This document provides a summary of Heba Saleh's results from CareerLeader assessments in interests, motivators, and skills. For interests, she scored highest in coaching/mentoring, application of technology, and theory development/research. Her top motivators were positioning, prestige, and intellectual challenge. She rated herself highly in interpersonal effectiveness, power/influence, and analysis/decision making skills compared to other professionals. The report provides details on how Heba's interests, motivators and skills can inform her career choices and satisfaction.
This document provides a summary of Hamaidu Fadika's results from CareerLeader assessments in interests, motivators, and skills taken on May 25, 2015. It shows that his highest interests are in influencing others, creative production, and coaching/mentoring. His top motivators are power/influence, lifestyle, and security. He is most confident in his interpersonal effectiveness skills and power/influence skills compared to other business professionals. The document provides analysis and descriptions of the implications of his key results areas.
This document provides the results of Madison Krieger's CareerLeader assessment, which evaluated her interests, motivators, and skills. Her top interests are in theory development and research, coaching and mentoring, and application of technology. She is most motivated by altruism, power and influence, and affiliation/positioning. The summary provides an overview of Madison's key interests and motivators and how they may guide her career choices.
This document provides Jonathon Hogg's results from career assessment testing done on September 1, 2016. It includes an overview of the CareerLeader assessment approach and then details Jonathon's results in the areas of interests, motivators, skills, and things to consider. The interests section shows Jonathon's level of interest in 8 core work activities compared to other professionals. It identifies his highest interests as quantitative analysis and influencing others. The motivators section lists 13 potential motivators and Jonathon's rating for each, with his top motivators being positioning, financial gain, and security. The skills section rates Jonathon's confidence in 4 leadership skills areas compared to others, identifying his highest skills as interpersonal effectiveness and power/influence.
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
Growing your business can be hard work. But, it becomes even harder when you continually focus on “areas for improvement”… There is an alternative; it is called a “Bright Spots Approach”.
In this presentation you will learn:
- Why you should focus more on bright spots
- How other companies are successfully using bright spots to grow faster
- Why bright spots focus will also help you fix the weak spots in your company
- How you can get started quickly
Employer Branding - 10 tips to avoid the bear trapsSAS
The document provides 10 tips for avoiding pitfalls in the employer branding process. It recommends building a diverse project team, spending time on research and messaging before implementation, allowing creatives freedom within the research guidelines, and thinking about how the employer brand will be applied throughout the employee journey and integrated into various HR and communications functions long-term. The goal is an authentic brand that reflects organizational culture and achieves strategic goals through consistent application.
Are you ready to innovate? Get your free Innovation Readiness AssessmentBryan Cassady
Think about your Bright Spots for growth...
Are you ready to innovate and want your organization to get smarter?
Most successful innovation programs start with some sort of formal or informal assessment. An assessment provides an objective view that can be used to put together an action plan to make innovation happen.
Our innovation assessment benchmark now includes over 300 companies.
Learn more in this presentation and then go to
www.fast-bridge.et/innovready/
To get your free Innovation Readiness Assessment.
The document discusses five ways for managers to address lazy employees: constantly reminding workers of their duties; providing additional training; adding responsibilities; introducing incentives for meeting targets; and having private chats to discuss performance and minimize disagreements. Managing employees effectively is important for the organization's future success.
This document provides a summary of Hamaidu Fadika's results from CareerLeader assessments in interests, motivators, and skills taken on May 25, 2015. It shows that his highest interests are in influencing others, creative production, and coaching/mentoring. His top motivators are power/influence, lifestyle, and security. He is most confident in his interpersonal effectiveness skills and power/influence skills compared to other business professionals. The document provides analysis and descriptions of the implications of his key results areas.
This document provides the results of Madison Krieger's CareerLeader assessment, which evaluated her interests, motivators, and skills. Her top interests are in theory development and research, coaching and mentoring, and application of technology. She is most motivated by altruism, power and influence, and affiliation/positioning. The summary provides an overview of Madison's key interests and motivators and how they may guide her career choices.
This document provides Jonathon Hogg's results from career assessment testing done on September 1, 2016. It includes an overview of the CareerLeader assessment approach and then details Jonathon's results in the areas of interests, motivators, skills, and things to consider. The interests section shows Jonathon's level of interest in 8 core work activities compared to other professionals. It identifies his highest interests as quantitative analysis and influencing others. The motivators section lists 13 potential motivators and Jonathon's rating for each, with his top motivators being positioning, financial gain, and security. The skills section rates Jonathon's confidence in 4 leadership skills areas compared to others, identifying his highest skills as interpersonal effectiveness and power/influence.
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
Growing your business can be hard work. But, it becomes even harder when you continually focus on “areas for improvement”… There is an alternative; it is called a “Bright Spots Approach”.
In this presentation you will learn:
- Why you should focus more on bright spots
- How other companies are successfully using bright spots to grow faster
- Why bright spots focus will also help you fix the weak spots in your company
- How you can get started quickly
Employer Branding - 10 tips to avoid the bear trapsSAS
The document provides 10 tips for avoiding pitfalls in the employer branding process. It recommends building a diverse project team, spending time on research and messaging before implementation, allowing creatives freedom within the research guidelines, and thinking about how the employer brand will be applied throughout the employee journey and integrated into various HR and communications functions long-term. The goal is an authentic brand that reflects organizational culture and achieves strategic goals through consistent application.
Are you ready to innovate? Get your free Innovation Readiness AssessmentBryan Cassady
Think about your Bright Spots for growth...
Are you ready to innovate and want your organization to get smarter?
Most successful innovation programs start with some sort of formal or informal assessment. An assessment provides an objective view that can be used to put together an action plan to make innovation happen.
Our innovation assessment benchmark now includes over 300 companies.
Learn more in this presentation and then go to
www.fast-bridge.et/innovready/
To get your free Innovation Readiness Assessment.
The document discusses five ways for managers to address lazy employees: constantly reminding workers of their duties; providing additional training; adding responsibilities; introducing incentives for meeting targets; and having private chats to discuss performance and minimize disagreements. Managing employees effectively is important for the organization's future success.
Business Lens is an innovative toolkit designed to give you a comprehensive overview of the most important functional areas and business dimensions in your company. It brings into focus the critical “soft spots” and most powerful "growth enablers" showing you where best to start in order to transform your company. Business Lens reveals the hidden forces you can harness to grow your business.
Businesses are complex structures. The closer you are to your business and the more involved you are in its day-to-day operations, the harder it is to stand back and consider the company as a whole. It is difficult to understand a business from every angle with a high level of granularity.
Business Lens provides a valuable guide to this complex process. By answering a series of structured questions, you are made aware of potential issues in your business and can identify some ‘quick fixes’ to apply right away to push your company to the next level.
Business Lens draws upon an impressive and invaluable body of research. The assessment toolkit uses the latest concepts validated by leading experts in the most relevant fields: growth strategy (Michael Porter, Gary Hamel, Jay Abraham); management (Peter Drucker, Tom Peters, Gary Hamel); marketing (Philip Kotler, David Ogilvy*, Seth Godin); sales (Zig Ziglar, Tom Hopkins, Chet Holmes); leadership (Stephen R. Covey, Ken Blanchard, Tom Peters, Marshall Goldsmith, Robin Sharma); motivation (Daniel Pink, Daniel Goleman); and personal development (Stephen R. Covey*, Anthony Robbins). The instrument also draws on the fundamentals of business developed by classic writers such as Dale Carnegie and Napoleon Hill.
The tool is designed to:
- Give you a structured approach to business and the way it should be viewed and analysed
- Walk you through the essential elements of a business, including the 16 most important functions and dimensions
- Identify where you stand personally and how your organization is positioned today in those areas that can "make or break” a business
- Reveal which areas you should focus on immediately in order to bring significant improvement to your company
- Challenge you to ask yourself important questions about your business
- Arm you with a series of tactics you can adopt in your company, in order to take it to the next level
Introduction to Entrepreneurial Management - Entrepreneurship 101 (2012/2013)MaRS Discovery District
Starting a new business is not the same as running an operating business. As Steve Blank puts it "a startup is an idea looking for a business model". Over the last decade a number of management practices have emerged that recognizes the particular challenges facing new ventures. In particular, Blank's Customer Development Model and the related "Lean" movement are increasingly popular with entrepreneurs of all sorts. This lecture introduces and define the key concepts of the new entrepreneurial management practices and illustrate how startups can utilize them at any step of their process.
The document discusses developing an intentional career brand. It emphasizes that a career brand is personal and based on understanding oneself. Developing a brand involves addressing what employers look for - what job an individual wants, their ability and willingness to do the job, and how they will fit with the team. The document provides tips for creating an effective brand message and motivating others through positive emotions. It stresses the importance of engagement, breaking mental barriers, and taking personal responsibility for one's career through tools like a brand management plan.
7 reasons why good employees can quit your startupsAadil Khan
Good employees can leave startups for several key reasons:
1. They feel undervalued and uncared for after being hired if managers do not maintain personal involvement with them. Mistreatment and a lack of caring breeds resentment in employees.
2. They want creativity and growth opportunities but find themselves working excessively long hours like founders. This prevents work-life balance and challenges employees who want to learn, not just work long hours.
3. If startups do not allow employees' space for creativity and empowerment, seeing their ideas implemented, then employees will not find the environment useful.
4. Employees seek new skill development but some startups trap people in dead-end roles, forcing talent
Pulse Surveys - Do They Make Sense - 23jul15TalentMap
More and more, employers say short quarterly, monthly, weekly or even daily polls—sometimes a single question at a time—provide data on how their teams actually feel and catch problems before they fester. Frequent surveys are even replacing annual employee surveys at some companies, but most top employers are starting to use both.
The document discusses organizational structures for omnichannel commerce success. It outlines three phases that business functions move through - Incubate, Expand, and Integrate. In the Incubate phase, "new" functions like ecommerce are often separate to provide focus. In the Expand phase, functions learn to embrace digital in their processes and work more collaboratively. In the Integrate phase, functions reach a tipping point where online and offline teams are integrated with a focus on the customer across channels. The document provides advice for assessing an organization's current phase and how to improve performance through leadership, expertise, resources, linkage of teams, and aligned goals and communication.
This career report summarizes Juan Briano's strengths, favorable career positions, potential exposures, and strategies for career navigation based on his responses to the "I Opt" survey. The report finds that Juan is likely analytical, enjoys learning, is creative, values accuracy, and communicates clearly. It suggests careers with bounded variety, controlled interaction, and consistency would be a good fit. The report also outlines some exposures, like overinvestment, and tips for addressing them, such as experimenting occasionally.
Building High Performance Sales Teams - University of Georgia Sales AcademyDave Brookmire
The author outlines how to create high performing sales teams and how sales leaders can coach and develop their talent. The multi-generational issues are discussed along with implications for development of talent.
How Performance Recognition Impacts Innovation and Employee EngagementInnovation Excellence
This document discusses how performance recognition impacts employee engagement, innovation, and output. It finds that employees who receive recognition are over twice as likely to be highly engaged compared to those who do not. Recognition also fuels innovation, as employees who receive strong recognition generate nearly twice as many new ideas per month to improve their company. Finally, recognition increases employee output, with over 50% of employees working at 90% capacity or above when companies focus on recognition, compared to only 40% when recognition is weak. The document recommends that managers thoughtfully combine both frequent, informal recognition of ongoing efforts as well as less frequent but more formal recognition of above-and-beyond performance.
Maynard Foundation presentation on Entrepreneurship and Management, in Journa...Andrew Rosenthal
An invited talk at the Nieman Center at Harvard, for the Maynard Foundation fellows, on entrepreneurship and management. Three case studies on intrapreneurship.
Startup Playbook for founders & employees, written by Toucan's founders (2021)Toucan Toco
As a founder or startup employee do you find your 24 hours-a-day too short ?
After 5 years growing Toucan Toco we do too.
In the end there is only one solution : prioritize !
“But what should I focus on when we are 2 founders in a garage ? A 10 people team with no fundings ? A structured team of 50 ?
I heard about OKR, 360 Reviews, Squads, BSPCE, Wiki, core values… But what should I do in the next weeks among those actions, process and strategies ?”
To help you answer these questions, we’ve created an easily consumable documentation, full of ressources, to share our learnings and documentation efforts.
Looking for the right process at the right stage ? This slideshare is for you.
This document discusses performance management, compensation, career mapping, and leadership at Tata. It provides information on factors that influence performance and compensation. Career mapping is defined as a process to help people actively manage their careers by considering values, skills, interests, and desired destination. The document also includes a career values map to assess one's current career situation. Key elements of a career map and characteristics of a leader according to Tata are outlined. The conclusion emphasizes discovering one's work and giving one's whole heart to it.
We’re excited to share a data-driven look at what makes successful founders. We’ve surveyed VCs and distilled characteristics that differentiate successful founders from not so successful ones. What’s your founder superpower? #BasisForSuccess
This presentation presents an explanation for workplace turnover, and how managements can deal with it. I gave this presentation in November 2008 to the Local Government Association (SA) HR retreat at Goolwa.
Systematic Business Innovation for StartupsSteve Taylor
This presentation has evolved from a talk I gave at Silicon Beach 2012, via Tallinn University of Technology February 2013 to this version for the Executive Business Centre at Bournemouth University on 230413.
It is an introduction to the background and tools I use to help startups and early stage digital, creative and content companies build a robust business 'vehicle' to drive (sorry!) growth.
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
This document presents and analyzes a matrix comparing different approaches to organizing work priorities and their impact. It discusses positioning various activities like business initiatives, trainings, and team management in different areas of the matrix based on their priority and impact. The document considers how these approaches align with perspectives of both organizations and employees. It acknowledges the matrix may need future updates and solicits feedback to improve it over time.
Innovation A Core Business Concept Part2Arun Kottolli
The document discusses the importance of innovation and strategic experimentation for businesses. It outlines how firms can institute an innovation process through trial and error experiments to test new business ideas and learn from the outcomes. Several alterations are suggested to the conventional planning process to support strategic experimentation, such as focusing on critical unknowns, communicating expectations, reviewing outcomes frequently, and measuring lead indicators rather than numerical targets. The goal is to explore future strategies and learn from experiments given the unpredictability of an emerging industry.
Shane Bywater is a business consultant and speaker with over 25 years of experience across various industries. He provides insights and perspectives to transform business outcomes and people's performance. Some of his areas of expertise include sales and customer service strategies, relationship development, coaching and mentoring programs, and project management. Shane aims to connect with people in an engaging yet uncomplicated style to provide valuable insights. He has qualifications in marketing, management, and leadership assessments.
This short document promotes creating presentations using Haiku Deck, a tool for making slideshows. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In just one sentence, it pitches the idea of using Haiku Deck to easily create engaging slideshow presentations.
Business Lens is an innovative toolkit designed to give you a comprehensive overview of the most important functional areas and business dimensions in your company. It brings into focus the critical “soft spots” and most powerful "growth enablers" showing you where best to start in order to transform your company. Business Lens reveals the hidden forces you can harness to grow your business.
Businesses are complex structures. The closer you are to your business and the more involved you are in its day-to-day operations, the harder it is to stand back and consider the company as a whole. It is difficult to understand a business from every angle with a high level of granularity.
Business Lens provides a valuable guide to this complex process. By answering a series of structured questions, you are made aware of potential issues in your business and can identify some ‘quick fixes’ to apply right away to push your company to the next level.
Business Lens draws upon an impressive and invaluable body of research. The assessment toolkit uses the latest concepts validated by leading experts in the most relevant fields: growth strategy (Michael Porter, Gary Hamel, Jay Abraham); management (Peter Drucker, Tom Peters, Gary Hamel); marketing (Philip Kotler, David Ogilvy*, Seth Godin); sales (Zig Ziglar, Tom Hopkins, Chet Holmes); leadership (Stephen R. Covey, Ken Blanchard, Tom Peters, Marshall Goldsmith, Robin Sharma); motivation (Daniel Pink, Daniel Goleman); and personal development (Stephen R. Covey*, Anthony Robbins). The instrument also draws on the fundamentals of business developed by classic writers such as Dale Carnegie and Napoleon Hill.
The tool is designed to:
- Give you a structured approach to business and the way it should be viewed and analysed
- Walk you through the essential elements of a business, including the 16 most important functions and dimensions
- Identify where you stand personally and how your organization is positioned today in those areas that can "make or break” a business
- Reveal which areas you should focus on immediately in order to bring significant improvement to your company
- Challenge you to ask yourself important questions about your business
- Arm you with a series of tactics you can adopt in your company, in order to take it to the next level
Introduction to Entrepreneurial Management - Entrepreneurship 101 (2012/2013)MaRS Discovery District
Starting a new business is not the same as running an operating business. As Steve Blank puts it "a startup is an idea looking for a business model". Over the last decade a number of management practices have emerged that recognizes the particular challenges facing new ventures. In particular, Blank's Customer Development Model and the related "Lean" movement are increasingly popular with entrepreneurs of all sorts. This lecture introduces and define the key concepts of the new entrepreneurial management practices and illustrate how startups can utilize them at any step of their process.
The document discusses developing an intentional career brand. It emphasizes that a career brand is personal and based on understanding oneself. Developing a brand involves addressing what employers look for - what job an individual wants, their ability and willingness to do the job, and how they will fit with the team. The document provides tips for creating an effective brand message and motivating others through positive emotions. It stresses the importance of engagement, breaking mental barriers, and taking personal responsibility for one's career through tools like a brand management plan.
7 reasons why good employees can quit your startupsAadil Khan
Good employees can leave startups for several key reasons:
1. They feel undervalued and uncared for after being hired if managers do not maintain personal involvement with them. Mistreatment and a lack of caring breeds resentment in employees.
2. They want creativity and growth opportunities but find themselves working excessively long hours like founders. This prevents work-life balance and challenges employees who want to learn, not just work long hours.
3. If startups do not allow employees' space for creativity and empowerment, seeing their ideas implemented, then employees will not find the environment useful.
4. Employees seek new skill development but some startups trap people in dead-end roles, forcing talent
Pulse Surveys - Do They Make Sense - 23jul15TalentMap
More and more, employers say short quarterly, monthly, weekly or even daily polls—sometimes a single question at a time—provide data on how their teams actually feel and catch problems before they fester. Frequent surveys are even replacing annual employee surveys at some companies, but most top employers are starting to use both.
The document discusses organizational structures for omnichannel commerce success. It outlines three phases that business functions move through - Incubate, Expand, and Integrate. In the Incubate phase, "new" functions like ecommerce are often separate to provide focus. In the Expand phase, functions learn to embrace digital in their processes and work more collaboratively. In the Integrate phase, functions reach a tipping point where online and offline teams are integrated with a focus on the customer across channels. The document provides advice for assessing an organization's current phase and how to improve performance through leadership, expertise, resources, linkage of teams, and aligned goals and communication.
This career report summarizes Juan Briano's strengths, favorable career positions, potential exposures, and strategies for career navigation based on his responses to the "I Opt" survey. The report finds that Juan is likely analytical, enjoys learning, is creative, values accuracy, and communicates clearly. It suggests careers with bounded variety, controlled interaction, and consistency would be a good fit. The report also outlines some exposures, like overinvestment, and tips for addressing them, such as experimenting occasionally.
Building High Performance Sales Teams - University of Georgia Sales AcademyDave Brookmire
The author outlines how to create high performing sales teams and how sales leaders can coach and develop their talent. The multi-generational issues are discussed along with implications for development of talent.
How Performance Recognition Impacts Innovation and Employee EngagementInnovation Excellence
This document discusses how performance recognition impacts employee engagement, innovation, and output. It finds that employees who receive recognition are over twice as likely to be highly engaged compared to those who do not. Recognition also fuels innovation, as employees who receive strong recognition generate nearly twice as many new ideas per month to improve their company. Finally, recognition increases employee output, with over 50% of employees working at 90% capacity or above when companies focus on recognition, compared to only 40% when recognition is weak. The document recommends that managers thoughtfully combine both frequent, informal recognition of ongoing efforts as well as less frequent but more formal recognition of above-and-beyond performance.
Maynard Foundation presentation on Entrepreneurship and Management, in Journa...Andrew Rosenthal
An invited talk at the Nieman Center at Harvard, for the Maynard Foundation fellows, on entrepreneurship and management. Three case studies on intrapreneurship.
Startup Playbook for founders & employees, written by Toucan's founders (2021)Toucan Toco
As a founder or startup employee do you find your 24 hours-a-day too short ?
After 5 years growing Toucan Toco we do too.
In the end there is only one solution : prioritize !
“But what should I focus on when we are 2 founders in a garage ? A 10 people team with no fundings ? A structured team of 50 ?
I heard about OKR, 360 Reviews, Squads, BSPCE, Wiki, core values… But what should I do in the next weeks among those actions, process and strategies ?”
To help you answer these questions, we’ve created an easily consumable documentation, full of ressources, to share our learnings and documentation efforts.
Looking for the right process at the right stage ? This slideshare is for you.
This document discusses performance management, compensation, career mapping, and leadership at Tata. It provides information on factors that influence performance and compensation. Career mapping is defined as a process to help people actively manage their careers by considering values, skills, interests, and desired destination. The document also includes a career values map to assess one's current career situation. Key elements of a career map and characteristics of a leader according to Tata are outlined. The conclusion emphasizes discovering one's work and giving one's whole heart to it.
We’re excited to share a data-driven look at what makes successful founders. We’ve surveyed VCs and distilled characteristics that differentiate successful founders from not so successful ones. What’s your founder superpower? #BasisForSuccess
This presentation presents an explanation for workplace turnover, and how managements can deal with it. I gave this presentation in November 2008 to the Local Government Association (SA) HR retreat at Goolwa.
Systematic Business Innovation for StartupsSteve Taylor
This presentation has evolved from a talk I gave at Silicon Beach 2012, via Tallinn University of Technology February 2013 to this version for the Executive Business Centre at Bournemouth University on 230413.
It is an introduction to the background and tools I use to help startups and early stage digital, creative and content companies build a robust business 'vehicle' to drive (sorry!) growth.
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
This document presents and analyzes a matrix comparing different approaches to organizing work priorities and their impact. It discusses positioning various activities like business initiatives, trainings, and team management in different areas of the matrix based on their priority and impact. The document considers how these approaches align with perspectives of both organizations and employees. It acknowledges the matrix may need future updates and solicits feedback to improve it over time.
Innovation A Core Business Concept Part2Arun Kottolli
The document discusses the importance of innovation and strategic experimentation for businesses. It outlines how firms can institute an innovation process through trial and error experiments to test new business ideas and learn from the outcomes. Several alterations are suggested to the conventional planning process to support strategic experimentation, such as focusing on critical unknowns, communicating expectations, reviewing outcomes frequently, and measuring lead indicators rather than numerical targets. The goal is to explore future strategies and learn from experiments given the unpredictability of an emerging industry.
Shane Bywater is a business consultant and speaker with over 25 years of experience across various industries. He provides insights and perspectives to transform business outcomes and people's performance. Some of his areas of expertise include sales and customer service strategies, relationship development, coaching and mentoring programs, and project management. Shane aims to connect with people in an engaging yet uncomplicated style to provide valuable insights. He has qualifications in marketing, management, and leadership assessments.
This short document promotes creating presentations using Haiku Deck, a tool for making slideshows. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In just one sentence, it pitches the idea of using Haiku Deck to easily create engaging slideshow presentations.
English for industrial mahinery students. j1jhon-fdk
An industrial maintenance mechanic performs preventative maintenance on machinery and equipment to minimize downtime. Some key responsibilities include troubleshooting issues, replacing defective parts, fabricating replacement parts, and maintaining inventory of equipment and supplies. The mechanic must have strong mechanical skills as well as understand technical documentation like diagrams, manuals, and engineering specifications. Maintaining a safe work environment and communicating with production staff are also important aspects of the role.
An industrial maintenance mechanic is responsible for maintaining production and quality by ensuring the operation of machinery and mechanical equipment. Some key duties include ensuring equipment operation through preventative maintenance, locating sources of problems, removing defective parts, adjusting functional parts, and controlling downtime for routine maintenance. The role requires skills in equipment maintenance, technical understanding, safety procedures, use of power tools, attention to detail, flexibility, supervision, job knowledge, and productivity. Maintaining equipment inventories, resources, and providing mechanical information are also important aspects of the role.
This document is a personality profile report for an individual named Heba Saleh. The report was generated by Willamette University based on Heba's responses to the DiSC Classic personality assessment. The report provides an overview of Heba's highest personality dimension (Influence), potential strengths and weaknesses, and unique personality profile pattern. It also describes the DiSC model and its four dimensions to provide context for understanding Heba's results.
English for industrial mahinery students. j1jhon-fdk
An industrial maintenance mechanic performs preventative maintenance on machinery and equipment to minimize downtime. Some key responsibilities include troubleshooting issues, replacing defective parts, calibrating components, fabricating replacement parts, and maintaining inventory records. The mechanic also keeps updated on industry developments by participating in training programs and reviewing technical publications. The goal is to ensure all equipment is in safe and effective working condition while improving productivity and minimizing maintenance costs.
Este documento contiene ejercicios de matemáticas de 5° grado sobre divisiones, fracciones equivalentes, multiplicación, conversiones de unidades de longitud y suma y resta de números de 7 cifras. Incluye 13 ejercicios de divisiones con sus cocientes y restos, 10 pares de fracciones para determinar si son equivalentes, 12 problemas de multiplicación, 20 conversiones entre unidades de longitud como metros, centímetros y milímetros, y 10 problemas de suma y resta con números de 7 cifras.
This document provides a summary of Heba Saleh's Kolb learning style inventory results. It shows that her strongest learning preferences are for concrete experience (86th percentile) and active experimentation (70th percentile). Her next strongest preference is for reflective observation (68th percentile), followed by abstract conceptualization (5th percentile). The document also explains Kolb's model of the learning cycle and the four different learning styles/preferences - concrete experience, reflective observation, abstract conceptualization, and active experimentation. It provides descriptions of each learning style and suggestions for how Heba can apply her results.
Este documento describe un grupo de estudiantes de entre 11 y 13 años de edad en el sexto y séptimo grado de una escuela pública. Los estudiantes provienen de un nivel socioeconómico medio-bajo y el nivel de inglés en la escuela es bajo. El enfoque pedagógico es humanista, y el documento enumera las competencias de escucha, lectura, escritura, monólogo y conversación que se busca desarrollar en los estudiantes.
Este documento define y clasifica diferentes tipos de números, incluyendo números naturales, primos, compuestos, reales, racionales, irracionales e enteros. También explica que los números naturales son utilizados para contar y describen sus características principales. Además, define qué son los números primos y compuestos y explica la diferencia entre números racionales e irracionales. Por último, menciona brevemente la numeración romana.
The document contains details about Mahendrakumar Chaudhari including his contact information, education qualifications, work experience in marketing roles for Berger Paints and Airtel, skills, and personal details. Chaudhari has over 8 years of work experience in sales and marketing. He holds an MBA and B.Pharmacy and has achieved success growing sales and establishing new processes in his roles.
My Experience with the Division of Youth CorrectionsCaberon Curry
The document summarizes the author's 15-week internship with the Colorado Division of Youth Corrections (DYC). Some key points:
1) The DYC's core values relate to Maslow's hierarchy of needs. Motivational interviewing, used by DYC client managers, draws from theories of motivation.
2) The author received training in gender-specific resources, Native American cultural awareness, suicide prevention, and victim's rights. These topics connect to courses in abnormal psychology, psychology and the law, and human growth and development.
3) Staff at DYC facilities use a "Sanctuary" model based on psychological principles like emotional intelligence and social responsibility to mitigate trauma
Este documento presenta el plan de estudios de un curso sobre Tecnologías de la Información y la Comunicación (TIC) para una Licenciatura en Educación Primaria. El curso busca desarrollar competencias en el uso pedagógico de las TIC y está dividido en cuatro unidades que abordan temas como la búsqueda y verificación de información en Internet, herramientas de comunicación y colaboración, producción y gestión de información, y proyectos de aprendizaje integrados con TIC.
Rita Amro is a Jordanian user experience designer born in 1993 in Amman, Jordan. She is currently pursuing her BSc in Computer Graphics and Animation at Princess Sumaya University for Technology and has worked as a tutor, teaching assistant, secretary, and freelance experience designer. She is proficient in programming languages like Swift, C++, and SQL and has experience developing Android and iOS applications.
This document discusses developing an effective business strategy through a strategic planning process. It outlines four key questions to answer: 1) How do customers see us? 2) How do we see ourselves? 3) How do we see the future? 4) What are we going to do? The strategic planning process involves gathering input from customers, employees, and competitors to develop a vision for the future of the business and a specific action plan for the upcoming year. Regular review and implementation is emphasized to ensure the strategic plan is put into action and the business can adapt as needed.
This document discusses developing an effective business strategy through a strategic planning process. It outlines four key questions to answer: 1) How do customers see us? 2) How do we see ourselves? 3) How do we see the future? 4) What are we going to do? The strategic planning process involves gathering input from customers, employees, and competitors to develop a vision for the future of the business and a specific action plan for the upcoming year. Regular review and implementation is important to ensure the strategic plan guides the business and does not just sit on a shelf.
This document discusses developing an effective business strategy through a strategic planning process. It outlines four key questions to answer: 1) How do customers see us? 2) How do we see ourselves? 3) How do we see the future? 4) What are we going to do? The strategic planning process involves gathering input from customers, employees, and competitors to develop a vision for the future of the business and a specific action plan for the upcoming year. Regular review and implementation is emphasized to ensure the strategic plan is put into action and the business can adapt as needed.
Taller Plan de Negocios para el Desarrollo de Emprendimentos de base ceintifi...Markus Schreyer
The document provides guidance on key sections to include when developing a business plan, such as problem/solution, unique value proposition, team, market, customers, economics, funding, execution plan, and product testing. It emphasizes the importance of execution excellence and testing assumptions through methods like the Lean Canvas tool and product testing with potential clients. A comment is included about Brazilians not looking forward or backward and just living in the present.
This is my full result from the test, kindly use the information t.docxkbrenda
This is my full result from the test, kindly use the information that suits what is needed, Welcome to your career report! There's a lot of information here, so take your time and read through it at your own pace.
· I study business administration in university.
Your report is split up into different sections, each of which addresses a different factor in your career search. You'll learn about your interests, your personality, and the jobs and work environments that suit you best. You'll get personalized advice and suggestions for exploring your career options and planning a successful job search.
You can read your report straight through, or you can skip to the sections that interest you most. Remember, your results are saved to your personal account. You can come back and refer to them anytime you need to.
So, let's get started!
Your Career Interest Profile
This section shows your top career interest areas. There are 6 total interest areas, each with its own set of typical work tasks, roles, and values. Some of these interest areas will appeal to you, while others will be less attractive. Choosing a career which is a good match for your interest profile ensures that you enjoy your daily work and get satisfaction out of your accomplishments.
The Six Interest Areas
Each of the six interest areas describes a cluster of related work tasks and activities. People who are drawn to each of these interest areas tend to have certain characteristics, preferences, and personality traits in common.
Building
Building jobs involve the use of tools, machines, or physical skill. Builders like working with their hands and bodies, working with plants and animals, and working outdoors.
Thinking
Thinking jobs involve theory, research, and intellectual inquiry. Thinkers like working with ideas and concepts, and enjoy science, technology, and academia.
Creating
Creating jobs involve art, design, language, and self-expression. Creators like working in unstructured environments and producing something unique.
Helping
Helping jobs involve assisting, teaching, coaching, and serving other people. Helpers like working in cooperative environments to improve the lives of others.
Persuading
Persuading jobs involve leading, motivating, and influencing others. Persuaders like working in positions of power to make decisions and carry out projects.
Organizing
Organizing jobs involve managing data, information, and processes. Organizers like to work in structured environments to complete tasks with precision and accuracy.
Your Top Interests
Your primary interest area is also called your career type. Your career type describes the kind of job tasks and activities you enjoy doing, as well as what motivates and satisfies you at work. Certain personality traits and characteristics are associated with each career type.
Your secondary interest area shows what sorts of interests you may have, beyond your primary interest area. You can use your secondary interest area to get additi.
Module 3 business planning with benefit of hindsightrestartplatform
This document provides information about business planning and experimentation. It discusses the importance of business planning, but also notes that experimentation may be a better approach in some cases. Business plans are important for setting goals and evaluating progress, but they do not guarantee success. The document outlines common myths about business planning, such as the idea that plans are only for startups or only needed for raising capital. It emphasizes that plans should be concise and focus on key questions like the problem being solved, target customers, competition, and financial projections. Overall, the document suggests that while planning is valuable, experimenting and getting early customer feedback may be lower risk approaches in some sectors compared to traditional business planning models.
Australian Not-for-Profit CIO Forum March 2011 - Rob LivingstoneLivingstone Advisory
Australian Not-for-Profit CIO Forum March 2011 - Presentation on The Importance of Mentoring to CIOs and IT Managers - Supporting sustained, positive transformational change in IT and Organisations
This document provides a personal profile for Mark Karalius based on an assessment of his behaviors in 8 areas: developing expertise, thinking and planning, communicating expectations, structuring tasks, leading the team, building relationships, focusing on quality, and achieving results. For each area, it describes Mark's likely approach, focus, how others may perceive him, and actions he could take to enhance his performance. The profile suggests Mark prefers a flexible approach with less emphasis on structure, communication, and producing results through others. He may be best suited to a role with limited requirements in these areas that allows independent work and supporting others.
Objective I am seeking employment with a company where I can us.docxcherishwinsland
Objective: I am seeking employment with a company where I can use my talents and skills to grow and expand the company. Also, I want to succeed in a stimulating and challenging environment, building the success of the company while I experience advancement opportunities.
Education & Qualifications: BSc Administration Management, May 2017
Western Kentucky University
· Fluent Arabic and English
Work History: Admin clerk, Aug 2010 – Jan 2011
Saudi Airlines - Riyadh
Personal Skills Strengths & Profile:
· Quick learner, keen to learn and improve skills
· Self-motivation and ability to take the initiative.
· Problem solving skills
· Ability to work well under pressure
DEVELOPING YOUR
PERSONAL CAREER PLAN
Deliverables:
1. Complete the Personal Career Plan Tools in the Appendix at the end of the document. You should copy and paste the tools into a separate word document. Name the document YourlastnameCareerPlanTools.doc. You will upload this document to the Assignments area in Blackboard.
2. Create a personal resume. Name the document YourlastnameResume.doc. You will upload this document to the Assignments area in Blackboard.
3. Write a 3-5 page reflection paper (12 point font, double spaced) addressing your personal experience in Career Planning. Address each component from the Six-stage Career Development model included in this packet. (See page 2.) What did you learn from this exercise? You may need think about activities you would like to do for Steps 5 and 6 to include in this assignment. This paper is based on your thoughts and supportive documentation is not required.
Objectives of the Personal Career Strategy Assignment
1. Identify characteristics/attributes in support of your personal career brand.
2. Explore personal and University of Louisville institutional assets that will enhance your education and job search process.
3. Package past activity and build clear future goals.
Developing Your Personal Career Strategy
Successful organizations create strategic plans to provide a long-term vision of what they aim to become. They also specify goals and related objectives and then strategic plans that will take them incrementally toward the realization of the vision. This process parallels as a useful paradigm for successful career management. This document can help you develop a personal career management strategy and plan. It gives an overview of the career development process and brief description of each stage and introduces exercises culminating in your own plan.
The 6 Stages of Career Development
The model below depicts the six stages of the career development cycle. In progressing through the stages, you will develop goals and strategies for pursuing a satisfying career. Over time, you will cycle through the process again as you evolve. Career decisions are not one-time events, but steps in a life-long career development process. Research indicates that, on average, people change jobs seven times and careers.
This document discusses business planning and the importance of experimentation. It begins by outlining what will be covered in the business planning module, including getting back to basics on business plans, debunking common myths, improving plans over time, and learning from experimentation. It then discusses what business plans are and why they are important, addressing myths around business planning. The document emphasizes that while planning is important, experimentation is also critical for building resilient businesses and planning for difficulties. Business plans should incorporate learning from previous attempts and focus on addressing investors' main concerns around the executive summary, management team, and financials. Overall, the document promotes balancing thorough planning with a willingness to test assumptions and adapt plans based on real-world feedback
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Neil Thornton HBA, MA
A new report for the Human Resource Professionals Association, directed to the Human Resource manager. Brand, Influence and Presence are the 3 keys to success.
LinkedIn provided a course at how to win the retention game? finding the perfect employee for the job is a very hard task, despite some saying everyone is replaceable, read here why and how to win back your loyal employees and how to retain others.
Being a better boss-How to reduce turnoverDr. Zar Rdj
This document provides tips for reducing employee turnover by being a better boss. It discusses how costly employee turnover is for companies and outlines four main steps managers can take: 1) make time for training and onboarding new employees, 2) open lines of communication through regular check-ins, 3) offer flexible working environments to improve work-life balance, and 4) get employees involved in volunteering to find meaning in their work. The document emphasizes that the number one reason employees quit is due to having a bad boss and provides strategies within each step to help managers reduce turnover.
Strategic planning is important for companies to survive and succeed in today's rapidly changing global marketplace. Most companies do not have a proper strategic plan and only focus on short-term goals rather than long-term vision and direction. Strategic planning provides companies with purpose, direction, and a way to align all business activities. It requires creating a clear vision and values, developing a well-thought out plan with input from inside and outside the company, and committing to great execution through communication and accountability. Companies that strategically plan and implement their plans have much higher success rates than those that do not plan strategically.
Trigger Strategies - How to Develop an Effective Training Program, That Produ...Neil Thornton HBA, MA
A report based on over 20 years of training experience; what works and what is a complete waste of time when it comes to training in the business world
Banker's U workshop presentation covers marketing skills and resources for new business endeavors; Build confidence and motivation in working for yourself or seek a broader job pool for the existing skills you have.
For book purchase, licensing for the stage or more information please visit our website.
Watch video: http://youtu.be/bBvlJYTpW5g
Available on Amazon from John DeGaetano Productions
http://www.amazon.com/author/johndegaetano
http://www.johndegaetanoproductions.com
This document discusses best practices for succession management and employee retention. It explores current trends showing many upcoming retirements and skills shortages. Effective succession management focuses on individual development aligned with organizational strategy. It identifies high potentials and provides career development, rather than just filling positions. Regular talent reviews and leadership assessments help develop successors and retain top employees. Measuring outcomes ensures the process works to prepare internal candidates for future leadership roles.
The document discusses the importance of getting mentoring to beef up career skills. It recommends determining mentoring goals, recognizing good mentors, and directly requesting mentorship while being a commendable mentee. Potential mentors include bosses, professors, and leaders successful in one's field. The relationship benefits the mentee's personal growth, guidance in their career path, and learning from the mentor's expertise and experience.
2. OVERVIEW
CareerLeader® is a fully integrated approach to business career self-assessment built on the premise that one's interests,
motivators and skills will drive their future career success and satisfaction.
This report contains your personalized results from the CareerLeader program: Interests, Motivators, Skills, Career Match,
CultureMatch™, and Things to Be Alert For. When reviewing these six sections, we encourage you to pay special attention to
your highest (and lowest) scores, as well as to any results that surprise you.
HEBA SALEH PAGE 1
3. MY INTERESTS
This table shows how interested you are in each of the eight core elements of work in business and other organizations (when
compared to several hundred thousand other business professionals). For example:
A score of 88 means that your interest in this area is stronger than 88% of other business professionals.•
A score of 25 means that your interest is stronger than 25% of other business professionals (therefore 75% of them are
more interested than you are).
•
CORE ACTIVITY SCORE DETAILS
Coaching and Mentoring
Personal High
99
Enjoy helping develop employees and others to reach their fullest potential. Often
prefer work with high social values, and organizations with a collaborative culture.
Application of Technology
Personal High
96
Interested in learning about and using new technologies. Enjoy analyzing and
designing (or redesigning) business processes such as production and operations
systems.
Theory Development and Research
Personal High
85
Interested in high-level abstract thinking about business issues, and the theory (as
well as the practice) of business strategy. Enjoy doing in-depth research.
Influencing Others
61
Enjoy persuading others,whether to buy a product or service or to support a
proposal. Often enjoy making presentations, but may prefer writing or one-to-one
negotiations.
Enterprise Control
46
Interested in setting business strategy and having the power to ensure that the
strategy is carried out. Ultimately want general management role.
Quantitative Analysis
30
Prefer solving business issues by "running the numbers." Enjoy building computer
models, doing financial and market research analysis.
Managing People and Teams
16
Interested working with and through others on a day-to-day basis to accomplish
concrete business goals. Enjoy leading teams, and prefer line management to
staff roles.
Creative Production
10
Enjoy brainstorming novel ideas for products and services. Prefer early, creative
stages of businesses and projects to later "maintenance" phase.
Personal High: This interest is significantly stronger than your other interests, regardless of its numeric value.
HEBA SALEH PAGE 2
4. My Key Interests
How well your career aligns with your key interests is the best predictor of how successful and satisfied you'll be in your
work.
You have a notably high interest in the following core elements of work in business and other organizations:
COACHING AND MENTORING
You enjoy developing relationships -- and people -- and view this as an integral part of business work. The emphasis is more on the
relationships than achieving concrete goals, and on relationships with individuals rather than with groups. That being said, a strong interest
in Coaching and Mentoring does not imply that you want to be a psychotherapist or a counselor. This interest is clearly to be expressed in
a work setting by helping people reach their full potential in the workplace.
With this core interest, you're likely to be highly attuned to your company's mission and culture.
You will also appreciate working in organizations that:
place a high value on developing employees•
reward managers who focus their energy on developing and retaining people who report to them•
"do good" through their products, services, and mission
You'll also prefer work environments in which you feel you're adding value to the business endeavor, specifically through
teaching, mentoring, and coaching others.
•
APPLICATION OF TECHNOLOGY
You enjoy taking a systematic, engineering-like approach to solving problems and understanding systems and processes -- regardless of
whether you've ever studied engineering. You feel comfortable with technology and like to know how things work. And, you probably enjoy
using technology both in your work and outside of it. You may want to express this interest by working in businesses that involve
technology, either as a product or as an integral part of the services they provide.
However, an interest in Application of Technology cannot be equated to an interest in engineering. While most professional engineers do
have an interest in Application of Technology, many people who have never studied engineering also share this interest.
In the workplace, you will likely enjoy activities such as:
understanding the information technology aspect of things (even if you don't work in IT)•
seeking ways to increase profitability by re-engineering processes•
researching how your firm's supply chain system works•
maximizing the new technologies you use personally (PDAs, laptops, software, etc.)•
If you have both a strong interest in Application of Technology and strong engineering skills, companies that value prior engineering
training may be a good fit. Some manufacturing and technology-oriented firms view an engineering degree as a "membership card"
necessary for promotion into high-level management positions. If you don't have engineering credentials, you should avoid companies that
have this kind of professional-engineer bias.
HEBA SALEH PAGE 3
5. THEORY DEVELOPMENT AND RESEARCH
You enjoy solving business problems by taking a conceptual "big picture" approach. You explore abstract ideas and the "what ifs" of a
business or industry, and take into consideration broad economic and social trends.
In the workplace, you will likely enjoy activities such as:
analyzing a company's competitive position in a particular market•
considering the value proposition of a merger or acquisition•
designing a new process for product development or distribution•
developing economic theory•
A singular interest in Theory Development and Research is relatively unusual among business professionals, and is usually associated
with working in an individual contributor role. Many strategy consultants (those involved more in "knowledge development" than business
development), investment analysts, marketing analysts, and academics have a strong interest in Theory Development and Research.
If you eventually move into a management role, you are likely to be attracted to industries in which Theory Development and Research
plays a dominant role (e.g. managing investment and marketing analysts).
HEBA SALEH PAGE 4
6. MY MOTIVATORS
This table shows how motivated you are by each of the 13 motivators typically found in work in business and other
organizations. The higher the number, the more important it is to you.
MOTIVATOR SCORE DETAILS
Positioning 12
The position offers experience and access to people and opportunities that will position me well
for my next career move.
Prestige 11 The position is with an organization that commands a great deal of prestige in its field.
Intellectual Challenge 9 The position offers consistent intellectual challenge.
Lifestyle 9
The position allows ample time to pursue other important aspects of my lifestyle (family, leisure
activities, etc.)
Power and Influence 8
The position offers the opportunity to exercise power and influence (to be an influential
decision-maker).
Variety 7 The position provides a great deal of variety in the nature of the work performed.
Altruism 6
The position offers the satisfaction of regularly helping others with their individual or business
concerns.
Affiliation 4 The position offers a setting with enjoyable colleagues with whom I feel a sense of belonging.
Managing People 4 The position offers the opportunity to manage and direct other people.
Autonomy 3 The position offers considerable autonomy and independence.
Security 3
The position offers a great deal of security in terms of predictable salary, benefits, and future
employment.
Recognition 2
The position is in an environment where individual accomplishments are recognized with praise
from peers and superiors.
Financial Gain 0 The position provides excellent opportunity for exceptional financial reward.
HEBA SALEH PAGE 5
7. My Key Motivators
Your motivations today are likely to stay true for several years, and are important to take into account as you think about your
career. That being said, pursuing a job or career that you don't really enjoy simply because you want the reward is a strategy
likely to lead to dissatisfaction (and to you not being very successful as a result). It is also important to keep in mind: some
motivations are unlikely to change over time, some are likely to change as you get older, and others may change with changes
in life circumstances.
You are most highly motivated by the rewards you see below. A job that comes with very little of these rewards is
unlikely to be satisfying for long. You may be able to suffer through it for a while, and it may be worth it to suffer a bit
if it is clear that after that initial period there will be a definite change. But, if this path will continue to offer very little
of these rewards for a substantial period of time, this should be a clear warning to you.
POSITIONING
Having positioning as a key motivator means that you have a plan, which is generally a very good thing when it comes to managing your
career. You are thinking long-term, and recognize that a career is a path, and that a "position" is a point. The only issue here is: What's
your next career move? And the one after that? And after that? And...?
So, as best you can, you need to decide on your end point and then move backwards. To start, you need to answer where you want to go.
Then, you need to answer are you sure that's where you really want to go? If so, what do you need to learn to get there, and to be
successful once you're there? What are the possible paths you can take to get there? Then, think strategically. If taking a certain path
closes a number of doors, while another path leaves some "exits" if you change your mind, the smart move might be to take path #2.
For example: You want to be an entrepreneur, and have no financial expertise or experience. How about a job in investment banking as a
first step? You're sure to learn a lot about finance there! True, but is it the kind of finance you need to know about if your plan is to be an
entrepreneur (assuming you're not going to be launching your business with an immediate IPO and market capitalization in the
billion-dollar range). Something to think about ...
PRESTIGE
If prestige is a strong motivator for you, it's good that you recognize it. A lot of people want prestige, but aren't willing to admit it -- even to
themselves. There's a lot to be said for working for a "premium brand" name. For example, it may make future career moves significantly
easier if the company is one everyone has heard of, and recognizes as a quality organization. The only caveat here is to make sure you're
distinguishing between a prestigious organization, and a prestigious position or title. If you want to be Chief Financial Officer four years out
of school, it's probably not going to be with Microsoft or Procter & Gamble.
HEBA SALEH PAGE 6
8. MY SKILLS
This table reflects your level of confidence (when compared to several hundred thousand other business professionals) in each
of four core basic leadership skills factors. While self-confidence is a powerful predictor of actual performance, we
recommend that you also ask for feedback from other people who are able to assess your skills. Please note that there are both
personal and cultural differences in how people tend to assess their abilities. If you think you tend to "undervalue" your own
skill level, for whatever reason, you should take that into account when considering your results.
COMPARISON SCORE: A 90 means that your self-confidence is higher than 90% of those business professionals. A 10 means that 90% of the business professionals are
more confident than you are.
INTERPERSONAL
EFFECTIVENESS
Good at working with, and through, other people. Understand people and how to motivate them. A good
team member, as well as team leader. Engender others' trust. A skillful negotiator.
Although all 41 skills from the Leadership Skills Profile are used to compute your score on each factor, these are the most important individual skills for this factor. This is a
measure of your perception of your skill versus the perception that other people have of their own skill. While self-confidence is a powerful predictor of actual performance,
we recommend that you also ask for feedback from other people who are able to assess your skills.
YOUR SCORE: your assessment of your skill level•
COMPARISON SCORE: your assessment compared to several hundred thousand other business professionals' assessments of their own skill levels•
360 SCORE: your raters' assessment of your skill level•
SKILL YOUR
SCORE
COMPARISON
SCORE
360
SCORE
DESCRIPTION
Openness to Criticism 93
87th
percentile
- Accepts critical feedback without getting defensive.
Ability to Teach 98
87th
percentile
- Clear and patient when explaining things; a good teacher.
Ability to Compromise 97
87th
percentile
- Able to compromise when the situation calls for it.
Empathy Skills 98
85th
percentile
- Can see things from other people's points of view.
Gaining Trust 98
83rd
percentile
- Inspires other people's trust.
Listening Skills 98
83rd
percentile
- Listens to other people in a way that they feel understood.
Sensitivity and Tact 98
82nd
percentile
-
Sensitive and tactful: promotes an atmosphere of good feeling and
mutual consideration.
Respect for Others 97
82nd
percentile
-
Respectful of other people's points of view, as well as their time and
priorities.
Teamwork 98
80th
percentile
- A team player: cooperative, works well as part of a group.
Comfort with Differences 97
79th
percentile
-
Comfortable and effective in relating to people from many different
backgrounds and cultures.
Self-control 80
68th
percentile
- Does not act or speak impulsively; does not easily lose composure.
HEBA SALEH PAGE 7
9. COMPARISON SCORE: A 90 means that your self-confidence is higher than 90% of those business professionals. A 10 means that 90% of the business professionals are
more confident than you are.
POWER AND
INFLUENCE
A persuasive communicator, able to "tailor" arguments to different audiences. Skilled at building relationships,
networking and motivating others. Not easily embarrassed, and willing to risk failure if necessary. Able to make
difficult leadership decisions.
Although all 41 skills from the Leadership Skills Profile are used to compute your score on each factor, these are the most important individual skills for this factor. This is a
measure of your perception of your skill versus the perception that other people have of their own skill. While self-confidence is a powerful predictor of actual performance,
we recommend that you also ask for feedback from other people who are able to assess your skills.
YOUR SCORE: your assessment of your skill level•
COMPARISON SCORE: your assessment compared to several hundred thousand other business professionals' assessments of their own skill levels•
360 SCORE: your raters' assessment of your skill level•
SKILL YOUR
SCORE
COMPARISON
SCORE
360
SCORE
DESCRIPTION
Motivational Ability 95
88th
percentile
-
Understands how to motivate different kinds of people to do their
best work.
Conflict Tolerance 93
87th
percentile
-
Able to be effective in an environment where strong and opposing
views are being expressed.
Assertiveness 96
87th
percentile
-
Able to defend a point of view and to confront others appropriately
when necessary.
Sociability 97
86th
percentile
-
Socially venturesome and self-assured; forms new relationships
easily and works to maintain them.
Oral Communication 90
86th
percentile
-
A skillful public speaker, good at presenting ideas and plans in a
persuasive manner.
Leadership Confidence 98
84th
percentile
- Comfortable taking a leadership role.
Political Skill 90
82nd
percentile
-
Knows how to get things done within the political framework of an
organization.
Projection of Confidence 90
81st
percentile
- Projects self-confidence, even in uncertain and difficult situations.
Influence 80
69th
percentile
-
Can influence and persuade other people, even without direct
authority.
Power-orientation 50
23rd
percentile
- Comfortable asserting authority and using power.
HEBA SALEH PAGE 8
10. COMPARISON SCORE: A 90 means that your self-confidence is higher than 90% of those business professionals. A 10 means that 90% of the business professionals are
more confident than you are.
ANALYSIS AND STRATEGIC
DECISION MAKING
Skilled at identifying the essential elements involved in a business situation, as well as analyzing
them (both logically and quantitatively) to arrive at a decision. Able to be both objective and
flexible in generating and evaluating ideas.
Although all 41 skills from the Leadership Skills Profile are used to compute your score on each factor, these are the most important individual skills for this factor. This is a
measure of your perception of your skill versus the perception that other people have of their own skill. While self-confidence is a powerful predictor of actual performance,
we recommend that you also ask for feedback from other people who are able to assess your skills.
YOUR SCORE: your assessment of your skill level•
COMPARISON SCORE: your assessment compared to several hundred thousand other business professionals' assessments of their own skill levels•
360 SCORE: your raters' assessment of your skill level•
SKILL YOUR
SCORE
COMPARISON
SCORE
360
SCORE
DESCRIPTION
Quantitative Analysis 98
91st
percentile
- Skillful using quantitative analysis to understand business issues.
Comfort with Risk 95
87th
percentile
-
Takes risks when appropriate, isn't afraid to innovate and
experiment.
Strategic Thinking 95
85th
percentile
- A strategic thinker: able to grasp the big picture and think long-term.
Critical Thinking 95
83rd
percentile
-
Able to think critically (define a problem and determine the
information needed to solve it; understand unspoken assumptions;
form and test hypotheses; and judge the validity of conclusions).
Flexibility 95
82nd
percentile
-
Adapts easily to changing situations and is able to adopt new
approaches when necessary.
Recognition of Opportunity 90
82nd
percentile
- Recognizes new opportunities and acts to take advantage of them.
Creative Thinking 93
81st
percentile
-
Able to think creatively, generating new ideas and approaches to
situations.
Written Communication 88
75th
percentile
- A good writer, expresses ideas and positions clearly.
Decisiveness 80
73rd
percentile
-
Able to make decisions even in ambiguous situations and without full
information.
Quick Thinking 87
64th
percentile
-
Picks up new ideas and processes new information quickly and
easily.
Merit-orientation 75
59th
percentile
- Judges ideas and people on merit alone, without bias or favoritism.
HEBA SALEH PAGE 9
11. COMPARISON SCORE: A 90 means that your self-confidence is higher than 90% of those business professionals. A 10 means that 90% of the business professionals are
more confident than you are.
BRINGING MANAGEMENT
STRUCTURE
Skilled at accomplishing concrete goals at work (either independently or by delegating to
others). Pragmatic and practical. Able to juggle many tasks and reliably produce results.
Although all 41 skills from the Leadership Skills Profile are used to compute your score on each factor, these are the most important individual skills for this factor. This is a
measure of your perception of your skill versus the perception that other people have of their own skill. While self-confidence is a powerful predictor of actual performance,
we recommend that you also ask for feedback from other people who are able to assess your skills.
YOUR SCORE: your assessment of your skill level•
COMPARISON SCORE: your assessment compared to several hundred thousand other business professionals' assessments of their own skill levels•
360 SCORE: your raters' assessment of your skill level•
SKILL YOUR
SCORE
COMPARISON
SCORE
360
SCORE
DESCRIPTION
Delegating 95
89th
percentile
- Delegates appropriately and effectively.
Action-orientation 98
86th
percentile
- Action-oriented: makes sure that decisions are implemented.
Resilience 93
85th
percentile
- Handles pressure and stress well.
Multiple Focus 90
75th
percentile
- Able to juggle many projects and responsibilities at once.
Persistence 85
66th
percentile
- Doesn't get discouraged and give up on things easily.
Day-to-Day Responsibility 85
62nd
percentile
- Takes good care of the day-to-day aspect of running things.
Time Management 80
61st
percentile
- Manages own time well.
Work Ethic 90
61st
percentile
-
Has a strong work ethic, willing to make sacrifices to achieve
important goals.
Organizational Priority 75
56th
percentile
-
Able to make decisions that are in the best interest of the
organization, even though they cause individual people distress.
HEBA SALEH PAGE 10
12. My Key Skills
Don't let yourself make the very common mistake of pursuing a career that you're not really excited about simply because
you're good at it. Like choosing a career that doesn't interest you just because it pays well, this is a recipe for you to lead an
unsatisfying, and ultimately unsuccessful, career. Think first, "What am I really interested in?" and then, "What careers will
let me express those interests, and for which I have the skills I'll need to succeed?" Keep in mind that to succeed, you need
enough skill to do the work. But, once you've cleared that threshold, you're fine. Is more skill better? Maybe. But, if you and a
colleague have the same skill level, and that person is far more interested in the work, chances are they will be more
successful.
And, while self-confidence is a powerful predictor of actual performance, we recommend that you also ask for feedback from
other people who are able to assess your skills.
These are skills in which you are significantly more confident than other business professionals.
QUANTITATIVE ANALYSIS Skillful using quantitative analysis to understand business issues.
HEBA SALEH PAGE 11
13. MY CAREER MATCH
Utilizing sophisticated and complex algorithms, you have been compared to satisfied, successful business professionals in 33
different careers. Your score represents how closely you align with the career on a 0 to 100 scale. The higher the score, the
better the match.
A score of 90 means that you are more similar to people in that career than 90% of several hundred thousand other business
professionals.
•
A score of 10 means that you are more similar than only 10% of other business professionals.•
What defines a "good" match? Scores in the 90s? Where's the cut-off? Unfortunately, there's no definitive answer to that
question.
If you have seven scores of 92 and above, and your next score is 88, you should consider those seven as your good
matches, and then ignore the 88 and any scores below it.
•
But, if your highest score is 92, followed by an 88, then you should consider them both good matches.•
And, if your highest score is 82, then you should consider that a good match.•
Of course, this rule breaks down the lower the numbers go. For example, a score of 7 is not a good match, even if it is your
highest.
•
As you look at your results, you probably need to think long-term, not "my very next job." If you're about to graduate with a
business degree, you're very unlikely to be hired as an investment fund manager. So, if that's your goal, think of it as a career
"beacon," and chart your course towards it. Remember, a career is a path, not a point.
PROJECT MANAGEMENT 96 VERY HIGH
RESEARCH AND DEVELOPMENT MANAGEMENT 96 VERY HIGH
MANAGEMENT OF NEW PRODUCT DEVELOPMENT 96 VERY HIGH
SECURITIES TRADING 96 VERY HIGH
MANAGEMENT IN SCIENCE AND ENGINEERING 96 VERY HIGH
INVESTMENT MANAGEMENT (PORTFOLIO MANAGEMENT AND SECURITIES ANALYSIS) 96 VERY HIGH
INFORMATION SYSTEMS MANAGEMENT 92 VERY HIGH
SUPPLY CHAIN MANAGEMENT 84 VERY HIGH
PRODUCTION AND OPERATIONS MANAGEMENT 84 VERY HIGH
HUMAN RESOURCE MANAGEMENT 82 HIGH
PRIVATE EQUITY INVESTMENT (INCLUDING LEVERAGED BUY-OUT) 76 HIGH
ENTREPRENEURSHIP 75 HIGH
FINANCE IN CORPORATE SETTINGS 67 MID-RANGE
INSTITUTIONAL SECURITIES SALES 65 MID-RANGE
REAL ESTATE DEVELOPMENT 41 MID-RANGE
NON-PROFIT MANAGEMENT (HIGHER EDUCATION, GOVERNMENT AND HUMAN SERVICES) 38 MID-RANGE
REAL ESTATE FINANCE 36 MID-RANGE
HEBA SALEH PAGE 12
14. STRATEGIC PLANNING 31 LOW
PUBLIC RELATIONS AND COMMUNICATIONS 30 LOW
INVESTMENT BANKING 28 LOW
VENTURE CAPITAL 26 LOW
GENERAL MANAGEMENT 26 LOW
TRAINING AND ORGANIZATIONAL DEVELOPMENT 22 LOW
MANAGEMENT CONSULTING 17 LOW
ADVERTISING ACCOUNT MANAGEMENT 17 LOW
FINANCIAL PLANNING AND STOCK BROKERAGE 15 VERY LOW
LAW 12 VERY LOW
COMMERCIAL BANKING 5 VERY LOW
ACCOUNTING 4 VERY LOW
SALES MANAGEMENT 2 VERY LOW
RETAIL MANAGEMENT 1 VERY LOW
MARKETING AND MARKETING MANAGEMENT -1 VERY LOW
BUSINESS DEVELOPMENT AND SALES -2 VERY LOW
HEBA SALEH PAGE 13
15. MY CULTUREMATCH™
This analysis was developed for you based on the assessment of the four fundamental dimensions of personality, each of
which has a parallel in organizational culture. Each scale is independent of the other three, and are neither positively nor
negatively related.
COLLABORATION AND CONSIDERATION HIGH
In an organizational culture high in Collaboration and Consideration, building and preserving a warm, friendly atmosphere is viewed as
important to the success of the group, and is encouraged by top management. You have a high score on this dimension of organizational
culture. This means you will be happiest in a group that values, and whose members are characterized by, paying attention to the
individuals doing the work, the relationships between team members, as well as the work itself.
This doesn't mean that you aren't able to set that cultural element aside and put task performance first -- or make decisions that other
people don't like. But, if you were surrounded by people who don't appear to make much effort to understand their co-workers or make them
feel valued, you would be at odds with the prevailing organizational culture. You might come to view them as needlessly harsh,
self-centered, rigid and uncompromising -- even uncaring. And, they might come to view you as soft, unwilling to make tough decisions
when it comes to people, someone who always makes them be the "bad guy", and perhaps as someone whose feelings are easily hurt (and
thus, someone they need to be careful around).
You may see quite clearly the value of having people around who aren't as concerned with the "feeling" side of business as you are, and
who are comfortable dispensing with diplomacy. (They are, after all, likely to be emotionally "low maintenance" people to manage.) You just
don't want to be one of those people. And, the problem will arise if that aspect of organizational culture is dominant. In any work setting,
there are bound to be toes stepped on and feelings bruised. But, you would like to see people at least try to avoid treading on others, and
be genuinely sorry if they do.
Can you put the needs of the organization first, even when doing so is going to distress people (terminating someone's employment, for
example)? Certainly. But, you're likely to feel distressed yourself "feeling their pain." Can you work in a group for which "collaborative" and
"considerate" would not be the first adjectives that would come to mind? Yes. But, not having some sense that other members of the group
value and care about you as a person, would take away much of the satisfaction you could derive from your work.
When a project manager in a well-known strategy consulting firm was advised that his management style was off-putting, he replied: "Look,
our clients pay us a lot of money for these engagements. And, we pay our consultants a lot of money to work here. Why should I waste our
profit margin asking people how their weekends were, or whether their kid's cold is better? I don't expect, or even want, my manager to ask
me. I have a job to do, and so do they." He didn't care, and he didn't mind others' not caring. You would care, on both counts.
What to look for in an organization
How "warm" does the place feel overall? As you walk down the hall, are people friendly and eager to greet you? Do they seem genuinely
happy to see each other?
•
Is this an "up or out" organization where you either advance or leave? If so, how soon does the "cut" come? How severe is it? Do one of
every five make it to the next level, or one of fifty? Most importantly, what impact does this have on the relationships among the people
trying to be one of those five or fifty?
•
How much do people in this culture know about each other on a personal level?•
Do company policies allow for flexibility for taking care of sick children, or other such concerns?•
How much does this culture appear to embrace "social Darwinism" (people who succeed do so for good reason, and winnowing out the
weaker players is a good thing)?
•
Do people genuinely seem to care about each other (look not at how they treat you, but how they treat each other -- and especially at
how they treat staff assistants and others below them in the hierarchy)?
•
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16. EXTRAVERSION AND DECISIVENESS MIDDLE
An organizational culture characterized by a high level of the Extraversion and Decisiveness factor is a competitive environment where
people are outgoing and assertive, and enjoy assuming a leadership role. In such a culture, pushing an agenda (within limits) to get things
done is seen as a good thing.
People view meetings, discussions, debates, and negotiations not as annoying distractions from the "real" work, but rather as the work --
and they enjoy it. Similarly, while some people view social and business networking as an unavoidable chore, they see it as a fundamental
-- and fun -- part of their work.
The low Extraversion and Decisiveness culture is characterized by teamwork (not "stars") and open competition and aggressiveness being
uncommon. The person for whom this is a mismatch may be seen as a bit of a "bull in a china shop" or, even worse, as someone who is
only out for themselves -- who wants to be the star with a "supporting cast," rather than to help the team win.
Someone with a high score on Extraversion and Decisiveness needs to be especially careful in his or choice of organizational culture. The
person who is low on Extraversion and Decisiveness may be ineffective in a high Extraversion and Decisiveness culture, but the cultural
mismatch won't be jarring. On the other hand, the person high in Extraversion and Decisiveness operating in a low Extraversion and
Decisiveness culture will be highly visible to everyone around. They might come to be seen as people who "suck up all the air in the room,"
and don't stop talking long enough for anyone else to voice an opinion.
The saying -- "The nail that sticks up gets hammered down" -- is a particularly apt description of a low Extraversion and Decisiveness
culture. Be sure not to put yourself in a position to attract the hammer.
A low score on this scale doesn't mean that someone is indecisive, or an "introvert." (Remember: CultureMatch describes the kind of work
environment someone will be most comfortable and successful in. It doesn't pretend to "diagnose" people's personality types.) And, it
doesn't mean that people are not determined to get ahead in their careers. They may be highly competitive, but refrain from showing it in an
overt manner.
Sometimes people confuse Extraversion and Decisiveness with Collaboration and Consideration, thinking that a high Extraversion and
Decisiveness culture is going to be low on the Collaboration and Consideration dimension -- and vice versa. This is not the case.
The person with high scores on both dimensions is likely to be most comfortable, or successful, in a culture that embraces assertiveness
and a certain level of internal competition. They believe this will result in healthy conflict that produces the best solutions. They'll also be
most comfortable where social interaction and networking are major features of the organizational culture, and where people aren't afraid to
take the leadership role.
But, they will want that competition to be fair and meritocratic, and for the good of the team. They will want those work relationships to have
some level of genuine personal caring. And, they'll want for the person taking the lead, and arguing strongly for his or her point of view, to
do so in a way that his or her "opponents" don't take personally, because it wasn't personal -- and they were never opponents.
Fortunately, organizations with a combination of Extraversion and Decisiveness, and Collaboration and Consideration are not difficult to
find.
What to look for in an organization
Does this organization have a reputation for being unusually aggressive in its dealings with other organizations, and for attracting
individuals with an aggressive style?
•
How much is success in this culture a function of the size of your "network?"•
What is the ratio of "work done with others" to "work done alone"?•
How much business entertaining does the work involve?•
Regardless of what it is called ("sales," "business development," etc.), how much of the work involves selling?•
If you have the opportunity to interact with several people from the organization at the same time (for example, over dinner), what is the
flow of conversation like? Are people careful to wait until someone has finished speaking before talking themselves, or do they interrupt
with comments and questions? Do they seem to feel free to disagree with one another -- in a respectful way)?
•
How much time is spent analyzing and thinking, versus discussing and persuading?•
How often do you hear words like "star" and "super-achiever" versus "team" and "group effort?"•
How much is success dependent on professional training and domain expertise?•
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17. INNOVATION AND CHANGE MIDDLE
If the Precision and Planning dimension of organizational culture is about "planning vs. action," Innovation and Change is about "creating
vs. keeping the ship afloat and getting things done."
An organizational culture characterized by a high level of the Innovation and Change factor values taking a creative, "What if...?" approach
to work. Embracing change and trying out new ideas are key elements of this culture factor. The "motto" of the culture you want is: "If it isn't
broken, see if you can make it better anyway." Organizations and teams whose products or services are based on innovation, idea
generation, and the creation of intellectual capital (e.g., consulting, new product development, marketing, advertising) are usually
characterized by high Innovation and Change cultures.
The low Innovation and Change culture, by contrast, values taking a pragmatic approach to work, and carefully evaluating new ideas for
change. Here the motto would be "If it ain't broke, don't fix it" is more likely to be found in organizations that hold dominant positions in
markets that do not require a high degree of innovation. In these cultures, the goal is likely to be polishing and protecting the brand. You
don't kill the goose that lays the golden eggs. At most, you try to get an extra egg or two.
Sometimes people confuse Precision and Planning with Innovation and Change, thinking that a high Precision and Planning culture is going
to be low on the Innovation and Change factor -- and vice versa. This is not the case. Someone may have high scores on both the Precision
and Planning, and Innovation and Change factors. This means that they may love adventure. But, before they set out on an expedition,
they're going to make sure they have enough of everything they will likely need. Then, they'll be ready to enjoy the unexpected. They may
be enormously innovative, creative, and comfortable with change. But, when it comes time to proceed to the next step, they're going to
"check the math" and make sure the plans are complete before proceeding.
For some, this combination means that their innovations are likely born from their careful, precise, logical examination of the current
situation. They see an inconsistency or anomaly, and go from there. Innovation can come from critical thinking, as well as from a purely
original idea.
Fortunately, organizations with this combination of a Precision and Planning culture, and an Innovation and Change culture, are not difficult
to find.
What to look for in an organization
On balance, does this organization have more to lose by trying something new that fails than it has to gain by trying something that might
succeed?
•
Does the organization hire people from unusual backgrounds taking a chance that someone without the traditional training and
experience will add value?
•
Is there a lot of variety in the work you would be doing (and are there lots of new things happening)?•
Is the organization part of a young and rapidly changing industry (versus a mature, slow growth industry)?•
What is the decor of the office? How are people dressed?•
If applicable, how many patents do people in the organization hold?•
How large is the budget for research and development (or new product development)?•
How old is the company?•
How did they respond in interviews to your description of examples when you have done something innovative and creative?•
How much are new ideas and creativity valued and rewarded in this culture generally speaking? Are they critical to the success of the
organization, or are they "nice to have" but not something that will make or break the company?
•
Is the group you would join expected to keep something running well that is already successful?•
Does the nature of the business mean that the world throws new challenges at them on a frequent basis?•
Is the organization relatively "flat," or does it have a more up-and-down hierarchy?•
HEBA SALEH PAGE 16
18. PRECISION AND PLANNING MIDDLE
A high Precision and Planning culture is one that values, and whose members are characterized by, taking a logical, careful approach to
work. Planning for contingencies, checking and rechecking the calculations and facts, and being organized and careful are all aspects of
this cultural dimension.
Typically, organizations that have a lot to lose, or where the consequences of errors are extremely costly (the new passenger jet crashes,
the new drug causes birth defects, etc.), are going to have high Precision and Planning organizational cultures.
Being a high Precision and Planning person in a low Precision and Planning organization is likely to present a problem: the person may be
experienced as a "drag" on progress. But, the organization isn't likely to see this gap as requiring immediate attention.
A high Precision and Planning organization on the other hand, is likely to see a low Precision and Planning person as a real risk to its
success, which in turn can put the individual's personal career success at risk.
Sometimes people confuse Precision and Planning with Innovation and Change, thinking that a high Precision and Planning culture is going
to be low on the Innovation and Change factor -- and vice versa. This is not the case. Someone may have high scores on both the Precision
and Planning, and Innovation and Change factors. This means that they may love adventure. But, before they set out on an expedition,
they're going to make sure they have enough of everything they will likely need. Then, they'll be ready to enjoy the unexpected. They may
be enormously innovative, creative, and comfortable with change. But, when it comes time to proceed to the next step, they're going to
"check the math" and make sure the plans are complete before proceeding.
For some, this combination means that their innovations are likely born from their careful, precise, logical examination of the current
situation. They see an inconsistency or anomaly, and go from there. Innovation can come from critical thinking, as well as from a purely
original idea.
Fortunately, organizations with this combination of a Precision and Planning culture, and an Innovation and Change culture, are not difficult
to find.
What to look for in an organization
How severe are the consequences of this organization's products or services not working perfectly? Do people risk serious injury,
become seriously ill, or possibly death as a result? Does even a brief outage cost the company millions in revenues? Will thousands of
consumer hard drives be erased as a result of a programming error?
•
Is there detailed documentation of the procedures used in the manufacturing or service delivery process?•
Does the organization provide training for new hires, or are they expected to "sink or swim?"•
How much work is done under tight (and possibly unpredictable) deadline pressure?•
Do people have relatively specialized roles, or is the culture one of everyone pitching in to do everything?•
Are the duties and reporting relationships for the position clearly spelled out?•
Do decisions often have to be made, and actions taken, with little time to process all the relevant information?•
Does the organization have clear long-term goals?•
Does this organization engage in contingency planning by anticipating different scenarios and being ready for them?•
How neat and orderly is the work environment generally speaking?•
Does a lot of the work consist of "one-offs" so there isn't much opportunity for learning from the past and applying those lessons to the
future?
•
Do the interviews have a planned feel to them, like there is a clear logic underlying them?•
HEBA SALEH PAGE 17
19. THINGS TO BE ALERT FOR
...ON THE JOB AND IN A JOB SEARCH
Your assessment indicates that you tend to be agreeable, trusting, generous, sincere, and sympathetic. People find you easy to get along
with, and you place a priority on maintaining friendly relationships with everyone. These are wonderful qualities, but some work situations
call for less sympathy and more toughness, shrewdness, and assertiveness. In these circumstances, being overly trusting and
accommodating could tempt others to take advantage of you, or keep you from effectively championing your good ideas.
You need to take time to understand the motivations of the people who don't "play" quite as nicely as you do. You don't have to become
another Machiavelli, but you do need to know the rules by which politically skilled people play the game. With that knowledge, you'll be
better able to recognize and, if necessary, defend against others' "power plays."
If these characteristics are pronounced in you, making points and defending your opinions and ideas in meetings will present a challenge.
You'll need to develop your negotiation and conflict-management skills so that you can participate effectively in these situations. It may be
your nature to want to avoid conflict, but in this regard you need to be able to do what doesn't come naturally to you. Regardless, though,
you should steer clear of organizations in which a high level of toughness and political savvy are essential for success.
Finally, take care that your modesty and genuineness don't get in the way of "selling" yourself during job interviews. It's probably difficult for
you to be your own advocate in seeking jobs, promotions, and so forth -- but doing so is necessary. To get more comfortable with being
what feels a bit "immodest," practice (aloud) enumerating your key "selling points" before an interview.
HEBA SALEH PAGE 18