Standout Survey

EDWARD GARCIA

You won't allow us to charge ahead withoutthe proper preparation.

©TMBC 2011, all rights reserved

EDWARD GARCIA

PIONEERYou see the world as a friendly place where, around every corner,good things will happen. Your distinctive power starts with youroptimism in the face of uncertainty.

EQUALIZERYou are a level-headed person whose power comes from keepingthe world in balance, ethically and practically.

ADVISOR You are a practical, concrete thinker who is at your most powerful when reacting to and solving

other people's problems.

CONNECTOR You are a catalyst. Your power lies in your craving to put two things together to make something

bigger than it is now.

TEACHER You are thrilled by the potential you see in each person. Your power comes from learning how to

unleash it.

PROVIDER You sense other people's feelings and you feel compelled to recognize these feelings, give them a

voice and act on them.

CREATOR You make sense of the world, pulling it apart, seeing a better configuration, and creating it.

INFLUENCER You engage people directly and convince them to act. Your power is your persuasion.

STIMULATOR You are the host of other people's emotions. You feel responsible for them, for turning them

around, for elevating them.


The StandOut assessment helps you accelerate your performance bypinpointing your comparative advantage, and showing you actionsyou can take to capitalize on this advantage.

OVERVIEW: The assessment measures how well you match 9 Roles and revealsyour lead Role and secondary Role. These top two Roles are the focal point of allyour talents and skills and your instinctive way of making a difference in the world.

1) Your Lead and Secondary Roles:In addition to receiving detailed definitions of each Role and where you are at yourmost powerful, you will learn how to make an immediate impact in the workplace.You'll also get guidance on how to take your performance to the next level and onwhat traps to watch out for on your strengths journey.

2) Combined Roles:In this section of the report, your top two Roles are combined to give you even morespecific advice on how you can win at work. You'll learn your greatest value to yourteam and get individualized content on how you can be successful as a Leader, as aManager, in Client Service, and in Sales.

3) Strengths MAP:The Strengths MAP is an action planning form to help you digest your results anddetermine key action items to leverage your competitive edge.

How to Interpret your Results:Understanding your unique advantage is a vital first step in making your greatestpossible contribution. Knowing your Roles and following the advice andsuggestions revealed in your results will help you intentionally invest your timewhere you can make the greatest difference and get the greatest recognition. We dorecommend highlighting any sections that feel particularly relevant to you as youread you results, as this will help you complete your Strengths MAP.

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THE DEFINITION:You begin by asking, "What's new?" Youare, by nature, an explorer, excited bythings you haven't seen before, peopleyou haven't yet met. Whereas others areintimidated by the unfamiliar, you areintrigued by it. It fires your curiosity andheightens your senses--you are smarterand more perceptive when you're doingsomething you've never done before. Withambiguity comes risk, and you welcomethis. Instinctively you know you are aresourceful person, and since you enjoycalling upon this aspect of yourself, youactively seek out situations where there isno beaten path, where it's up to you tofigure out how to keep moving forward.You sense that your appetite for theunknown might be an attempt to fill avoid, and some days you wonder what youare trying to prove to yourself. But mostlyyou leave the questioning and theanalyzing to others, and revel in your

pioneering nature. You are at your bestwhen you ask a question no one has asked,try a technique no one has tried, feel anexperience few have felt. We need you atyour best. You lead us into theundiscovered country.

What's new?"


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YOU, AT YOUR MOSTPOWERFUL

You see the world as a friendly place wheregood things can happen. You are not naive, butwhen you think of all the possible outcomes,your mind naturally goes to the best of allpossibilities. Your distinctive power starts withyour optimism.

You have a strong bias for action. You areexcited to discover new things, to experiencenew things, and you know this will happen onlyif you take the first step.

You don't neglect the need to learn and gatherinformation--since you are an explorer at heart,you like learning new things. It's more that youbelieve that action is the very best way to learn.What is around the next corner? The only way toknow for sure is to walk around the next corner.

Ambiguity? Uncertainty? Risk? None ofthese bothers you too much. You are comfortablewith gaps in your knowledge, with an incompleteset of facts, because, with your optimisticmindset, you tend to fill in the gaps withpositives.

You love beginnings. At the start, as youimagine where events might take you, you feelthe excitement ripple through you, sharpimpulses, nudging, pushing, impelling you to act.

As you move off the beaten path you are fullyaware that you will meet obstacles, but, for you,these obstacles are part of the fun, a sure sign

that you are going where none have gone beforeyou. In a strange way, obstacles actuallyinvigorate you.

You move, move, move. Your life is aboutforward motion and momentum. You aretherefore dismissive of anything that slows youdown. Negative attitudes, complaining,inefficient rules or processes--you jettison all ofthese quickly and keep moving forward. On yourjourney you travel light.

For you, new is fun. New is unknown, andthe unknown challenges the status quo and showsyou different avenues forward. You read deeplywithin and around your subject so that you canbe the first to encounter new techniques, trendsand technologies.

"Pattern interrupts" of any kind--new ideas,new goals, new projects, new people--all of thesegrab your attention. Can they keep yourattention? Well, that's another matter.

Other people are drawn to you because ofyour forward motion. You are clearly on amission of discovery, and we want to join you onit. Who knows what we might find, and whomight benefit?


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PHRASES TODESCRIBE YOURSELF

"I love taking the first step. As long as I canremember I was this way. When I was inschool..."

"'Try it and let's see what happens.' That's mymotto."

"I find I learn best when I experiment."

"People see me as persistent. I just keepmoving forward."

"I'm one of the most resilient people I know. Ibounce back fast. For example..."

"I am constantly reading up on the latestresearch and trends. Here are a couple of thingsthat are intriguing me right now about ourbusiness..."

"I've got to say I'm a great recruiter. I can getalmost anyone excited about coming on thejourney with me."

HOW TO MAKE ANIMMEDIATE IMPACT

You are not threatened by change oruncertainty, so put yourself in the middle of it.Seek it out. Your confidence will rise, yourjudgments will be sound, and you'll feel alive.

For many people, the opposite is true.

Know that you will always be an exciting,and sometimes disruptive, addition to the team.To ensure you lean more toward the "exciting"end of the spectrum, make sure you tie your newideas, your new tools and technologies, to aproblem your team is trying to solve. Showothers how your new "toy" can help them getwhat they want.

You can immediately help a team getunstuck. So, to gain your team's goodwill, seekout a roadblock they've hit and give it the fullforce of your "Well, why don't we try this?" or"Have you thought about going around thisway?" questions. Make sure your ideas arepractical, stay with it, keep pushing to find a pathof least resistance forward and they willremember it and thank you for it.

You are curious first, critical second. Mostpeople are the other way around. So lead withthis open-mindedness. When someone presentsa new plan, help them run with it by askingquestions and supplying them with the sort ofdetail that naturally occurs to you when you'rethinking about the future. Do this often with yourcolleagues and you will come across as bothcalming--they won't worry that you will stampout their fragile new idea--and inspirational--youwill help them see an increasingly vivid pictureof what might be.

Because you see little benefit in "if only"thinking, you can help your new colleagues moveon from past struggles or failures. Wheneverthey lapse into deep post-mortems, take it uponyourself to describe what good might happenthe next time around. Soon they will look to


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you, whether overtly or not, to redirect the team'sfocus forward.

HOW TO TAKE YOURPERFORMANCE TO THENEXT LEVEL

You see the New World and are excited by itsmysteries. This makes you a potential leader ofothers. But remember, to get others to join youon your mission you have to describe this NewWorld as vividly as you can. The more detail yougive people, the more certainty they'll have, andthe more likely they'll be to put aside theiranxiety about the unknown, and follow you. So,before you embark on your mission, get yourdetails together and practice your descriptionsof what they will discover, and how they willbenefit if they sign up.

You have a natural instinct for change. It willserve you well to "bottle" that instinct. Workout a formula that captures your naturalinstincts for how to handle uncertainty. Turnthem into a clear process that other, lessrisk-oriented people can follow. In your careeryou will meet change often. Your "formula" canensure that you have a turn-key method forrallying and focusing the people around you.

Practice and get comfortable with a fewphrases that express your natural optimism,without making you sound like a reckless fool ora naive idealist. For example, when colleaguessay, "We can't change the way we've alwaysdone it," instead of saying, "Yes we can. Just tryit," ask a non-threatening,

easy-to-answer-question, such as "Well, if wehad already changed it, what would the new waylook like?" This won't save you every time--somepeople will always be suspicious of youroptimism--but assuming that the change hasalready been made may help others breakthrough their initial inertia.

Find ways to showcase how yourinnovations have succeeded in creating newbusiness opportunities or new products. Theseexamples of how inquisitiveness turns intoperformance will give people more certainty, andso they will become increasingly tolerant, andeven supportive of your pioneering spirit.

Since you are curious first, critical second, you could make a fantastic mentor. You allowpeople to show you their best, reveal to you theirdreams, and your instinct is to take the ride withthem, asking one question after another, eachquestion carrying them along a little further, alittle faster. Yes, at some point, as an experiencedpioneer, you should bring your critical thinkingto bear on their dreams. Nonetheless, what's trulypowerful about you as a mentor is yourwillingness to let young talent run.

WHAT TO WATCHOUT FOR

You will always be intrigued by what's new,but you don't want to give the impression thatyou are simply distracted by the next shiny newobject. So, to avoid this reputation while stillexposing yourself to the novelty you need, commit yourself to a disciplined schedule of"inquisitiveness." For example, pick three great


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conferences a year to attend. Or, once a month,host a "what's next?" roundtable. Or build an"innovators" social community within yourorganization. Any one of these will (a) help youfeel spirited and alive, and (b) give credibilityand rigor to your "bright-shiny-object" curiosity.

You find it relatively easy to press the "clear"button and move on. Others don't. They struggleto let go of past struggles, and they find certaintyand even clarity from sifting through thesestruggles, and finding the lessons. You maynever truly understand this kind of thinking, butit does serve some people quite well. If you workwith people who need to look back before theycan look forward, learn to be patient with them. Allow them the time to sift and reflect. If youpush on before they've had this reflection time,they'll never be fully committed to your mission.

You have more tolerance for ambiguity thanmost people. Know that others may mistrust yourblithe reassurances about the future. Thesepeople need more from you than just "Trust me.It'll be great." First, they need a clear picture ofwhy and how the platform they are standing on isburning--this will show them the necessity foraction, now. And second, they will need adetailed description of what the platform onwhich you are asking them to leap looks like andfeels like. Get good at providing people both ofthese pictures.

Possibility thinking comes so easily to youthat to others it can sometimes look as thoughyou haven't thought through all the details ofwhat needs to be done to make the possibilityreal. Or worse, that you haven't appreciated howmuch effort it will take to execute thispossibility. So, to avoid this misunderstanding,

be sure to acknowledge explicitly the time andeffort required to pull off your grand scheme.By doing this you'll appear more substantive and,at the same time, more considerate.


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THE DEFINITION:You begin by asking, "What is the rightthing to do?" You are sensitive to howeverything in the world is interdependent,how movement in one part of the worldcauses everything else to move as well.Alive to this interconnectedness, you feelcompelled to keep everything aligned. This need for alignment might beorganizational--you sense when yourworld is disorganized and you get a kickout of restoring everything back to itsrightful place. Or it might be ethical--youare acutely aware of who is responsiblefor what, and you are quick to take actionif someone doesn't live up to herresponsibilities. You have no problemcalling her out if she hasn't followedthrough, and you are just as willing to callyourself out when you drop the ball. Yousee the commitments we make to oneanother as threads that connect us andallow us to share in each other's success. It

pains you when you see these threadsbreak, and so you are their passionateprotector. At your best, you are ourconscience, helping us realize how muchwe owe one another and how much werely on one another. You hold us together.

What is the right thingto do?"


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YOU, AT YOUR MOSTPOWERFUL

You are a level-headed person. The world isbest for you when it is in balance.

Yours is a moral world made up of mutualobligations. You are driven to keep the balancein this moral world. You are unnerved when yourworld tips too far in any one direction.

What tips your world out of balance? When people don't tell the truth--you hatelying, or even half-truths. Politics and finessingare anathema to you--you feel strengthened bythe truth and you tell the truth. Sometimes quitebluntly. When there is ambiguity and uncertainty, youtry to redress the balance by finding out morefacts. Facts are solid. When people do not follow through on theircommitments, it bugs the heck out of you. Youwill push them, or yourself, to do whatever ittakes to ensure that the commitment is met. If itisn't, then the only way to pull the world backinto balance is to make amends in some way. Yours is a moral world, and so when someoneis wronged, it offends you when that wrong is notrighted. You are a passionate defender ofpeople's rights, including your own. Where you see huge disparities of rewardand/or praise, because you have a strong sense ofthe innate worth of each person, it offends you

that someone is raised up significantly higherthan another. No matter how talented this personmay be, it just doesn't seem right to you.

You are a categorical person. Black andwhite. True or false. "Don't give me prettypictures and grand claims," you think to yourself."Just tell me if you did it or you didn't."

You are predictable and consistent. At leastyou strive to be. This is why people come to trustyou.

People come to you when they want clarityand opinion. You "weigh" things in your mindand get a strong sense of "what is the right thingto do" in almost any situation.

You think in terms of "who has the 'right' todo this?" Rights and responsibilities are yourguides. It offends you when you think thatsomeone has overstepped his bounds and donesomething he has no right to do. You will fightfor redress.


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PHRASES TODESCRIBE YOURSELF

"I am a highly responsible person."

"People always know where they stand withme, even if sometimes they don't like where theystand."

"I am the kind of person who takes a stand forcauses I believe deeply to be right, even if it putsme in the minority. For example, there was thistime when..."

"I'm at my best when I'm persuading peopleto see what is right, and do what is right--even ifthey are tempted to do something else."

"I hate unfinished work. It just eats at me. Ican't stop thinking about it."

"I'm totally transparent. What you see withme is what you get. I am not good at all withhidden agendas--whether my own, or otherpeople's."

"Sometimes I can be a little blunt withpeople, but I hope they come to see me assomeone whom they can always trust to speaktruthfully."

HOW TO MAKE ANIMMEDIATE IMPACT

People like certainty. Follow-through is thesurest way to give them this certainty. Nomatter how tempting it might be to look aroundthe corner to the next opportunity, begin by beingconservative about what you are prepared tocommit to and then make sure you do what yousay you are going to do, on time, on budget, nosurprises. This will establish your reputation.

Claim your love of bringing order tothings. So many people shy away from disorder,it will be a relief for your colleagues to learn thatsomeone on the team likes confronting disorder.

Speak your values. This doesn't mean youshould tell everyone how honest youare--counterintuitively, the more you professyour honesty, the less people believe it to be true.It means you should be explicit about what youbelieve and what you value. Of course, yourbehavior is going to prove it out, but your beliefsare so much a part of who you are that talkingabout them will sound authentic.

You are a truth-teller. So one of the first waysyou'll make an impact is by calling out what yousee as inappropriate, ineffective or evenunethical behavior. The good news is that soonpeople will come to realize that you don't merelyparrot the party line, and, over time, they willtrust what they hear from you. The downside, ofcourse, is that some people will not like what youhave to say, and some will feel judged by you.So, especially at the start, find a way to speakyour truth without offending the person on thereceiving end. Call out the behavior you disagreewith, rather than the person, as in "It's hard tohave this meeting if you keep showing up late,"as opposed to "You don't care about this team, doyou?"


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You have an instinctive sense of "fairness,"even on those occasions when your sense of"fairness" leads you to conclude that you don'tdeserve something you've been given. This sortof objectivity, even when it leads to yourdisadvantage, is rare. There will beopportunities to showcase it. Seek them out.

Help your colleagues find the right methodfor getting complex tasks done. Some peopleget overwhelmed and can't think their wayforward. You can show them how to break thetasks down and move ahead, step by step. Yourmethodical approach to work creates calm andreassurance in others.

Set up the right circumstances so thatpeople around you can be accountable. Thismeans, before the project starts, or at thebeginning of every week, be the one who pushesfor clear goals and expectations for each teammember.

Define your area of responsibility clearly.You always function best when the boundaries ofyour role and the roles of others are crystal clear.If necessary, write down these boundaries andmake them explicit for you and your colleagues.You'll like this certainty, and whether theyrealize it or not, those around you will benefitfrom it.

HOW TO TAKE YOURPERFORMANCE TO THENEXT LEVEL

Seek out situations in which you can standup for the rights of others. You are in yourzone when you do this. No matter what yourtalents may be in other aspects of your work,when it comes to explaining what people trulydeserve, you will instinctively find the words andthe arguments to make their case persuasively.

Establish your precedents. When has thissituation happened before? What were theoutcomes? Who were the aggrieved parties?People will always look to you for a fair hearing,and your rationales will be better and clearer ifyou can point to previous experiences andsituations.

Be thorough. As your career progressespeople will place more and more weight on yourjudgments. So always have at your disposal allthe facts and, if possible, the data behind thesefacts. You need, and they need, to haveconfidence in your judgments. Lacking the factsand the data, you run the risk of being seen asmerely judgmental.

Seek out situations in which people needobjective mediation. Quite soon people willrealize that you are a person who uses objectivejudgments, rather than your own personal goalsor preferences, to determine right from wrong. The trusted advisor, the objective leader, thebalanced analyst--these are all rare and valuedroles you are very well-equipped to play.

Develop your skills as a mediator. Youhave natural talent in this area, but to become amaster at it will take time, practice, and, morethan likely, education. There are professionalmediation qualifications you can acquire, skills


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that will help you know how to move others offthe rock of their opinion and find a place ofcommon ground. Armed with these skills, youwill find yourself better able to navigate througheven the most "dug-in" positions.

WHAT TO WATCHOUT FOR

When you say you want people to betreated "fairly," what exactly do you mean? We, your colleagues, need to know. Do youmean that everyone should be treated exactly thesame? Or do you mean that each person shouldbe treated as they deserve to be treated, bearingin mind who they are, and what they haveaccomplished for the organization? Clearly,these are very different definitions of "fairness."Which is yours?

Be sure to apply your methodical approachto your own physical space. You tend to thinkbest when you have some order around you. Take this seriously. You will have better ideas,and be more productive and resilient, when yousense that your world, and the stuff in yourworld, is in its rightful place.

Keep your focus on performance. Occasionally, your sense of fairness might leadyou to overemphasize how someone gets workdone, and ignore what he or she gets done.

Make a list of the rules of fairness bywhich you can live. These rules might be basedupon certain values that you have, or uponcertain policies that you consider"non-negotiables" within your organization.

Counterintuitively, the clearer you are aboutthese rules, the more comfortable you will bewith granting exceptions within these boundaries.If these rules or values are not explicit, peopleare left having to infer the "grid" you are using tomake your judgments. This can make youappear arbitrary in your judgments--even if youaren't.


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THE GREATEST VALUEYOU BRING TO THETEAM:

YOU WON'T ALLOW USTO CHARGE AHEADWITHOUT THE PROPERPREPARATION.

YOUR COMPARATIVE ADVANTAGE:

THE JUXTAPOSITION OFEQUALIZER - PIONEER MAKESFOR INTRIGUINGCONTRIBUTIONS IN THE WORLD.

You love order, but thrive in the unknown. You arean explorer, yet are grounded in intelligentargument. You love variety in your activities, yetapproach them in an orderly and well-plannedmanner. No matter how alternative your idea orconcept, it will always be in harmony with yourvalues. You articulate those principles clearly andconcisely--nobody has to guess--and this makesyour relationships straightforward and simple. Youare the most important and most critical judge ofyourself and what you have to offer. It matters littleto you what others think. If your contribution hasmet your high standards you will stand behind it nomatter what.


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YOUR IDEAL CAREERYou bring order to opportunity. An organizedtrailblazer, you forge ahead with a clear purpose,and with the confidence that comes from knowingthat your "supply lines" will not be broken. Forexample, you will excel as a Junior Military Officer,a person of initiative, who advances boldly yet isnever reckless. (In fact you will be effective as aleader in any governmental agency, at any level.) Inbusiness, you are instinctively entrepreneurial, andyet because your instincts are to bring structure toyour natural optimism, you will probably findyourself drawn to fields that require precision andprocess, such as engineering and informationtechnology. Because you are values-based, you willalso thrive in the world of philanthropy, where yourpioneering spirit may even be seen by others as a"moral crusade." You are the research scientist,enamored of the rigor of your work yet alwayspushing beyond the boundaries of currentunderstanding.

WHEREVER YOU ARE,YOU BRING ORDER TOOPPORTUNITY.


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HOW TO WIN AS A LEADER

PIONEER:Your strength is your optimism. There

are so many more ways in which thingscan go wrong than right. You inspire us

to bet against this law of averages.

:EQUALIZERYour strength is the structure you bringus. We need a foundation, a grid, aframework within which to create. Weturn to you for guidance.

You create momentum. Put some structure around that energy. Have a daily ritual of connectingwith each department for a stand-up huddle before you get caught up in the day's events. We love theopportunity to interact with you daily: the positivity you bring to these meetings, though they're brief,sets us up for the day ahead.

We love that you are an adventurer, that you take risks. It's exciting for all of us to be swept along onthe discovery. Paint as vivid a picture as you can of the "land of milk of honey." Help us smell the milk,and taste the honey. Tell us the stories. Show us the heroes of the New World. Use as much detail anddialogue as you can when telling your stories.

You always have your head up, and this helps us focus. Why? Because we don't fear beingblindsided (by customers, competition, the economy). Keep us informed of what you see coming nextand how you plan to capitalize on it or circumvent it.

Pay attention to the team’s energy. If you can’t get a sense for it, find a trusted partner to help yougauge it. Sometimes you miss important clues about how we feel because you’re so focused ondirection or process. Create a team member panel to allow direct interaction with a group of front-liners.This is a great opportunity for us to share what it really feels like here. Be sure to keep it casual andwe’ll open right up.

Life moves so quickly that we can get lost. We rely on you to tell us what you are certain of, whatwe can rely on. Your discipline is the catalyst for our creativity, our experiments in how to go above andbeyond what the client or our colleagues expect.


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HOW TO WIN AS A MANAGER

PIONEER:Your strength is your faith in how much

further I can go. With you as mymanager I keep reaching for more.

:EQUALIZERYour strength is the certainty you giveme. I always know what to expect fromyou, and so my relationship with you ispredictable and therefore secure.

You take risks with people. I like that you're willing to add someone with unconventional strengthsto the team. I know it's because you want to push us to create something original. Just be sure youclearly explain how you see the new team member contributing.

Spontaneous recognition is a powerful practice to keep people engaged, and you're a master. Wenever know where you're going to strike next. Be specific about why you're rewarding us, and we'll besure to keep doing it.

Your optimism is infectious. I can count on you to turn my pessimism into positivity. You're not aPollyanna; you give me concrete reasons to believe in better possibilities.

You work hard. I see how committed you are to getting things done and this encourages me tocontribute my best to help achieve our mutual goals.

I can count on you. If you make a decision or a promise to me, I know that you’ll see it through.Keep the same integrity around your meetings and 1:1s. The more I see that these are meaningful toyou, and not simply an activity that you tolerate, the more present and accountable I will be.


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HOW TO WIN IN CLIENT SERVICE

PIONEER:Your strength is your confidence that

things will work out.

:EQUALIZERYour strength is your sense of fairness.I can rely on you to do what is right.

You start by saying, "I can solve this," which immediately allays my anxiety. Give me two concretereasons why you are so confident.

You are knowledgeable. You align yourself with products that you believe will be around for thelong run. Share some of your research to reassure me that I haven't invested in something that is goingto be defunct in a year... or, if you think it will be, tell me how I won't wind up looking stupid.

You are resilient. If you run into a dead end, you immediately double back and discover a new route.You just won't give up. While I appreciate your tenacity, I don't necessarily need to see it in action. Seta time and method to follow up with me. Save my time.

I trust you. You tell me the good news. You tell me the bad news. You don't put a positive spin on anegative reality. You just tell it like it is. At times, I'd appreciate a little more empathy, but I'll alwaystake the truth over sugar-coating.

Set a standard for follow-up and communicate that to me. When I provide feedback about myexperience at your company, whether positive or negative, tell me when I can expect to hear back fromsomeone. Keep the time frame as short as possible. This shows me you respect me and genuinely careabout my experience.


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HOW TO WIN IN SALES

PIONEER:Your strength is your resiliency. You

will take risks with your clients, showthem what could be, and bounce back

quickly whenever you run into trouble.

:EQUALIZERYour strength is your responsibility. Keep doing exactly what you say youare going to do, and soon you will haveestablished the kind of trustingrelationships that your competitors willfind hard to break.

You will tend to iterate--"Let's try this. All right, that didn't work. Let's try this instead"--as youwork to architect a solution for me. While I appreciate this constant movement forward, I will need youto define a deadline when you and I can commit to a version or approach we are going to stick to. I doneed some stability.

Your optimism is infectious. You see possibilities for building business when others are discouragedby obstacles. Your positive view can inject hope when the team is losing faith. Substantiate theviability of your view with facts and a concrete plan to deliver.

When barriers block your progress, you are willing to step out of your comfort zone to take a risk towin. Your willingness to experiment leads you to offer me creative solutions that your competitors maymiss.

You feel intense accountability to make good on a promise or commitment you have made. Yourobligation to fulfill commitments pushes you to find a way to follow through and deliver. Yourresourcefulness sets you apart.

In all aspects of work, your standards of equity and justice guide the way you do business. Yourprincipled approach builds credibility as we, your clients, come to rely on your integrity.


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STRENGTHS MAP:

(1) WHAT ARE TWO SITUATIONS IN WHICH YOU FEEL AT YOUR MOST POWERFUL?

(2) WHICH "PHRASES TO DESCRIBE YOURSELF" (FROM BOTH ZONES) RESONATED WITHYOU MOST?

(3) WHAT NEW TEAM PROJECTS CAN YOU VOLUNTEER TO WORK ON?

(4) WHAT ARE TWO THINGS YOU CAN DO EACH MONTH THAT WILL "FEED" YOUR NEEDFOR "NOVELTY"? (ATTEND CONFERENCES/ROUNDTABLES, ETC.)

(5) WHAT CURRENT TEAM PROJECTS CAN YOU BRING MORE CLARITY ANDACCOUNTABILITY TO?

(6) WHAT TWO ACTIONS CAN YOU TAKE EVERY DAY TO BRING STRUCTURE AND ORDERTO YOUR/OTHERS' WORK ENVIRONMENT?

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