MANAGING FOR SUCCESS®
Behavioral Profile for:
Mark Richardson
Created: 1-25-2005
INTRODUCTION
Behavioral research suggests that the most
effective people are those who understand themselves,
both their strengths and weaknesses, so they can develop strategies to meet the
demands of their environment.
A person's behavior is a necessary and integral part of who they are. In other
words, much of our behavior comes from "nature"
(inherent), and much comes from "nurture" (our upbringing).
It is the universal language of "how we act," or our observable human
behavior.
In this report we are measuring four dimensions of normal behavior. They are:
This report analyzes behavioral style; that is,
a person's manner of doing things. Is the report 100%
true? Yes, no and maybe. We are only measuring behavior. We only report
statements from areas of behavior in which tendencies
are shown.
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GENERAL CHARACTERISTICS
Based on Mark's responses, the report has
selected general statements to provide a broad understanding of his work
style. These statements identify the basic natural behavior that he brings to
the job. That is, if left on his own, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the general
characteristics to gain a better understanding of Mark's natural behavior.
Mark seeks popularity and social
recognition. He likes to deal with people in a favorable social environment.
He is good at creating enthusiasm in others. He tries to influence others
through a personal relationship and many times will perform services to
develop this relationship. He believes in getting results through other
people. He prefers the "team approach." He is usually filled with good
intentions, but often lacks the time to fulfill them. He is a team player
and desires acceptance as the manager of the team. He influences most people
with his warmth. He likes to develop people and build organizations. Mark is
enthusiastic and usually slow to anger. He can be friendly with others in
many situations, but primarily with groups of established friends and
associates. He is sociable and enjoys the uniqueness of each human being.
Mark will not be overlooked nor uninvolved.
He will consistently try to inspire people to his point of view. He is good
at giving verbal and nonverbal feedback that serves to encourage people to
be open, to trust him and to see him as receptive and helpful. Decisions are
made after gathering facts and supportive data. Because of his trust and
willing acceptance of people, he may misjudge the abilities of others. Mark
is good at solving problems that deal with people. He likes to participate
in decision making. He prefers not disciplining people. He may sidestep
direct disciplinary action because he wants to maintain the friendly
relationship. When he has strong feelings about a particular problem, you
should expect to hear these feelings, and they will probably be expressed in
an emotional manner.
Mark is always concerned with other
people's feelings and thoughts. It is important for Mark to use his people
skills to "facilitate" agreement between people. He tends to look at all the
things the group has in common, rather than key in on the differences. He
judges others by their verbal skills and warmth. He is highly excited by
what influences him. Mark has a tendency, which he regards as an ability, to
talk smoothly, readily and at length. He is people-oriented and verbally
fluent. He usually uses many gestures when talking. He tends to influence
people to his way of thinking by using verbiage as compared with others who
like to use reports.
VALUE TO THE ORGANIZATION
This section of the report identifies the
specific talents and behavior Mark brings to the job. By looking at these
statements, one can identify his role in the organization. The organization can
then develop a system to capitalize on his particular value and make him an integral part of the team.
