Leadership Selection Candidate Report

Leadership
Selection Candidate
Report
Graham Goodness
for
Role of Vice President, Operations
~ CONFIDENTIAL ~
January 2014

Introduction
The purpose of a Leadership Selection Candidate Report is to support the
organization to make the most informed hiring choices possible when hiring
leaders. The intention is to provide insight into the participant’s leadership
style, strengths, challenges, and current developmental requirements, while
simultaneously aiding in onboarding and professional development of the
individual.
This Report provides Human Resources and the hiring manager with insight
into a candidate’s personality preferences and leadership style. It demonstrates
how his or her style may impact on role performance, team functioning,
organizational contributions, as well as interactions with his or her future direct
manager. It helps to spot the differences between what the candidate reports
during the interview process and what the results of the various assessments
demonstrate.
The information presented in this Selection Candidate Report is based on the
results of four assessment tools focused on building an understanding of the
individual’s leadership style (Myers-Briggs Type Indicator® Step II (MBTI Step
II), the behavioural competence of the individual (Emotional Quotient
Inventory® (EQ-i)) and the Leadership Skills Profile (LSP) for current
leadership capacity. Because this is an internal candidate in the organization, a
360 Degree Feedback Report (Multi-rater Leadership & Competency
Assessment) was also used.
The results of this Candidate Assessment are for selection, onboarding and
development purposes only and are not to be made available to the candidate at
any time. If this candidate is selected by the organization, the opportunity to
review the results with one of our leadership coaches can be arranged by
contacting Caliber Leadership Systems.

Leadership Development Report for Graham Goodness
© Caliber Leadership Systems, 2014
Table of Contents
Assessments........................................................................................................................1
Results of Leadership Style Assessment........................................................................... 2
Section A: Leadership & Personal Style ........................................................................... 3
1. General Characteristics ....................................................................................... 3
2. Strengths ............................................................................................................. 5
3. Challenges ........................................................................................................... 7
Section B: Leadership Orientation ................................................................................. 10
1. Business Leadership.......................................................................................... 10
2. People Leadership .............................................................................................. 11
3. Work Environment.............................................................................................12
4. Team Orientation ...............................................................................................13
Section C: Motivation and Management Requirements.................................................15
1. Key Motivators ...................................................................................................15
2. Management Requirements...............................................................................15
Section D: Emotional & Behavioural Competencies...................................................... 18
1. Self-Awareness........................................................................................................ 18
2. Relationships & Interpersonal Effectiveness..........................................................19
3. Communication Style .............................................................................................20
Section E: Stress Style......................................................................................................21
Section F: Summary and Comments.............................................................................. 23
Section G: Development Recommendations.................................................................. 25
Appendix A:
More About the ESTJ Personality Type ......................................................................... 27
General Recommendations for ESTJs............................................................................ 27
The ESTJ Stress Style .....................................................................................................30
Typical Triggers of the ESTJ Stress Style....................................................................... 33
Tips on How to Deal with Stress..................................................................................... 33
Appendix B: Strategies for Improving Emotional and Behavioural Competence......... 35

1
Assessments
This report provides an interpretation of information based on the results of
four assessments. Further details are available in the reports from each of the
individual assessments.
1. Leadership Style (Myers-Briggs Type Indicator, Self-Assessment)
The Myers-Briggs Type Indicator (MBTI ®) is a questionnaire developed by
Isabel Briggs Myers and Katherine Briggs. It is the world’s most widely used and
reliable personality Feedback Report. The MBTI ® provides a useful measure of
personality by considering eight personality preferences that all people use at
different times. These eight preferences are organized into four bipolar scales.
When an individual takes the MBTI ®, the four preferences that are identified
as most resembling the person completing the questionnaire (one from each
scale) are combined into what is called a type.
2. Behavioural Indicator (Emotional Quotient Inventory, Self-
Assessment)
Based on seventeen years of research by Dr. Reuven BarOn and tested on over
33,000 individuals worldwide, the BarOn Emotional Quotient Feedback Report
(EQ-i™) is the first scientifically developed and validated measure of emotional
intelligence. Emotional intelligence reflects one’s ability to deal with daily
environment challenges and helps predict one’s success in life, including
professional and personal pursuits. A growing body of research suggests that
emotional intelligence, measured by Emotional Quotient (EQ), is a better
predictor of success than traditional measures of cognitive intelligence (IQ).
3. 360 Degree Feedback Report (Multi-rater Leadership & Competency
Assessment)
4. LSP Competency Profile (Personality & Aptitude Tests, Job Simulations
& Competency Interviews)
Multi-trait, multi-method battery of assessment instruments, including
personality/motivational inventories, aptitude tests, job simulations, and a
competency interview.

Leadership Candidate Report for Graham Goodness
Results of Leadership Style Assessment
Based on the results of the Myers-Briggs Type Indicator, Graham’s preferences
are Extraversion, Sensing, Thinking, and Judging and his leadership style and
temperament are Traditionalist. The interpretation of these preferences and
leadership style is contained throughout the report. Reference will be made to
the style and preferences of the ESTJ personality type and the Traditionalist
leader, to assist the reader in understanding the preferred types of behaviours.
The sections also include information from the other assessment reports.

© Caliber Leadership Systems, 2014 3
Section A: Leadership & Personal Style
This section includes general characteristics and qualities of the leadership and
personal style of the ESTJ. It provides insight into the preferred behaviours of
this type of leader and some of the areas that are most challenging to him. It will
serve as a frame of reference, throughout this report, to demonstrate where the
leader has developed in areas that are not naturally strengths for him. This
section will also show where a leader is not working to his strengths and
abilities based on inconsistencies in style reported throughout the document.
1. General Characteristics
The results of Graham’s collective assessments are consistent with the ESTJ
personality type and traditional leadership style. They tend to be dependable,
factual, thorough, and conservative. Others describe them as hard working,
persevering, and stable. They are not likely to be impulsive, preferring to
maintain the status quo and meet the visible needs of others.
People of this leadership style have enormous respect for rules and regulations.
They are committed to the establishment and maintenance of stability and
predictability, averting the possibility of unwelcome surprises in the workplace.
They will work effectively within hierarchies that are well-organized with
consistent, straightforward policies and procedures. They are practical, rational,
loyal, opinionated and decisive. They tend to be organized, proactive people
who mobilize by assigning tasks and roles, giving clear-cut instructions,
following up regularly to check progress, and giving formal recognition to those
who perform well.
ESTJs will approach their work with a desire to analyze information, evaluate
options, and then move forward. They balance a concern for quality with a
desire to implement. They tend to be systematic in their approach, with a
propensity for seeing a situation realistically and moving themselves and others
to develop a series of procedures, rituals, or regulations that will both address
the situation and provide a framework for any future similar issues that might
arise.
ESTJs have a natural affinity when it comes to logistics. They do well where
there is a need to produce and/or deliver products to their customers, in a

timely fashion, while ensuring quality in terms of the product and service. They
are also talented at designing the systems, policies, and procedures that will
make this happen. They have a strong and well-developed ability to implement
plans as well as the drive to see results. They also have well-developed
administration skills, based on a combination of perception and analytical
judgement, that is focused outward, creating structure, schedule, and order.
They generally have a reputation for follow-through, for thoroughness and for
dependability.
ESTJs are most comfortable when they are in leadership positions and will
easily accept responsibility for making things happen. They like to be in control
and value efficient and effective decision-making. They expect to reach their
goals and want to be recognized for their own accomplishments. Being
respected by others is much more important to them than being liked.
Traditionalists are realists. They are focused in the present and do not spend
much time wondering about possibilities for the future. They consider it their
job to direct others on the pragmatic by reviewing fiscal facts and numbers.
They are also known for frequently communicating a negative or cynical
position and sometimes, without conscious intention, fail to speak in positive
ways. Often they can forget to smile or laugh and can convey an attitude of
fatigue and pessimism that is de-motivating to those around them.
Traditionalist leaders value consistency over variety and often resist change
until they are convinced of its absolute necessity. They simply do not
understand people who do not follow the rules and regulations. Structure,
deadlines, and standard operating procedures are of utmost importance, and
they become upset with those who do not honour them. The organization and
people in it benefit from the solid structure, security, and predictability
traditionalist leaders bring to all they do.
In organizations, people of the ESTJ personality type usually advance and are
promoted quite quickly. They seem to be able to venture into any area, promptly
take charge of it, prove themselves successful and, while doing so, develop a
following of loyal subordinates. They are even more successful when they
recognize the need for well-developed people skills and a collaborative approach
to decision-making.

2. Strengths
Overall, the collective results of Graham’s assessments demonstrate skill and
potential as a charismatic, collaborative leader. Some of his highest scores are in
areas related to his ability to articulate a vision and strategy for the future, his
ability to develop relationships and communicate with others, and his ability to
adapt to a changing environment. A leader in the area of safety, Graham is able
to influence and encourage others in a way that garners support for his
incentives.
A strong conceptual thinker, Graham strives to develop an overall
understanding of workplace issues. He has scored above average on the Vision
and Strategic/Systems Thinking competencies. He is able to think broadly and
laterally, such that his perspectives are not limited to traditional methods, or
immediate, presenting issues. Graham is able to focus on issues with an eye to
their long-term value. He will be mindful of the importance of communicating
the vision and strategy to others. Graham is also likely to bring in perspectives
from outside of YourCo that cause people to stop and evaluate their
assumptions.
Graham’s assessments reveal a strong ability to influence others. His results
indicate that he is skilled in the areas of Persuasion and Relationship
Development (Competency Profile), and he will likely be good at using his
relationship skills and his energy to get people “on side”. With his strong social
confidence and his outgoing personality, Graham will be good at evoking
enthusiasm in others and convincing people of the importance of his ideas. In
addition, Graham has also scored above average in the area of Verbal
Communication. He has a strong ability to empathize and encourage, and is an
effective listener. These skills will enable him to identify and address the needs
that are being communicated to him.
As the following comment from his 360 Degree Feedback Report suggests,
“Graham has the unique ability to engage people at all levels and make them
feel part of a team. He has the ability to communicate effectively and explain
in minute detail what he is attempting to achieve and ensures that everyone
involved clearly understands the goals and the reasons behind decisions.” Also
from his Feedback Report, the following comments provide further insight into
the influence that Graham has on those around him: “Graham has a positive

attitude which is reflected in all who have dealings with him. It is a real
pleasure doing business with Graham, as I always know that I will walk away
very much more informed”; and “Graham’s impact is very positive – he instils
an air of “can-do" and confidence in his ability to achieve a positive change.”
As a leader in the area of Safety, Graham demonstrates strong technical
knowledge and expertise. Some of his highest ratings on his 360 Degree
Feedback Report highlight his abilities the area. Graham “ensures a work
environment that protects the safety and well-being of others”; he “ensures
compliance to safety standards; takes action to prevent or resolve safety
hazards in [his] own work area and within the organization”. He also “holds
people accountable for ensuring safe working practices”. In addition, the
feedback comments that he received portray him as a “world expert on safety
systems in mining. He is results focused and leads by example. He is also a
good communicator, trainer, coach, and mentor. Graham is easy to work with
and willing to take on new challenges/areas to apply skills. He is well
respected in the company for his knowledge and commitment.”
Graham’s collective results indicate he is an adaptable individual who is able to
adjust to changing circumstances and situations (high- to above-average scores
on the Competency Profile and Behavioural Indicator for Flexibility/Openness,
Resilience, and Adaptability). He is flexible in his reaction to changing needs
and is able to modify his management style in order to reach a goal. He will
likely have no difficulty maintaining effective work behaviour in the face of
setbacks or pressure, and he is likely to thrive in work settings requiring
someone who is "down-to-earth," clear thinking, and easily adapts to changing
demands.
Some of Graham’s highest scores are on the competencies, which measure one’s
ability to adapt to new cultural surroundings. Open-minded by nature, we
profile Graham as high- to above- average in the three competencies designed to
measure one’s ability to adapt to an overseas assignment (Sensitivity,
Flexibility/Openness, and Resilience). We expect he would be accepting of new
ideas and practices, and he is likely to show the level of empathy and sensitivity
needed to form new relationships and interact constructively with others.
Graham would enjoy the new experience and would likely tailor his own
behaviour in accordance with the new customs and expectations. We expect that

Graham would also be able to deal effectively with initial added stresses and
challenges of life in a new environment.
Graham has also scored above average on Collaboration and Encouragement.
Although independent, his non-competitive nature indicates a willingness to
achieve, based on collective efforts. A good facilitator, he will look for
opportunities to consult, ask questions, and invite input. He will ensure that the
talents of his team members are being most effectively utilized. Further, he will
encourage his team to assist one another wherever possible. Graham is also
willing to give up control and place his trust in the abilities of others. He will
encourage others to work to their strengths, and will recognize their
contributions.
3. Challenges
The natural talents and abilities of leaders tend to be utilized and well-
developed. Areas that are not favoured will remain undeveloped, and will
ultimately provide a challenge to their overall success. If the strengths are a
good match to the role and work environment, the leaders will excel, and, in the
best circumstances, they will have people around them who compensate for
their weaker areas. If their role requires them to use their weaker areas most of
the time, they run the risk of appearing to be ineffective as leaders when, in fact,
the role does not provide them with the opportunity to use their strengths
primarily. For each leadership style, we find the weaker areas to be in direct
opposition to the strengths. It is important to identify what these areas are so
that individuals are placed in roles and environments where they can use their
strengths to their best advantage and to the advantage of the organization.
Graham’s results indicate that he prefers to be a bit more spontaneous in his
approach to work. For this reason, he has scored in the low average range for
Work Management on the Competency Profile. There is evidence in his
assessment to suggest that Graham is not naturally inclined to “dig deep” in his
analysis of issues, or to spend time engaged in activities related to detailed
planning and forecasting. Rather, it is likely that Graham works in a more
reactive manner, responding to issues on an “as-needed” basis.
Graham has been rated roughly average in the area of Direction relating to his
ability to provide day-to-day instruction to staff in a structured and assertive

manner. Although he willingly delegates and generally trusts his staff, Graham
may find that he struggles a bit when dealing with subordinates who require
more detailed, “hands-on” direction. With his more open and spontaneous style,
he may be less inclined to provide sufficient structure to those who need him to
monitor their performance and to check in with them frequently.
Some of Graham’s lower scores on the Competency Profile are in two of the
three competencies related to Business Orientation (Commercial Orientation
and Quality Service). Graham appears to be less adept at dealing with issues
that require the in-depth analysis of financial or statistical information. His
challenge in this area is supported by the results of his 360 Degree Feedback
Report, where one of his lower ratings was seen in his ability to “closely monitor
financial results to budget and other key areas of responsibility to ensure
achievement of goals”.
Graham has scored in the average range on Innovation, Analysis and
Judgement and Openness and Creativity. This reflects a tendency toward a
more conventional outlook and thinking style and an orientation toward using
more “tried and true” methods in his problem solving. He will be open and
receptive to new approaches to a point and describes himself as moderately
open to change and new experiences. He appears to be more of a practical
person than someone who would be described as imaginative or
unconventional. He likely tends to be more focused on ensuring tasks are done
quickly rather than looking for new approaches.
Graham may not necessarily be the individual who is a strong advocate for
change. With his focus on results and deliverables, Graham may be somewhat
sceptical of new approaches or ideas until they are proven. Although apparently
quite able to provide support during times of change, he is less likely to emerge
as the individual who challenges processes and procedures at work and argues
for their overhaul. The following comments from the 360 Degree Feedback
Report indicate, “Graham could be a bit more open-minded to approaches
different from his own, and more of a willingness to learn new areas”; and
“Graham should be open and receptive to other ways of achieving good safety
results besides a systems-based approach. Maybe there is room for two or
more safety processes, each complementing the other”.

Additionally, Graham is likely to rely on others to attend to the precise and
routine work often needed to ensure quality standards are met. Although
concerned with quality for his customers, Graham scores in the average range
on Quality Service because he may not always be as responsive to client requests
or that he is not as organized. He is likely to delegate the details and
practicalities of tasks to others.

Section B: Leadership Orientation
1. Business Leadership
Graham’s scores for Business Orientation suggest that he will tend to take a
more reactive approach to this aspect of business leadership, and is not as likely
as some of his colleagues are to be proactive in investigating the needs of his
customers (internal or external). As mentioned earlier, his lower score on
Commercial Orientation is due, in part, to his below- average score on a test of
his numerical reasoning ability. His results suggest that he may require a bit of
extra time to work on tasks that require analysis of statistical and financial
information. He has received an average score in the area of Customer
Orientation, which is likely a reflection of his strong ability to establish rapport
and develop relationships.
On his aptitude testing, he performed in the above-average range on a test of
verbal reasoning ability, suggesting that he has a good ability to reason in a
logical manner when dealing with written material. He will be quick to read and
understand information. He turned in an average performance on the
brainstorming and lateral-thinking test, suggesting satisfactory ability to “think
outside the box”.
Graham’s scores were roughly average in the competencies related to
Achievement (Work Management, Execution and Stability). As mentioned
earlier, Graham is likely to work in a more spontaneous than methodical way.
Although he is able to plan and structure his time, Graham's test scores indicate
a preference for dealing with issues as they arise. Graham will be able to deal
with details if necessary; however, his assessment results indicate a tendency to
focus on the “big picture” and leave the more detailed and routine work to
others. Once he has a task or project to a stage where it is almost complete, he is
likely to move on to something new.
Despite this finding on the Competency Profile, the feedback from Graham’s
360 Degree Feedback Report suggests that he is strongly results-oriented, and
“demonstrates continual organized drive; from setting of goals for self and/or
others to ongoing management and achievement of stated objectives with
timely follow up on deliverables”. Those around Graham rate him as someone
who unfailingly “demonstrates sound business ethics, showing consistency

among principles, values and behaviour; does not sacrifice safety for
productivity or cost attainment”.
2. People Leadership
Graham has achieved higher scores on many of the competencies that relate to
this area of leadership. He has received above-average scores for Relationship
Development, Collaboration and Encouragement and received average results
for Individual Development, Team Development, Support, Fairness and
Respect, and Enablement. These findings suggest a more people-centred
orientation and approach to leadership. His results indicate a strong ability to
form and develop relationships; a collaborative, team-oriented approach to
influencing others; and a desire to participate in the ongoing development of
others through feedback and coaching.
Graham will lead by establishing positive relationships with others. A modest
and caring man by nature, he will be mindful of his team members’ needs and
feelings, and he will be careful to adjust his approach accordingly. He is
accommodating, and he will extend himself to help others. Graham will make
decisions with the best interests of others in mind. Graham’s results suggest
that, as a manager of others, he will be effective with the aspects of people
leadership that are related to development and empowerment. He will
encourage others to participate in decision-making. He will treat others with
respect and will show tact and consideration in his dealings with others. He will
tend to consult others and ask for input before he makes decisions. He tends not
to closely control or oversee subordinates and is not one to pressure others to
perform.
Graham will place a strong emphasis on establishing positive working
relationships. Some of his highest ratings on the 360 Degree Feedback Report
were in the area of Strategic Relationship Development. He is able to establish
rapport with people easily, developing and maintaining a network of contacts
that can provide information, help, and access to others. Further, he will be
proactive in approaching others in different organizational areas to build
rapport, seek or provide help, and enhance his own network of business
relationships.

Graham may, however, find it challenging when he must stay focused and
persist in working with a subordinate who requires long-term attention. As
mentioned earlier, Graham received an average score for his ability to provide
day-to-day instruction to staff in a structured and assertive manner. His more
spontaneous style will make it challenging for him to deal with staff that require
more structure or closer supervision in order to be effective.
3. Work Environment
The following section describes the Work Environment most preferred by
ESTJs.
Because ESTJs place great importance on stability and predictability, they
prefer a stable environment where they can attend to the tasks of their work in
an orderly fashion. For this personality type, a traditional, highly-organized and
functional environment that gives them well-defined expectations and role
responsibilities, is most conducive to doing their best work.
People of the Traditionalist leadership style prefer working for companies that
provide a tangible service or product and where performance is measured in a
structured and specific way, with objective rewards. As a result, they prefer to
work for and with other hard-working people who are focused on details and
results, and where they can produce efficient and effective products and services
under specific guidelines. They benefit by and work extremely well with
schedules, systems and structures to follow in the pursuit of productivity.
For ESTJs, the ideal work environment is hierarchical and has an
administrative or operational flavour. It is a place where there are clear
responsibilities and definite procedures that are consistent and logical. The
workplace should have established rules, regulations and an organizational
structure that supports firm adherence to them. The orientation of the
organization is towards achieving bottom-line results, with little expectation for
interpersonal relationships.
As leaders, ESTJs prefer to be in a position where they can be in control rather
than in charge. They will be very conscious of the hierarchical structure,
respecting their superiors and similarly expecting the same level of respect from
their subordinates. They will work well in an environment where there is

opportunity for advancement, and along side other hard working and
responsible people who do not bring their personal problems to work.
We expect that Graham would be successful in adjusting to an overseas
placement, based upon the information collected in the assessment. His results
indicate an openness and receptiveness to new people and new customs. He is
likely to show the level of empathy and sensitivity needed to form new
relationships, and interact constructively with others. As well, we expect that
Graham would be able to cope with the stresses and pressures of relocation,
particularly during the early weeks.
4. Team Orientation
As a leader on a team, Graham is likely to step into a “Coordinator” role. Such
individuals typically emerge as the chairperson in groups. They clarify goals,
facilitate discussions, and ensure that tasks are delegated and the talents of the
individual team members are utilized. Graham will also be effective at utilizing
his strong communication and persuasion skills to influence the direction and
overall vision of team efforts. According to the 360 Degree Feedback Report, he
“clearly communicates who will do what on the team, who has accountability,
and how people are expected to work together”.
Graham is likely to take on the role of “Specialist”, the individual on the team
who provides unique technical knowledge/expertise that may be in short
supply. As the following comment from his 360 Degree Feedback Report
suggests, “Graham is a very highly respected safety “specialist,” who is always
available to explain and assist whenever he is asked. He leads by example and
encourages the development of subordinates”.
Graham is least likely to take on the role of “Implementer”, the individual who
takes the creative ideas of others and turns them into practical plans of action,
or the strong “completer”, who attends to the details of fine-tuning and
maintenance.
Graham appears to place value on teamwork and collaborative efforts. As
mentioned earlier, his profile indicates a preference for achieving based upon
collective, rather than individual, effort. He is willing to extend himself to
others, and he contributes his assistance as needed. His energy and enthusiasm

will serve to motivate others. He will place emphasis on developing effective
working relationships, and will encourage his subordinates to assist one another
and collaborate. He appears willing to give up control and place his trust in the
abilities of others.
People of Graham’s personality type are natural leaders – assuming
responsibility for the team’s success. They often will assume a leadership role on
a team, even when they have no direct authority over others. They seek out
structure and model efficient and productive behaviour, displaying high energy
and commitment. They tend to work well with others who do not share their
personal problems or expect them to share their own personal feelings.
Other team members can sometimes view ESTJs as being too intense – taking
the fun out of the team process by insisting that everyone remain strictly
focused on the agenda and by their disapproval with bringing personal issues
into the discussion. They have difficulty recognizing that many types require
personal interaction with others in order to be most effective. ESTJs need to
develop their interpersonal skills and learn to reveal more of their personal side
so that team members do not feel so uneasy and threatened by their intense task
orientation.

Section C: Motivation and Management Requirements
1. Key Motivators
The following are the Key Motivators of the ESTJ Personality Type:
In general, ESTJs have a very high need for security and stability. In order to
establish this, they will seek out the means to be in charge of their own destiny.
They direct their energy toward stability and the reinforcement of time-tested
practices and procedures.
The major motivators for ESTJs are responsibility and a sense of duty to act in
the best interest of the organization and its people. They have a very strong set
of rules and principles that govern their lives and the lives of those over whom
they have control and influence. The Traditionalist style is demonstrated by a
protective, almost parental approach to their employees. They see themselves as
responsible for taking care of their people rather than working collaboratively
with them. They strive to do what they think is best for them.
ESTJs are likely to be motivated by whatever situation provides them with an
opportunity to uphold structure and tradition, through the application of their
principles, in the service of maintaining order and achieving outcomes. This
type of motivation is valuable in a stable environment that needs to maintain
and preserve itself, or when working with an innovative team that requires a
stabilizing influence. They are motivated to establish a framework for change
and to create detailed plans prior to moving the organization forward.
2. Management Requirements
People of each personality type have different needs when it comes to eliciting
their best performance. ESTJs are known for their dependability,
accountability, and productivity. Since they can be counted on to do the right
thing, for the right person, at the right time, they simply need to know the
specific criteria for what they are expected to deliver and they will act quickly
and correctly to achieve results. They have a tremendous capacity for following
through and persevering with projects until completion, and they are often the
last ones at the office to leave at the end of the day, wanting to ensure that every
last detail has been addressed.

People of Graham’s personality type are hierarchical by nature and, therefore,
very conscious of the chain of command. They will give their loyalty
unconditionally to the office and to the organization where they are employed.
Because of their strong orientation toward authority, they will work best when
given clear direction from their superiors. They will work toward getting the job
done on time, according to an established schedule. If not given clear direction,
they will likely create it themselves, since they are predisposed to approach
work in a logical and orderly way. In addition, they generally demonstrate an
above-average skill when it comes to organizing the procedures and the
resources required to complete projects.
ESTJs are also hard working, goal-oriented, and highly motivated individuals
who take their work situation seriously. As noted previously, they put great faith
in systems, procedures, and policies and do not challenge the rationale behind
them. They obtain great satisfaction when they achieve what their superiors
expect of them. They are also inclined to confront and not respect co-workers
who break or even bend rules, right or wrong.
Managing the performance of ESTJs during periods of change, or asking them
to make changes unexpectedly, can be challenging. Surprises and changes to
schedules are tolerated only as long as they make sense and assuming the
general plan is still followed. Ultimately, they will do what is expected of them,
even if they are not in agreement.
The following are some general criteria that tend to work best for managing the
performance of someone with Graham’s personality type. The work:
 lets him work systematically, organizing facts, policies, or people and
using time and resources efficiently toward a logical conclusion.
 lets him use his strong reasoning powers and mastered skills while
working on concrete and straightforward assignments.
 is measured and evaluated by fair, logical, explicit, and objective
standards.
 is done in an amicable environment with other hard-working,
conscientious people who do not bring their personal problems to work
or expect them to share personal feelings on the job.

 is realistic and tangible in nature and has practical applications and
concrete results.
 has clear expectations and a hierarchical reporting structure.
 lets him be productive, organizing the necessary steps and resources,
following established procedures, and setting and meeting deadlines.
 allows him to work in a stable and predictable environment, but also has
action and a variety of people.
 allows him to be in charge of himself and others.

Section D: Emotional & Behavioural Competencies
This section provides information about the individual’s interpersonal and
intrapersonal relationships based on Graham’s Behavioural Indicator, and
general information about the tendencies of the personality type.
1. Self-Awareness
The ability to develop and grow as a leader begins with an awareness of one’s
self – and the ability to hold one’s self in positive esteem and regard during
periods of change, challenging events, and interpersonal conflict.
Graham’s results indicate adequate intrapersonal functioning overall. The
responses on the Self-Regard scale suggest an adequate degree of self-respect
and self-confidence. He probably has a reasonably good self-image and his ideas
and attitudes will be presented with confidence most of the time.
His self-rating on the Emotional Self-awareness scale suggests that Graham has
some difficulty recognizing and understanding his feelings and emotions. This
limited consideration and awareness might negatively affect his interactions,
decisions, and judgements since he may not properly factor in emotional
dispositions. Expressing feelings to others is also often difficult for Graham.
Graham’s responses on the Assertiveness scale indicate that, most of the time,
he is effectively able to assert his feelings and defend his rights. He is rarely self-
conscious, and he will voice his beliefs and opinions even though he may
sometimes find it difficult to do so.
On the Independence scale, Graham’s scores are well above average. He is
autonomous in his thinking and has a strong preference to act independently.
Although he may consult people for advice, he will rarely depend upon others to
make important decisions on his behalf. He likely prefers to be in charge rather
than being under the supervision of someone else.
The final Interpersonal Scale is for Self Actualization. His scores on this scale
suggest that Graham may feel that he is underachieving, and would like to be
getting more out of his life. He may lack adequate motivation at this time for

self-improvement and self-betterment. Graham is likely the type of person who sets
very high standards for himself.
2. Relationships & Interpersonal Effectiveness
Graham appears to be a modest and considerate individual. He is an empathetic
person who will strive to understand people and to meet their needs. He will be
expressive and attentive to others. There is also a private side to him as well.
Although sociable, he is also self-reliant, in the respect that he will tend to keep
his personal concerns and needs to himself.
Graham’s responses on the Empathy scale indicate that he has a good
awareness, understanding, and appreciation of the feelings of others. He will
probably go out of his way to help others, and will try to avoid hurting other
people's feelings. He is generally trusting of others and their intentions, and
appears to enjoy working in collaborative settings. Graham will model
consideration and concern for those with whom he works, and people-issues
will be factored into any decisions that he makes.
Graham’s results on the Interpersonal Relationship scale suggest that Graham
has above-average interpersonal skills. Most of his relationships are likely to be
mutually satisfying most of the time and Graham is able to form agreeable
relationships and alliances. This ability supports effective communication and
the mutually beneficial exchanges of ideas, feelings, and information.
The Social Responsibility scale indicates that Graham is an individual who is
cooperative and constructive. Responsible and dependable, he will be helpful
when interacting with others and will try to contribute to the community at
large (society, the corporation, team, etc.).
In general, people of Graham’s personality type would prefer it if everyone were
as logical and unemotional as themselves. Interpersonal interactions cause
them a great deal of anxiety, as there is no prescribed outcome. They try not to
get involved in personal relationships on the job for fear of where it might lead.
Very easily, they may be seen as insensitive or harsh because they often use
judgement rather than empathy in their responses to others.

3. Communication Style
As a communicator, Graham comes across as positive and upbeat. His
gregarious manner enables him to connect with others and establish rapport. In
his interview, Graham was quite open to discussing his strengths and
weaknesses, and was quite forthcoming with information. People of the ESTJ
leadership style are generally strong communicators and typically present
themselves as talkative, open, and engaging. They enjoy expressing their
opinions and challenging forcefully when necessary. Graham will express
himself in this fashion when he is in an environment where he feels in control
and unchallenged.
Graham scored in the above-average range for Verbal Communication on the
Competency Profile. He appears adept at adjusting his approach to suit the
individual with whom he is talking. His empathy will enable him to get to know
people and listen attentively, and, as a result, he will be quite effective in
responding to their needs. According to the following comment from his 360
Degree Feedback Report, “Graham has excellent communication skills and an
excellent personality for this role. He is open and honest – genuine. He walks
the talk – a champion for his role. He has high standards of integrity, is very
knowledgeable, and makes people feel at ease with him”.
Graham scored very high in the area of Influence, which includes the Persuasion
and Relationship Development competencies. Graham will be able to use his
strong relationship skills, his confidence, and his ability to empathize with
others to enlist the support and commitment of people in response to his ideas.
His results suggest that he will be able to present his ideas and opinions in an
interesting and compelling manner, both one-on-one and in group settings.
Graham is also able to assert himself, but does not appear likely to take an
aggressive or forceful approach in most instances. As suggested by the following
comment from his 360 Degree Feedback Report, “there may be some people
who have trouble with Graham’s directness sometimes and they may see that
as a negative”. However, Graham “has the ability to communicate at all levels
and gets his message across”, and “always tends to enforce his opinion or the
company’s line and will not suffer people who fail to get on board”. Although
he admits, “I can be blunt with comments”, Graham will tend to take a more
forceful stance when it is appropriate for the situation.

Section E: Stress Style
Stress is inevitable, and not all of it is bad. In fact, certain kinds of stress keep us
alert, motivated, and ready for action. Stress has been likened to a bell curve –
we are at our best when we are moving toward the top. Another basic fact is that
what stresses one personality type may be relaxing to another. “Easy listening”
music (i.e., elevator music) may make some workers relaxed and productive,
while for others, it is the musical equivalent of fingernails on a chalkboard. So,
too, for classical, country-western, opera, or jazz. What seems harmless –
indeed beneficial – to some may send others in the office over the top.
It is important to note that severe stress rarely results from just one or two
factors. In most cases, extreme pressure has a cumulative effect: personal
issues, piled on top of work issues, combined with concern for the state of the
world, all feeding each other. It may be one additional, perhaps trivial, matter
that puts an individual over the top – the proverbial straw that breaks the
camel’s back.
Current Stress Management Status
The following indicate Graham’s current stress management status based on the
self-assessment and behavioural interview.
Graham describes himself as a fairly relaxed, low-key person who is capable of
dealing constructively with the stresses and challenges of work. His test results
indicate that he does not appear to worry excessively about his ability to
perform well and achieve. Nor does he seem to be driven by a sense of inner
tension or impatience. Moreover, with his calm and considerate disposition,
Graham is unlikely to become impatient with the performance of others. He also
appears able to listen to constructive feedback and not react in an aggressive
manner.
Graham’s score on the Stress Tolerance scale is exceptionally high and suggests
an enhanced ability to withstand adverse events and stressful situations. Based
on this result, Graham is probably generally calm, and rarely gets overly anxious
or agitated. Additionally, Graham’s self-rating on the Impulse Control scale
demonstrates that his ability to resist or delay impulses is higher than others in

the population. This score suggests that he is rarely impatient, and rarely
overreacts or loses control.
Generally, Graham will find himself feeling able to cope with the challenges and
problems he encounters over the course of a day. His score for Stability suggests
that, generally speaking, Graham will be able to cope effectively with the
challenges and problems that he encounters over the course of a day, and will
maintain effective work behaviour during periods of stress and uncertainty.
Although generally calm, Graham is likely to experience frustration at times
when he has overcommitted himself.
The Optimism and Happiness scales refer to an individual’s ability to maintain a
positive outlook in the face of difficult or challenging situations. High scores on
these scales indicate effective management of one’s moods during such times.
Graham’s results suggest that he is slightly less optimistic than the average
person in the population is, but still scores within the normal range. Like most
others, there are probably times when feels a little down or a little pessimistic.
Graham’s expectations are likely often kept quite low, perhaps in an attempt to
avoid possible disappointments. His Happiness score, however, suggests that in
general, he does feel satisfied with his life, enjoys the company of others, and is
able to derive a great deal of pleasure and fun from life.
On a final note, there is a tendency for people of Graham’s personality type to
over-control or actively suppress their emotions. This means that Graham can
run the risk of limiting the growth of his people leadership skills by not
developing more emotional awareness and flexibility. He may tend to veer away
from interpersonal conflict that he cannot control or squelch in order to avoid
the stress associated with involvement in such situations. In such cases, the
stress tends to be internalized and will not surface until it becomes too much to
be controlled.
People with this leadership style are take-charge types with very high control
needs. They have an extreme sense of accountability and tend not to cope well
when things do not go as planned. They show little tolerance for
disorganization, tardiness, sloppiness, or inappropriate behaviour (as they
define it). While Graham’s scores indicate an effective ability to withstand
adverse events and stressful situations, his ability to do so may be contingent
upon his ability to control his environment or situations.

Section F: Summary and Comments
Many of Graham’s assessment results indicate good suitability for a senior role
with YourCo. His ability to establish relationships, his persuasiveness, his
communication skills, and his team-oriented approach are all positive qualities.
We expect that others view Graham as approachable, sensitive, and respectful.
We also see evidence to suggest that he will typically be able to maintain his
focus and productivity when under stress. Also of note, Graham seems well
suited to working in different cultures.
Developmentally, Graham’s results suggest that he can have difficulty
structuring his time. He may not always prepare and plan as much as he should,
and may tend to leave things to chance and operating more spontaneously. This
will have implications not only for his ability to plan his own work but also the
work of others. His assessment results indicate that Graham is not one to “dig
deep” in his analysis of issues. This is likely to be particularly true when dealing
with financial information. We offer recommendations to address these issues
in the developmental section of this report.
360 Degree Feedback Report Results
In general, the results of this report support the strengths and challenges
identified by the Competency Profile and Behavioural Indicator. There were a
few notable exceptions to this, however. Graham’s results on the Competency
Report indicate a high level of Sensitivity and Cultural Adaptability. On the
Feedback Report, however, Graham received some of his lower ratings in the
area of Cultural Awareness. In particular, he was rated lower in his ability to
consistently “minimize the impact of own cultural and gender biases and
practices on others”; and his ability to “seek to understand the circumstances
and needs of all partners from their perspective (e.g. cultural, political)”. The
lowest scores in this category were received from his manager.
The second area of inconsistency was in the area of Work Management. As
mentioned earlier, Graham received some of his highest ratings on the 360
Degree Feedback Report in his ability to organize, plan, and execute. The
participants in this survey view Graham as someone who is consistent,
structured, and dependable; is able to provide detailed direction; and will be
thorough in his follow-through. This is in contrast to the results of the

Competency Profile, that indicates that, although able to delegate and plan,
Graham prefers a more spontaneous style and may tend to leave more detailed
planning and follow-through to others.
Ultimately, it will be useful for Graham to discuss any areas of discrepancy with
his manager and to get feedback from the other participants, or a trusted
colleague in order to determine the source of these discrepancies. Whatever the
case, it is important to work with the issues that have arisen out of the 360
Degree Feedback Report and integrate them into a plan for development.

Section G: Development Recommendations
The following areas have been identified in the selection that the candidate will need to
work on to perform optimally in the new role:
Emotional Constructiveness (Emotional IntelligenceSelf Awareness)
Although Graham has scored fairly high on the behavioral assessment in this
area, it is likely that he needs to delve deeper to gain further insight into how he
might best minimize the impact that his emotionality has on his leadership
effectiveness. He needs to learn to resist the impulse to react out of impatience
as this can interfere both with his own and others’ ability to problem solve.
As noted earlier, Graham may find himself reacting with strong emotion in
some situations or when he has been under prolonged pressure or stress. He
may find himself relating to others in an emotionally charged way, reacting
rather than communicating. His strong relationship skills likely enable him to
“vent” from time to time without damaging relationships. Nevertheless, we
encourage him to become aware of the types of situations and challenges that
lead him to lose control and ensure that he step away to think it through before
reacting out of frustration or anger.
Communication
Several strengths in the area of communication were described. On a
developmental note, we see evidence to suggest that, although intuitive and
good at “reading” and connecting with others, he may have a tendency to talk
more than listen. There may be occasions when he needs to ensure the focus of
dialogue rests more with the other person. In his enthusiasm, Graham tends to
get caught up in his own thinking and move ahead of the individuals need to
communicate. We encourage him to “dust off” some of the “active listening”
skills that he has been exposed to by ensuring:
 that he not only listens and understands, but that he also demonstrates his
understanding by paraphrasing and clarifying what the other party has said

 that he allows pauses in the conversation to ensure that the other party has
finished their thought or has the opportunity to insert a thought.
Financial Analysis
Since working with numbers is not a natural aptitude for Graham, he would
benefit from formal business training in finance. We encourage him to pursue
this type of training, through an in-house training program or through more
academically-oriented training.

APPENDIX A
More About the ESTJ Personality Type
General Recommendations for ESTJs
In addition to the more specific recommendations for Graham, the following are
general suggestions directed towards ESTJ leaders. Knowledge of the areas that
tend to remain undeveloped because they are not preferred by the leadership
style can create greater acceptance of the weaker areas, and allow leaders to
approach their development in a strategic fashion. This will provide Graham
with the opportunity to use his strengths to develop his less preferred leadership
competencies.
The following are areas where Graham will likely need coaching, based on his
developmental requirements:
 ESTJ’s strengths lie in their ability to work systematically, to organize facts,
policies, people, and to use time and resources efficiently towards achieving
their goals. They need to be reminded that others are not simply part of the
woodwork and have personal needs and aspirations that must be addressed
in their careers. If ESTJs do not consider this, employees can become
resentful and ultimately de-motivated in their work.
 ESTJs work well with other hard-working and responsible people who do
not bring their personal problems to work. They do not appreciate it when
others disclose their feelings or expect them to similarly share in a personal
way on the job. However, many personality types require this sort of
personal interaction in order to experience a sense of satisfaction or
fulfillment in their work lives. ESTJs would benefit by exposing their
personal side, to some extent, so coworkers do not feel uneasy with and
threatened by their intense task-orientation style.
 ESTJs are most comfortable when they are making the decisions and have
the authority to do so. They can be seen as dictatorial when they attempt to
impose their standards of behaviour on others and expect them to follow
these standards. They need to consider what is truly important to themselves

and to others, rather than simply what their logic dictates. Attempts to be
more flexible and open-minded will prevent an ESTJ and their work
environment from becoming too rigid.
 Sometimes ESTJs are so intent on their own plans that they can hastily
reject new ideas. In failing to take time to listen to others, they often miss
possible meanings, implications, and even opportunities. ESTJs have a
tendency to jump to conclusions before acquiring all the necessary
information or fully understanding a situation. This can be very challenging
for others who are not given adequate time to express their ideas or
intentions. ESTJs are most effective when they open themselves to new
ideas, and challenge themselves to understand the thought processes behind
them. They can also protect against hastily rejecting new ideas by waiting a
few seconds before speaking or responding, giving others a chance to offer
their input.
 ESTJs are results-oriented and will tend to disregard the small steps that an
employee is taking toward a specific goal or performance improvement. As a
result, they can de-motivate those who are struggling to improve
performance and reward only those who achieve their goals quickly and
efficiently. They can fail to show their appreciation for important
contributions of those around him. They need to learn that others can
perceive the absence of feedback as criticism. They are more effective as both
a leader and a team member when they remember to recognize and
acknowledge the talents and efforts of others.
 ESTJs tend to work at a fast, efficient, and steady pace. They may have
difficulty recognizing that other personality types are more effective when
working at a different pace and they tend to be judgemental and impatient
with individuals who have less energy or a different work ethic. In addition,
ESTJs are naturally critical. They need to learn how to tactfully criticize
actions or ideas rather than people, by developing an understanding of
people’s thought processes and motivation instead of judging and dismissing
the individual.
 ESTJs may be well aware of the difficulty they face in dealing with
relationship issues within a task-oriented environment. They find that when
they need to focus on others’ feelings, their natural ability to think clearly

and take effective action is inhibited. This can create much pressure in the
workplace for ESTJs because when they respond in their normal decisive,
task-related way, they are often accused of lacking concern and not caring.

The ESTJ Stress Style
Just as different types create stress differently, so too, does each personality
type interpret and deal with it in different ways. Some talk their way through it
– to friends, neighbours, and veritable strangers – while others work it out
inside themselves. Some types confront their stressors directly while others
prefer to imagine them out of existence. Some interpret stress as a personal
attack by a specific individual (or even by the entire universe), while others
interpret it as one of the laws of life, as sure as death and taxes.
Stress attacks us when:
a) We are not paying attention to it;
b) We feel we are losing control;
c) We are trying to control the wrong or inappropriate areas of our – or
others’ – lives; and
d) We are forced to use our non-preferences more than our preferences.
Given all this, a fundamental part of dealing with pressure is to understand how
different individuals deal with stressful situations. Each personality type has a
predictable way of behaving when under extreme pressure. For leaders, it is
important to recognize what behaviours are associated with their particular
personality type so they can develop an awareness of the changes in their
behaviour and its impact on others.
The following are some of the ways that people with the ESTJ personality type
react during prolonged periods of stress or illness, and some of the things that
trigger these responses.
Hypersensitivity to Emotions
ESTJs are often unaware of their own emotions and the emotions of others.
When aware of them, they tend to look at emotions objectively rather than with
any real involvement. During periods of stress, this objectivity diminishes and
they experience real extremes of emotions. They will often misinterpret
comments from others as personal criticism. Usually they have a very healthy

attitude towards criticism, and how it can be used to improve performance and
foster excellence. However, when stressed, they can take offence and overreact
to even the mildest critique. Other people will be unaware that the ESTJ is
feeling vulnerable and will continue to communicate as directly as usual,
inadvertently hurting his/her feelings. When this happens, ESTJs may have
difficulty acknowledging that their feelings have been hurt, both to themselves
and to the person who unwittingly triggered the reaction. On the other hand,
they may strike out at others instead of dealing directly with the person who has
offended them.
ESTJs rarely have the ability to communicate their distress to others. Unless
one is looking for it, or is extremely perceptive, their intense personal struggle
for control over their inner turmoil is undetectable. Some subtle clues that
suggest this struggle would be an uncharacteristic silence, withdrawal,
moodiness or lack of enthusiasm. These reactions represent attempts, on the
part of ESTJs, to maintain a cool and detached stance when fearing they will
lose control of their emotions. Their despair, isolation and feelings of
worthlessness may become so extreme that they can become severely depressed.
ESTJs will only feel comfortable revealing the severity of the episode after it has
passed and they have restored a sense of control. In fact, acquaintances and
colleagues may be surprised to hear about it because the ESTJ appeared so
normal to them.
Outbursts of Emotion
Normally, ESTJs maintain strict control and do not express their inner
emotions freely, tending to objectify them instead. During periods of stress, they
can lose control over emotional expression and the ability to discriminate what
is appropriate to express. This may begin as expressions of intense anger about
the incompetence of others. As it progresses, or if they allow it to progress, it
can reveal the root of the turmoil, which is usually about a lack of appreciation
or recognition. They may also become uncharacteristically sentimental,
sometimes becoming tearful or crying in private for no apparent reason. A sad
movie or even a greeting card may be enough to cause them to burst into tears.

Excessive Focus on Work
ESTJs view work as a way to be responsible and to do their duty. They take their
responsibilities very seriously and expect others to do the same. However, work
is probably the most common addiction for ESTJs and is also a way of avoiding
their relationships or having to cultivate interpersonal relationships. They
develop a strong attachment to work and this can become a priority in their life
over everything else.
Impulsive Decision-Making
ESTJs can encounter problems arising out of their need to complete work
promptly and efficiently. They have a tendency to make decisions too hastily
and to form opinions about how things should be done, without considering the
best possible course of action. They fail to take into account the impact of their
behaviour on the bigger picture. During times of change, established
approaches or methods may not be feasible; ESTJs can stubbornly cling to their
original plan and may fail to reach their goals as a result. They may judge the
input of others as impertinent, arrogant, or irrelevant. They can even make
contradictory decisions and, in their haste, create chaos and confusion for
others around them. Many are frightened to contradict the instructions given by
the ESTJ.
Inability to Think and Organize
ESTJs can lose their normal ability to think logically and take effective action
during prolonged periods of stress. They may also have difficulty recognizing
the relevance or logic in a situation. This uncharacteristic inability to think
objectively may be accompanied by a pervasive feeling of fatigue. Everything
seems to require twice as much effort, and they can find themselves vacillating
between multiple tasks without producing tangible results. They may also find
themselves unable to organize or structure a work assignment that usually
comes quite easily for them. They become indecisive, arguing with themselves
and not coming to any conclusion. This leads to an uncommon decline in
productive work, accompanied by a feeling of failure.

Typical Triggers of the ESTJ Stress Style
Each personality type has specific triggers that cause stress. The following are
things likely to push Graham into his stress style:
 Taking on too much work and becoming overloaded and exhausted.
 Spending too much time alone.
 Feeling taken for granted following a prolonged period of hard work.
 Being misunderstood, not trusted or not taken seriously.
 Pressure from others to conform to a point-of-view with which he does not
agree.
 An overtly negative atmosphere, especially where he has little opportunity to
change the negativity.
 Major changes and transformations where he cannot be certain of the
outcome.
 Any situation where there is conflict.
Tips on How To Deal With Stress
The following are ways that may help to reduce stress and regain balance in day-
to-day functioning for the ESTJ personality type:
 Begin to bring things back into balance by talking to a trusted friend or
colleague and listening to their feedback without arguing with them.
 Talk with someone who will take a more gentle approach to encourage the
expression of difficult feelings in a non-confrontational manner. This will
help to gain insight into the emotions and issues that have caused the
uncharacteristic behaviour.
 Distraction from work is usually the best way to restore balance. Engaging in
mentally challenging or competitive activities with others are effective ways
to restore balance.

 Become involved in music, art and literature, to explore more romantic,
dramatic, and emotive sensibilities. This will provide a way to use other
typically unexpressed aspects of the personality.
 Recognize their task-oriented approach to life. Work at reducing the action-
oriented activities and planning every minute. Schedule time to be with
people without an agenda.
 Seek opportunities to build a tolerance to feelings and learn the importance
of close companions and intimate relationships in creating and maintaining
a sense of well-being. Find ways of expressing emotions in safe situations so
emotions are experienced as less threatening.

APPENDIX B
Strategies for Improving Emotional and Behavioural Competence
The following are some basic strategies or tips for developing behavioural
competence in the areas that were rated lowest on the Behavioural Assessment
Indicator.
Self-Actualization
 Set goals that are challenging yet clearly attainable; goals should be objective
and, preferably, measurable.
 Examine career/life plans and aspirations in terms of current position.
 Train to improve skills and move closer to achieving full potential.
 Clearly identify those things perceived as enjoyable and interesting; set fixed
times during the week (or month, or year) to pursue these activities.
 Personalize goals to fit aspirations, but avoid unrealistic or fanciful ideals.
 Examine goals and aspirations regularly to determine ways to be better; set
intermediary goals to facilitate reaching longer-term goals.
Emotional Self-Awareness
 Use appropriate opportunities to share and discuss attitudes as well as ideas
and plans.
 Increase interpersonal/social interactions to learn about one’s own thoughts
and feelings, and those of others.
 Try to determine those things (both positive and negative) that inspire the
strongest feelings and greatest motivation.
 Attempt to channel these strong feelings and convictions into worthwhile
pursuits and profitable activities.
 Emphasize the conscious monitoring of emotional attitudes during
interactions.

Optimism
 Minimize negative thoughts related to trivial or temporary problems.
 Adjust goals so that they are more attainable.
 When long-term goals seem difficult, set short-term intermediary goals to
serve as guideposts of progress.
 Be solution-focused rather than problem-driven.
 Use positive feedback for goal attainment, and constructive and supportive
feedback when goals are not successfully met.
 If appropriate, increase empowerment to avoid the pessimism that often
results when people feel helpless to change the status quo. This feeling is
often overcome if one’s own judgement can be used to change
circumstances.

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