shl leadership reportstyle of operating and the challenges and opportunities you face as a manager...

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SHL Leadership Report

Joe SampleGenerated on 16 May 2005

This report is derived from

This report contains confidential information, which should not beimparted to unauthorized persons.

This computer-generated report is obtained from the results of the OPQ32 questionnairecompleted by the respondent and reflects the answers given by them. The subjectivenature of the questionnaire-based ratings must be kept in mind when considering theresults contained in this report. SHL Group plc and its associated companies accept noliability of any kind, including negligence, for the consequences of the use of this reportand for its contents.

Leadership Report for Joe Sample 05/16/2005

© SHL Group plc. 2002 - 2012. All rights reserved. 2

IntroductionThis framework reflects the best of the current leadership literature and views “leadership” as adynamic, contextually sensitive component of corporate strategy. Management and leadership areaddressed in terms of the widely recognized distinction between transactional andtransformational styles, in which management is about keeping the system running efficiently andeffectively, while leadership is about creating it, developing it or changing its direction. Whileconceptually distinct, management and leadership are essential and in practice interdependent.

This report estimates your potential using research derived predictions from the responses yougave to the Occupational Personality Questionnaire (OPQ). It provides insights into your uniquestyle of operating and the challenges and opportunities you face as a manager and leader. Thisreport can help you benchmark your leadership potential against other senior managers andprofessionals.

During feedback you are encouraged to explore how you may have utilized strengths or overcomepersonal limitations and contextual challenges in the pursuit of success. Whatever yourobjectives in undertaking this process, a deeper understanding of your unique personal attributesand time spent reflecting on the lessons of your own successes and failures to date will help youto choose the appropriate approach to build your leadership competence and success.

The SHL Leadership ModelThe SHL Leadership Model covers four functions critical to leadership effectiveness in anyorganization:

Developing the VisionThe first stages in organizational change involve the critical analysis of the current situation, andthe generation of ideas to move forward. Leaders need to accurately analyze the facts and toestablish a sense of urgency where change is required. They also need to establish a mission,develop a convincing and appealing vision of the future and outline the strategy by which it canbe achieved.

Sharing the GoalsCorporate leaders need to communicate the vision, set goals and objectives and take decisionsthat embody the strategic direction of the organization. In presenting their strategy they need tointeract with internal and external stakeholders. They have to establish coalitions and networksand influence people to get goals accepted and internalized.

Gaining SupportLeaders need to support others in order to gain their trust and support. This requires leaders torecognize concerns and reconcile them with the change agenda. Leaders need to empowerbroad-based action and generate early short-term wins to demonstrate the benefits of change.Failure to do so may mean that others within the organization continue to fear or resist changeand, believing that they will not benefit, only half-heartedly support the new vision and strategy.

Delivering SuccessThe effective implementation of strategy requires operational efficiency and commercial acumen.The economic viability of the vision needs to be ensured through operational efficiency and bywinning business to grow the organization.



Management Focus vs. Leadership Focus

Management is about keeping an existing system running, whereas leadership is about creatingit, developing it or changing its direction. It is a common assumption that a person who hasleadership skills will also have management skills. Although they are found side by side inpractice, they are conceptually distinct, and any assessment of leadership must account for both.

The core of this report is based on the SHL Great Eight Competency Model, designed to applyacross a wide range of organizations and industry sectors. It consists of eight factors thatdescribe Management and Leadership competencies.

Analyzing & Interpreting comprises analysis and learning competencies. Creating & Conceptualizing requires openness to new ideas, innovation and creativity. Interacting & Presenting focuses on oral communication and influence on others. Leading & Deciding includes initiating action, giving direction and taking responsibility. Supporting & Co-operating is about respect and positive regard towards others. Adapting & Coping deals with response to change and pressure. Organizing & Executing focuses on working in a systematic and organized manner. Enterprising & Performing requires the focus on results and personal achievement.

Some of these eight competency factors are more relevant to the role of management and othersto leadership. Management competency factors are related to a transactional style that providesrewards for dependable performance to specified objectives. Leadership factors are related to atransformational style that inspires both people and the organization to become proactive and toachieve beyond expectations.

Leadership Function Management Focus(Transactional)

Leadership Focus(Transformational)

Developing the Vision Analyzing & Interpreting Creating & Conceptualizing

Sharing the Goals Interacting & Presenting Leading & Deciding

Gaining Support Supporting & Co-operating Adapting & Coping

Delivering Success Organizing & Executing Enterprising & Performing



Narrative Summary

This table describes David Brookmire’s Leadership Potential.


CorporateLeader / Leader

(p. 5)

Great leaders manage to transform organizations through innovation,drive, personal resilience and entrepreneurial flair. Combined withelements of a more transactional managerial style this can prove apowerful combination for effective organizational leadership.

Developing the Vision

Creator /Visionary

(p. 7)

Individuals combining the Creator and Visionary styles work well insituations requiring openness to new ideas and experiences. Theytypically handle situations and problems with innovation and creativityand support and drive organizational change. Such individuals adopt aflexible approach to problem solving, balancing logical analyticalapproaches alongside to the lessons of practical experience. In theirenthusiasm for change they may be inclined to overlook the positiveaspects of the status quo.

Sharing the Goals

Decision Maker/ Communicator

(p. 9)

Individuals who combine the Decision Maker and Communicator stylesnaturally prefer to take control and exercise personal leadership. Theyare comfortable when required to network and relate to others and areas likely as most to be socially influential and persuasive. While theyinitiate action, provide direction and take responsibility, they typicallyseek to balance a desire to interact with the need to make time forprivate reflection. Given a strong desire to take personal control theycan benefit from consideration of when it may be more appropriate tostep back and to let others take the lead.

Gaining Support

Defender(p. 11)

Defenders are strongly focused on pragmatic task related aspects ofthe job and maintain effective elements of the status quo by stampingout distracting experiments and diversions. They are uncomfortableabout the prospect of change and are less inclined to try newapproaches for their own sake. While they find it easy to make thehard choices sometimes necessary in organizational life they can feeluncomfortable engaging with the personal issues and concerns ofothers.

Delivering Success

Entrepreneur /Business Driver

(p. 13)

Individuals who combine the Entrepreneur and Business Driver stylesshow an active interest in business, commerce and finance. Theybalance the need to adopt a planned and structured approach againstthat of responding to contingencies as they emerge. They focus onresults, achievement of personal objectives and personal careeradvancement but may overlook opportunities to celebrate pastachievements.




The four leadership functions of the SHL Corporate Leadership Model are each comprised of amanagement (transactional) and leadership (transformational) factor.

The graphic below provides a high level summary of the results of your assessment by contrastingthe transactional focus and transformational focus.

Leader - Great leaders transform organizationsthrough innovation, drive, personal resilienceand entrepreneurial flair. However, their effortsmay be rendered less effective if they overlooktransactional aspects associated with effectivemanagement.

Corporate Leader - Great leaders transformorganizations through innovation, drive,personal resilience and entrepreneurial flair.Effective execution of corporate leadershipcombines this with the transactional managerialelements of analysis, communication,interpersonal sensitivity and structuredimplementation.

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◊=Attribute PotentialLess Preferred Preferred

Management Focus

Specialist - Specialists who take pride inapplying and honing their expertise within adefined area are important in any organization.Such individuals may feel uncomfortable at theprospect of becoming generalists with morewide-ranging responsibilities at the expense ofexcellence in their own specialization.

Manager - Individuals who combine technicalexpertise with a clear transactionalmanagement style are likely to be effective indriving operational success in the here-and-now. However, future success also depends ona steady flow of innovation that leads to newbusiness propositions in response to evolvingmarkets.

LeaderCorporate

Leader

Specialist Manager




Management Focus 1 2 3 4 5 6 7 8 9 10

5Dependable performance and reachesoperative objectives.

Related competencies are: 1 2 3 4 5 6 7 8 9 10

5Applies expertise and establishedtechnologies. Less inclined towardsquantitative analytical styles of thinking.

Analyzing & Interpreting Gets to the heart of complex problems andissues. Applies own expertise effectively andquickly takes on new technology.

6Values time for personal thought andreflection. Tends to be socially reserved.Prefers to work independently.

Interacting & Presenting Communicates and networks effectively,persuades and influences others. Relates toothers confidently.

4Finds it easy to make hard choices, mayfeel uncomfortable dealing with others’personal issues.

Supporting & Co-operating Puts people issues first, supports colleagues,shows respect and positive regard towardsothers.

6Prefers to explore and address issuesflexibly as they emerge. More concernedwith quality than with deadlines.

Organizing & Executing Follows directions, plans ahead, works in asystematic and organized manner. Focuseson the delivery.

Leadership Focus 1 2 3 4 5 6 7 8 9 10

7 Inspires both people and the organization tobecome proactive and to achieve beyondexpectations.


8Tends to apply tried and testedapproaches to the resolution of problems.Upholds the status quo.

Creating & Conceptualizing Is open to new ideas and experiences. Seeksout learning opportunities. Handlessituations and problems creatively.

8Generally comfortable following theinstructions of others. Seeks to adopt anadvisory role within the group.

Leading & Deciding Naturally prefers to take control and exerciseleadership. Initiates action and takesresponsibility.

1Less inclined to try new ideas. May find itdifficult to cope effectively withorganizational change.

Adapting & Coping Adapts and responds well to change.Flourishes on pressure and copes well withsetbacks. Provides stability.

7Derives satisfaction by applying a steadyand consistent approach to the task athand.

Enterprising & Performing Focuses on results and the achievement ofwork objectives. Shows an active interest inbusiness and finance.




The critical analysis of the current situation and the generation of ideas to move forward are thefirst stages in organizational change. Leaders need to analyze the facts and establish a sense ofurgency for the need for change. They also need to establish a mission, develop an appealingand convincing vision of the future, and outline the strategy by which it can be achieved.

Creator - Creators work well in situationsrequiring openness to new ideas andexperiences. They typically handle situationsand challenges with innovation and creativityand will often support or drive organizationalchange. However, their enthusiasm for changemay overlook positive aspects of the status quo.Given that their style is also less focused onquantitative analysis they also tend to overlookthe need to check the practical feasibility oftheir ideas.

Visionary - Visionaries excel in developing avision for the organization while criticallyevaluating the facts, and creating the ideas andconcepts that move the organization forward.However, in certain contexts they may beinclined to over analyze a situation and tooverlook positive aspects of the status quo.

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Analyzing & Interpreting

Conservator - Conservators thrive inenvironments where they can continue to usewell-proven methods and discourageincompatible ideas. While they are less inclinedtowards quantitative analysis, they applyestablished methods and ways of working toresolve practical problems and maintain thestatus quo.

Analyst - Analysts are naturally suited tocritical thinking and quickly get to the heart ofcomplex problems and issues. They work mosteffectively in situations requiring the applicationof established methods and ways of workingand may struggle to create new ideas andconcepts. Analysts will strive to apply tried andtested approaches to the resolution of problemsand if left unguided may be inclined to overanalyze a situation.

Creator Visionary

Conservator Analyst




Analyzing & Interpreting 1 2 3 4 5 6 7 8 9 10

5

Applies learned expertise and establishedtechnologies to the resolution of practicalproblems. Less inclined towardsquantitative analytical styles of thinking.

Shows evidence of clear analytical thinking.Gets to the heart of complex problems andissues. Applies own expertise effectively andquickly takes on new technology. May beinclined to over analyze a situation.


6Does not focus on potential limitations,dislikes critically analyzing information,rarely looks for errors or mistakes.

Evaluative Critically evaluates information, looks forpotential limitations, focuses upon errors.

3Prefers to deal with practical rather thantheoretical issues, dislikes dealing withabstract concepts.

Conceptual Interested in theories, enjoys discussingabstract concepts.

5Prefers dealing with opinions and feelingsrather than facts and figures, likely toavoid using statistics.

Data Rational Likes working with numbers, enjoysanalyzing statistical information, basesdecisions on facts and figures.

7 Accepts majority decisions, prepared tofollow the consensus.

Independent Minded Prefers to follow own approach, prepared todisregard majority decisions.

8More likely to build on than generateideas, less inclined to be creative andinventive.

Innovative Generates new ideas, enjoys being creative,thinks of original solutions.

Creating & Conceptualizing 1 2 3 4 5 6 7 8 9 10

8

Works most effectively in situationsrequiring the application of establishedmethods and ways of working. Tends toapply tried and tested approaches to theresolution of problems. Upholds thestatus quo.

Works well in situations requiring opennessto new ideas and experiences. Seeks outlearning opportunities. Handles situationsand problems with innovation and creativity.Supports and drives organizational change.May overlook positive aspects of the statusquo.


3Prefers to deal with practical rather thantheoretical issues, dislikes dealing withabstract concepts.

Conceptual Interested in theories, enjoys discussingabstract concepts.

4 Favors changes to work methods, prefersnew approaches, less conventional.

Conventional* Prefers well established methods, favors amore conventional approach.



8More likely to build on than generateideas, less inclined to be creative andinventive.

Innovative Generates new ideas, enjoys being creative,thinks of original solutions.

6More likely to focus upon immediate thanlong-term issues, less likely to take astrategic perspective.

Forward Thinking Takes a long-term view, sets goals for thefuture, more likely to take a strategicperspective.



* Scales marked with an asterisk are rated inversely, meaning higher scores contribute less.



Sharing the Goals

Corporate Leaders need to communicate the vision, set goals and objectives and take decisionsthat embody the strategic direction. They need to present the strategy and interact with peopleinside and outside the organization. They have to establish coalitions and networks, and influencepeople to get the goals accepted and internalized.

Decision Maker – Decision Makers naturallyseek to take control, initiate action and exerciseleadership. They generally value time forpersonal thought and reflection and cansurprise colleagues when they choose to exhibitforceful action. Consequently they benefit fromcareful consideration of how best to influenceothers through the deployment of trustedcolleagues. Typically somewhat private andsocially reserved they may need to focus onopportunities to build a wider network ofpersonal business contacts.

Communicator – Communicators relate toothers in a confident and relaxed manner,presenting a convincing case and taking actionthat is in line with the vision and strategy. Byinspiring and persuading others they overcomebarriers and get people on board. Theynaturally prefer to take control and exercisepersonal leadership and can benefit fromconsidering when it is more appropriate to taketime out for reflection and to let others take thelead.

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Interacting & Presenting

Supporter – Organizations need supporterswho can take on a vision as their own andimplement the solution to drive change.Supporters prefer not to operate in a directivemanner towards others and seek to adopt anindependent advisory role within the group.They are somewhat private and sociallyreserved, valuing time for personal thought andreflection. They may miss opportunities tonetwork and build personal contacts.

Presenter – Presenters relate to others in aconfident and relaxed manner and are superbpublic speakers and ambassadors for theorganization. They network effectively and aregenerally successful in persuading andinfluencing others. They can benefit fromconsidering when it is most appropriate to stepback and take time out for reflection.Presenters are most comfortable following theinstructions of others and are inclined to avoidsituations requiring active personal leadershipand responsibility.

DecisionMaker

Communicator

Supporter Presenter



Sharing the Goals

Interacting & Presenting 1 2 3 4 5 6 7 8 9 10

6

Values time for personal thought andreflection. Tends to be somewhat privateand socially reserved. Prefers to workindependently and to involve others onlywhen it is essential to do so. May missopportunities to network and buildpersonal contacts.

Communicates and networks effectively.Successfully persuades and influences others.Relates to others in a confident and relaxedmanner. May need to consider when it ismore appropriate to step back and take timeout for reflection.


7Feels more comfortable in less formalsituations, can feel awkward when firstmeeting people.

Socially Confident Feels comfortable when first meeting people,at ease in formal situations.

7Rarely pressures others to change theirviews, dislikes selling, less comfortableusing negotiation.

Persuasive Enjoys selling, comfortable using negotiation,likes to change other people’s views.

5Behaves consistently across situations,unlikely to behave differently withdifferent people.

Adaptable Changes behavior to suit the situation,adapts approach to different people.

5Does not question the reasons forpeople’s behavior, tends not to analyzepeople.

Behavioral Tries to understand motives and behaviors,enjoys analyzing people.

5 Quiet and reserved in groups, dislikesbeing the centre of attention.

Outgoing Lively and animated in groups, talkative,enjoys attention.



Leading & Deciding 1 2 3 4 5 6 7 8 9 10

8

Generally comfortable following theinstructions of others. Seeks to adopt anadvisory role within the group. Prefersnot to operate in a directive mannertowards others. Inclined to avoidsituations requiring active personalleadership and control.

Naturally prefers to take control and exercisepersonal leadership. Initiates action, givesdirection and takes responsibility. May needto consider when it is more appropriate tostep back and to let others take the lead.


8Happy to let others take charge, dislikestelling people what to do, unlikely to takethe lead.

Controlling Likes to be in charge, takes the lead, tellsothers what to do, takes control.

7Tends to be cautious when makingdecisions, likes to take time to reachconclusions.

Decisive Makes fast decisions, reaches conclusionsquickly, less cautious.





6Wary of others’ intentions, finds it difficultto trust others, unlikely to be fooled bypeople.

Trusting Trusts people, sees others as reliable andhonest, believes what others say.

4Selective with sympathy and support,remains detached from others’ personalproblems.

Caring Sympathetic and considerate towards others,helpful and supportive, gets involved inothers’ problems.

5Prepared to make decisions withoutconsultation, prefers to make decisionsalone.

Democratic Consults widely, involves others in decisionmaking, less likely to make decisions alone.



Gaining Support

Leaders need to support others to gain their trust and support in return. This requires recognizing theconcerns of people and reconciling them with the agenda for change. Leaders need to empowerbroad-based action and generate early short-term wins to prove the benefit of change. Otherwisetheir followers may only half-heartedly support the vision and strategy as they are afraid of change,or feel that they will not benefit.

Adventurer – Adventurers respond well to thechallenges of change and do not worry toomuch about the possible consequences of tryingnew approaches. They are strongly focused onpragmatic task related aspects of the job andfeel uncomfortable engaging with personalissues and concerns of others. While theirpersonal confidence can provide others withstability and security they tend tounderestimate the personal challengesexperienced by others in adapting to changeand can unintentionally hurt others or fail to gettheir buy-in.

Change Agent – Change Agents listen to people’sviews and concerns, and are astute at judginghow much change is feasible in a particularsituation. They behave consistently with a clearsense of personal values and show respect andpositive regard towards others. They flourish onpressure and provide stability and security toothers in times of uncertainty and change.However, they may find it difficult to make thehard choices and may underestimate the personalchallenges experienced by others in adapting tochange.

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Supporting & Co-operating

Defender – Defenders are strongly focused onpragmatic task related aspects of the job andmaintain effective elements of the status quo bystamping out distracting experiments anddiversions. They are uncomfortable about theprospect of change and are less inclined to trynew approaches for their own sake. While theyfind it easy to make the hard choicessometimes necessary in organizational life, theycan feel uncomfortable engaging with thepersonal issues and concerns of others.

Team Player – Team Players naturally put peopleissues first, supporting colleagues and showingrespect and positive regard towards others. Lessinclined to try new approaches for their own sake,they can find it difficult to cope effectively with thepersonal pressures often associated withorganizational change, preferring to focus onmaintaining effective aspects of the status quo.They behave consistently with a clear sense ofpersonal values and can find it difficult to makehard choices.

Adventurer Change Agent

Defender Team Player



Gaining Support

Supporting & Co-operating 1 2 3 4 5 6 7 8 9 10

4

Strongly focused on pragmatic taskrelated aspects of the job. Finds it easyto make the hard choices sometimesnecessary in organizational life. May feeluncomfortable engaging with the personalissues and concerns of others.

Puts people issues first, supportingcolleagues and showing respect and positiveregard towards others. Behaves consistentlywith a clear sense of personal values. Mayfind it difficult to make the hard choicessometimes necessary in organizational life.


5Prepared to make decisions withoutconsultation, prefers to make decisionsalone.

Democratic Consults widely, involves others in decisionmaking, less likely to make decisions alone.

4Selective with sympathy and support,remains detached from others’ personalproblems.

Caring Sympathetic and considerate towards others,helpful and supportive, gets involved inothers’ problems.



8Dislikes competing with others, feels thattaking part is more important thanwinning.

Competitive* Has a need to win, enjoys competitiveactivities, dislikes losing.

6Wary of others’ intentions, finds it difficultto trust others, unlikely to be fooled bypeople.

Trusting Trusts people, sees others as reliable andhonest, believes what others say.

5Comfortable spending time away frompeople, values time spent alone, seldommisses the company of others.

Affiliative Enjoys others’ company, likes to be aroundpeople, can miss the company of others.

Adapting & Coping 1 2 3 4 5 6 7 8 9 10

1

Focuses on maintaining effective aspectsof the existing system or process. Lessinclined to try new approaches for theirown sake. May find it difficult to copeeffectively with the personal pressuresoften associated with organizationalchange.

Adapts and responds well to change.Flourishes on pressure and copes well withsetbacks. Provides stability and security toothers in times of uncertainty and change.May underestimate the personal challengesexperienced by others in adapting to change.


5Behaves consistently across situations,unlikely to behave differently withdifferent people.

Adaptable Changes behavior to suit the situation,adapts approach to different people.

2Concerned about the future, expectsthings to go wrong, focuses on negativeaspects of a situation.

Optimistic Expects things will turn out well, looks to thepositive aspects of a situation, has anoptimistic view of the future.

3Tends to feel tense, finds it difficult torelax, can find it hard to unwind afterwork

Relaxed Finds it easy to relax, rarely feels tense,generally calm and untroubled.

2 Sensitive, easily hurt by criticism, upsetby unfair comments or insults.

Tough Minded Not easily offended, can ignore insults, maybe insensitive to personal criticism.

9Prefers routine, is prepared to dorepetitive work, does not seek variety.

Variety Seeking Prefers variety, tries out new things, likeschanges to regular routine, can becomebored by repetitive work.

5Openly expresses feelings, finds it difficultto conceal feelings, displays emotionclearly.

Emotionally Controlled Can conceal feelings from others, rarelydisplays emotion.

* Scales marked with an asterisk are rated inversely, meaning higher scores contribute less.



Delivering Success

The effective implementation of strategy requires operational efficiency and commercial acumen.The economic viability of the vision needs to be ensured through the achievement of efficienciesand by winning business in order to grow the organization.

Entrepreneur - Entrepreneurs are mosteffective in getting things started. They preferto explore and address issues flexibly as theyemerge and may find it uncomfortable andartificially constraining to adopt a procedural orprocess orientation. They show an activeinterest in business, commerce and finance and,being highly competitive and ambitious, canoverlook opportunities to celebrate pastachievements. They are inclined to focus onthe pursuit of personal work goals andobjectives, rather than corporate priorities andcommitments.

Business Driver - Business Drivers show anactive interest in business, commerce andfinance. They focus on results, achievement ofpersonal work goals and objectives and careeradvancement. They identify and act upon newopportunities, planning ahead and working in asystematic and organized manner. Generally,they are respected for running the organizationsmoothly and efficiently. However, they canfind it unsettling when required to deviate fromthe plan and may overlook opportunities toappreciate past achievements.

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Organizing & Executing

Idealist – Idealists prefer to explore andaddress issues flexibly as they emerge. Theyderive satisfaction by applying steady effort tothe task at hand and may find it uncomfortableand artificially constraining to adopt a morestructured approach. They are less driven bycommercial considerations, or by the need forpersonal recognition or achievement, beingmore concerned with producing a ‘high-quality’outcome. While they may fail to recognize orcapitalize on potential commercialopportunities, their detached and flexible styleprovides a counter balance to the restlessactivity of organizational life.

Implementer - Implementers specialize ingetting things done. They follow directions andprocedures and plan ahead, working in asystematic and organized manner and derivingsatisfaction by applying a steady and consistentapproach to the task at hand. Implementersfocus on the delivery of a defined product orservice to predetermined standards and canfind it challenging to accommodate deviationsfrom the plan. Given that they are less drivenby commercial considerations, or by the needfor personal recognition or achievement, theycan fail to recognize or capitalize on potentialcommercial opportunities.

Entrepreneur Business Driver

Idealist Implementer



Delivering Success

Organizing & Executing 1 2 3 4 5 6 7 8 9 10

6

Prefers to explore and address issuesflexibly as they emerge. More concernedwith producing a high quality solutionthan in meeting a predeterminedtimeframe for delivery. May find ituncomfortable and artificially constrainingto adopt a procedural or processorientation.

Follows directions and procedures and plansahead, working in a systematic andorganized manner. Focuses on the deliveryof a defined product or service topredetermined standards. May find itchallenging or unsettling to accommodatedeviations from the plan.


5 Sees deadlines as flexible, prepared toleave some tasks unfinished.

Conscientious Focuses on getting things finished, persistsuntil the job is done.

6Unlikely to become preoccupied withdetail, less organized and systematic,dislikes tasks involving detail.

Detail Conscious Focuses on detail, likes to be methodical,organized and systematic, may becomepreoccupied with detail.

3Not restricted by rules and procedures,prepared to break rules, tends to dislikebureaucracy.

Rule Following Follows rules and regulations, prefers clearguidelines, finds it difficult to break rules.



8Happy to let others take charge, dislikestelling people what to do, unlikely to takethe lead.

Controlling Likes to be in charge, takes the lead, tellsothers what to do, takes control.

5Sees career progression as lessimportant, looks for achievable ratherthan highly ambitious targets.

Achieving Ambitious and career-centered, likes to workto demanding goals and targets.

Enterprising & Performing 1 2 3 4 5 6 7 8 9 10

7

Derives satisfaction by applying a steadyand consistent focus to the task at hand.Less driven by commercial considerationsor by the need for personal recognition orachievement. May fail to recognize orcapitalize on potential commercialopportunities.

Focuses on results and the achievement ofpersonal work goals and objectives. Showsan active interest in business, commerce andfinance. Seeks opportunities for self-development and career advancement. Mayoverlook opportunities to step back in orderto appreciate and celebrate pastachievements.


5Sees career progression as lessimportant, looks for achievable ratherthan highly ambitious targets.

Achieving Ambitious and career-centered, likes to workto demanding goals and targets.

8Dislikes competing with others, feels thattaking part is more important thanwinning.

Competitive Has a need to win, enjoys competitiveactivities, dislikes losing.

8 Likes to take things at a steady pace,dislikes excessive work demands.

Vigorous Thrives on activity, likes to keep busy, enjoyshaving a lot to do.







7Tends to be cautious when makingdecisions, likes to take time to reachconclusions.

Decisive Makes fast decisions, reaches conclusionsquickly, less cautious.



About this report

This report was generated using the SHL Expert Assessment System. The use of thisquestionnaire is limited to those people who have received specialist training in its use andinterpretation. The report herein is generated from the results of a questionnaire answered bythe respondent(s) and substantially reflects the answers made by them. Due consideration mustbe given to the subjective nature of questionnaire-based ratings in the interpretation of this data.This report has been generated electronically; the user of the software can make amendmentsand additions to the text of the report. SHL Group plc and its associated companies cannotguarantee that the contents of this report are the unchanged output of the computer system. Wecan accept no liability for the consequences of the use of this report and this includes liability ofevery kind (including negligence) for its contents.

Comparison Group: US Managerial & Professional 2001

© SHL Group plc. 2002 - 2005. All rights reserved.‘SHL’ and ‘OPQ’ are registered trademarks of SHL Group plc.

‘People Performance’ is a trademark of SHL Group plc.

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