BISWAS_DEBAYAN_leadership profile

BFL Leader Report
Prepared For:
DEBAYAN BISWAS
25 May 2016
BIRKMAN
®
BFL Leader Report
G4QFWH DEBAYAN BISWAS
25 May 2016

WELCOME TO THE BFL LEADER REPORT
The BFL Leader Report provides an overview of your leadership profile generated by your responses
to The Birkman Method®, an integrated behavioral, motivational, and leadership assessment backed
by over 50 years of research and application. The Birkman Method® recognizes the intrinsic value
of all styles of leadership behavior and the importance of contrasting perspectives.
The BFL Leader Report offers a non-judgmental approach to individual differences and is designed
to be both descriptive and prescriptive from leadership perspective. The report is prepared to help
you understand more about yourself and identifies multiple dimensions that allow you to realize
your greatest potential to be successful as a leader. You can use this report to develop and refine
your leadership skills.
The BFL Leader Report consists of three sections that highlight your unique leadership style, your
fundamental approach to leadership situations, and insights to deepen your own leadership profile.
LEADERSHIP STYLE GRID ®
The Leadership Style Grid gives you information about your unique style of leadership - your goals,
your approach, what motivates you to lead, and what happens to you under stress.
LEADERSHIP ENVIRONMENT
The Leadership Environment refers to the type of work environment you will most likely emphasize
for your team or organization. This could influence your organizational / occupational vision, work
priorities and actions.
LEADERSHIP STRENGTHS AND NEEDS
The Leadership Strength and Needs gives insights to deepen your own leadership profile and guides
to show you the most effective way to deal with personal relationships, work challenges,
organizing, decision making and more.
A Note About Colors
Colors are used throughout the BFL Leader Report. Colors are used to help simplify complex information by reducing it
to broad categories sharing similar characteristics. Colors are used to describe the world, not limit it by creating isolated
labels. It is not uncommon to find that you have a different color associated with each element of your report. This
reflects how the individual is complex and cannot be completely defined by a single label.
BFL Leader Report
25 May 2016
1
Birkman Direct® by Birkman International, Inc.
Copyright © 2009, Birkman International, Inc. Houston, Texas. All rights reserved.
Only Birkman‐certified consultants or persons working under the direct supervision of such consultants,
are authorized to give you information on this page.

YOUR LEADERSHIP STYLE GRID®
REPORT
DISCOVER YOUR TRUE COLORS
Birkman's Leadership Style Grid uses four color codes and four important symbols:
To describe people's leadership goals
(Asterisk).
To describe people's usual leadership
styles (Diamond).
To describe the kind of environment
people need to show their usual
leadership styles (Circle).
To describe people's stress leadership
styles when their needs are not met
(Square).
PAY ATTENTION TO HOW CLOSE YOUR SYMBOLS ARE TO THE LINES DIVIDING THE COLOR
QUADRANTS. When your Circle is close to the line, you may share needs with both colors, and so
on. The closer your symbols are to the center of the Grid, the more likely you are to be influenced
by the characteristics of the other quadrants.
TM
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25 May 2016
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REPORT
THE ASTERISK SYMBOL (YOUR LEADERSHIP GOALS)
Your leadership goals are described by the Asterisk.Your Asterisk is in the BLUE quadrant.
Your goals as a leader probably have a very creative emphasis.
Goals typical of the BLUE quadrant are:
planning
working with the big picture
encouraging new approaches
innovating
working with ideas
Your BLUE Asterisk shows that you are
interested in, and like to involve others in:
planning
working with the big picture
encouraging new approaches
innovating
working with ideas
Indirect Communication
Direct Communication
Task-
Oriented
People-
Oriented
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REPORT
THE DIAMOND SYMBOL (YOUR USUAL LEADERSHIP STYLE)
The productive way you set about your tasks is described by the Diamond.Your Diamond is in
the RED quadrant, but it also lies fairly close to the Green quadrant. When you are leading
effectively, you are generally direct and commanding.
Usual Leadership Styles in the
RED quadrant are typically:
friendly
decisive and energetic
frank
logical
Your RED Diamond shows that you are generally:
energetic and friendly
decisive and logical
You also tend to be:
practical
assertive
competitive
Indirect Involvement
lower-key style
outgoing, forceful style
Direct Involvement
Task-
Oriented
objective,
detached
style
People-
Oriented
subjective
style
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25 May 2016
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REPORT
THE CIRCLE SYMBOL (YOUR NEEDS)
The environment you need to develop your Usual Leadership Style is described by the
Circle.Your Circle is in the BLUE quadrant. To lead most effectively, you respond best to
people who are reflective and creative.
People with the Circle in the BLUE
quadrant need an environment that:
offers individual support
encourages expression of
feelings
allows time for reflection
gives time for difficult
decisions
Your BLUE Circle shows that you
are most comfortable when people:
support the individual as well as the group
are interested in feelings as well as logic
have time to make complex decisions
have time alone or with one or two others
don't over-schedule you
need lower-key
approach by others
approach by others
need outgoing, forceful
Direct Involvement
Task-
Oriented
need
objective,
detached,
approach
by others
People-
Oriented
need
subjective
approach
by others
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25 May 2016
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REPORT
THE SQUARE SYMBOL (YOUR STRESS LEADERSHIP STYLE)
Your Stress Leadership Style is described by the Square.Your Square is in the BLUE quadrant.
When people don't offer you the support you need, you are likely to become self-critical and
hesitant.
Under stress people with the Square in
the BLUE quadrant:
ignore social convention
become indecisive
find it hard to act
see the worst possibilities
Your BLUE Square shows that your
stress behavior may include your being:
withdrawing
fatigued
indecisive
pessimistic
overly sensitive to criticism
may become withdrawn
forceful, outspoken
may become too
Direct Involvement
Task-
Oriented
may
become
detached,
analytical
People-
Oriented
may
become
subjective
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25 May 2016
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LEADERSHIP ENVIRONMENT
The Leadership Environment refers to the type of work environment you will most likely
emphasize for your team or organization. This could influence your organizational /
occupational vision, work priorities and actions.
Less Similar More Similar
Definition
Exploratory Environment
Exploratory environments place emphasis on new
ideas and innovative thought. These environments are
characterized by specialized knowledge in specific
fields, autonomous leadership practices, and long
term vision.
Relational Environment
Relational environments place emphasis on people
and stakeholder relationships. Growth and
production are measured through the satisfaction of
the client. These environments value influence and a
sense of competition.
Operational Environment
Operational environments place emphasis on tangible
results and operational efficiencies. Work is typically
performed in an expedited manner with focus being
on results. These environments typically are
associated with tangible products or services.
Process Environment
Process environments place emphasis on standards
and quality. These environments will have established
policy and procedures that guide how work is
performed. These environments value measurement
and concrete details.
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YOUR LEADERSHIP STRENGTHS AND NEEDS
In personal relationships, work challenges, organizing, decision making and more, here's how you
deal with everyday life. The following information can provide insights to deepen your
understanding of how these factors operate in all your relational areas.
You gain knowledge about your usual style, considered your most effective style or your natural
strengths. Very importantly, you also see how your needs determine your ideal work environment
and your possible reactions when these needs are not met.
The Leadership Strengths and Needs Report develops your own personal profile and guide to show
you the most effective way to deal with:
Relating to individuals, groups (and feelings)
Handling schedules, systems, procedures, details
Resolving conflict, authority issues and personal independence
Decision making, inclination toward action, patience
Risk taking, incentives, security
Work place intensities, personal life commitments
These areas and others on the Leadership Strengths and Needs Report are designed in both verbal
and graphic form (represented by 3 shaded bars) to provide information on your usual style, what
you need in your ideal environment and which behaviors to try to avoid. An example of the first
bar, Usual Style, is shown below.
Usual Style:
direct and straightforward a balance insightful and intuitive
Each of the three bars symbolizes a range of behaviors that increase in intensity as those particular
behaviors move toward either end of the bar. The lightly shaded mid-range on the bar denotes
behavior that is less intense and not as easily recognized. The arrow pinpoints your individual score
on this spectrum.
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DICTIONARY OF LEADERSHIP COMPONENTS
ESTEEM
Sensitivity in relating to individuals - the way
the individual prefers or needs to deal with
close, personal, one-on-one relational issues.
ACCEPTANCE
Relating to people in groups - the way an
individual relates to others in groups or casual
situations. The degree of participation and
involvement the individual prefers in work,
teams, group and social settings.
STRUCTURE
Systems and procedures - how the individual
controls issues associated with detail, structure,
follow-through, and routine.
AUTHORITY
Directing and controlling - how an individual
deals with authority.
ADVANTAGE
Idealism versus realism - individual and team
competitiveness, how comfortably an
individual deals with security and materialism
with financial or prestige risk.
ACTIVITY
Preferred pace for action - the degree to which
an individual engages in energetic action or
movement. How energy is expressed, directed
and recharged.
CHALLENGE
Self-imposed demands for achievement - how
an individual manages or maintains
commitment and overall self-worth.
EMPATHY
Involvement of feeling - how an individual
expresses and deals with emotions and
feelings; openness or comfort with the
emotional aspects of life.
CHANGE
Dealing with change - how an individual
handles interruptions and disruptions of
significant priorities.
FREEDOM
Personal independence - how unconventional a
person is in outlook. The degree of spontaneity
in life and work situations.
THOUGHT
Active versus reflective orientation - how an
individual deals with decision making. How
much time and thought a person requires and
expects from others when making decisions.
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25 May 2016
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ONE‐ON‐ONE RELATIONSHIPS (NEED FOR ESTEEM)
Usual Style:
direct and straightforward a balance insightful and intuitive
Your ability to be objective and free of self-conscious feelings is a strength naturally resulting
from your preference for frank and direct relationships. You find it easy to come to the point
without beating around the bush.
STRENGTHS
. straightforward
. unevasive
. matter-of-fact
Will Need:
others to be frank and forthright a balance respect of key individuals
NEED: While you appreciate a certain amount of openness and frankness from others, you also
need to feel a personal respect from time to time, especially from the significant people in your
life.
CAUSES OF STRESS: Both too much sentiment and lack of personal concern are likely to cause
you discomfort. Any criticism of you needs to be balanced with genuine praise.
Try to Avoid:
being too blunt a balance feeling unappreciated on occasions
POSSIBLE STRESS REACTIONS WHEN NEEDS ARE NOT MET:
. undue sensitivity
. over-directness
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SOCIAL RELATIONSHIPS (NEED FOR ACCEPTANCE)
Usual Style:
able to work well alone a balance friendly and easy to know
Among your considerable assets is your ability to think and reason independently of group
pressure while at the same time recognizing the importance of group dynamics. As appropriate,
you are able to be either independent or involved.
STRENGTHS
. balances group and private activities
. able to be alone
. able to be with others
Will Need:
plenty of time alone or in small groups a balance to feel part of the group
NEED: In order for you to be really comfortable in group settings, it is important that you have
plenty of time to yourself, with relief from constant social pressure. It is easiest for you to
participate in groups when you identify strongly with their cause.
CAUSES OF STRESS: Without this identity of cause, or when the pressure to participate in
group efforts becomes prolonged or intense, you are likely to feel impatient, perhaps even that
time spent with the group is wasted.
Try to Avoid:
impatient with group interaction a balance over-valuing group opinion
. withdrawal
. impatience
. tendency to ignore groups
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ORGANIZING (NEED FOR STRUCTURE)
Usual Style:
flexible and open to new approaches a balance organized and sequential
You indicate a preference for combining organized and systematic methods with a flexibility of
approach. This results in an ability to give yourself wholly to new things or to follow the
pattern, whichever is appropriate.
STRENGTHS
. balances structure and flexibility
. combines action and planning
. self-starting, but adaptable
Will Need:
only an outline plan to follow a balance a definite plan in place
NEED: The extent to which you introduce system and order into your activities is very much a
function of personal freedom. You can apply yourself to routine and repetitive tasks, but it
helps for you to see the reason, cause or purpose behind the task.
CAUSES OF STRESS: When too much structure is imposed on you, you are likely to feel a loss
of control. This in turn can frustrate you, adding to the difficulty of seeing the purpose of your
task.
Try to Avoid:
weakness in follow-through a balance over-insistence on following procedures
. resistance to routine
. weakened follow-through
. neglect of order and system
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25 May 2016
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AUTHORITY RELATIONSHIPS (NEED FOR AUTHORITY)
Usual Style:
low-key in the exercise of authority a balance directive and commanding
Primarily, your strengths lie in the way in which you combine a respect and appreciation for
positions of authority with a generally pleasant attitude about the exercising of authority. You
can openly express differences of opinion without being domineering.
STRENGTHS
. authoritative, yet agreeable
. balance of assertion and discussion
. deferent while strong-minded
Will Need:
a non-directive, democratic environment a balance to know who is in charge
NEED: However, your needs in this area are rather more on the side of clear-cut and definite
authority. You need to feel that your strengths are recognized by others, and generally need the
support of people whom you consider to be strong and effective.
CAUSES OF STRESS: People who have difficulty handling authority can make you impatient
and uncomfortable. It is important for you to sense firm and forceful direction from those in
authority in order for you to maintain your enthusiasm and morale.
Try to Avoid:
failing to address issues of control a balance becoming domineering, controlling
. provocative statements
. airing opinions too freely
. becoming bossy or domineering
BFL Leader Report
25 May 2016
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IDEALISM AND REALISM (NEED FOR ADVANTAGE)
Usual Style:
oriented towards general benefit a balance oriented toward individual advantage
You will be trustful and open in your dealings with others as long as they give you no reason to
be otherwise. Generally, you display a friendly and cordial attitude, focusing more on intangible
benefits than immediate reward.
STRENGTHS
. trustful
. loyal
. cooperative and well-meaning
Will Need:
an environment based on trust a balance a means of measuring personal performance
NEED: On the other hand, you require the background support of a competitive or influential
group. You have a marked need for a competitive environment, which can be met through
immediate rewards and reassurance of advancement.
CAUSES OF STRESS: When your personal achievements go unheeded or unrecognized, you can
become disheartened, which leads to distrust and self-promotional attitudes. Immediate reward
becomes important.
Try to Avoid:
becoming too idealistic a balance focusing too much on personal payoff
. emphasizing quick success
. being self-protective
. becoming distrustful
BFL Leader Report
25 May 2016
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REFLECTION AND ACTION (NEED FOR ACTIVITY)
Usual Style:
likes to reflect before acting a balance takes direct action to get things done
You display a high energy level and in fact enjoy being active on a regular basis. Adding to this
strength is the fact that you can summon reserves of energy when your schedule demands it.
STRENGTHS
. energetic
. enthusiastic
. vigorous reasoning
Will Need:
personal control over scheduling a balance a busy schedule
NEED: Your naturally high energy level encourages you to take on many activities and projects,
making it easy for you overlook the body's need for rest and recuperation. For optimum
performance, you need time for re-energizing.
CAUSES OF STRESS: When conditions become hurried or you are not provided with the
opportunity to think through a process first, you are likely to feel rushed and perhaps less
effective.
Try to Avoid:
putting things off a balance failing to delegate when necessary
. postponing direct action
. magnifying boredom of projects
. favoring thought over action
BFL Leader Report
25 May 2016
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YOUR VIEW OF YOURSELF (NEED FOR CHALLENGE)
Usual Style:
self-confident, focused on success a balance has high expectations of self, others
Your natural confidence serves to give you a pleasant and quietly persuasive demeanor. Others
tend to regard you as being charming and gracious, largely a result of your positive self-image,
with which you capitalize on your personal strengths.
STRENGTHS
. personal charm
. pleasant and accepting
. confident in abilities
Will Need:
a success-oriented environment a balance personal challenges
NEED: Your self-confidence can hide your very real need to be in situations and surroundings
that do not place unrealistic demands on your abilities. Also, your relationships should be
emotionally supportive and non-punishing.
CAUSES OF STRESS: Often, people with such a strong positive self-image find it difficult to
accept blame, because it results in unpleasant feelings about self. Any criticism of you should
be balanced with praise.
Try to Avoid:
denying responsibility for errors a balance expecting too much of self and others
. unrealistic expectations
. sidestepping uncomfortable situations
. avoiding critical self-evaluation
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DEALING WITH EMOTIONS (NEED FOR EMPATHY)
Usual Style:
objective and detached a balance sympathetic and warm
You prefer not to get too involved in the emotional problems of other people, recognizing the
importance of keeping the facts in sight. But at the same time, you have a genuine
understanding and even sympathy for others' feelings.
STRENGTHS
. objective, yet warm
. sympathetic, yet practical
Will Need:
an unemotional environment a balance an outlet for subjective issues
NEED: By contrast, you function best in surroundings which encourage you and others to
express and work out your emotional responses. You need to feel that your problems are
important to others, that others are aware of your personal feelings.
CAUSES OF STRESS: When you sense that your feelings are being overlooked or ignored by
others, you are inclined to overemphasize the importance of your feelings and become
dispirited, perhaps even getting depressed.
Try to Avoid:
discounting people's feelings a balance worrying unnecessarily
. becoming overly sensitive
. loss of objectivity
. strong discouragement
BFL Leader Report
25 May 2016
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DEALING WITH CHANGE (NEED FOR CHANGE)
Usual Style:
concentrates attentions well a balance likes a variety of simultaneous tasks
You have no problem concentrating and focusing on the immediate task; however, being able to
combine your concentration with responsiveness to new things is one of your very real assets.
STRENGTHS
. attentive, yet concentrative
. balances routine with variety
. handles distractions well
Will Need:
adequate notice of any change a balance plenty of different calls on attention
NEED: By contrast, though, you feel most at ease in surroundings which offer the prospect of
plenty of variety. Frequent changes of activity stimulate your concentrative abilities.
CAUSES OF STRESS: Your underlying need for change and variety can disrupt your ability to
finish the tasks before you. When this happens, you may find yourself feeling "spread too thin,"
unable to give each project the attention you know it deserves.
Try to Avoid:
failing to accept necessary change a balance getting distracted too easily
. overemphasis on variety
. becoming distractible
. wanting quick results
BFL Leader Report
25 May 2016
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INDEPENDENCE (NEED FOR FREEDOM)
Usual Style:
understands how most people think a balance individualistic in outlook
While you are not generally bound by convention, you are able to resist the temptation to be
individualistic for its own sake. Your preferred pattern is to strike a balance between the
unorthodox and the conventional.
STRENGTHS
. balances conformity and independence
. individualistic, yet restrained
. consistent, but distinctive
Will Need:
a predictable environment a balance opportunities for individuality
NEED: However, maximum support for your strengths can be found in surroundings that
encourage an independence of attitude and outlook. You need to sense an emphasis on
self-expression and individuality.
CAUSES OF STRESS: When you feel that others are not open to your sense of personal
freedom, you are likely to wind up in a struggle to win that recognition, becoming
overly-individualistic, nonconforming and perhaps somewhat rebellious.
Try to Avoid:
discomfort with unusual ideas a balance being different for its own sake
. non-conventional behavior
. individualism for its own sake
. unpredictability of action
BFL Leader Report
25 May 2016
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MAKING DECISIONS (NEED FOR THOUGHT)
Usual Style:
sees issues in terms of black and white a balance handles ambiguous situations well
You usually make decisions with a minimum of hesitation and prefer to get right to the
important issues. It is your nature to reflect quickly and with confidence, and to give opinions
and evaluations decisively.
STRENGTHS
. matter-of-fact
. decisive
. direct
Will Need:
issues reduced to their simplest form a balance plenty of time for complex decisions
NEED: Despite your strengths, you prefer not to be forced into making quick decisions and
judgments. You recognize that some issues can be complicated or ambiguous, and you need to
feel that you have plenty of time to consider all the possibilities.
CAUSES OF STRESS: Although you are quick on your feet, you can feel hurried and rushed
when situations require quick and decisive action. The resulting insecurity can make you overly
cautious.
Try to Avoid:
being impulsive a balance indecision when pressured
. over-concern for consequences
. postponing decisions
. underlying anxiety
BFL Leader Report
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BFL LEADER REPORT SUMMARY
Leadership Components
Usual Needs Stress
99 50 1 1 50 99
6 62Esteem Relating to Individuals
62 9Acceptance Relating to People in Group
66 16Structure Systems and Procedures
51 96Authority Directing and Controlling
25 79Advantage Incentives and Competition
99 12Activity Preferred Pace for Action
3 3Challenge Self Imposed Demands
37 95Empathy Involvement of Feeling
52 99Change Dealing with Change
63 96Freedom Personal Independence
32 92Thought Action or Reflection
Leadership Environment
Exploratory Environment
Relational Environment
Operational Environment
Process Environment
Leadership Style Grid
Direct Involvement
Task‐
Oriented
People‐
Oriented
Implementing
Organizing
Enterprising
Creating
Your Preferred Activities
Your Usual Style: how you work
most effectively
Your Needs/Your Stress Behavior
BFL Leader Report
25 May 2016
21

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