Glenn is highly accurate and detail-oriented, seeking the perfect solution using logic and facts. He is outgoing and skilled at managing people to achieve results harmoniously. Quick-thinking and driven, Glenn enjoys juggling multiple projects precisely and profitably. He is motivated by achieving elegant solutions and dislikes boredom or compromise. Glenn responds well to respect and clear guidelines, and can be an inspirational leader provided he accepts others' differing abilities.

1. CONFIDENTIAL
PERSONALITY SURVEY
REPORT
Licensed to: SD Ltd
Report on: Mr Glenn Watkins
Job Title: Chief Executive
Record ID: 3126
For: Ecademy
Analyst: Chris Minchin
Date: 23/03/2011
Mobile: +44 (0) 789 44 66 595
LONDON - MADRID - TOKYO

2. Report for Mr Glenn Watkins 23/03/2011
A GUIDE TO INTERPRETING THIS REPORT
The following description of Glenn's probable behaviour at work is based upon his subconscious
knowledge of himself. It is NOT a test or an all-encompassing analysis of Glenn. The report is
designed to be comprehensive, within the limits of the capabilities of human measurement systems.
You may not recognise all the behaviours described.
However, learned behaviour skills cannot be measured by Personality Survey with precision. A
naturally independent person dislikes detail and has a poor sense of time. Time management training
can change this without affecting his basic independence.
Individuals acquire or develop competencies that affect the way they work and relate to people.
Collectively known as "emotional intelligence" (EQ), they are known to have a greater bearing on
success than intelligence quotient (IQ) or training (see Goleman "Emotional Intelligence" ). Self-
awareness, self-regulation, motivation, empathy and social skills are essential to the success of top
performers. Clues can be found in the Personality Survey, while further information can be gained
using the Structured Interview & Learning Abilities questionnaires and a test of emotional stability.
Effective management also requires assertiveness skills (very different from aggression or
dominance). Training in EQ and assertive techniques will considerably improve both individual and
team performance.
Should you substantially disagree with the report, please refer to the provider of the report whose
telephone number and e-mail address are on the front page.
The report that follows has been produced using Personality Survey System. International copyright
and all intellectual rights are reserved and owned by Adams & Associates (UK) Limited.
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3. Report for Mr Glenn Watkins 23/03/2011
Glossary of Terms
Though we try to avoid jargon, some terms are essential. The following phrases may appear in the
report that follows, please refer back for the explanation.
Emotional Intelligence (EQ). A term describing that combination of self-insight, self-knowledge and
interpersonal skills that determines an individual's ability to relate with others effectively, regardless
of his or her basic personality type.
ASSERTIVENESS. This learned behaviour enables an individual to moderate their aggressive or
submissive tendencies in day-to-day interactions.
SYMPATHY versus EMPATHY. Empathy describes an ability to understand another's problem
dispassionately, to see ways perhaps to alleviate suffering but not to share the pain.
Sympathy describes the trait whereby an individual relates so strongly with another's problem that
they feel the same pain and sorrow and effectively become part of the problem.
Stubborn "nice" . A term used in conjunction with measurements of stubbornness, defined as; the
avoidance of that which the individual does not wish to do, without actually refusing.
Stubborn "nasty" . A term used in conjunction with measurements of stubbornness, defined as; a
blunt refusal to do that which the individual does not wish to do.
STRESS. Personality Survey's ability to measure stress in an individual is a fortuitous by-product of
the methodology. It is not a definitive indicator and so it will always be necessary to check with the
individual their perception of the level of stress they feel they may be experiencing. If stress is deemed
present, it is advisable to evaluate their working environment.
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4. Report for Mr Glenn Watkins 23/03/2011
PERSONALITY SURVEY IN RECRUITMENT
Psychometric instruments should only be used as a part of a structured, fair, and documented process,
whether one is recruiting, team building, or engaged in individual development. Personality Survey
must never be used in isolation as a means of assessing an individual.
When used for recruitment purposes it is important to make the process fair by developing a
repeatable, documented process. Recruitment must be conducted in a structured and consistent
manner and, ideally, take into account the following:
A Job Scan assessment of the job function.
A job description based upon the duties to be performed and the minimum skills and qualifications
required.
Use of the Structured Interview provided as part of the Personality Survey package.
Any appropriate tests or measures necessary to assess a candidate's suitability in terms of skills and
qualifications.
To ensure that the organisation is selecting candidates for their suitability for the role, Personality
Survey should always be used in conjunction with a carefully assessed Job Scan. This will ensure that
the role and its requirements have been identified prior to any interviews to reduce the possibility of
discrimination. Moreover, you have a far greater chance of recruiting the right person who 'fits-in'
from day one.
If you are unsure about setting up a structured recruitment process, or would like more information,
please contact Success Dynamics.
© Adams and Associates (UK) Ltd. 4

5. Report for Mr Glenn Watkins 23/03/2011
GLENN'S BASIC CHARACTER
SUMMARY
Glenn is highly accurate, a perfectionist who displays a very high level of integrity and has a strong
need to work within parameters and rules. He seeks always the perfect, most elegant result possible
using the resources, people and data available. Glenn wants clearly to know what the goals are and
the logical steps needed to achieve them. He may well have a rather dry sense of humour that derives
a wry amusement from poking fun at the 'know it all', provided this does not affect his own
achievements.
Glenn is also an outgoing and very people oriented individual who has very good social skills and
works well both with and through people. He is a fairly driven but very integrative leader, committed
to results achieved with harmony. He has a need to be liked, labours to maintain pleasant
relationships with everyone and is good manager and organiser of people.
Extremely quick, alert and mobile, he has a strong need for pace and variety of work and dislikes
routine, especially of a low level. Glenn is likely to relish juggling several projects simultaneously,
which he will then complete with great precision to satisfy him strong need to achieve profitable
results through people, very quickly.
Glenn has some creativity and so has a tendency to assess all the data and facts pertinent to a problem
and while considering prior precedents and may produce novel solutions. Where risk is involved, it
will have been estimated to a high degree of probability balanced against the possible gains.
MOTIVATIONAL FACTORS
Glenn is motivated in seeking and achieving the perfect, most elegant result that can be achieved
taking into account the facts and data available. It may also be possible to motivate him with money,
not for its intrinsic value but because he is likely to enjoy spending it on a good quality of life.
GLENN'S POTENTIAL STRENGTHS
Glenn has a very strong bias toward being diplomatic and seeks to achieve perfect and harmonious
results with speed and efficiency. He is an integrative leader, both rewarding to and demanding of
subordinates. He seeks to maintain very high standards indeed.
GLENN'S POTENTIAL WEAKNESSES
Glenn is a perfectionist and so can become extremely authoritarian where rules are concerned,
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6. Report for Mr Glenn Watkins 23/03/2011
particularly if he wrote them and he is likely to become exceedingly bored with routine. He can be
very unforgiving and intolerant of those who do not reach his high standards. He can also easily
become enmeshed in detail and lose sight of the objective.
HIS LEARNING STYLE
Glenn learns very rapidly and always in great detail but usually with some specific end or goal in
view. He is probably equally comfortable learning directly on a one-to-one basis or from the written
word and may have expertise in several disciplines.
HIS QUESTIONING METHOD
Glenn is a sceptic and so his questioning is primarily designed to test proofs and precedent before
making decisions or acting. He is also likely to question what effect actions or decisions may have
on the image of the group or team.
HIS CAPABILITY FOR ORGANISATION AND PLANNING
Glenn is an excellent, analytical organiser and planner where people are involved and has a
comprehensive grasp of detail. His planning and organising will tend to be objective but will always
take account of people's feelings. He is able to make difficult decisions about people and
organisations in consultation with others but without letting emotions get in the way of an objective
analysis.
HIS MANAGEMENT TECHNIQUE
Glenn has a strong tendency toward management by the book and a very high regard for detail,
precision and the maintenance of standards and quality. Quite possibly an inspirational leader he can
motivate others using personal enthusiasm. An empathetic and exceedingly rapid thinker he is
always very careful indeed about precedent while his strengths lie in problem solving.
HIS DECISION MAKING STYLE
Glenn can make decisions rapidly and carefully based upon relevant criteria or precedent and takes
account of the people involved. However, he may not be prepared to implement a decision until all
relevant facts and data have been checked.
ACCEPTANCE OF MANAGERIAL RESPONSIBILITY
Glenn is likely to accept managerial responsibility readily especially if he considers himself
qualified for it by study or experience. Capable of being tough but empathetic with a strong tendency
to be pedantic and rule oriented he will usually command the admiration, liking and respect of
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7. Report for Mr Glenn Watkins 23/03/2011
subordinates.
HIS RESPONSE TO A TECHNICAL ENVIRONMENT
Glenn will respond supremely well to a technical environment provided that it will allow him the
achievement of definable and practical goals with and through people. People such as Glenn are
often acknowledged experts in several disciplines and are always prepared to learn new things.
HIS RESPONSE TO A SALES ENVIRONMENT
Glenn has the potential to operate well in and respond positively to sales environments. His creative
use of people skills is of great utility here, especially where complex ideas are involved. People such
as Glenn are often engineers, scientists or other professionals.
HOW GLENN RELATES TO PEOPLE
Glenn will generally relate very well toward other people and will work with and through them to
achieve a goal.
HIS RESPONSE TO AUTHORITY
Glenn responds extremely well to authority provided it can prove its authenticity while he also has a
strong need to work within a framework parameter or rule base. Consequently, he may gravitate
toward corporate control where his political and diplomatic skills can be used to the full.
FACTORS THAT THREATEN HIS SELF ESTEEM
Glenn will feel devalued if his integrity is called into question, possibly going to great lengths to prove
the decision made was the right one at the time. He can also be demotivated if rejected and he may
also go to some trouble to avoid it.
GLENN'S TIME SCALE
For Glenn time is important so that now tends really to be now but this will be strongly affected by
his need for the perfect, elegant result.
FACTORS THAT MAY DEMOTIVATE GLENN
Glenn if likely to be demotivated if:
forced to compromise standards or integrity;
work in an environment that denies the use of personal initiative;
is isolated;
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8. Report for Mr Glenn Watkins 23/03/2011
if supervised by those whom he regards as intellectually inferior to himself ;
is deprived of challenge or obliged to carry out routine and repetitive tasks.
GLENN'S POTENTIAL AS A CONSULTANT
Glenn has a high potential to be successful as a consultant, assuming he possesses all the necessary
skills and knowledge and wants to work in this field. His innate, rapid, ability to learn and digest
complex ideas and data will be an asset to the client. He will be able easily to present unpalatable or
unpopular results and recommendations to clients and has sufficient natural empathy combined with
some tact and diplomacy, to be able to do this effectively.
He can be, at times, somewhat direct and could be blunt, if his assertiveness skills are lacking.
People such as Glenn may gravitate toward being consultants relatively early in their careers. Such
people tend to gain experience and knowledge rapidly; consequently, such people are often recognised
as competent and knowledgeable.
Glenn's ability to focus on "the big picture" is a decided advantage for him as a consultant, but he
also has ability to deal with detail and, if necessary, minutiae. Administrative back up to deal with
routine would prove useful and release him for more productive and creative work. Good selling
skills and a high level of EQ will be an essential aid to his success as a consultant. However, his
primary need is to overcome obstacles and his inquisitive nature should ensure he learns these
things well.
GLENN'S POTENTIAL AS A TEAM LEADER
A team leader here refers to those qualities that are necessary in welding together a disparate group
of people who develop true synergy. This is not the same as managing an individual or group.
Glenn has the potential to be an effective leader but will firstly have to recognise that his very high
standards may not be possible for others to attain. Understanding their different views and methods
will be crucial to his ability to lead a team of individuals who will differ greatly in their skills and
attitudes. He is quite capable of learning to do this and improving his levels of emotional
intelligence by utilising his natural empathy and learning how to be assertive.
GLENN'S POTENTIAL AS A TEAM MEMBER
A team member is an individual who shares the same aims and objectives as the team and is prepared
to put aside their own needs and requirements in favour of those of the group when necessary.
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9. Report for Mr Glenn Watkins 23/03/2011
Glenn has a relatively high potential as a team member provided that his skills and expertise are
recognised and relevant to what the team needs. His natural empathy means he is able to relate well
with others but this must be leavened with a clear picture of where he sits in the team's hierarchy.
He would probably benefit from assertiveness training to help him deal more effectively with those
members of the team who do not see the world through his carefully arranged and ordered window.
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10. Report for Mr Glenn Watkins 23/03/2011
HOW TO MANAGE GLENN EFFECTIVELY
Glenn needs to know he is respected for his expertise and abilities and liked as a person. He will
respond well to a democratic manager.
Discuss with him and either set for him , or preferably jointly agree with him , clear guidelines. Let
him know you rely on his abilities and natural leadership qualities and expertise.
He is analytical and persuasive so you can in turn use logical arguments and persuasion to sell him
on your goals. Blunt orders will serve only to lose his respect and friendship, both important if you
are to benefit from his knowledge, drive and energy.
Though capable of it, he will prefer not to work alone therefore, involve him with other people.
Failing that put him in an environment where he can relate with others for some of the time.
He will work well in a team, particularly if he holds a position in it that allows him to use his
strengths as an integrative, knowledgeable leader prepared to help develop others.
Glenn has a low boredom threshold so it is best to avoid giving him routine work, particularly of a
low level. He learns rapidly and responds to challenge so set him new ventures.
Home in on his successes and use generous praise. Glenn responds well to praise but only if he
also knows it is justified. Flattery will almost certainly alienate him and lose you his respect.
Genuinely earned praise will have a greater effect if given in the hearing of his colleagues. You can
also pique his interest and enthusiasm by proposing novel and unusual methods and ideas.
Remember also that he is probably fairly innovative himself so responding positively to his ideas
will help win him to your cause.
Harsh disciplinary regimes are unnecessary and highly demotivating to Glenn. However, he will
expect rules, criteria and limits to work within and proof that authority has been vested in you.
He has an excellent eye for detail so exploit it to your mutual advantage. He is opportunistic and
energetic, so use these attributes to help achieve the team's objectives.
He can respond to challenge and is likely to seek status and responsibility, especially if qualified for
it so will respond positively to situations where you can offer him a clear path to achieve these.
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11. Report for Mr Glenn Watkins 23/03/2011
Though he lacks the outright ruthlessness and aggression of the entrepreneur, he is far from weak.
He can make tough decisions and will be prepared to stand his ground and argue his case well if he
knows he is right. He can persuade articulately from a basis of knowledge to help your cause.
Glenn is potentially an excellent integrative leader who seeks perfection with and through others.
If he works in sales, he will appreciate training and encouragement. He has all the important
attributes needed for success in sales and probably is not afraid to 'ask for the order'. However, he
will need training in the techniques to gain confidence. Whatever he does, Glenn will be far more
effective and confident if he has had relevant training.
Managing people like Glenn should not be difficult provided you are consistent, just and involve him
in your plans. Such a course will repay the effort in helping engender an enthusiastic and structured
work environment that will benefit the whole team.
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12. Report for Mr Glenn Watkins 23/03/2011
POTENTIAL PROBLEMS IN DECISION MAKING
When placed under pressure Glenn's need to achieve an objective is equal to his need to attain
perfection. This can result in a tendency to second-guess decisions already made or indulging in stop-
go management.
SOME IMPORTANT POINTS FOR FURTHER CONSIDERATION
GLENN's PROBABLE RESPONSE TO THE WORK ENVIRONMENT
Behaviours described here indicate what Glenn THINKS is necessary to be successful, or survive, in
his current work environment. It is therefore a powerful diagnostic tool that will identify the effect
that the environment and management is having on him. Such perceptions are ALWAYS caused by the
environment. It is not a description of how he necessarily behaves at work. It will however, give
useful clues to the environment, culture, or management ethos in which he works. Some statements
may appear to be contradictory and so further clarification should be sought from an Analyst who
provided you this report.
To succeed or survive Glenn may think he should:
(N.B. If there are no points shown here then Glenn perceives no changes are necessary to his
behaviour and so the environment is most likely to congenial to him.)
He should become more dynamic forceful and compelling because he believes he needs now to
become very much a self-starter. It is possible that the environment is such that this behaviour is seen
as necessary to achieve success.
He should become much less friendly, congenial or socially assertive. It is possible that Glenn's
environment is less friendly and congenial than he would normally like and this may be inhibiting his
style.
He should conspicuously decrease his apparent ability to respond to events in a speedy and versatile
manner and to prioritise carefully. This suggests that Glenn's environment contains a degree of
routine.
GLENN's PROBABLE BEHAVIOUR WHEN UNDER PRESSURE
People's behaviour when under pressure can change markedly from the behaviours seen under
ordinary circumstances. Such changes can indicate that the individual has not yet fully matured or
that their personal circumstances are changing and they are attempting to accommodate those
changes. When placed under severe pressure, Glenn's normal behaviour is likely to be modified in
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13. Report for Mr Glenn Watkins 23/03/2011
one or more, or all, of the following ways:
(N.B. If there are no points shown here then Glenn is unlikely to change his behaviour when under
pressure, which suggests that he may be relatively mature.)
He will decrease to a very marked degree - but not abandon - his need for precision, analytical rigour
and or to work within limits or a rule base.
STRESS MEASUREMENT
Glenn currently appears to be experiencing considerable work related stress. Though this level of
stress is within his ability to cope, we recommend that this be monitored.
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14. Report for Mr Glenn Watkins 23/03/2011
No Analyst's Comments have been provided in this report.
© Adams and Associates (UK) Ltd. 14