bob gomez report 4492

8/4/2019 Bob Gomez Report 4492

1/16Test Date: 22/12/2010

Bob Gomez

Fifteen Factor Questionnaire +

EXTENDED REPORT


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Fred Gomez

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REPORT STRUCTURE

1. Understanding This Report2. Personality Assessment

Validity Scales

Interpersonal Styles

Thinking Style

Coping Style

3. Derived Dimensions Team Roles

Leadership Styles

Subordinate Styles

Influencing Styles Career-Theme Scales

4. Additional Comments Potential Strengths

Potential Development Needs

5. 15FQ+ Profiles 15FQ+ Classic Profile

Big Five Profile

Response Style Indicators

15FQ+ Extended Profiles

WaiverThe 15FQ+ is an indicator only. This report must be interpreted in the context of other relevant factors.

ContextThis profile arises from a self-report questionnaire and must be interpreted in the context of other relevant factors, such asactual experience, vocational interests, training, personality, motivation, skills and aptitudes. The 15FQ+ is not a test ofability.

Norm GroupThe ratings and commentary in this report are relative to a comparison group of 1186 (Professional Managerial).

Private & ConfidentialThis is a strictly confidential assessment report on Fred Gomez which is to be used under the guidance of a trained

professional. The information contained in this report should only be disclosed on a 'need to know basis' with theprior understanding of Fred Gomez. This analysis should be considered in the context of other relevant informationsuch as actual experience, vocational interests, skills and aptitudes.


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Understanding Behavioural PreferencesThe 15FQ+ is an assessment of personality and individual differences. The 15FQ+ is based on one of the mostresearched and respected models of personality, identifying behaviour preferences across Cattells 16 personalitconstructs (Cattell, 1946) and the big five personality traits (McCrae and Costa, 1987):

Understanding How Behaviour Relates to Work OutcomesTraits play a significant role in determining work behaviour. Below is a model of job performance. The model belowillustrates the relationship between behavioural preferences and job performance:

Understanding This ReportThis report is broken down into 3 major behaviouralclusters: Based on traits this report also provides informationon the following behavioural styles and likely business

outcomes: Interpersonal Style

Thinking Style Coping Style

Team Roles

Leadership Styles Subordinate Styles Influencing Styles Career Themes

Further ConsiderationsTo provide a more comprehensive view of thisindividual you may wish to also look at the followingassessments: Personality Drivers and Values (VMI) Personality Types (JTI) Selling Styles (SPI) Cognitive Ability (GRT Series) Critical Reasoning (CRTB2)

The following reports are also available: Competencies Report Emotional Intelligence Report Feedback Report Profile Report Interview Prompts Report


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Personality Assessment

Validity ScalesThe 15FQ+ contains a number of measures that examine the way in which the respondent has approached the

questionnaire. The results appear to suggest that there may be an element of randomness in the completion of thequestionnaire. This could be accounted for by a deliberate strategy on Bob Gomez's part not to cooperate with theassessment process or simply a lack of attentiveness and diligence in completing the questionnaire. Beforeproceeding to interpret this questionnaire, it would be necessary to verify this.

Interpersonal StyleBob Gomez's interpersonal style is very introverted. That is, his attention and energies will be oriented towardsthings rather than people. His relative inhibition with people will make him appear to lack self-confidence andexpressiveness in social situations. People may find it quite difficult to get close to him. His tendency to withdrawfrom social interaction may be interpreted as cool disinterest and a lack of interpersonal warmth. As aconsequence he may be regarded as unsympathetic, distant and aloof. This is probably more of a reflection of himbeing in his element when working alone with relatively little personal contact. He simply derives his satisfactionfrom solitary activities rather than those activities that require a great deal of interpersonal contact. However, this ismore a reflection of his social anxiety and lack of ease in social settings. On his own, engaged in solitary pastimes,he will not feel threatened. Tending not to let go in social settings, his reaction to situations will generally be fairlysober and serious. He may possibly come across as a little stiff and perhaps slightly lacking in spontaneity.Unexpected events, or rapidly changing situations, may make him disgruntled. In the right setting however, heshould be capable of a fair degree of enthusiasm. Being relatively retiring and rather self-conscious, he may wishto avoid high-profile participation in social gatherings. He may experience a degree of embarrassment ifunexpectedly made the focus of group attention. Outside familiar circles, he may come across as slightly inhibitedand formal, his conversation appearing somewhat hesitant. He is a quite self-reliant individual who generally

prefers to work on his own. Not having a great need for group contact or support, he will avoid unnecessary groupdistractions. He is likely to view most group discussions and team work as a waste of time. He may be seen asvery reclusive and out-of-touch with public opinion.

Somewhat questioning in nature, people may see him as being sceptical and cynical. Showing little concern forothers' sensibilities, people may take time to warm to him. Bob Gomez has a relatively cynical and questioningnature, tending to often suspect the underlying motives behind the things people say or do. Overly inclined to becritical, he is however unlikely to be excessively rigid or opinionated. He may be rather obstinate from time to time.He may resent being given instructions and may often do just the opposite of what he is told. He may feel that if hedrops his guard, people will take advantage of him. Consequently, he is not likely to be the most popular teammember. . In personal exchanges Bob Gomez maintains a balance by not being overbearing nor being too easily

dominated. He will assert himself or give way as the situation demands. He is no more or less assertive than mostpeople. He appears to be as sensitive as most people to the demands of social situations. He will generally resistsaying things that could cause upset or offence.

Thinking StyleBob Gomez is likely to come across as a somewhat intuitive person who is quite receptive to ideas andexperiences. Creatively orientated, he is likely to be somewhat sensitive to the subtleties and nuances of life.Naturally curious about things he tends to go beyond the obvious. Very unconventional in his attitudes andopinions, his views are likely to be radical and very different from those of most people. This is likely to lead him toquestion older, established points of view and be resistant to accepting the status-quo. Being relatively abstract heis prone to go beyond what is considered customary and accepted and may come up with ideas for radicalchange. Motivated to find novel solutions to problems he may not, however, take to work that is too intellectuallydemanding. Fundamentally, he is quite aesthetically sensitive and soft-hearted with a refined sense of taste andconsequently may lack a tough, hard-headed, utilitarian approach. Having a creative and artistic temperament, hewill be drawn to expressive, cultural activities. Quite sentimental, and receptive to feelings, he will tend to be


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moved by emotions of wonderment and awe in the face of beauty and sensational events. His inclination to becreative and relatively conceptual suggests that he may be more concerned with thoughts and concepts thanpractical realities and everyday matters. He will generally prefer to be involved in the generation of ideas, leavingday-to-day matters to others. A possible shortcoming is that he may be rather inattentive to detail.

Having fairly low levels of self-control, Bob Gomez's behaviour and attitudes are more a function of his ownpersonal belief system than social norms and expectations. Very free-thinking and spontaneous, he expressesscant regard for authority. Lacking in self-discipline and self-control, he may not be particularly concerned abouthis social standing. Not placing much value on formality and protocol, he may prefer to relate to others in aninformal and casual manner. He is likely to be unimpressed by status, position or authority, preferring to judgepeople on their merits. However, being diplomatic and aware of the impact he may have on others, these attitudesmay not always be evident. He may not relate at all well to group undertakings which discourage individualism.Manifestly rather unconstrained to some degree, he has an inclination to circumvent rules especially when it isexpedient to do so. Unmindful of obligation, he might be a rather inconsistent finisher as far as the loose ends areconcerned. This may be more apparent on work that he does not consider to be of great significance. Bob Gomezmay prefer to have a number of ongoing commitments, but lacking a strong sense of personal obligation, is prone

to put them down when they become tedious or repetitive. He is not prone to deliberation and procrastination.Tending to view things from a global perspective, he will prefer to avoid work that demands close attention todetail.

Coping StyleBob Gomez is currently experiencing average levels of anxiety. Relatively emotionally resilient and stable in mood,he should have little difficulty facing challenges in a calm, collected manner. Generally unruffled by events, he islikely to be viewed as being dependable in a crisis. He should have sufficient energy to cope with quite demandingsituations. He should generally be able to rapidly recharge his depleted energy resources after having faceddemanding work schedules. Being as secure and self-assured as most, he will not normally be unduly burdenedby feelings of low self-esteem or insecurity. His tendency to be relatively free of guilt feelings, coupled with his

willingness to accept some personal responsibility for failure, would suggest that he is unlikely to rush intoapportioning blame onto others when things go wrong. Although not inclined to experience mood swings, whenunder pressure Bob Gomez may become somewhat tense and agitated. When his goals are repeatedly frustrated,he may become somewhat impatient and irritable. Bob Gomez may therefore have some difficulty unwinding at theend of a particularly demanding day.


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Fred Gomez

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Team Roles

The Team Roles describe how Bob Gomez is likely to interact with his colleagues in a team situation. The specificways in which he will express his preferred team style may, however, vary according to the situation. In addition,this behavioural style takes no account of his intellectual approach to problems and the quality of his decisions.

The scores below indicate Bob Gomez's general propensity for a particular team role orientation. It must be notedthat different styles may be adopted according to the demands of the situation and consequently a description ofBob Gomez's predominant and secondary team styles is provided.

Team Role Combination - Evaluator-Critic/InnovatorBob Gomez is likely to have a shrewd and penetrating mind, together with the capacity to evaluate his own ideasand those of others and come up with an integrative statement about what should be done. Although he is likely tohave the capacity to be creative himself, his tendency may be to sit back and think while others do the talking. Hiskeen critical abilities may help him to sort through ideas with the effect that his contributions will be plannedcarefully. However, his somewhat sceptical style and capacity to identify the flaws in arguments may cause him tocensor himself and thus inhibit his own ability to be innovative. He may need encouragement to recognise his owncreativity and promote his ideas. Perhaps he could make a more creative contribution in a group if he wasencouraged to reveal his own thoughts more regularly instead of coming in only to evaluate the ideas of others.However, this may not be an easy stance for him to take because he gets caught up in his own thoughts and plansand does not necessarily share them with others. Hence, he may work best when he is encouraged to positivelystate a position that incorporates expertise into a group plan of action. Given the right circumstances, he could bean excellent strategist.

Scale Raw 1 2 3 4 5 6 7 8 9 10Co-Ordinator 4.4Shaper-Driver 5.6

Evaluator-Critic 8.3Implementer 1Team Builder 1.6

Resource-Investigator 2.8Inspector-Completer 3.1

Innovator 7.3


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Fred Gomez

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Leadership Styles

Based on the work of the American Organisational Psychologist Bass, the Leadership Styles describe which of arange of styles Bob Gomez is most likely to adopt. This may be of relevance to a variety of situations where thereis a requirement to manage others. As with most personality characteristics, the profile only describes Bob

Gomez's most likely styles and not performance. Effective performance will depend on many factors including theorganisational culture in which the individual is operating.

Primary Leadership Style: Negotiative LeaderNegotiative leaders motivate subordinates by encouraging them, through incentives etc., to work towards commonobjectives. Hence, through a process of negotiation attempts will be made to arrive at some mutually equitablearrangement with the other members of the team so as to motivate them to work in a particular way. Negotiativeleaders tend to rely on their skills of persuasion to achieve their stated goals. Many Negotiative leaders have welldeveloped image management skills and they typically utilise these to moderate their approach according to thecircumstances in which they find themselves. This capability, coupled with a desire to achieve, can mean thatsometimes they adopt unconventional methods to achieve their desired objectives.

Secondary Leadership Style: Directive LeaderDirective leaders are characterised by having firm views about how and when things should be done. As such theyleave little leeway for subordinates to display independence, believing that they should adhere to the methods andschedules as originally laid down. Having a high goal-orientation and being particularly concerned with results theDirective leader will tend to closely monitor the behaviour and performance of others. This may lead them to beperceived as a little cool and detached. This impression may be reinforced by the fact that they will be lead by theirown opinions rather than inviting others to contribute their ideas. Being a particularly self-directed leader may leadto the ideas of others to be excluded from consideration at the expense of their own. However, this will only proveto be problematic should their own judgement and abilities be called into question.

Scale Raw 1 2 3 4 5 6 7 8 9 10Directive Leader 5.2

Delegative Leader 4.3Participative Leader 2.5Consultative Leader 3Negotiative Leader 6.9


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Subordinate Styles

Based on the work of the American Organisational Psychologist Bass, the Subordinate Styles describe which of arange of styles Bob Gomez is most likely to adopt. This may be of relevance to a variety of situations where aparticular management style is in place. As with most personality characteristics, the profile only describes the

style of management to which Bob Gomez is most likely to respond and not effectiveness. Effective performancewill depend on many factors including the organisational culture in which the individual is operating.

Primary Subordinate Style: Collaborative SubordinateCollaborative Subordinates believe that the problem-solving power of the team is more than that of the individualmembers included within that team: their primary concern is that the team as a whole achieves its objective.Collaborative Subordinates relish group discussions and will typically propose innovative ideas of their own, aswell as being more than happy to discuss the ideas of others. As strong believers in constructive criticism, theyshow little reluctance when it comes to pointing out weaknesses in other peoples' ideas; similarly they are usuallyhappy to accept the criticisms of others. Collaborative Subordinates are at their most effective when working undermanagers who share their views about group participation - i.e., those who encourage collaboration rather thanthose with a more directive style.

Secondary Subordinate Style: Self-Reliant SubordinateSelf-Reliant Subordinates tend to be most effective when working in an environment that allows them freedom toexpress their own ideas. They are generally innovative individuals who are also concerned with achieving results;thus, their ideas will typically be imaginative but tailored to solving the particular problem in question. However,problems may occur if such individuals are required to work in environments that require strict adherence to

existing procedures and methods. In such situations Self-Reliant Subordinates tend to feel that their individuality isbeing stifled thus causing them to become discontented and irritable. It would therefore be inappropriate to pairthem with a manager with a directive style as this will invariably result in a mismatch of approaches.

Scale Raw 1 2 3 4 5 6 7 8 9 10Receptive Sub. 1.6

Self-Reliant Sub. 6.2Collaborative Sub. 7.5Informative Sub. 5.4

Reciprocating Sub. 3.1


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Fred Gomez

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Influencing Styles

The Influencing Styles describe which of a range of styles Bob Gomez is most likely to adopt. This may be ofinterest in relevance to a variety of situations where there is a requirement to influence others or sell a product,service or idea. As with most personality characteristics, the profile only describes Bob Gomez's most likely styles

and not performance. Effective performance will depend on many factors including the type of product, thecustomer, the specific situation and the organisational culture in which the individual is operating. Equally, differentstyles may be adopted according to the demands of the situation and consequently a description of Bob Gomez'spredominant and Secondary Influencing Style is provided.

Primary Influencing Style: Culture BreakerIn contrast to many other approaches the Culture Breaker will generally take a radical stance, presenting ideaswhich are likely to be different from the culture of the client's organisation. Through presenting such radical ideasthey will tend to create an image of knowledgeable integrity. The recipient is then likely to feel that they are

receiving information based on a reasoned assessment of their needs. Obviously, the success of this approach isdependent upon the confidence and technical competence of the Culture Breaker.

Secondary Influencing Style: Business WinnerThe Business Winner typically attracts new opportunities from previously unknown sources. This will often beachieved through a combination of persistence and the preparedness to try novel and unconventional approachesto influencing or selling. With a tendency to be highly competitive they usually work hard for their successes buttheir tendency to be unconventional may cause discomfort amongst their colleagues. The Business Winner willusually be a particular asset in those times when existing areas have become saturated or when there is aparticular requirement to expand into new markets.

Scale Raw 1 2 3 4 5 6 7 8 9 10Con. Communicator 3

Rapport Creator 1Culture Fitter 6.2

Culture Breaker 7.7Enthusiast 4.2Perseverer 4.7

Business Winner 6.4Technician 5.4

Admin. Support 2Team Manager 3.5


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Fred Gomez

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Career-Theme Scales

Career-Themes are based on the work of Holland. These provide a match between Bob Gomez's personalityprofile and those of the broad occupational groups listed. The scores take no account of other important factorssuch as interests, aptitudes, qualifications and work experience.

Realistic Theme: Activities involving manipulation of mechanical devices and principles of mechanics andphysics. High scorers are likely to be technically orientated, repairing mechanical devices, working on motor cars.They may also enjoy outdoor activities.

Investigative Theme: Activities involving the manipulation of ideas and scientific principles. High scorers will

enjoy applying logical and/or scientific principles to the resolution of experimental problems. They may enjoylaboratory work.

Artistic Theme: Activities centred around the expression of artistic and creative ideas. High scorers are typicallyinterested in the Arts in the broadest manifestation e.g. art, music, writing, composing, dance, design etc.

Social Theme: Activities centred on helping or caring for others. High scorers tend to express an interest incharitable work, involving caring for the elderly, children with special needs or counselling, teaching and generallyassisting others to achieve their potential.

Enterprising Theme: Activities involving the attainment of objectives through people. High scorers generally

express an interest in managing or leading others or taking charge of situations. As such they are attracted tobusiness related situations where they are able to exercise leadership, managerial skills and public acclaim.

Conventional Theme: Activities involving organising, administration and well established work practices. Highscorers enjoy developing and maintaining systems, operating business machines, doing paperwork, bookkeepingand accountancy.

Scale Raw 1 2 3 4 5 6 7 8 9 10Realistic 4.5

Investigative 7.7Artistic 6.9Social 2

Enterprising 4Conventional 2.6


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Additional Comments

The following section lists a number of points which can be inferred from Bob's assessment report. The interviewermay wish to use these as the basis for further probing during the interview or counselling discussions.

Potential Strengths Will be inclined to question traditional beliefs and outmoded practices.

Will tend to feel unrestricted by protocol and established values.

Will have a tendency to be effective in situations where he has a number of ongoing commitments, wherehe can concentrate on the global requirements of a task.

It will be difficult to pull the wool over his eyes.

May be effective working independently, not needing to be constantly surrounded by people.

Should be able to focus his efforts on the most important and/or rewarding projects without beingdeflected by remote prospects.

Has the ability and inclination to look beyond the obvious.

With a tendency toward the unconventional and creative, he may be effective in generating original,possibly radical, solutions to problems.

Will have a tendency to be demanding on others and will expect people to take responsibility for their ownshort-falls.

Potential Development Needs May tend to be highly critical of the status quo.

May show insufficient concern for protocol and established values.

May have difficulty adhering to highly structured work procedures and may overlook the detailedrequirements of a task.

Tending to be a little wary of people he does not know well, he may prefer to take his time whenintegrating into a new team.

May tend to feel uncomfortable in situations in which he has to constantly meet new people.

May be disinclined to persevere when confronted with tedious tasks.

May not be sufficiently pragmatic and may be inattentive to practical matters.

May tend to be unconventional and/or unpredictable.

May have difficulty delegating work to others, tending to take on too much himself.

He may have been let down in the past and as a result may try to keep others at 'arms length'.

NOTE: Very high number of infrequent responses - the respondent may not have been attentive in completing the

questionnaire. He is likely to have answered the questions randomly. Check test taking attitude.


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Fred Gomez

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15FQ+ Classic Profile

ScaleRaw Left Score Right Score %1 2 3 4 5 6 7 8 9 10A 3 Distant Aloof

Reserved, Distant, Detached,Impersonal.

EmpathicAffable, Personable, Participating,Warm-hearted.

0

16 Low IntellectanceLacking confidence in ownintellectual abilities.

High IntellectanceConfident of own intellectualabilities.

33

C 20 Affected by FeelingsEmotional, Changeable, Labile,Moody.

Emotionally StableMature, Calm, Phlegmatic. 81

E 15 AccommodatingPassive, Mild, Humble, Deferential. DominantAssertive, Competitive, Aggressive,

Forceful.54

F 9 Sober SeriousRestrained, Taciturn, Cautious. EnthusiasticLively, Cheerful, Happy-go-Lucky,

Carefree.16

G 5 ExpedientSpontaneous, Disregarding of rules& obligations.

ConscientiousPerservering, Dutiful, Detailconscious.

6

H 4 RetiringTimid, Self-conscious, hesitant insocial settings.

Socially-boldVenturesome, Talkative, Sociallyconfident.

7

I 19 Hard-headedUtilitarian, Unsentimental, Lacksaesthetic sensitivity.

Tender-mindedSensitive, Aesthetically aware,Sentimental.

66

L 15 TrustingAccepting, Unsuspecting,Credulous, Tolerant.

SuspiciousSceptical, Cynical, Doubting,Critical.

88

M 18Concrete

Solution-focused, Realistic,Practical, Down-to-earth.

Abstract

Imaginative, Absent-minded,Impractical.

84

N 20 DirectGenuine, Artless, Open, Forthright,Straightforward.

RestrainedDiplomatic, Socially astute, Sociallyaware, Discreet.

62

O 8 ConfidentSecure, Self-assured, Unworried,Guilt-free.

Self-doubtingWorrying, Insecure, Apprehensive.

15

Q1 21 ConventionalTraditional, Conservative,Conforming.

RadicalExperimenting, Open to change,Unconventional.

97

Q2 14 Group-orientatedSociable, Group dependent, a

Joiner.Self-sufficientSolitary, Self-reliant, Individualistic.

81

Q3 5 InformalUndisciplined, Uncontrolled, Lax,Follows own urges.

Self-disciplinedCompulsive, Fastidious, Exactingwillpower.

4

Q4 16 ComposedRelaxed, Placid, Patient.

Tense-drivenImpatient, Low frustration tolerance,Irritable.

71


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15FQ+ Big Five Profile

Scale Raw Left Score Right Score1 2 3 4 5 6 7 8 9 10E 2 Introversion

Tends to feel uncomfortable in socialsituations.

ExtraversionStrong predisposition to socialinteraction.

N 5 Low aNxietyCalm, Composed and satisfied with lifeand ability to cope.

High aNxietyProblems in coping with day to daysituations. Concerned about the future.

O 7 PragmaticismRealistic, practical and conservative inattitudes.

OpennessEnjoy innovation, interested in artisticexpression.

A 3 IndependenceAlert, Quick to respond to situations,challenging, self-assured.

AgreeablenessPeople orientated, empathic,accommodating.

C

3

Low Self-ControlFree from constraints of social rules. High Self-ControlConscious of group standards ofbehaviour.


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Response Style Indicators

Risk Scale Scores

Criterion Derived Scales

Scale Raw 1 2 3 4 5 6 7 8 9 10Emotional Intelligence 19Positive Work Attitude 7

Scale Raw 1 2 3 4 5 6 7 8 9 10Central Tendency 40

Infrequency 10

Scale Raw 1 2 3 4 5 6 7 8 9 10Social Desirability 0

Fake Good 4Fake Bad 0


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15FQ+ Extended Profiles

Left Score Description Right Score Description1 2 3 4 5 6 7 8 9 10

Pragmatism

Openness

Hard-headed- Utilitarian,Unsentimental, Lacks aestheticsensitivity, though-minded.

Tender Minded- Sensitive,Aesthetically aware, Sentimental.

Concrete- Solution-focused,Realistic, Practical, Down-to-earth. Abstract - Imaginative, Absent-minded, Impractical, Absorbed in

thought.Conventional - Traditional,Conservative, Conforming.

Radical - Experimenting, Open tochange, Unconventional.

Low

Self-Control

HighSelf-ControlExpedient - Spontaneous,

Disregarding of rules andobligations.

Conscientious- Persevering,Dutiful, Detail-conscious.

Direct - Genuine, Artless, Open,Forthright, Straightforward.

Restrained- Diplomatic,Socially astute, Shrewd, Sociallyaware, Discreet.

Informal - Undisciplined,Uncontrolled, Lax, Follows ownUrges.

Self-disciplined -Compulsive, Fastidious, Exactingwillpower.

Thinkin

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Introverted

Extroverted

Distant Aloof- Lacking

empathy, Distant, Detached,Impersonal.

Empathic- Friendly,

Personable, Participating, Warm-hearted, Caring.

Sober Serious- Restrained,Taciturn, Cautious. Enthusiastic - Lively, Cheerful,Happy-go-Lucky, Carefree.Composed - Timid, Sociallyanxious, Hesitant in social settings,Shy.

Socially bold- Venturesome,Talkative, Socially confident.

Self Sufficient - Solitary, Self-reliant, Individualistic. Group Orientated-Sociable, Group dependent, a

"Joiner".

Independent

Agreeable

High Intellectance-Confident of own intellectual abilities. Low Intellectance- Lackingconfidence in own intellectualabilities.

Dominant - Assertive,Competitive, Aggressive, Forceful. Accommodating- Passive,Mild, Humble, Deferential.Suspicious- Sceptical, Cynical,Doubting, Critical. Trusting- Accepting,Unsuspecting, Credulous.Radical - Experimenting, Open tochange, Unconventional.

Conventional - Traditional,Conservative, Conforming.

Interer

sonalStle


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Fred Gomez

15FQ+ Extended Profile: Cont.


Low

Anxiety

HighAnxiety

Emotionally Stable-

Mature, Calm, Phlegmatic.

Affected by Feelings-

Emotional, Changeable, Labile,Moody.

Confident- Secure, Self-assured, Unworried, Guilt-free. Self-doubting- Worrying,Insecure, Apprehensive.Composed - Relaxed, Placid,Patient. Tense-driven- Impatient, Lowfrustration tolerance.Trusting- Accepting,Unsuspecting, Credulous.

Suspicious- Sceptical, Cynical,Doubting, Critical.

Co

in

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bob gomez report 4492

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