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L E A D E R S H I P

27-August-2014

Sweet Leticia

Work Personality Index Leadership Sweet Leticia | 27-August-2014

The Work Personality Index Leadership Report describes key features of your personal style to help you understand your role as a leader and maximize your impact. This report examines your results on 21 personality scales that influence your leadership style. The Work Personality Index Model is illustrated below.

In each of these areas this report describes your leadership style, strengths and challenges. Each section ends with action strategies that you might consider for your leadership development. Your results on the WPI scales are presented as Sten Scores, which range from 1 to 10. These scores compare your responses on the WPI items to those of a large sample of working adults. The number in the middle of the circle indicates your score on the scale. The range of scores is shown below.

About this Report

Copyright 2014 by Psychometrics Canada Ltd. All rights reserved. Work Personality Index is a registered trademark of Psychometrics Canada Ltd. in Canada and other countries.


Energy and Drive

Energy Ambition Leadership Social Confidence

Persuasion Multi-Tasking

Working with Others

Outgoing Teamwork Concern for Others Democratic

Work Style

Dependability Persistence Rule-Following

AttentionToDetail Planning

Problem Solving Style

Innovation Analytical Thinking

Dealing with Pressure and Stress

Self-Control Stress Tolerance

Identifying and Managing Change

Initiative Flexibility

Profile



Energy and Drive

Prefer to work at a steady pace Working in slow-paced settings Maintaining stamina for long periods of time

Sparing with your time Not overcommitting yourself Energy level

Avoid overcommitting yourself Relaxation Remaining physically and mentally active

Get worn down in highly demanding settings

Patience Working in very demanding environments

Your Style Your Strengths Possible Challenges

Energy

Try to commit more time and energy to your work. This can improve your personal effectiveness in a number of work settings.

Show vigour and enthusiasm when interacting with others. Other people may see your relaxed attitude as indifference or a lack of motivation.

Be more generous with your time and energy. Often after beginning a project or activity, you will find that the energy requirements are not that extensive.

Action Strategies

Easygoing and noncompetitive Working in noncompetitive environments

Competitiveness

Prefer collaboration over competition

Collaboration Goal setting

Strong dislike for competing with others

Working in positions with very few opportunities for advancement

Drive for achievement

Not highly driven to achieve "career success" or advancement

Measuring progress

Tend to find happiness or satisfaction in your current situation

Self-motivation

Set achievable and even easy-to-attain goals


Ambition

In some situations your laid-back attitude may not be effective. Think about how your easygoing style could hinder your success at work and your career advancement.

Identify work situations where a competitive approach is better suited, and adopt a more aggressive style.

Set more difficult goals and work hard to achieve them.

Action Strategies

Energy and Drive examines your leadership style, how you present yourself to the world, how you deal with challenges and obstacles, and how you work towards your goals. These

areas relate directly to how you move forward in your career and what you strive to achieve.



Energy and Drive

Tend to avoid directive leadership positions

Consultation Impact and influence

Adopt a consultative leadership style when in charge

Collaboration Initiating changes

Prefer not to exert pressure on people

Being a team player and effective follower

Delegation

Comfortable following the leadership of others

Letting others be in charge Managing and directing people

Would rather lead by example than tell others what to do

Collaborate rather than dictate


Leadership

Take control of tasks or teams when your skills allow you to make a significant contribution.

Examine the situations where your consultative leadership style may be inefficient or ineffective.

Learn how to comfortably give direction and guidance to people working under you.

Action Strategies

Feel shy and timid around new people

Engaging in groups without dominating discussions

Engaging in interactions with new people

Are often uncomfortable with social interactions

Presenting yourself in a way that is not intimidating to others

Presenting information to a group

Prefer not to be the centre of attention

Allowing others to receive attention or be in the spotlight

Starting conversations comfortably

Prefer to interact with people you know well

Presenting your competence and skills


Social Confidence

When possible, create situations that maximize your comfort when meeting new people. For example, meet people one-on-one or by being introduced through a mutual acquaintance.

When you need to present information to a group, be well prepared and mentally rehearse the presentation.

Remember that you have some unique competencies and skills, which others don't have and can benefit from. Identify your greatest skills and where you can use them most effectively.

Action Strategies



Energy and Drive

Prefer to avoid bargaining and negotiating

Considering the opinions of others Challenging faulty beliefs

Dislike pressuring people to change their opinions or perspectives

Adjusting your opinion based on the feedback of others

Presenting contentious information

Are not interested in selling Recognizing the value of other perspectives

Convincing people to accept new ideas or perspectives

Find it difficult to influence people Accepting the status quo Sharing and convincing others of your expertise

Negotiating and bargaining


Persuasion

Remember that you have areas of expertise that others should hear and recognize. Although it may be difficult, push through the discomfort of challenging others and let your opinions be heard.

Learn to challenge others' beliefs or the status quo when they seem faulty or incomplete. Your perspective can shine light on the shortcoming and may help improve the current perspective.

Presenting an unpopular opinion can be difficult but is sometimes necessary. To help build comfort and fluency in presenting this type of information, identify key points you want to make and mentally practise the discussion.

Action Strategies

Enjoy some multi-tasking Taking on new tasks Taking on too many tasks

Prefer to complete complex tasks without the distraction of other projects being added to your workload

Juggling a busy schedule Providing sufficient focus to each task

Are comfortable juggling several straightforward activities at the same time

Coping with multiple demands Ensuring completion of the many projects you work on

Accepting the challenge of new responsibilities

Maintaining focus when needed, despite competing demands


Multi-Tasking

Maintain your balance of taking on new challenges and ensuring that you don't assume too many responsibilities to handle. This will ensure you capitalize on opportunities while still being able to provide sufficient focus on each task.

When you find that you have a lot of tasks or responsibilities, find techniques that work for you to deal with the multiple demands. This may include scheduling software, "to do" lists, and delegating.

Action Strategies



Working with Others

At ease in most social situations Oral communication Listening and soliciting opinions

Are somewhat outgoing, warm and friendly

Meeting and engaging people Working without some social interaction

Value having some time alone to collect your thoughts and reflect

Establishing contacts/networking Tasks that do not give you time to reflect or work independently

Effective in settings that provide a balance of extraverted and introverted tasks

Dealing with a mix of tasks that require some independence and interaction


Outgoing

Learn to recognize when you are becoming tired from either spending too much time with others, or too much time alone.

Adopt a more introverted approach (do not talk as much, allow time for reflection) when dealing with less outgoing individuals.

Give other people a chance to say what they think and make a point of listening.

Action Strategies

Prefer independent work Working independently Working with others

Feel that you are most effective when working alone

Providing critical feedback Supporting group efforts

Typically adopt a hands-off leadership style

Giving subordinates independence Developing personnel

Provide subordinates with a lot of freedom/independence

Working without supervision Sharing expertise

Do not require or provide close supervision

Dislike frequent group work

Are generally comfortable working without guidance


Teamwork

Watch that your independence does not prevent you from recognizing how the skills and knowledge of others can make an important contribution.

Keep a check on your tendency to sometimes be critical and unsupportive of group efforts. This may result in others seeing you as a poor team player.

You may be able to manage group dynamics more effectively if you identify the specific tasks you need to complete for the team, and then work on them independently.

Action Strategies

Every occupation involves some interaction with people. Your personal characteristics strongly affect both the amount and quality of interaction you prefer to have with others. This

includes how you work with people and the types of relationships you like to establish. The WPI measures four traits that relate directly to how you work with others.



Working with Others

Maintain professional, formal business relationships

Working in and dealing with conflict Customer service and support

Prefer impersonal analysis and decision making

Maintaining emotional detachment, professional distance

Building and maintaining positive relationships

Can work without harmony Making difficult decisions that may affect people negatively

Diplomacy

Dislike frequent expression of other people's personal concerns

Impersonal analysis and decision making

Concern for staff and customers

Are somewhat selective with your sympathy and support

Awareness of the feelings and wishes of others

Believe people should be able to solve most problems on their own


Concern for Others

Your slightly reserved, formal style can come across as being unsympathetic and uncaring. You may increase your effectiveness by showing more empathy and providing support when people are encountering difficulties.

Take time to consider the effects your decisions have on people. When there are negative repercussions, consider ways you can moderate the impact of the changes.

Focus on developing a greater awareness of the feelings of others. This can make you a more effective leader.

Action Strategies

Consult with colleagues when making decisions with significant repercussions

Consultation and collaboration Finding the right balance between making decisions on your own and seeking input and guidance from others

Make easier decisions quickly and independently

Achieving consensus when necessary

Feel restricted in environments with a great deal of supervision

Involving others in decision making

Willing to ignore the advice of others if it clashes with your own thinking

Seeking the balance between consultation and decisiveness


Democratic

Consult with others when decisions that can result in serious consequences need to be made.

Make minor decisions on your own.

Learn to recognize when your decision-making style may be too slow (too much consultation) or does not allow you to gather enough information (not enough consultation).

Action Strategies



Work Style

Willing to shift priorities Reprioritizing tasks and shifting responsibilities

Meeting all of your obligations and deadlines

Comfortable changing deadlines and leaving work unfinished

Adjusting your work schedule Sticking to schedules

Able to frequently adjust your work schedule to meet pressing demands

Casual about work requirements and obligations


Dependability

Ensure that you complete important tasks on schedule so that you do not come across as unreliable or irresponsible.

Watch that you do not take too casual an approach to deadlines.

Meet the obligations you have to others, unless a change in the situation no longer warrants doing so.

Action Strategies

Prefer work that can be completed quickly and with relative ease

Recognizing when projects are not worth expending further resources

Perseverance

Rarely commit time/resources to projects that have little chance of success

Follow-through

Can be easily distracted Getting job done

More effective when distractions are kept to a minimum

Freedom from distraction

Worn down by work that requires overcoming many obstacles


Persistence

Find ways to limit distractions when you are working on demanding tasks. Common techniques include closing your office door, minimizing interruptions, and not taking phone calls.

Watch that you do not give up on difficult tasks that are worth completing.

You may be able to improve your effectiveness by motivating yourself to stick with tasks until they are completed.

Action Strategies

Everyone approaches their work in a unique way. Differences in work style can be attributed to differences in a person's persistence, attention to detail, dependability, and desire for structure and guidance. Your preferences in these areas will

influence the kind of tasks and work environments that you will find enjoyable and where you will feel comfortable taking on leadership roles.



Work Style

Moderately inclined to follow rules and regulations

Making adjustments to work policies and procedures when change becomes necessary

Determining which procedures and guidelines to keep and which ones to revise

Enjoy work that is governed by some structure

Taking moderate risks and moving forward when facing some uncertainty

Working in both highly structured and unstructured environments

Prefer general guidelines to precise regulations

Being able to work in unstructured environments for a period of time

Finding the right balance between sticking to standard operating procedures and bending the rules to get things done

Provide subordinates with some flexibility in how they complete their work


Rule-Following

Take time to gauge the relevance and effectiveness of work rules and regulations before adjusting or ignoring them.

Make sure that your slight dislike for overly structured work does not prevent you from complying with reasonable work procedures.

Action Strategies

Focus on global issues, not preoccupied with detail

Strategic visioning/planning Quality control

Focus almost solely on strategy and vision

Comfort with ambiguity Organization

At ease with the unknown Acting without having all details resolved

Attention to detail

Comfortable working with ambiguity and theoretical concepts

Focus on global vision and future planning

Focus on day-to-day work operations

Can move forward even though details are unresolved

Enjoy strategic thinking and creating plans for the future


Attention to Detail

Take more time to examine the concrete data and information that is available to you.

Spend enough time organizing and completing your work so others do not see you as disorganized or messy.

Check the quality and details of your work before showing it to others.

Action Strategies



Work Style

Adopt a flexible approach to completing tasks and implementing strategies

Adjusting plans as situations evolve

Long-term strategic planning

Are comfortable reacting to shifting priorities

Beginning tasks quickly Future-oriented goal setting

Believe that overly detailed plans inhibit your ability to work effectively

Dealing with emerging issues and shifting priorities as needed

Following project plans to completion

Willing to start tasks without detailed or long-term plans

Making quick decisions when an immediate response is required

Providing clear structure and direction to others

Focusing on immediate needs


Planning

Your tendency to begin tasks quickly may result in taking action that does not sufficiently consider important factors. Before you jump into a task, remember to take a step back and consider the important details.

Your preference for flexibility may translate into a leadership style that provides followers with flexibility.

However, some people will require more structure and planning to feel comfortable in their jobs.

Remember to provide others with clear direction and structure as needed.

Make sure you identify the times when plans are necessary for success, then stick to the plan.

Action Strategies



Problem Solving Style

Build upon established methods and avoid unconventional ideas

Pragmatism and practicality Generating ideas and innovative solutions

Practical, pragmatic and grounded Use of proven solutions to address immediate organizational needs

Recognizing the benefits of new and untested ideas

Search for proven solutions and straightforward approaches to problems

Focus on incremental changes and adjustments to improve processes and procedures

Dealing with significant changes

Wary of innovative and untested approaches

Remaining open to unconventional ideas


Innovation

Keep an open mind to alternative ideas and solutions.

Carefully examine the ideas of others before discounting them.

Learn to recognize when adapting a previous solution is not effective and an original solution is necessary.

Action Strategies

Comfortable relying on intuition and instinct to guide choices

Making quick decisions with limited information

May not gather enough information before making a decision

Prefer dealing with straight forward and concrete topics

Action-oriented and focused on tangible issues

In-depth, critical analysis can be tiring

Prefer action to analysis Adopt hands-on, practical approach to problems

Considering multiple angles to a problem

Decisive and reach conclusions quickly


Analytical Thinking

Consider how your preference for action over analysis may lead you to make decisions too quickly.

Discuss your ideas and solutions with people who have a more analytical style and can provide you with a critical review.

Action Strategies

Problem solving style involves characteristics such as insight, imagination, originality, openness to new ideas, and maintaining an analytical approach to work. Solving

problems involves two key tasks, analyzing information and developing solutions. Your personal characteristics influence how you conduct each of these tasks.



Dealing with Pressure and Stress

Relatively calm and easy going Self-restraint and emotional composure

Sharing your true thoughts and feelings with others

Try to conceal emotions which will be interpreted negatively

Presenting a calm and diplomatic image when facing difficult situations

Expressing intensity, excitement and impatience may be uncomfortable

Can become upset when things frequently go wrong

Dealing with emotional/tense situations

Slow to anger and generally patient


Self-Control

Consider how expressing more enthusiasm and excitement to others will better engage them.

Let others know your thoughts and feelings. This can help you develop more effective relationships with co-workers, subordinates and customers.

Guard against coming across as cold or uninvolved.

Remove yourself from situations where you do not feel you are able to maintain your self-control.

Action Strategies

Able to tolerate stress as well as most people

Remaining calm in most situations Overly stressful work can drain your energy and make it difficult for you to relax

Prefer work that provides a balance of high-pressure tasks and those with limited demands

Constructive use of criticism Work without any demands or challenges will seem boring

Switch to easier activities when your stress level rises

Find a lot of stressful work wears you down and tires you out


Stress Tolerance

Learn to recognize when you are feeling stressed and shift to less demanding activities.

Do not concern yourself with events that are beyond your control.

Learn stress management techniques.

Action Strategies

Your approach to work is influenced by how you deal with pressure and stress, and how emotionally controlled and resilient you are. People who tolerate stress well and are able to cope with many demands tend to be successful in

high-pressure jobs. Those who are prone to experience stress tend to find success and satisfaction in less demanding occupations.



Identifying and Managing Change

Cautiously evaluate new opportunities

Identifying resources before moving forward

Identifying and acting on new business opportunities

Any change you undertake is well thought out

Moving forward when directed Extending business into new areas

Comfortable in positions where responsibilities rarely change

Respecting chain of command Being proactive

Uncomfortable having to take initiative without feedback from others

Effective in settings that require management in a relatively stable business environment

Going beyond job requirements

Make changes only after carefully examining available resources


Initiative

Be more open to new opportunities and take the initiative to capitalize on them.

Do not let your current responsibilities prevent you from looking to the future.

Watch that your preference for stability does not negatively influence your evaluation of new opportunities.

Adopt an entrepreneurial approach and be more willing to take risks.

Action Strategies

As flexible as most people Comfort with change Working with very routine tasks

Do not mind some change, but may get frustrated by frequent change

Adaptability Structured work

Prefer making change at a slow pace, giving yourself and others time to adjust

Flexibility Creating stable environment for subordinates

Make changes only when it makes good sense to do so

Openness to small- and large-scale improvements

Unlikely to make changes for the sake of change


Flexibility

Approach changes with an optimistic, positive outlook by focusing on how the changes can improve your life.

Identify which tasks you complete best in a structured, routine manner.

Action Strategies

How you approach and manage change has tremendous influence on the tasks and situations in which your leadership will be effective. For the types of work that involve lots of change, people who describe themselves as flexible and future-oriented seem better suited and report more

satisfaction. In work environments with greater stability, people who describe themselves as reliable and focused on the present are generally more successful. Your preferences for identifying and managing change, and the possible impact they have on your life, are discussed below.



Bring it all together

The preceding pages have looked at your personality and how it affects your leadership behaviour. To get the most out of your report, you need to take this information and determine how it can help you become a more effective leader. A great way to start is to go through the report and note your strengths and the areas that you believe require development. Ask yourself the questions below.

● What are the implications of the information in the report?

● What is favourable? Unfavourable?

● What are your strengths?

● Which of the strengths do you mostly rely on?

● What strengths could you use more?

● What are your developmental needs?

● What are your most surprising and least surprising developmental needs?

● How do your strengths and developmental needs affect how others see you and interact with you as a leader?

● How does the information fit with your career goals?

Strengths you have identified as those you could use more often are good areas to focus on, and typically will give you the greatest benefit. Most surprising developmental needs often indicate blind spots and have the potential to be most troubling – so paying attention to them will also bring many benefits.

To help you undertake a thorough analysis of the information, the following two pages have a number of tables that will assist you in answering these questions. The worksheets are great places to write any issues, ideas or themes that you think are important to your development as a leader.




Issues, Ideas and Themes related to these Strengths

Your Strengths

IDENTIFYING YOUR STRENGTHS




Issues, Ideas and Themes related to these Developmental Needs

Your Developmental Needs

IDENTIFYING YOUR DEVELOPMENTAL NEEDS




PUTTING TOGETHER AN ACTION PLAN

The next step is to create a plan that focuses on central, critical issues that will have the most impact on your performance. Use the analysis that you completed on the previous pages to assess which areas are most critical for you. Go back to the body of the report and look closely at the Action Strategies for each of the areas you have identified as critical. These strategies may be a useful starting point for you to put together an Action Plan.

A realistic and practical sense of direction is essential for reaching your desired goals. Your goals should be tied to your strengths and work-related interests. By working through the following questions, you can create developmental goals that will allow you to make the most of your potential. The clearer your goals, the easier it will be to motivate yourself to pursue them.

● What are your overall career goals?

● What specific skills and competencies do you want to learn more about, or aim for in the future?

● What experience, education or training do you need to get in order to prepare for the next stage of your career?

● What are the most significant things you can do to improve your leadership effectiveness and satisfaction?

● What do you need to start doing to ensure you reach the goals you desire? List the specific steps and activities.

● Are there some actions and behaviours that you need to stop doing?

● What deadlines do you need to set to make sure you reach your goals?

Use the form on the following page to develop your Action Plan.




IDENTIFYING YOUR DEVELOPMENTAL NEEDS

Skills and competencies you would like to develop

Steps needed to develop these skills and competencies

Resources needed Time Frame


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