottom of Form In addition to what CareerLeader provides. there are loads of electronic resources that can help you research different industries and companies. If you feel somewhat unnerved by the thought of calling up strangers. you can also try calling at night and leaving a voice message. you'll be that much more confident and knowledgeable. you'll feel more comfortable with the process. he or she will certainly mention it. (If you have someone's office phone number. Once you've researched the market. When you approach people to schedule informational interviews. make it clear that you are not asking for a'll be when you conduct informational interviews.

or overvaluing -. personal contacts and relevant abilities. You may want add to your own knowledge by soliciting feedback from other people who are in a position to evaluate your strengths and weaknesses. wrong industry.). [ ] Bottom of Form Be patient. consider the costs and benefits of each. and think -. etc.) and with a particular industry (food/beverage. 4. but maybe not. Get advice from people who are already where you want to be. Remember. the same rule applies only with a longer time horizon. consider their probabilities of success. telecommunications.for getting there. Top of Form Getting others' feedback can keep you from undervaluing -.then follow the advice in it. If you want to change what you do functionally (moving from your current role into finance. Do you really need that advanced degree? Maybe. marketing.your . Communicating a passion for a particular kind of work isn't enough to get you a job. Consider changing one or the other (so you're in your preferred function. If you're a student. or vice versa). If your abilities assessment showed any important weaknesses. [ ] Bottom of Form You may also want to choose a resume and cover letter guidebook from the many good available sources -. that work will send a signal to future employers that you're serious about going in that direction with your career. then look to get a better match a few years from now. Your 360° Feedback Results We already have a valid assessment of your business-relevant abilities and have used that information in matching you with different careers.) and change the industry you're working in. CareerLeader's online resources will help you assess a company's culture and make your strongest case during a job interview.and act -. you'll find on-line recommendations for strengthening those abilities. You might find out that you don't like it as much as you thought you would -. then make the other change a few years from now. there are usually several ways to get from where you are now to your career goal. See CareerLeader's Interview Tips (and remember to practice your responses before interviews). Top of Form 9266716967 univ Think about how to leverage your assets -. etc.good to know now! And if you do like it. then choose one. but also your strongest interests (as assessed by CareerLeader). Putting Your Strategy into Action Top of Form 9266716967 univ interview 1 When you're ready to put your strategy into action. So try for one or the other (right function. you may not be able to satisfy both preferences. If you have an idea of what you'd like to do both functionally (finance.strategically. but your less preferred industry or vice versa). If you are graduating soon. but it can certainly help. Also look for ways to minimize your weaknesses. sales. you may not be able to make both changes in one career move. sales.not only your work experience. etc. look for still more alternate strategies. marketing. Consider all the possible routes to travel. try taking a summer internship in the career area that you're considering.

[ ] Bottom of Form . [ ] Bottom of Form To Learn More Top of Form 9266716967 univ corporateculture • Discover how to look for clues about an organization's culture. Pay special attention to tip number 13.9266716967 univ assets. Learn how to get feedback from other people about your strengths and weaknesses. [ ] Bottom of Form Top of Form 9266716967 univ • See how you match up with specific career path profiles. Culture is a critical variable both in how happy you're likely to be in a position and how successful. [ ] Bottom of Form Top of Form 9266716967 univ • Learn how you can strengthen your business skills. which describes how to use your CareerLeader assessment to your advantage during job interviews and informational interviews. [ ] Bottom of Form Top of Form 9266716967 univ • Read brief descriptions of different industries. Make sure to pay close attention to this section. [ ] Bottom of Form Top of Form 9266716967 univ interview 1 • Review tips on interviewing.

Prefer early. Scores in the 10-12 range denote rewards that are very important to you. . Ultimately want general management role. creative stages of businesses and projects to later "maintenance" phase. but may prefer writing or one-to-one negotiations.whether to buy a product or service or to support a proposal. 2011 The position offers a setting with enjoyable colleagues with whom I feel a sense of belonging. Interested in setting business strategy and having the power to ensure that the strategy is carried out. or two 11s (or 1s). those from 7-9 are important (though less so). be important to you. and the theory (as well as the practice) of business strategy. doing financial and market research analysis. Personal High = interests that are significantly stronger than your other interests CORE ACTIVITY Application of Technology Personal High Quantitative Analysis Theory Development and Conceptual Thinking Personal High SCORE INTEREST MORE DETAILS Test Date: January 23. and scores in the 0-3 range denote rewards that are not very meaningful to you. A score of 50 is exactly average compared to this group. and organizations with a collaborative culture. Low Prefer solving business issues by "running the numbers. Enjoy doing in-depth research. Often enjoy making presentations. Yes/No = Is the reward motivating to you (regardless of the numerical score)? MOTIVATOR Affiliation SCORE & RANGE 1 Low MORE DETAILS Test Date: January 23. Enjoy analyzing and designing (or redesigning) business processes such as production and operations systems. you can have only one score of 12 (or 0). Creative Production 57 High Enjoy brainstorming novel ideas for products and services. Enjoy helping develop employees and others to reach their fullest potential. Counseling and Mentoring Personal High Managing People and Relationships Enterprise Control 59 High 43 Low 39 Low Influence Through 59 Language and Ideas Personal High High Your Motivators (from the Leadership Motivations Profile) The table below lists the rewards that may motivate you. or may not. Enjoy leading teams. Interested working with and through others on a day-to-day basis to accomplish concrete business goals. 43 62 Very high Interested in high-level abstract thinking about business issues. and so forth. 2011 67 Very high Interested in learning about and using new technologies. Motivations with scores of 4-6 may. Enjoy persuading others. Because this is a forced-choice assessment. Often prefer work with high social values. and prefer line management to staff roles.Your Interests The table below shows how interested you are in each of the eight core business activities (compared with the interest level of a large sample of business professionals)." Enjoy building computer models.

Results range from Very High to Low (numeric range: 7 is highest.No Altruism No Autonomy Yes Financial Gain Yes Intellectual Challenge Yes Lifestyle Yes Managing People Yes Positioning Yes Power and Influence Yes Prestige Yes Recognition Yes Security Yes Variety No 2 Low 10 Very High 5 Mid-range 7 High The position is with an organization that is prestigious in its field. The position offers the opportunity to exercise power and influence (to be an influential decision maker). The position offers the opportunity to manage and direct other people. YOUR ABILITIES The table below reflects your assessment of your strength (and potential to be stronger). 7 High 9 High 3 Low 1 Low The position offers the satisfaction of regularly helping others with their individual or business concerns. in each of the abilities listed. As you examine the table. The position offers a great deal of variety in the nature of the work performed. compared to that of your peers. 10 Very High 12 Very High 5 Mid-range 6 Mid-range The position allows ample time to pursue other important aspects of my lifestyle (family. .). leisure activities. The position offers considerable autonomy and independence. take into account your strength in each specific ability. The position offers consistent intellectual challenge. etc. The position is in an environment where individual accomplishments are recognized with praise from peers and superiors. The position offers experience and access to people and opportunities that will position me well for my next career move. benefits. 1 lowest). The position provides excellent opportunity for exceptional financial reward. and future employment. The position offers a great deal of security in terms of predictable salary.

Able to think creatively. Comfortable asserting authority and using power. Knows how to get things done within the political framework of an organization. Takes risks when appropriate. Projects self-confidence. Picks up new ideas and processes new information Day-to-Day Responsibility Decisiveness Delegating Empathy Skills Flexibility Gaining Trust Influence Leadership Listening Skills Merit-orientation Motivational Ability Multiple Focus 5 Medium 6 High 7 Very High 7 Very High 6 High 7 Very High 6 High 6 High 6 High 7 Very High 6 High 3 Low Openness to Criticism7 Very High Oral Communication 6 High Organizational Priority Persistence Political Skill Power-orientation Projection of Confidence 6 High 7 Very High 4 Medium 5 Medium 6 High Quantitative Analysis 7 Very High Quick Thinking 7 Very High . Able to make decisions that are in the best interest of the organization. good at presenting ideas and plans in a persuasive manner. Takes good care of the day-to-day aspect of running things. without bias or favoritism. Adapts easily to changing situations and is able to adopt new approaches when necessary. Clear and patient when explaining things. Accepts critical feedback without getting defensive. Able to make decisions even in ambiguous situations and without full information. Listens to other people in a way that they feel understood. even in uncertain and difficult situations. isn't afraid to innovate and experiment. understand unspoken assumptions. Skillful using quantitative analysis to understand business issues. Able to defend a point of view and to confront others appropriately when necessary. even though they cause individual people distress. Judges ideas and people on merit alone.PROBLEM SOLVING Ability to Compromise Ability to Teach Action-orientation Assertiveness Comfort with Differences Comfort with Risk Conflict Tolerance Creative Thinking Critical Thinking SCORE & RANGE 6 High 6 High 6 High 5 Medium 7 Very High 6 High 5 Medium 7 Very High 7 Very High MORE DETAILS Test Date: January 23. Able to think critically (define a problem and determine the information needed to solve it. Action-oriented: makes sure that decisions are implemented. Able to juggle many projects and responsibilities at once. Comfortable taking a leadership role. A skillful public speaker. form and test hypotheses. Inspires other people's trust. even without direct authority. generating new ideas and approaches to situations. and judge the validity of conclusions). a good teacher. Comfortable and effective in relating to people from many different backgrounds and cultures. Can see things from other people's points of view. Able to be effective in an environment where strong and opposing views are being expressed. Delegates appropriately and effectively. Doesn't get discouraged and give up on things easily. Understands how to motivate different kinds of people to do their best work. 2011 Able to compromise when the situation calls for it. Can influence and persuade other people.

Respectful of other people's points of view. skilled at motivating others. a good team member as well as team leader. skillful at forming relationships and networking. able to "tailor" arguments to different audiences. as well as their time and priorities. able to be objective and flexible in generating and evaluating ideas. less than 85% of people in general. Has a strong work ethic. willing to make sacrifices to achieve important goals. Skillful at identifying the essential elements involved in a business situation and analyzing them (both logically and quantitatively) to arrive at a decision. Power and Influence 48 Analysis and Strategic Decision Making 62 Bringing Management Structure 37 Top of Form PRINT Bottom of Form . able to make difficult leadership decisions. able to juggle many tasks and reliably produce results. Socially venturesome and self-assured. Manages own time well. LEADERSHIP SKILL Interpersonal Effectiveness SCORE 65 MORE DETAILS Test Date: January 23. Sensitive and tactful: promotes an atmosphere of good feeling and mutual consideration. expresses ideas and positions clearly. other people. 55-60. Skilled at accomplishing concrete goals at work (whether on your own or by delegating to others). Recognition of Opportunity Resilience Respect for Others Self-control Sensitivity and Tact Sociability Strategic Thinking Teamwork Time Management Work Ethic Written Communication 4 Medium 5 Medium 7 Very High 5 Medium 7 Very High 4 Medium 6 High 7 Very High 4 Medium 6 High 7 Very High Recognizes new opportunities and acts to take advantage of them. 40-45. Does not act or speak impulsively. and through. A strategic thinker: able to grasp the big picture and think long-term. A persuasive communicator. 2011 Good at working with. not easily embarrassed. understands people and how to motivate them. A team player: cooperative. and less than 40. does not easily lose composure. less confident than 70%. Four Leadership Skills Factors Scores of 60 and higher indicate a very high level of confidence in a skill factor (higher than roughly 85% of people in our database). engenders others' trust. forms new relationships easily and works to maintain them. a high level of confidence (higher than about 70% of people). Keep in mind that these scores reflect your self-confidence concerning these skill areas. willing to risk failure if necessary.quickly and easily. A good writer. Handles pressure and stress well. Selfconfidence is a powerful predictor of actual performance. pragmatic and practical. works well as part of a group. a skillful negotiator. Between 45 and 55 is in the average range. and 50 is exactly average.

Top of Form YES 9266716967 univ best Bottom of Form PDF * * * Top of Form Bottom of Form .