Dragan Manic completed a Leadership Skills Profile assessment which identified self-discipline as a personal strength. The report provides customized feedback on how Dragan's tendencies may impact his leadership performance and suggestions for continued development. Specifically, the feedback notes that while Dragan's serious approach and caution facilitate focus, he could challenge himself more and inspire others by encouraging calculated risks. Overall, the report aims to leverage Dragan's strengths while providing insight into balancing discipline with flexibility, innovation and relationship-building.

1. Report for:
Dragan Manic
Sigma Assessment Systems
February 23, 2013
LSP Focus

2. Leadership Skills Profile - Focus
Report for: Dragan Manic
Sigma Assessment Systems
February 23, 2013
Introduction
You recently completed the Leadership Skills Profile (LSP). The LSP
measures a series of competencies important for effective performance in
leadership and management roles. This Focus report presents your Top 10
Personal Strengths and Top 10 Development Opportunities, and provides
customized development feedback and tools and techniques to help you
establish your development goals.
The LSP Focus Report is divided into 3 sections:
The Leadership Skills Snapshot lists your Top 10 Leadership Strengths
and your Top 10 Development Opportunities.
Your Personal Enhancement Plan provides tools and techniques to help
you create a development plan that will keep you motivated and on track for
success.
The Leadership Skill Definitions and Development Feedback define the
leadership competencies that comprise your Top 10 Leadership Strengths
and Top 10 Development Opportunities, and provide customized insight into
how your personality may be affecting your leadership performance.
Before getting started, remember...
Given the complexity of human behavior, it is impossible to predict leadership
performance with 100% accuracy. While some of the results in this report may at
first appear unrepresentative of your character, realize that the feedback most
likely applies to you, at least under certain circumstances. For any results that
you find surprising, try gathering additional perspectives by discussing them with
trusted others.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

3. Dragan Manic
LSP Focus
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The Leadership Skills Snapshot
The Leadership Skills Snapshot presents your Top 10 Leadership Strengths and
your Top 10 Development Opportunities and includes the following:
Definitions for each of the leadership competencies
your standing on each leadership competency (i.e., whether it was a
Personal Strength or a Development Opportunity)
a page reference to customized Development Feedback
Symbol Guide
Personal Strengths: Leadership dimensions with this symbol
represent your top leadership scores or areas where you have the
most natural talent. Leverage these strengths to improve your
leadership performance.
Development Opportunities: We refer to leadership dimensions in
this range as areas of competence. These dimensions have the most
potential to become personal strengths and are where you should
focus your development efforts.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

4. Dragan Manic
LSP Focus
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Leadership Skills Snapshot
Personal Strengths
Leadership
Competency
Definition
Standing
Feedback
Page
Self-Discipline
The ability to resist impulse, maintain focus,
and see a project through to completion.
p.11
Monitoring and Controlling
Checking on the performance of
subordinates, giving them personalized
feedback, and taking disciplinary action
when necessary.
p.13
Short-Term Planning
Establishing short-term goals and
objectives for subordinates and for the work
unit, and developing action steps to achieve
them.
p.15
Objectivity
The ability to maintain a realistic
perspective and keep personal biases to a
minimum.
p.16
Emotional Control
Maintaining personal composure during
times of stress or pressure, when things are
uncertain, or when faced with conflict or
disagreement.
p.17
Dependability
The ability to be counted on to meet
commitments and deadlines.
p.18
Attracting Staff
The ability to hire and retain staff, and keep
turnover at an acceptable level.
p.20
Organizing the Work of Others
Clearly defining roles and responsibilities
for subordinates, and letting them know
exactly what tasks should be done and
what results are expected.
p.21
Interpersonal Relations
Relating to others in an outgoing, friendly,
warm, and personable manner in order to
establish and maintain effective
interpersonal relationships.
p.21
First Impression
The ability to create a positive impact
through social confidence, sincerity, dress,
and verbal fluency.
p.22
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

5. Dragan Manic
LSP Focus
Page 4
Leadership Skills Snapshot (continued)
Development Opportunities
Leadership
Competency
Definition
Standing
Feedback
Page
Thoroughness
The ability to attend to detail and develop a
comprehensive approach to problems.
p.23
Conflict Management
The ability to mediate and resolve conflicts
and disagreements in a manner best for all
parties involved.
p.24
Listening
Taking the time to listen to others'
questions, concerns, and viewpoints,
identifying the relevant information, and
conveying it to the other person.
p.25
Social Astuteness
The ability to accurately read and respond
diplomatically to organizational trends and
norms, as well as effectively deal with
organizational politics.
p.25
Delegation
Delegating responsibility and authority to
subordinates and giving them discretion in
determining how to do their work.
p.26
Technical Orientation
Demonstrating technical proficiency or
expertise acquired through education,
training, or experience.
p.27
Facilitating Teamwork
The ability to promote teamwork,
cooperation, and identification with the work
group.
p.28
Motivating Others
Showing enthusiasm and providing
encouragement, recognition, constructive
criticism, and coaching to subordinates.
p.29
Productivity
Accomplishing an above average quantity
and quality of work.
p.30
Analytical Orientation
Demonstrating a preference for problems
requiring precise, logical reasoning, and
showing an ability to dissect and
understand complex, multifaceted
problems.
p.31
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

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Personal Enhancement Plan
The Personal Enhancement Plan allows you to build on the information provided
in the Leadership Skills Snapshot to create a practical, sustainable
development plan.
Note About Personal Development and Time Management
Keep in mind that your personal resources are scarce. This means that you
have limited time and energy to devote to your development, and you will
likely be forced to give up certain aspirations in favor of others.
Time constraints make it necessary to prioritize. Prioritizing by focusing on
some goals immediately, and saving others for the future, may be the most
effective approach to continuous improvement.
Rather than viewing this exercise as a one-time activity, think of it as the
beginning of an ongoing development process with a clear direction that is
backed by a realistic plan. Setting concrete timelines will allow you to monitor
your progress and successes, and continually update and refine your
development program. Entering key dates into your calendar or personal
digital assistant (PDA) will help keep you on track for success.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

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Instructions for Completing your Personal Enhancement Plan
Review your Leadership Skills Snapshot.
Flag one or two competencies that you wish to improve in the short term.
Review the examples presented on the following pages to help you establish
your own personal development goals.
Complete the Development Worksheet provided on page 8 for each
competency that you have flagged for short term development.
When completing your worksheet, consult the competency definitions and
your development feedback to help you determine specific behaviors and
action steps that are critical to demonstrating the competency.
Once you have accomplished your short term goals, you can begin working
on your long term goals. You can continue to use the worksheet provided, or
a similar format, to leverage or develop your leadership competencies.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

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Example 1: Personal Development Goal
Core Competency:
Goal:
Communication
Hold weekly 1 hour meetings to share recent news and project developments with my team
Timeline:
I must hold 8 consecutive meetings on Fridays in May & June to establish this pattern
Action Steps
1. Critical Behaviors- What I need to do differently to reach my goal
I need to keep my direct reports better informed about recent decisions, developments, and updates
that affect their work and their progress on team projects
2. Role Model- Who do I admire and when is the best time to observe them
My boss Jill always keeps me “in the know.” I will observe & take note during our meeting on Tuesday
3. Practice- How will I apply these critical behaviors on the job
Keep a spreadsheet of current projects and who is involved, and update it every day. Establish the
meeting time on Mondays, send a communication email, and prepare a thorough agenda beforehand
4. Feedback- Identify those who are in the best position to provide feedback & by when
Jim, Steve, and Ann can let me know if I’ve kept them in the loop or not. Ask them on Mondays
5. Learning- How will I stay current and enhance my knowledge in this area
Ask Rick to keep me updated on new technology aimed at helping people stay organized!
Expected Outcomes
1. I will know I’ve met my goal when:
Meetings on Fridays become automatic and others find them productive and informative
2. Others who will benefit from this and the changes they will notice:
Jim, Steve, Ann, and Jill will no longer have to take it upon themselves to stay in the loop; they will be
able to work independently because I have promptly shared information, roles, and expectations
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

9. Dragan Manic
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Example 2: Personal Development Goal
Core Competency:
Goal:
Achievement and Motivation
Teach my direct reports how to formalize & document short- and long-term goals in order to
increase accountability & help them establish meaningful, relevant rewards for reaching their
goals
Timeline:
Establish monthly meetings with Jim, Steve, and Ann to review their progress. It may
take 6 months or so to establish this pattern. Re-evaluate goals & timelines in January
Action Steps
1. Critical Behaviors- What I need to do differently to reach my goal
Leverage my strengths by sharing my knowledge & experience on how to document goals &
accomplishments and how to stay motivated and engaged in your work
2. Role Model- Who do I admire and when is the best time to observe them
My mentor Peter, who shared his wisdom with me. Meet with him for lunch on Tuesday to get advice
3. Practice- How will I apply these critical behaviors on the job
Define my goals in writing, use them as a teaching tool, establish monthly meetings to check in
4. Feedback- Identify those who are in the best position to provide feedback & by when
My direct reports (Ann, Jim, Steve) can let me know if I’ve helped them (after each monthly meeting)
5. Learning- How will I stay current and enhance my knowledge in this area
Do some research on goal setting and achievement, read relevant management journals & new books
Expected Outcomes
1. I will know I’ve met my goal when:
My direct reports “check off” their short-term goals and show me they’ve achieved a long-term goal
2. Others who will benefit from this and the changes they will notice:
This should motivate the whole team to work harder and deliver exceptional results
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

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Development Worksheet
Core Competency:
Goal:
Timeline:
Action Steps
1. Critical Behaviors- What I need to do differently to reach my goal
2. Role Model- Who do I admire and when is the best time to observe them
3. Practice- How will I apply these critical behaviors on the job
4. Feedback- Identify those who are in the best position to provide feedback & by when
5. Learning- How will I stay current and enhance my knowledge in this area
Expected Outcomes
1. I will know I’ve met my goal when:
2. Others who will benefit from this and the changes they will notice:
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

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Leadership Skills Profile - Focus
Leadership Skill Definitions
Definitions of Leadership Competencies for your Top 10 Personal
Strengths and Top 10 Development Opportunities
Development Feedback
Your Customized Development Feedback
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

12. Dragan Manic
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Self-Discipline
The ability to resist impulse, maintain focus, and see a project through to
completion.
Development feedback:
You tend to prefer structure, planning, and organization. When your role is
clearly defined, you tend to show discipline in undertaking all of the steps
required to stay focused on achieving your goals. Your tendency to provide
precise direction to staff members likely fosters team productivity. Remember
to be flexible with your schedule in order to accommodate others – there may
be times when it's necessary to settle for less than 100% if it means making
a deadline or keeping the peace within the work group.
You tend to take a rather serious approach to work. It likely follows that you
have high self-control and others likely perceive you as self-disciplined. This
likely facilitates your ability to manage your workload, and maintain focus and
discipline to see projects through to completion. However, try not to become
so focused on your obligations that you forget to have fun and form
relationships with co-workers. Plan social events to get to know your team
better, as this can cultivate cohesiveness and cooperation.
You typically avoid overanalyzing work problems and prefer to deal with
issues in a straightforward manner. This may contribute to your ability to "get
down to business" and focus on exactly what is needed to complete the task
at hand. However, you may devote much of your time to “doing” rather than
to “thinking.” Keep in mind that leaders are expected to decipher complicated
problems and carefully think through tough decisions. Challenge yourself to
reflect upon and weigh different solutions before starting the work.
Your responses suggest that you exercise caution when faced with
unpredictable situations and you may be somewhat risk-averse. Individuals
with these qualities tend to be seen as disciplined and able to stay focused
on a task, since they tend to weigh the pros and cons and carefully consider
the consequences of decisions. However, be aware that cautiousness and a
conservative approach may not inspire direct reports. Try to be positive and
enthusiastic about team projects and encourage staff members to take
supervised, calculated risks.
Your responses suggest that you tend to be a modest, unassuming
individual. As a result, you may be less likely to overextend yourself and
make promises you can't keep just to impress others or appear confident.
This can contribute to your ability to remain focused on priority projects and
complete them in a timely fashion. Try not to undersell your capabilities or
hold yourself back from setting goals that might seem out of reach. Set high
expectations - if you challenge yourself, your direct reports may be motivated
to do the same.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

13. Dragan Manic
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Self-Discipline (continued)
Your pattern of responses suggests that you do not spend a great deal of
time socializing. The result is that you do not tend to be easily distracted and
others likely see you as focused and disciplined. Remember that leadership
involves forming and maintaining relationships with business partners and
co-workers. Effective working relationships require communication,
socializing, and an expression of interest in other people. Spend some time
attending to the personal aspects of work.
Your responses suggest that you are able to limit the influence of others'
ideas and opinions, which may contribute to your focus on getting a job done
according to plan. This is because you may be able to quickly eliminate
opinions that are inconsistent with your pre-determined plan. It may be easy
for you to discipline yourself to focus on the task at hand, but this may come
at the expense of closing your mind to other perspectives. Remember to be
patient, accepting, and open-minded, as novel and potentially profitable ideas
can often come from unexpected sources.
You tend to remain calm and level-headed, and you are unlikely to allow
emotions to cloud your focus on a task. As such, others likely see you as
self-disciplined. Remember that a certain amount of emotional excitement or
displeasure may be necessary to elicit a reaction from staff members and get
them to take you seriously. Be expressive, within reason, when you feel
passionate about something - this may motivate the team to approach a
project with similar intensity and determination.
You tend to deliberate on important decisions and have a focused, steady
approach to work. This likely leads to thoughtful and prudent work habits. As
such, you generally have no trouble resisting impulse and maintaining the
necessary discipline to see projects through to completion. Remember that
sometimes direct reports are motivated by new, creative approaches, and are
stimulated by changes to their daily routines. You can still promote
disciplined work habits and productivity while adding some spontaneity to
your work environment.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

14. Dragan Manic
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Monitoring and Controlling
Checking on the performance of subordinates, giving them personalized
feedback, and taking disciplinary action when necessary.
Development feedback:
You seem to have a well-organized, systematic approach to record keeping
and performance evaluation. This likely facilitates your ability to monitor and
regulate the productivity levels of your direct reports. Although you usually
make effective use of your time, your disciplined habits could border on
perfectionism and cause you to dwell on trivial points instead of focusing on
the big picture. If you tend to be meticulous, you might focus solely on
behaviors that don’t correspond with your own preferred approach, and you
might forget to recognize positive behaviors. Once you have a system in
place that works effectively, try not to nit-pick and fuss over specifics. Trust
yourself and focus on providing constructive feedback.
You may not be inclined to become involved in activities beyond your work
role. Accordingly, you likely devote much of your time and energy to work
activities, including checking on the performance of staff members and
conducting fair performance reviews. However, it can never hurt to get
involved in a broad range of work activities, as these may provide you with
the opportunity to connect with your colleagues, observe performance, and
create customized developmental feedback.
You tend to be critical of substandard performance. This may prompt you to
set high expectations for staff and hold them accountable by observing
behavior and taking notes for development purposes. You likely value those
employees who conform to your high expectations and you typically do not
have trouble providing discipline and corrective advice when efforts are "sub
par". Try not to let these tendencies interfere with your ability to provide
constructive criticism and advice when conducting performance evaluations.
Keep in mind that individuals need praise, feedback, encouragement, and
attainable goals to improve their behavior.
You are typically willing to accept and follow company rules and policy. You
may therefore be adept at keeping your finger on the pulse of the
organization and monitoring the performance of each team member.
Although you tend to respect the needs and preferences of employees when
monitoring individual performance, your colleagues could lose respect for you
if you avoid setting rules and guidelines when it becomes clear that someone
needs to take charge. Try researching new approaches and taking
responsibility for your decisions so you can be confident in leading your team
to success.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

15. Dragan Manic
LSP Focus
Page 14
Monitoring and Controlling (continued)
Because you may be inclined to hold traditional values and adhere to
conventional standards, you typically maintain fair and consistent
benchmarks for evaluating performance and taking corrective action when
team members’ behavior is unacceptable. People who understand and share
your traditional views may appreciate your values, however, you may come
across as strict or rigid in your beliefs to those who take a more laissez-faire
approach. Remember not to judge others’ performance based on
congruence of their values with yours. Keep in mind that although some
people might take a different approach to handling problems, the end result
is what is important.
You do not appear to invest all your energy in meeting strict deadlines and
religiously sticking to your schedule. Your flexible tendencies allow you to
reserve time in your busy day to monitor and coach staff members’
performance. This approach is conducive to highlighting areas of
improvement as you witness them, so your feedback is swift, timely, and
appropriate to the context. Your direct reports will learn best when feedback
is relevant and immediately following their behavior. On the other hand, try to
ensure that you possess enough time-awareness to properly and thoroughly
record information and stick to performance appraisal schedules set by your
organization.
You do not tend to become overly consumed with your daily work activities
and this likely allows you to allot the proper amount of time required to
observe and record subordinate performance. Devoting time and effort to
maintaining effective control over your team is important to ensure they are
receiving the proper corrective feedback. It is also important that you stay
involved in and focused on your own work, because this will better equip you
to stay current on what types of subordinate behaviors you should be
evaluating. Avoid letting your own responsibilities slide; make sure to stay
abreast of new developments and don’t neglect your role as a leader.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

16. Dragan Manic
LSP Focus
Page 15
Short-Term Planning
Establishing short-term goals and objectives for subordinates and for the work
unit, and developing action steps to achieve them.
Development feedback:
A strong sense of duty and responsibility to others may lead you to plan
carefully to ensure your staff are equipped with clear action steps that will
help them accomplish short-term goals. Leaders who tend to be responsible,
like yourself, often plan carefully and remain committed to obligations. This
might help you follow through on promises to establish firm action steps that
support the organizational vision. However, it is acceptable, and often wise,
to give your direct reports some discretion in modifying their goals and
incentives. Encourage them to maintain an activities log to keep track of their
daily obligations and work schedules, and have them give you weekly project
updates.
You are typically quite organized. Since you tend to keep on top of your own
priorities, you probably find it relatively easy to structure the group members'
work and help them reach their own short-term goals. Try not to be too rigid
when scheduling plans and agendas; circumstances can change quickly so
you must be flexible enough to overcome obstacles, extend deadlines, and
reconfigure your plans accordingly. When setting short-term goals for your
direct reports, it may be helpful to accommodate the needs of each
individual, as some require more direction and guidance than others.
Your willingness to follow rules and accept your obligations likely helps you
set reasonable short-term goals and objectives for your staff. In many
situations, you probably prefer to follow precedent, rather than pave the way
alone. Since you tend to have a clear picture of the organization's mission
and values, you will likely establish corresponding short-term goals that align
direct reports’ objectives with those of the organization. Keep in mind that it is
not always necessary to strictly adhere to the rules; there will be times when
you'll need to modify a traditional approach in order to reach important
milestones.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

17. Dragan Manic
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Page 16
Objectivity
The ability to maintain a realistic perspective and keep personal biases to a
minimum.
Development feedback:
Your results indicate that you may prefer to keep others at a distance and
you are less involved in socializing than some of your co-workers. As a
result, you may have fewer personal biases about people and may be more
objective in your opinions of others. While your direct reports likely
appreciate a manager who holds an objective point of view, remember that
socializing at work can also keep you up-to-date about workplace issues that
may be pertinent to evaluations, decision making, or workplace politics. Try
to maintain a balance between openly communicating about work-related
matters and becoming wrapped up in personal concerns that may
compromise professional relationships.
Your results indicate that you tend to take things as they come. Your typically
composed and relaxed style likely prevents your emotions from biasing your
judgment. Your direct reports probably appreciate your ability to make sound,
rational decisions under pressure. Be careful that your calm and steady
demeanor doesn't turn into complacency. If you never feel anxious or
stressed, this could be an indication that you are not sufficiently attuned to
important issues that require your attention. A moderate amount of nervous
anticipation is beneficial during high stakes situations.
You tend to be a deliberate, prudent person and you are typically careful to
maintain a realistic perspective and methodically weigh the pros and cons of
a decision before acting. Accordingly, you are likely able to settle on an
objective decision that is free from personal bias or favoritism. This objective
process means that you tend to make an effort to arrive at the best possible
decision for you and your co-workers. Remember that there will be times
when decisions need to be made quickly, meaning that you may have to give
up some deliberation in order to meet a deadline.
You generally make decisions based on reason and logic, rather than on
emotion. Your tendency to avoid becoming emotionally invested in others'
problems likely helps you stay objective. An unemotional, controlled
approach may be particularly helpful during stressful situations that may take
a toll on others who allow their emotions to get the best of them. However,
remember that your co-workers may have emotional reactions to decisions,
and it's important to recognize when you must empathize with them in order
to build and maintain positive relationships.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

18. Dragan Manic
LSP Focus
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Objectivity (continued)
You appear to be composed and even-tempered. You rarely express hostility
or experience aggressive feelings. As a result, you tend to make logical,
objective decisions, without allowing emotions to interfere. Although
controlling your emotions is beneficial, it is important to recognize that there
may be situations where it is useful to express your displeasure, so others
can best respond to your concerns. Try to learn when and how to express
your emotion tactfully, as doing so could prevent a few small mistakes from
escalating into a larger problem.
Emotional Control
Maintaining personal composure during times of stress or pressure, when things
are uncertain, or when faced with conflict or disagreement.
Development feedback:
Your results indicate that you tend to be calm, contented, and easy-going.
This likely helps you avoid conflicts with co-workers and tolerate stressful
work situations. In fact, others may even admire your composure. However,
try to recognize that occasionally thinking about the “worst-case scenario”
may help you put a different spin on issues or enlighten you to possibilities
you hadn’t considered. In order to avoid complacency, always try to consider
all angles of a problem to make sure you don't overlook any important points.
You generally do not allow personal feelings to fracture your composure or
intrude on decision making. As such, others likely see you as able to
maintain emotional control when dealing with conflict or high-stress
situations. However, as a leader, you probably need to carry some of the
load that may be weighing others down. Try to reach out to them when you
feel that a stressful situation is throwing them off their game and remember
to acknowledge their achievements, especially when they overcome a
dilemma at work.
You appear to be even-tempered and tend to remain calm when faced with
unpredictable situations. Therefore, you are typically successful at controlling
your feelings and frustrations at work. Although being able to control your
temper is beneficial, don’t let your calm tendencies stop you from getting
energized or showing your enthusiasm or displeasure to others. Sometimes it
may be warranted to be firm with underachievers while other times you may
need to show excitement when staff members reach an important milestone.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

19. Dragan Manic
LSP Focus
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Emotional Control (continued)
You tend to be agreeable and easy-going and may readily forgive others’
mistakes. Others likely perceive you as someone who is emotionally stable
as opposed to aggressive or argumentative. This likely helps you to enlist
support and compliance from co-workers, who appreciate your calm
demeanor. However, in an attempt to avoid confrontation, you may evade
your responsibility to provide constructive criticism to your direct reports.
Remember that feedback and encouragement will help motivate others to
develop and improve their job performance.
You likely have a steady, controlled style, which helps you avoid saying or
doing things that you might later regret. As a result, others likely see you as
composed and emotionally stable during times of stress or pressure.
However, a moderate amount of impatience, coupled with an ability to get
“charged up” about ideas and projects, may be needed to inspire others to
achieve challenging goals. If you appear too relaxed, others may not feel a
sense of urgency attached to project goals. When you feel excited about an
idea, be sure to clearly express yourself, as this can be an effective
motivator.
You are generally not one to voice strong unconventional opinions,
suggesting self-control, a clear set of values, and a somewhat conservative
demeanor. As you may not easily become riled up by unorthodox or
potentially conflicting views, you typically exercise self-control when faced
with a stressful situation. However, when sticking to existing organizational
norms and customs, you might occasionally miss an opportunity to learn new
approaches or perspectives. Don’t be afraid to seek out contrary viewpoints
as doing so could stimulate growth and development.
Dependability
The ability to be counted on to meet commitments and deadlines.
Development feedback:
You tend to be organized, conscientious about details, and committed to
careful planning. As such, others likely see you as dependable and can
typically count on you to remember important dates and meetings. Keep in
mind that planning in too much detail could cause others to see you as rigid.
It is important to be reliable and consistent; just make sure that you don’t
impose so much structure and routine in the work environment that you stifle
opportunities for development.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

20. Dragan Manic
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Dependability (continued)
You tend to reduce problems to their essential components and follow a
direct path to completing work. This typically helps ensure that you meet your
commitments in a timely manner. Remember that sometimes it may be
necessary to dig deeper in an effort to uncover the source of a problem. Try
to reserve more time to contemplate and consider all the facts. It can be
useful to use others as a sounding board, because if you miss an important
detail, your dependability may be compromised.
You tend to think carefully before acting. This tendency likely allows you to
prioritize and focus on one thing at a time. Your colleagues probably feel that
they can depend on you to weigh all the options before making a final
decision. Try to add some spontaneity to your work life, as a change to daily
routines could motivate your direct reports to work harder. You can still be
dependable while promoting a fun learning environment that encourages
subordinates to follow an impulse that might result in an interesting new
approach to an old method.
Your tendency to focus on approaches that are consistent with your own,
means that you may be less likely to get distracted by potentially irrelevant
information offered by dissenting approaches and viewpoints. This style may
facilitate your ability to meet commitments and deadlines in a timely fashion.
Remember that new opinions and fresh perspectives can be valuable,
especially when they offer a balanced alternative to the "old" way of doing
things. It can't hurt to challenge your assumptions and consider a dissenting
point of view once in awhile.
You tend to check and double-check steps in a project, preferring not to
leave things to chance. You likely consider whether the pros outweigh the
cons and may prefer to take on initiatives that are relatively foolproof. This
may contribute to your reputation as a dependable and reliable individual.
However, as a leader, it is sometimes necessary to take calculated risks. To
increase your comfort and confidence with risk, you might find it helpful to
record of all the steps needed to reach your goal as well as the projected and
actual end result.
Your results suggest that your confidence in social situations is not so
inflated that you would overstate your ability or expertise, or fail to check your
own work. As a result, others likely perceive you as dependable and reliable.
However, sometimes you may lack confidence in social situations, which may
make you question your abilities. Make sure these feelings don't compromise
your job performance. It might help to generate a list of your strengths and
accomplishments when you experience feelings of self-doubt, and
periodically review them to maintain confidence.
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21. Dragan Manic
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Attracting Staff
The ability to hire and retain staff, and keep turnover at an acceptable level.
Development feedback:
You appear to have a modest, somewhat apologetic nature. Others may
question your authority as a leader, and you may have difficulty retaining
"top-notch" employees. Your mild-mannered nature could cause others to
question your direction and authority. Although you may be perceived as
thoughtful and considerate, others might question the leadership potential of
someone who hesitates to show charisma and enthusiasm. If you try to be
more self-assured and display confidence in the face of doubt, others will be
drawn to your poise and confidence.
You tend to be self-sufficient and rarely lean on others for support. This
approach can sometimes alienate you from others and prevent you from
building positive, productive relationships at work, which in turn, may interfere
with your ability to attract and retain top talent. A "softer" style can help
attract the best applicants and make newcomers feel welcome and
supported. Reaching out to connect with others does not necessarily imply
vulnerability - collaboration with colleagues can provide new perspectives on
old problems.
Your tendency to feel uncomfortable in social situations can undermine your
ability to create and maintain close connections with existing staff and
potential recruits. If you tend to feel ill-at-ease in social situations, it can be
difficult to effectively communicate with others. You may want to think of
potential conversation topics prior to attending a social event or important
meeting, in order to feel prepared to network and make business connections
with others. This preparation will help to build your social confidence and
enhance your credibility as an effective leader.
You may prefer to withdraw from work-related social activities. As a result,
your opportunities to network may be limited. This could negatively affect
employee recruitment and retention strategies. Social networking is an
integral part of business relations, so you might want to invest some time
honing your conversational and social skills. Talk about things that energize
you - it can be easier to find common ground with others than you might
think. Staff and potential recruits appreciate the opportunity to establish a
personal connection with their managers and leaders.
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22. Dragan Manic
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Organizing the Work of Others
Clearly defining roles and responsibilities for subordinates, and letting them know
exactly what tasks should be done and what results are expected.
Development feedback:
You may prefer to work alone with limited input or help from others.
Therefore, you may not be inclined to organize group members' work
responsibilities, clearly define roles, and clarify expectations. Although you
may not need reassurance from others and you don't typically feel a strong
sense of belonging in a group, remember that the motivation to define roles
and clarify expectations for staff likely comes from a genuine interest in the
progress of the team. Take some time to participate in teamwork to learn
more about your teammates and the most efficient way to organize and
delegate roles and responsibilities.
You tend to have a serious outlook at work and you are able to stay focused
despite other distractions. This serious nature could interfere with your ability
to connect with your direct reports, which is important for organizing their
work and for accurately defining roles and expectations. Spend some time
learning a little bit more about each staff member in order to clearly define
roles and expectations. This might involve participating in social activities and
getting to know the people you work with on a personal level. Keep in mind
that becoming more involved in workplace affairs and discussions can help
you discover what needs to be done, and determine the best candidate for
each role.
Interpersonal Relations
Relating to others in an outgoing, friendly, warm, and personable manner in
order to establish and maintain effective interpersonal relationships.
Development feedback:
You appear to be a modest and unassuming person, which suggests that
you may not be motivated to actively pursue and maintain personal
relationships with colleagues and co-workers. Although you may not always
feel comfortable initiating conversations and interacting with others, it is
important for you to get to know and form positive interpersonal relationships
with the people you work with. Try to find common ground when you are
making casual conversation with others. This can help you relate to them in a
warm, friendly, and personable manner.
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23. Dragan Manic
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Interpersonal Relations (continued)
Your responses suggest that you may not be highly focused on your work
and may occasionally become distracted by planning outside activities and
events. A lack of involvement with one’s job may prevent work relationships
from developing and growing to their full potential. Be careful that you are not
so disconnected that you fail to provide staff with the time and attention they
deserve. Schedule some time to listen to their concerns and make sure to
attend to their needs on an ongoing basis. By doing so, you may also learn
important information relating to office politics or team progress in reaching
goals and objectives.
First Impression
The ability to create a positive impact through social confidence, sincerity, dress,
and verbal fluency.
Development feedback:
Your results suggest that you may be a conservative, safety-conscious
person who doesn’t like to take chances. This style may limit your ability to
create a memorable first impression with co-workers and business contacts.
Try new things or put forward a new idea rather than always playing it safe.
This will help you make a lasting impression.
It appears as though other interests may outweigh your interest in work. If
your conversations tend to revolve around outside activities, rather than
work-related matters, it can convey a lack of commitment or involvement.
This may limit your ability to have a positive impact on others during first
encounters. Try to develop strategies to better balance your interests, and
motivate yourself to follow them. A leader who appears highly involved in his
or her work likely possesses the knowledge and credibility to convey a
positive first impression.
Your responses suggest that you may sometimes feel uncomfortable around
people you don't know very well. This tendency to appear ill-at-ease when
meeting new people may make others feel uncomfortable, making it difficult
to create a positive first impression. It may be worth investing some time in
building your social skills to overcoming any potential shyness or discomfort
in social situations. There are many management-training workshops
designed to teach a variety of interpersonal skills. An assertiveness-training
workshop may be a good start, as it can teach you how to feel more
confident and professional during social and business functions.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

24. Dragan Manic
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First Impression (continued)
You appear to have a preference for concrete interpretations of problems, as
opposed to complicated or abstract reasoning. This tendency might prevent
you from making the types of contributions to conversations that create a
lasting impression on others. Before meeting someone for the first time, take
a few minutes to brush up on the background information as well as his or
her professional experience and personal information. Having a deeper
understanding of the complexities of the project or business decision will
likely make the conversation flow easier. It should also help you impress
others with your knowledge.
Thoroughness
The ability to attend to detail and develop a comprehensive approach to
problems.
Development feedback:
Your results indicate that you may refuse to go along with the crowd and
might not worry about pleasing others by following instructions to the letter.
This can lead you to overlook the fine details and move forward without
thoroughly considering others' opinions. Although it can be important to "go
against the grain," it is still critical to listen to what others need, and pay
attention to details and instructions so that you satisfy your colleagues'
requests. This might involve taking extra time to review important documents
thoroughly, and recognizing when it might be efficient to grant others'
requests even though you may not see eye-to-eye with their method or
opinion.
You appear to be an active, energetic person. High-energy people often feel
as if they are not doing their job unless they are constantly busy. This
tendency might interfere with your ability to focus on the nuances of a
particular job and take the time needed to complete projects in a thorough
manner. Keep in mind that this could be frustrating to those who may be
relying on you to patiently review their work or add the finishing touches to an
important project. After each step of a project has been completed, take a
few minutes to review the completed work and ensure that you or your staff
haven't omitted any important details.
Your results indicate that you tend to be creative and inventive, and that you
find a detail-oriented, meticulous approach exhausts your creative energy. As
a result, you may occasionally neglect precision in favor of exercising your
innovative side. Creativity is a valuable talent as long as it is supplemented
by the attention to detail that may be necessary to carry out project plans and
assignments. It may be productive for you to delegate those tasks that
involve an eye for detail to others who may have developed a skill for such
tasks. This should leave you more time to work on innovative solutions to
problems.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

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Thoroughness (continued)
Your results indicate that you do not typically feel pressured by deadlines.
This casual approach to time pressures and schedules may interfere with
your ability to attend to the necessary details required to stay on top of your
obligations. Remember that for many positions there are unexpected, urgent
deadlines. When these arise, be sure that you have the capacity to marshal
your resources to make every minute count in reaching expected project
goals. This may involve delegating the project planning and detail-oriented
tasks to someone who is well-equipped to handle this challenge.
You tend to enjoy being around other people. In an effort to spend more time
interacting with others, you may neglect specific details of your work or take
a hasty, unplanned approach to tackling problems. Ideally, of course, one
should be able to devote time to both work tasks and work relationships, but
within the constraints imposed in a business setting, it often comes down to
your priorities and obligation to ensure that everything in your department
runs smoothly. Take some time to assess whether you're striking a balance
between your need for social interaction and the need to get things done.
You can cut down on socializing by simply re-evaluating the frequency with
which you initiate casual conversations with others.
You tend to have an adventurous and bold style and you typically enjoy the
thrill of dangerous activities. People with these characteristics can have a
tendency to "bulldoze" their way through difficulties rather than meticulously
attend to the finer points of a problem. Although it may not be your natural
tendency, try to spend some time attending to the details of a project or
assignment, rather than jumping in with little regard for the consequences.
Conflict Management
The ability to mediate and resolve conflicts and disagreements in a manner best
for all parties involved.
Development feedback:
You appear to be cautious when faced with ambiguous or challenging
situations. Others may perceive you as hesitant to step in and actively
manage conflicts between direct reports. A tendency to be cautious may
have its roots in a lack of confidence in one’s own judgment. Try not to worry
about the potential negative repercussions of an escalating issue or a
widening rift between two parties. Remember that your efforts at trying to
resolve a conflict will generally be appreciated, as these parties may simply
need an unbiased, objective mediator to help clarify opposing viewpoints and
weigh the facts.
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26. Dragan Manic
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Listening
Taking the time to listen to others' questions, concerns, and viewpoints,
identifying the relevant information, and conveying it to the other person.
Development feedback:
Your results suggest that you may not be highly involved in your work, and as
a result, you may not be motivated to pay close attention to work-related
discussions. Remember that it can be frustrating for direct reports and others
to have to repeat themselves and this can also undermine your perceived
effectiveness as a leader. Try to be a good listener who is skilled at
understanding the important points of a message. Help prevent
miscommunications by listening closely the first time, asking for clarification
when required, and taking notes when needed.
Social Astuteness
The ability to accurately read and respond diplomatically to organizational trends
and norms, as well as effectively deal with organizational politics.
Development feedback:
Your results indicate that you may be content to achieve only what is
necessary or required for you to perform your job adequately. As such, you
might not be best equipped with the information needed to deal diplomatically
and effectively with organizational politics. However, part of your role as a
leader is to engage in political behavior on behalf of your direct reports.
Remember that others may consider a dislike for competition as equivalent to
a lack of ambition or an unwillingness to work hard. Think about how you
might be perceived if your organization puts an emphasis on achievement.
You appear to be a careful, cautious person who only takes chances on
business ventures with a sure payoff. As such, you may be reluctant to
undertake the necessary social risks inherent in the effective management of
organizational politics. Remember that, as a leader, you will likely need to be
able to negotiate valuable resources for your unit. If your cautiousness
affects your ability to make these kinds of gains, it might affect your
confidence in your own judgment. Trust your assessment of a situation. Try
not to become preoccupied with your fears of making a mistake; you may
miss important opportunities if you worry too much about what could go
wrong.
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27. Dragan Manic
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Social Astuteness (continued)
You may lack the social confidence to deal effectively with people, especially
those you don't know very well. Co-workers may not perceive you as skilled
at reading and responding appropriately to organizational trends and norms.
Part of being a leader involves the ability to understand other people, and to
use this knowledge to influence others and further the objectives of the
group. Consider building your social skills and overcoming potential feelings
of social awkwardness through management-training workshops designed to
teach interpersonal skills, such as assertiveness.
Your responses indicate that you do not tend to look to others for guidance,
likely because you have confidence in your own judgment. Because you may
avoid asking others to collaborate and help you with projects, the result can
be fewer interactions with co-workers and less opportunity to gain knowledge
about organizational trends and politics. Learn to rely upon your co-workers
as this may help you gain valuable information about the trends, procedures,
and habits they have adopted from experience. This may help alert you to the
underlying dynamics and collective beliefs and practices that contribute to
organizational politics and norms.
Delegation
Delegating responsibility and authority to subordinates and giving them
discretion in determining how to do their work.
Development feedback:
Individuals who tend to be somewhat humble and apologetic, like yourself,
are unlikely to delegate tasks efficiently. They may prefer to take on tasks
themselves in an effort to avoid interrupting or imposing on others.
Remember that allowing direct reports to take on new tasks and take
responsibility for their own work can be an empowering experience. It can
also alleviate pressure on you as the supervisor. Your team members likely
have different strengths and interests, and they will be both appreciative and
engaged if you delegate a task to them because you value their knowledge in
a certain area.
You generally take a serious approach to work and may not readily entrust
your tasks and duties to others for fear that they will not take their
responsibilities seriously. Delegating tasks to staff can ease the pressure and
provide a valuable learning experience for direct reports. This can allow you
to focus on the tasks that you enjoy the most. When delegating work to
others, first try delegating minor tasks and gradually work your way up to
more important projects.
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28. Dragan Manic
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Delegation (continued)
You may, at times, feel awkward and unsure of yourself in front of other
people. This could make it difficult for you to confidently delegate tasks to the
team. One way to compensate for these tendencies might involve creating
individual project plans or priority lists in a spreadsheet and meeting
one-on-one to discuss roles and assignments. Having role responsibilities
laid out in writing can provide a point of reference for both you and your staff
and relieve some of the stress associated with delegation. If you feel
uncomfortable taking on an assertive role at work, you may be able to offset
this by allowing direct reports discretion in determining how to do their work.
However, you need to be sure to provide appropriate guidance and support.
Technical Orientation
Demonstrating technical proficiency or expertise acquired through education,
training, or experience.
Development feedback:
You tend to have a straightforward approach to gathering and synthesizing
information and may not be motivated to explore issues in depth in order to
gain a thorough understanding of a problem. This could limit your ability to
achieve technical excellence in your field because you may not be inclined to
do the necessary conceptual work and background research to ensure
success. In technical areas that are important to your role, it is important to
do sufficient research. Remember to look at a problem from different
perspectives and carefully consider the outcomes associated with different
courses of action.
You tend to prefer concrete versus abstract thinking and may be more
inclined to devote time to doing things rather than thinking about them. As
such, you may not concern yourself with the technical intricacies of a problem
- you typically leave that job to someone who enjoys considering the finer
details of designing and implementing technical solutions and "short cuts."
You might benefit from setting aside more time for keeping abreast of
technical developments and analyzing problems. Schedule time to get caught
up on the latest technology and developments in your field. It can never hurt
to gain some "behind the scenes" knowledge to complement your other
strengths.
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29. Dragan Manic
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Facilitating Teamwork
The ability to promote teamwork, cooperation, and identification with the work
group.
Development feedback:
You may not look to others for feedback and you might sometimes come
across as distant or aloof. This type of interpersonal style may not be
conducive to identifying with others and working effectively as part of a team.
Team success is often measured not only by the end product, but also by the
interpersonal climate within the team. In today’s competitive business
environment, collaborative and cooperative teams can have a competitive
edge. Learn to trust other team members. Each person will have different
talents and areas of expertise, and your willingness to rely on others can help
you identify with teammates and contribute meaningfully to the group.
An overly serious view of life and work may interfere with your ability to
promote teamwork with individuals who tend to have a more carefree,
light-hearted attitude. This could affect your ability to develop strong
connections with all team members. Although your serious tendencies may
be helpful for maintaining focus in a team setting, your tendency to stick to
the agenda may not always allow others to "hash out" important issues. A
leader's ability to adapt his or her style to fit the demands of the situation is
an important quality. Try to make a conscious effort to remain open to
different strategies and approaches.
You may feel awkward among people you don't know very well and
uncomfortable in some social situations. As a result, you may not convey the
social confidence necessary to effectively organize and facilitate group work.
Effective team leaders encourage teamwork by confidently directing and
motivating the team toward the proper course of action. This may involve
delegating team roles and prioritizing objectives. Try to improve project
management skills by seeking advice from an experienced team leader who
can serve as a coach or mentor. The more successes you have, the more
your confidence will improve.
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30. Dragan Manic
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Motivating Others
Showing enthusiasm and providing encouragement, recognition, constructive
criticism, and coaching to subordinates.
Development feedback:
You tend to confront obstacles alone and you are typically confident in your
own judgments and decisions. This makes you less likely to connect with
employees in order to gather feedback and provide coaching and
encouragement. Keep in mind that your staff are more likely to be motivated
to work on projects and solve problems when they’ve been able to share their
opinions and provide input on the process. In addition, bringing multiple
perspectives to bear on a problem may result in a better solution. Try to
make sure that, when possible, you discuss important projects and problems
during team meetings, and record suggestions and feedback.
Motivating staff involves showing enthusiasm, encouragement, and a passion
for the job. Sometimes you may present a “no-nonsense” interpersonal style,
which can come across as overly rigid to those who tend to take a more
light-hearted approach. Your serious tendencies may not provide the best
foundation for motivating subordinates and allowing them to feel excited
about a project. Rediscover the fun aspects of your job and draw energy
from those aspects that you most enjoy.
A tendency toward a cautious, conservative management style may not
always serve to inspire or motivate your direct reports. Your preference for
stability and predictability in your work means that you may not adequately
reinforce unique or innovative approaches to problems. Recognize that
having the freedom to try new ways of doing things is often motivating for
employees and can inspire them to uncover new perspectives and improved
solutions. Be careful not to diminish your staff’s motivation by discouraging
innovation. Schedule some time for your team to brainstorm and generate
creative ideas.
You may lack confidence in social situations and feel awkward during
work-related social events. Accordingly, you might not believe that you are
capable of being an effective motivator and coach, which could prevent you
from trying to influence others. Make a conscious effort to make confident,
self-assured contributions during discussions and meetings with staff.
Leaders who are able to express their ideas, decisions, and requests in a
confident and self-assured manner are more likely to motivate and inspire
their employees. You may want to consider learning more about courses and
strategies designed to enhance social skills.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285

31. Dragan Manic
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Motivating Others (continued)
You tend to be somewhat distant and aloof with others. This may prevent you
from relating to people in ways that spawn mutual trust, admiration, and
understanding. These are important qualities that serve to motivate others to
perform their best for you. Try to make more of an effort to connect with
others by looking for opportunities to discuss shared interests. Finding
common ground can help you identify with team members and learn more
about where they find their source of motivation for work initiatives.
Productivity
Accomplishing an above average quantity and quality of work.
Development feedback:
You may not be inclined to set overly ambitious work goals. Your productivity
may suffer if you prefer to cruise along safely at an even pace rather than
strive to excel. Others could perceive this laid-back approach as a lack of
ambition or a hesitance to step out of your comfort zone. It may be helpful for
you to set more challenging goals for yourself on a daily basis. Establishing
reasonably difficult, yet achievable goals may enhance your motivation to
produce an above average quantity and quality of work.
You may lack a strong sense of urgency for completing tasks and have
difficulty imposing schedules or deadlines on employees. This approach
probably results in a somewhat lower quantity and/or quality of work.
Communicating a sense of urgency can stimulate increased productivity,
especially among employees who feel challenged by a variety of tasks and
projects. Also, keep in mind that many staff members prefer concrete
deadlines. Make your expectations clear and your priorities understood
through project plans and timelines, and be sure to follow-up and monitor
progress and performance.
You have a tendency to become wrapped up in enjoyable, exciting side
projects and other distractions. As a result, you may not consistently be
productive at work or be able to focus exclusive attention on top priorities.
Try to spend more time focusing on your main obligations, especially team
tasks that might involve interdependency between team members. Consider
strategies that will allow you to spend more time on those projects that you
enjoy and find most interesting. This might involve delegating some of your
least favorite jobs to someone else who excels at or enjoys this type of work.
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32. Dragan Manic
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Analytical Orientation
Demonstrating a preference for problems requiring precise, logical reasoning,
and showing an ability to dissect and understand complex, multifaceted
problems.
Development feedback:
You appear to prefer a systematic and organized approach to problem
solving, which may cause you to become absorbed in the details. This
tendency may affect your ability to evaluate a broad range of options in
arriving at the best solution to a problem. You may need to adopt a more
unstructured thinking style to evaluate the merit of some creative approaches
that might not always be the result of a logical order or sequence. Remember
that relying on standardized processes and protocols will not always uncover
the source of an issue.
Your results indicate that you likely prefer to focus on practical concerns
rather than spending time trying to understand the "inner workings" of a
problem. This may negatively affect your ability to analyze, dissect, and
reason your way through problems. It could also limit your ability to motivate
staff to exercise their own intellectual curiosity. There may be times where it
is important to take a more abstract or research-oriented approach when
looking at organizational problems. If you can learn to constantly challenge
yourself to be comprehensive and critical, you could gain a reputation for
sharp intelligence, objectivity, and analytical acumen.
Copyright 2003-2009 SIGMA Assessment Systems, Inc., P.O. Box 610757, Port Huron, MI 48061-0757 Phone: 800-265-1285