CONFIDENTIAL

INTRODUCTION

You recently completed a questionnaire which evaluates your current supervisory or management capability. This report contains the results of your answers to the questionnaire, summarised into a form which describes the kind of managerial work and the areas of work activity to which you may best be suited. Inevitably, it's not possible in the few minutes it took you to complete the questionnaire to undertake a comprehensive evaluation. Nevertheless, your report is quite specific where we can be confident and even recommends job activities where this is possible. We hope you find it useful.

The Structure of your Report

Your report is presented in 2 parts:

Part 1 evaluates you against 8 scales which are key areas of responsibility undertaken by supervisory and management staff. Your results are presented graphically, followed by interpretative text.

Part 2 evaluates the kind of managerial work and organisation to which you may be suited. Once again, your results for each of the 8 areas of activity are presented graphically and then interpreted in some personalised text.

Your Results Part 1: Management and Leadership Style

Communicate Low High You communicate when this will contribute to your effective work and will use a range of media in order to do this. You do not feel obliged to communicate for its own sake. Direct People Low High You probably prefer to be allowed to proceed with your work without others directing your activity and you do not with to provide direction to others. You may sometimes be cautious about taking a prominent role. You are likely to prefer involvement with others in order to clarify tasks rather than providing direction and instruction to them. In this respect you may be more of a team player than an autocrat and may prefer to seek other people's opinions before deciding what should happen. If asked to direct people in an interventionist way to provide instructions, you may still find yourself discussing the work with them and involving them in the development of direction.

Initiate Leadership Low High You may sometimes prefer others to initiate leadership and will be cautious about taking this on yourself. You may only reluctantly intervene in the work of others to take control. Go with the Flow Low High You are likely to be troubled by an occasional lack of organisation and may not always take sufficient initiative in order to maintain clarity and organisation around you. Your responses indicate that you are equally comfortable intervening in the work of others to provide direction and to keep things working smoothly without initiating change. This is a useful combination, so long as you are sufficiently closely involved with others to know when initiative or maintenance is required.

Seek Stability Low High You are not troubled by change and an unpredictable work environment, coping easily and encouraging others to adapt to the revised requirements. Willing to take Risks Low High You prefer to work in a reliable and predictable way and may be unsettled by what you consider to be risky initiatives. It's likely that you will let some opportunities pass by because of your caution. You are more likely to work with others to achieve a stable and well-organised work environment than grabbing opportunities to take initiatives in order to produce dramatic change. It's likely that you prefer an element of predictability at work and this may be expressed through a lack of corporate ambition at times and a willingness to accept the way things are. There is nothing wrong with this; so long as you respond openly to other people's suggestions when they see ways to improve the activity.

Plan Activity Low High It's likely that you live more in the present than future and therefore planning may not be a particular strength. Whilst you take commitments relatively seriously, you accept that sometimes things do not work to plan. Monitor Events Low High You probably focus on your own work and do not monitor what other people are doing closely. You are more concerned about yourself than others and may prefer work which allows you to focus in this way. Your responses indicate a useful combination of planning capability as well as follow through. This means that you will plan and schedule your work and that of your colleagues carefully, but also keep track of progress with current work so that nothing slips with respect to short or longer-term activity. This is a useful strength.

Profile Summary

Your responses indicate that you have a considerable potential for supervisory or management responsibility. You are likely to communicate effectively with colleagues and you should take care to maintain some distance from them, particularly if you may have to direct their work at some point in the short-term. Are you someone who enjoys the team for its own sake or in order to achieve objectives? If it's the latter, then it's unlikely your communication will create difficulty. If you enjoy communication with others for its own sake, then you may have difficulty creating sufficient distance to take control of the situation when the need arises. You appear comfortably able to initiate leadership and to take control of events, issues and people around you, and this suggests your leadership capability is relatively well developed. Do you already have leadership experience from some other context? You are likely to develop well thought through plans and implement stable programmes of work. This will enable people to know their role in the organisation and to understand what is expected of them and generally benefit the work environment. It's also therefore likely that prolonged change and uncertainty may unsettle you. Finally, you appear able to plan activities carefully and conscientiously, taking into account both the resources available and the required time-scale. This pattern of capability suggests supervisory or management responsibility is something which you may handle effectively, so long as your enjoyment of involvement with others does not undermine your capacity to step back from your colleagues when you need to take the lead.

Yours Results Part 2: Preferred Work and Organisation

Academic Low High It's likely that you may sometimes cut corners in order to get a job finished and that what is done may be more important to you than how. This could occasionally result in a short-term approach which produces a rush at the end of a task. Practical Low High You are not always sufficiently focussed on producing practical results and may sometimes have an excellent method which leads the schedule or budget astray. Your practicality is not a particular strength. Your responses indicate a useful combination of concern for the results as well as the quality with which they are produced and the underlying principles. This may mean that there are times when you impulsively focus on the how more than the what, and the reverse may also occur. Do take care to stay alert to your 'clients'' key requirements so that you can provide a high quality service to them.

Theoretical Low High It's likely that you are more interested in results than the principles behind them. So long as something works, then you're willing to use it. This results orientation means you'll manage urgent requirements effectively, rather than pondering the options. Entrepreneur Low High You are keen to bring new ideas to fruition in practical and commercial ways. Risk does not deter you and therefore you will be effective at turning novelty into practical applications. This is a strength. It's likely that you enjoy novelty and the implementation of new ideas in a practical way. Risk does not deter you, although this may cause you to be seen as sometimes 'unreliable' by those who are more concerned about the ways things are done than what is produced. Take care to be sure that the underlying theory is robust and supports what you are trying to achieve in the market place.

Achiever Low High It's likely that producing results is not the most important priority for you. It's also likely that you're concerned about how they are produced and what lies behind them so that they are repeatable. It may be therefore that you will be more drawn to theoretical aspects of work projects. Bureaucrat Low High It's likely that you may be impulsive and will sometimes prioritise some job activities over others. In this respect you may be relatively intuitive and have a sense of 'fair play' which may not always be agreed with by others. You may be more concerned with results than the way in which they are achieved. Your responses indicate an interesting and useful mix of concern for results as well as respect for protocols. You are likely to take care not to be seen to be deviating too far from your key job role requirements in order to produce results and this combination is probably used to good effect. This is a strength for your future career.

Change-Maker Low High You are probably relatively easy going and do not challenge many people's ideas around you at work. Whilst you are keen on efficiency and effectiveness you won't challenge others quickly unless you are clear that they are making a mistake. Maintainer Low High You are critical of events and issues around you and happy for things to change when you feel critical about them. While not probably continually looking for opportunities to introduce change, you are happy to see it occurring and will take part in those events. Your responses indicate a mix of strengths with respect to the maintenance of continuity and the introduction of change. You are likely to consult with others and to be interested in their ideas, as well as not being stuck in the present and remaining open to the need for change in the future. This balance should serve you well in your future career.

Profile Summary

Your responses indicate that you have an interest in the 'how' and the 'why' and that this may sometimes be a cause for you to lose interest in the result of your work. You also have a concern for the theoretical underpinning of work which you do and this could mean that you are less concerned about results than understanding why the requirement exists. You may also be highly concerned about standards and rigour in the work which you undertake. However, you are concerned to have a feeling of achievement from your work and this could be expressed through a number of routes. One possibility is that as long as you think you are making progress, your need for achievement will be satisfied. Your achievement drive may not require the production of practical outcomes all the time. There may be occasions when the development and clarity of understanding is sufficient for your needs. Finally, you display the capability to fundamentally challenge the assumptions made by other people and this will cause you to have the capability to re-think your work tasks from time to time. Your management capability appears to be in a highly ethical and principled area and you need to understand the background to work before you push ahead hard to produce results. You clearly need to feel you are making progress as you work in order to satisfy your achievement drive, although this does not need to take the form of tangible product. Whatever career you pursue you do need to have the opportunity to challenge what is going on around you and this requires a fairly open culture in the organisation.

With respect to career, you may be suited to some of the IT and finance sector activities, as well as some areas in health, education and welfare. Depending on the nature of the task and the stage the organisation has reached in its lifecycle, a wide range of careers could meet your requirements. Apart from those referred to above, do consider some of the professions as well some pharmaceutical sector activities. Your range of choice is likely to be very wide.

Your experience

You responded to each question in Part 2 to indicate whether you had experience of the activity. The table below presents the summary of your responses for each factor which the questionnaire asked you about. If your result is indicative of substantial knowledge or experience, the factor is likely to be one around which you can develop your career further. If the result indicates you have little knowledge or experience of the factor, then you may be advised to avoid roles where this is a major requirement for the present, while you develop your capability in this activity. Finally, if your result is in the mid-range, then you may choose to develop your capability further in that area of activity or focus your development effort in other areas.

This is the end of your report.

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