ORGANIZATIONAL FOCUS for : TERRALYNN FORSYTH
Similarity to others in this job arena: Intensity Intensity
Red - Operations/TechnologyBlue - Design/StrategyGreen - Sales/MarketingYellow - Admin/Fiscal
ComponentsUsual Needs Stress
99 150 991 50
32 32Challenge Self Imposed Demands
14 44Esteem Relating to Individuals
17 84Acceptance Relating to People in Group
99 2Structure Systems and Procedures
91 72Authority Directing and Controlling
44 92Advantage Incentives and Competition
93 6Activity Preferred Pace for Action
64 92Empathy Involvement of Feeling
81 81Change Dealing with Change
5 95Freedom Personal Independence
32 98Thought Action or Reflection
Areas of Interest
Clerical 99
Numerical 94
Literary 73
Persuasive 62
Mechanical 45
Artistic 31
Outdoor 27
Musical 9
Scientific 8
Social Service 3
Preferred Work StylesKnowledge Spec. 1
Directive Mgmt. 3
Delegative Mgmt. 10
Work Motivation 3
Self Development 3
Corporate Adapt. 6
Social Adapt. 9
Social Respons. 8
Public Contact 4
Detail 7
Global 7
Linear 4
Conceptual 10
Concrete 1
Life Style Grid ®
TM
Direct Communication
Indirect Communication
Task-Oriented
People-Oriented
InterestsUsual BehaviorNeeds/Stress Behavior
Profile Summary
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
1 / 45
Areas of Interest
The numbers listed below indicate percentile rank in broad occupational areas and give a good indication of the individual's occupational interest.
Clerical 99
Numerical 94
Literary 73
Persuasive 62
Mechanical 45
Artistic 31
Outdoor 27
Musical 9
Scientific 8
Social Service 3
Persuasive - Persuasive interactions with others. Motivating
others to accept ideas, actions or opinions through means of
persuasion, reasoning or argument.
Social Service - Organized assistance and services to support
and advance social conditions of the individual and community
through social programs, agencies and organized religious
involvement.
Scientific - Involvement in professions or avocations that assist
others through research. Occupations in health services,
technology and medical paraprofessionals, nutritional or
pharmaceutical services involving scientific interests.
Mechanical - Hands-on work with a broad range of technical
responsibilities from power-driven machine operations to high
tech electronics. Interests may include design, maintenance,
operation or repair of motors and machinery, power-driven or
automated.
Outdoor - Hands-on work in an outdoor or natural
environment. These activities can include physical or mental
exertion outside of office confines. Some individuals score high
because of environmental concerns.
Numerical - Combining numbers analytically and factually to
arrive at practical, quantitative conclusions. Utilizing numbers in
business bookkeeping, accounting and tax procedures.
Clerical - Being involved in administrative positions including
recording, data processing, numeric detail and personnel functions
that require predictable results and specific controls.
Artistic - Creating imaginative works of aesthetic value,
expressing ideas artistically. Working or performing in the visual
arts.
Literary - Creative interest in writing and in sophisticated
language skills. Indicates appreciation for abstract ideas conveyed
in various mediums and materials.
Musical - Involvement with music in its many forms. Interests
may include melodies, compositions, attending concerts,
supporting the musical arts, or simply appreciating music.
Professional musicians would be expected to have a high degree of
this interest.
Areas of Interest
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
2 / 45
TM
This page provides a summary of the information offered in the Life Style Grid Report. The characteristics of your
Asterisk, Diamond, Circle and Square are described below.
(Yellow): You enjoy life and work situations which are predictable, reasonably dependable and secure.
(Blue): When you are working effectively, you may well show characteristics of all four quadrants.
(Blue): To be most effective, you generally respond best to people who are insightful and
persuasive. Under stress, you may become easily distracted and hesitant.
Direct Communication
Indirect Communication
ExpeditingCommunicating
PlanningAdministrating
Task-Oriented
People-Oriented
Life Style Grid ®
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
3 / 45
TM
Your YELLOW Asterisk shows that you may like to:
draw up rules or procedures
schedule things
deal with systems
do detailed work
measure performance or results
TM
Your BLUE Diamond shows that you generally are:
insightful, thoughtful and creative
You also tend to be:
methodical in your approach
direct and open with individuals
assertive without being domineering
TM
Your BLUE Circle shows you are most comfortable when people around
you:
are interested in feelings as well as logic
give you time for complex decisions
You also respond well to people who:
let you know who's in charge
are openly enthusiastic
give you personalized incentives
TM
Your BLUE Square shows that your stress behavior may include your being:
anti-social and easily discouraged
overly sensitive to criticism
You may also become:
disorganized
self-protective
evasive
Life Style Grid Summary
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
4 / 45
Dictionary for the Components
EsteemSensitivity in relating to individuals - the way
the individual prefers or needs to deal with
close, personal, one-on-one relational issues.
AcceptanceRelating to people in groups - the way an
individual relates to others in groups or casual
situations. The degree of participation and
involvement the individual prefers in work,
teams, group and social settings.
StructureSystems and procedures - how the individual
controls issues associated with detail,
structure, follow - through, and routine.
AuthorityDirecting and controlling - how an individual
deals with authority.
AdvantageIdealism versus realism - individual and team
competitiveness, how comfortably an
individual deals with security and materialism
with financial or prestige risk.
ActivityPreferred pace for action - the degree to which
an individual engages in energetic action or
movement. How energy is expressed, directed
and recharged.
ChallengeSelf-imposed demands for achievement - how
an individual manages or maintains
commitment and overall self-worth.
EmpathyInvolvement of feeling - how an individual
expresses and deals with emotions and
feelings; openness or comfort with the
emotional aspects of life.
ChangeDealing with change - how an individual
handles interruptions and disruptions of
significant priorities.
FreedomPersonal independence - how unconventional
a person is in outlook. The degree of
spontaneity in life and work situations.
ThoughtActive versus reflective orientation - how an
individual deals with decision making. How
much time and thought a person requires and
expects from others when making decisions.
Dictionary
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
5 / 45
STRENGTHS AND NEEDS PAGES
The enclosed "Strengths and Needs" pages consist of twelve pages of individualized description
and interpretation of the basic needs. The actual scores for the components are not reported on
these pages.
For those of you who are steeped in numbers, let us assure you that there are several advantages
to this approach. First, it eliminates the concern for the relative "goodness" or "poorness" of a given
score. Secondly, while each page can stand totally by itself in terms of its message, the complete
information is now easy to understand and comprehend, making it entirely possible to give each
person constructive, usable feedback.
The format of the pages is this: there is a beginning paragraph outlining these strengths (Usual
Behavior) associated with the particular style. These statements are very positive, and indicate
your natural, effective behavior. Then, there is a paragraph describing your Basic Needs. These
statements are non-judgmental but help you understand that being maximally productive is
dependent on having certain basic needs met. Finally, there is a paragraph outlining POTENTIAL
behavior in the event that the need is not met. There is nothing absolute about this Stress Behavior
description, but it can easily be used in developing an "early warning system" in identifying and
coping with stress.
Organizationally, these pages can help you accomplish many things. As feedback, they are helpful.
They provide a foundation to teambuilding sessions and other relational programs. For supervisors
and managers, the information is invaluable when dealing with individual problems and conflict
resolution. They could easily be integrated into any stress management program, or actually
provide the basis for such a program. Coupled with the predictive material, they could become a
narrative profile of the individual.
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
6 / 45
PERSONAL STRENGTHS AND NEEDSYour Report
This Personal Strengths & Needs report describes your behaviors and motivations. No attempt has been madeto measure your talents or abilities.
The pages that follow describe information from your Usual, Needs and Stress scores.
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
7 / 45
PERSONAL STRENGTHS AND NEEDS
ESTEEM: ONE-ON-ONE RELATIONSHIPS
Your ability to be objective and free of self-conscious feelings is a strength naturally resulting from
your preference for frank and direct relationships. You find it easy to come to the point without
beating around the bush.
Strengths:
straightforward
unevasive
matter-of-fact
NEED: While you appreciate a certain amount of openness and frankness from others, you also
need to feel a personal respect from time to time, especially from the significant people in your life.
CAUSES OF STRESS: Both too much sentiment and lack of personal concern are likely to cause
you discomfort. Any criticism of you needs to be balanced with genuine praise.
Possible stress reactions:
undue sensitivity
over-directness
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
8 / 45
PERSONAL STRENGTHS AND NEEDS
ACCEPTANCE: SOCIAL RELATIONSHIPS
As a person who thrives on taking an independent course of action, you are highly adaptable to
solitary assignments. You enjoy more than most people being in your own company or in the
company of one or two significant people.
Strengths:
independent by nature
able to be and work alone
withstands group pressure
NEED: Despite these tendencies, you have an underlying need to feel the support and acceptance
of the group. A fairly large number of friends and acquaintances helps you to be socially responsive
when appropriate.
CAUSES OF STRESS: Constant social pressure can cause you noticeable discomfort, and may result
in your becoming distant, even insensitive to the feelings and reactions of groups.
Possible stress reactions:
too much independence
withdrawal
impatience with group dynamics
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
9 / 45
PERSONAL STRENGTHS AND NEEDS
STRUCTURE: ORGANIZING
Placing a high value on system and order, you display definite strength in your preference to work
from a plan. You can attend to detail, anticipate difficulties and include contingencies in your
planning.
Strengths:
systematic
procedural
concerned with detail
NEED: It is important to note that your strengths are maximized to the extent that your plan is of
your own making. Even though you will put systems and procedures in place, you need occasional
opportunities to bend your own rules.
CAUSES OF STRESS: Since you try to put first things first, you logically emphasize systems and
control. External interference in your plan can frustrate and distract you. You may over-react to
pressures that threaten your personal freedom.
Possible stress reactions:
over-generalizing
neglect of order and system
weakened follow-through
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
10 / 45
PERSONAL STRENGTHS AND NEEDS
AUTHORITY: AUTHORITY RELATIONSHIPS
You show a healthy respect for established authority, whether verbal or in the form of formal
procedure and control. It is relatively easy for you to take charge and direct activities, and see to
it that pre-arranged plans are executed.
Strengths:
self-assertive
seeks to influence and excel
enjoys exercising authority
NEED: From others, you need personal and clear instructions as to what they expect to have done.
You respect people who appear to you to be natural authority figures, and expect them to enforce
strictly the boundaries of authority.
CAUSES OF STRESS: You can easily lose your respect for those in positions of authority when it
seems that they are having difficulty showing strength. Your morale and enthusiasm suffer in these
situations.
Possible stress reactions:
provocative statements
undue assertiveness
becoming bossy or domineering
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
11 / 45
PERSONAL STRENGTHS AND NEEDS
ADVANTAGE: IDEALISM AND REALISM
You are to some extent competitive, and can be determined and forceful. These characteristics are
definite strengths as you use them in trustful, cooperative and well-meaning ways.
Strengths:
resourceful but cooperative
trusting, yet careful
balances idealism and realism
NEED: However, it is clear that you are of the opinion that other people are very competitive and
concerned with personal advancement. This implies a need on your part to have your achievements
recognized, and to sense a competitive advantage over others.
CAUSES OF STRESS: Being kept informed is vital to maintaining your need for advantage. You
can easily become distrustful and opportunistic when you feel that advantage slipping, and you
have little patience with the impracticality of extreme idealism.
Possible stress reactions:
over-emphasizing quick success
becoming opportunistic
self-promotional attitudes
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
12 / 45
PERSONAL STRENGTHS AND NEEDS
ACTIVITY: REFLECTION AND ACTION
You display a high energy level and in fact enjoy being active on a regular basis. Adding to this
strength is the fact that you can summon reserves of energy when your schedule demands it.
Strengths:
energetic
enthusiastic
vigorous reasoning
NEED: Your naturally high energy level encourages you to take on many activities and projects,
making it easy for you overlook the body's need for rest and recuperation. For optimum
performance, you need time for re-energizing.
CAUSES OF STRESS: When conditions become hurried or you are not provided with the
opportunity to think through a process first, you are likely to feel rushed and perhaps less effective.
Possible stress reactions:
postponing direct action
magnifying boredom of projects
favoring thought over action
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
13 / 45
PERSONAL STRENGTHS AND NEEDS
CHALLENGE: YOUR VIEW OF YOURSELF
Preferring to capitalize on your personal strengths, you have confidence in your ability to achieve.
Generally at ease with people, you tend to come across to others as charming and pleasant, a natural
result of your positive self-image.
Strengths:
pleasant and at ease
makes a good impression
confident
NEED: In order to support your positive self-image, it is important that your schedule be comprised
primarily of activities that you know you can do well, as this reinforces your confidence.
CAUSES OF STRESS: Being placed in difficult or demanding situations can begin to stir reminders
of possible personal shortcomings, which in turn upsets your positive self-image. You can benefit
from helpful assistance when evaluating your performance or mistakes.
Possible stress reactions:
over-emphasis on making good impression
avoiding self-critical evaluation
unjustified enthusiasm
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
14 / 45
PERSONAL STRENGTHS AND NEEDS
EMPATHY: DEALING WITH EMOTIONS
You prefer not to get too involved in the emotional problems of other people, recognizing the
importance of keeping the facts in sight. But at the same time, you have a genuine understanding
and even sympathy for others' feelings.
Strengths:
objective, yet warm
sympathetic, yet practical
NEED: By contrast, you function best in surroundings which encourage you and others to express
and work out your emotional responses. You need to feel that your problems are important to
others, that others are aware of your personal feelings.
CAUSES OF STRESS: When you sense that your feelings are being overlooked or ignored by others,
you are inclined to overemphasize the importance of your feelings and become dispirited, perhaps
even getting depressed.
Possible stress reactions:
becoming overly sensitive
loss of objectivity
strong discouragement
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
15 / 45
PERSONAL STRENGTHS AND NEEDS
CHANGE: DEALING WITH CHANGE
A sense of novelty and adventure distinguishes the strength you display in your readiness to start
new things. You have an above-average resilience to change, an asset which stems from your
adaptability to fresh and stimulating activities.
Strengths:
easy to stimulate
responsive and attentive
adaptive
NEED: In the same way, you respond best to situations and surroundings which offer frequent
changes of activity. You get positive reinforcement from an environment that allows you to move
around.
CAUSES OF STRESS: Excessive emphasis on routine can easily put you under pressure. Without
the stimulation of novelty and change you are likely to become restless and annoyed.
Possible stress reactions:
annoyance at delays
problems with self-discipline
inability to concentrate
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
16 / 45
PERSONAL STRENGTHS AND NEEDS
FREEDOM: INDEPENDENCE
You describe yourself as being rather consistent and conventional. More importantly, though, you
have an innate respect for the value of cooperative effort, even when such effort takes the form of
individual contribution.
Strengths:
restrained
values rules and procedures
cooperative
NEED: By contrast, you seem to expect other people to exhibit independent, even non-conforming
behavior. The implication is that you need an environment which encourages freedom of thought
and action.
CAUSES OF STRESS: When you sense a lack of support and encouragement for independent action,
your otherwise cooperative nature may turn more toward unpredictable and even rebellious
behavior.
Possible stress reactions:
misjudging of others' feelings
lack of consistency
individualism for its own sake
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
17 / 45
PERSONAL STRENGTHS AND NEEDS
THOUGHT: MAKING DECISIONS
You usually make decisions with a minimum of hesitation and prefer to get right to the important
issues. It is your nature to reflect quickly and with confidence, and to give opinions and evaluations
decisively.
Strengths:
matter-of-fact
decisive
direct
NEED: Despite your strengths, you prefer not to be forced into making quick decisions and
judgments. You recognize that some issues can be complicated or ambiguous, and you need to feel
that you have plenty of time to consider all the possibilities.
CAUSES OF STRESS: Although you are quick on your feet, you can feel hurried and rushed when
situations require quick and decisive action. The resulting insecurity can make you overly cautious.
Possible stress reactions:
over-concern for consequences
postponing decisions
underlying anxiety
Strengths and Needs
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
18 / 45
For each area, there are three bars, showing your usual style, your motivational needs, and the stress behavior which
may result if the need is consistently unmet. Your scores appear in the circles on each bar.
For any bar, the closer your score is to 99, the more the description on the right is likely to apply; the closer your score
is to 1, the more the description on the left is likely to apply.
1. Relating to People Individually: how you deal with people one-on-one
Usually:14
direct and straightforward insightful and intuitive < a balance >
1 99
Will need:44
others to be frank and forthright respect of key individuals < a balance >
1 99
To Avoid:44
being too blunt feeling unappreciated on occasions < a balance >
1 99
Esteem
2. Relating to People in Groups: how you deal with people in general
Usually:17
able to work well alone friendly and easy to know < a balance >
1 99
Will need:84
plenty of time alone or in small groups to feel part of the group < a balance >
1 99
To Avoid:25
impatient with group interaction over-valuing group opinion < a balance >
1 99
Acceptance
3. Systems and Procedures: your planning and organizing style
Usually:99
flexible and open to new approaches organized and sequential < a balance >
1 99
Will need:2
only an outline plan to follow a definite plan in place < a balance >
1 99
To Avoid:2
weakness in follow-through over-insistence on following procedures < a balance >
1 99
Structure
Needs Graph
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
19 / 45
4. Direction and Control: how you deal with authority
Usually:91
low-key in the exercise of authority directive and commanding < a balance >
1 99
Will need:72
a non-directive, democratic environment to know who is in charge < a balance >
1 99
To Avoid:72
failing to address issues of control becoming domineering, controlling < a balance >
1 99
Authority
5. Teamwork and Individual Competitiveness: your approach to incentive
Usually:44
oriented towards general benefit oriented toward individual advantage < a balance >
1 99
Will need:92
an environment based on trust a means of measuring personal performance < a balance >
1 99
To Avoid:92
becoming too idealistic focusing too much on personal payoff < a balance >
1 99
Advantage
6. Preferred Pace for Action: how you direct your energies
Usually:93
likes to reflect before acting takes direct action to get things done < a balance >
1 99
Will need:6
personal control over scheduling a busy schedule < a balance >
1 99
To Avoid:6
putting things off failing to delegate when necessary < a balance >
1 99
Activity
7. Demands of Work: your success/challenge orientation
Usually:32
self-confident, focused on success has high expectations of self, others < a balance >
1 99
Will need:32
a success-oriented environment personal challenges < a balance >
1 99
To Avoid:32
denying responsibility for errors expecting too much of self and others < a balance >
1 99
Challenge
Needs Graph
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
20 / 45
8. Involvement of Feeling: your subjectivity and objectivity
Usually:64
objective and detached sympathetic and warm < a balance >
1 99
Will need:92
an unemotional environment an outlet for subjective issues < a balance >
1 99
To Avoid:92
discounting people's feelings worrying unnecessarily < a balance >
1 99
Empathy
9. Dealing with Change: how you handle variety
Usually:81
concentrates attentions well likes a variety of simultaneous tasks < a balance >
1 99
Will need:81
adequate notice of any change plenty of different calls on attention < a balance >
1 99
To Avoid:81
failing to accept necessary change getting distracted too easily < a balance >
1 99
Change
10. Personal Independence: how characteristic you are in outlook
Usually:5
understands how most people think individualistic in outlook < a balance >
1 99
Will need:95
a predictable environment opportunities for individuality < a balance >
1 99
To Avoid:95
discomfort with unusual ideas being different for its own sake < a balance >
1 99
Freedom
11. Action or Reflection: how you handle issues in decision-making
Usually:32
sees issues in terms of black and white handles ambiguous situations well < a balance >
1 99
Will need:98
issues reduced to their simplest form plenty of time for complex decisions < a balance >
1 99
To Avoid:98
being impulsive indecision when pressured < a balance >
1 99
Thought
Needs Graph
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
21 / 45
Relating to People Individually (Esteem 14/ 44)Prefers to be direct and straightforward and is matter-of-fact; but needs for people to strike a balance between frankness
and genuine respect in one-to-one relationships.
Relating to People in Groups (Acceptance 17/ 84)Likes to think and work independently and enjoys working alone; but needs to have the acceptance and support of
the group.
Systems and Procedures (Structure 99/ 2)Prefers organizing work according to some definite plan and values system and order; but needs freedom from close
controls and broad, rather than close, scheduling.
Direction and Control (Authority 91/ 72)Likes to be self-assertive and actively enjoys supervising and directing others; and needs opportunities for forceful
self expression against a background of firm direction and control.
Teamwork and Individual Competitiveness (Advantage 44/ 92)Prefers to balance a value of intangibles with a liking for competitive activities; but needs an environment that places
definite emphasis on individual achievement and recognition.
Preferred Pace for Action (Activity 93/ 6)Likes to be very active and displays a high energy level; but needs the support of a relaxed environment rather than
an action-oriented atmosphere.
Demands of Work (Challenge 32/ 32)Shows confidence in ability to succeed and generally makes a good impression; needs assignments that are within
personal capabilities.
Involvement of Feeling (Empathy 64/ 92)Prefers to be sensitive and sympathetic to the feelings of other people; and needs the support of an environment that
is genuinely sensitive to people's feelings.
Dealing With Change (Change 81/ 81)Likes to introduce a good deal of variety and novelty into personal routine; and needs to be offered plenty of opportunity
for novelty and change.
Personal Independence (Freedom 5/ 95)Prefers to be restrained and consistent in personal attitude; but needs an environment that offers plenty of opportunity
for personal freedom.
Action or Reflection (Thought 32/ 98)Likes to make decisions rapidly and dispassionately; but needs to be offered a great deal of time for difficult or unusual
decisions.
Needs at a Glance
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
22 / 45
Scale 0 5 10 Scale 0 5 10
Knowledge Specialist 1
Directive Management 3
Delegative Management 10
Work Motivation 3
Self Development 3
Corporate Adaptability 6
Social Adaptability 9
Social Responsibility 8
Public Contact 4
Detail 7
Global 7
Linear 4
Conceptual 10
Concrete 1
The following are descriptions of typical behaviors of High Scores (7-10).
Knowledge Specialist : Contributes and leads by
utilizing personal expertise and knowledge to find
solutions. Leads by example. This includes managers
and executives who are leaders in technical, educational,
consulting and other specialized fields.
Directive Management : Personal, direct involvement in
problem solving, controlling and implementing. Leads
from the front in exercising authority. Includes managers
and executives in action-driven organizations.
Delegative Management : Utilizes plans and strategies.
Arranges resources and assists co-workers and teams in
dealing with resource and implementation issues.
Includes managers and executives in plan-driven
organizations.
Work Motivation : A positive attitude toward work;
exhibits a responsible outlook toward work rules and
assigned functions. Able to find value in most jobs/roles.
Self Development : A positive attitude toward personal
growth and development; utilizes classic educational
systems more than hands-on experience. Motivated to
make contributions and exercise professional or
managerial responsibility.
Corporate Adaptability : A positive commitment to
relationships and organizational goals necessary for
advancing in the organization and corporate structure/
culture. Dedicated to and identifies with the corporate
initiatives that require significant individual and team
commitment.
Social Adaptability : Adaptability to people, social
situations, corporate and legal rules. Positive attitudes
toward others, ability to withstand extended stress.
Meets unexpected changes in an optimistic, tolerant
manner, extends trust to others easily.
Social Responsibility : Values and supports social
conventions in own social group. Provides and supports
stability in work, family, legal and social relationships.
Each pair below has a combined score of 11.
Public Contact : Prefers activities involving social
contact. Seeks solutions through people. Focused on
people being central to organizational effectiveness.
Detail : Concern for the procedural and detailed aspects
of work. Focused on processes as central to
organizational effectiveness.
Global : Problem solving that involves a relational and
holistic process. Thinking and actions need not follow a
set, sequential pattern.
Linear : Preference for activities and tasks that follow a
logical, sequential analysis and process.
Conceptual : Utilizes abstract information, experience,
intuition and knowledge to find fresh and imaginative
solutions.
Concrete : Uses analysis and facts to solve problems.
Emphasis is on concrete, immediate, visible results.
Preferred Work Styles
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
23 / 45
TERRALYNN FORSYTH :
In working with others, she is very team-oriented, but becomes surprisingly withdrawn under pressure.
When giving or accepting direction, she can be orderly, but needs freedom from control; she is self-assertive. She
enjoys debate and active, participative discussion.
As to competitiveness and stamina, achievement awards and other tangible evidence of performance mean a
great deal to her; her strong subjective feelings need a constant outlet. She postpones actions or decisions,
especially in stress situations. She is enthusiastic and persuasive.
When organizing or planning, she is both alert and easily distractible; she likes to act on her own initiative. She
is decisive and to-the-point, but needs time to consider important issues when new decisions are needed.
Suggestions for coaching TERRALYNN FORSYTH :
* Make an extra effort to keep communications open especially in times of stress. Acceptance
* Impose a minimum of routine. Keep instructions broad, but help when deadlines and details slip. Structure
* Keep debates controlled and positive. Authority
* Provide tangible incentives and strictly enforced rules. Advantage
* Make a point of regularly showing an interest in her personal well-being. Empathy
* Utilize schedules and deadlines for maximum output; provide a live-and-let-live atmosphere. Activity
Criticize and correct her gently, and be reassuring. Utilize her strengths; avoid exposing her weaknesses.
Challenge
* Change her activities frequently to help stimulate and maintain her positive attitude. Change
* Provide plenty of opportunities for her to act on her own initiative. Evaluate the results against her own rather
than others' performance. Freedom
* Make an extra effort to indicate how carefully and thoroughly you have considered your decisions. Thought
* Particularly significant; may impact other areas
Coaching
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
24 / 45
Introduction: "The Stress Pages"The Birkman Method® and Stress Management
We know that the ability to manage stress has vital consequences in our professional and personal
lives. The Birkman Method®'s Stress Pages report provides a specific report targeted to better self-
management.
In this eight page report, the Stress Pages address four areas where stress can easily occur. Since
few of us take the time to acknowledge or articulate our own needs, we may especially react to
unmet needs in these situations:
1. Interpersonal Relationships
2. Schedules and Details
3. Conflict
4. Decision Making
This Stress Pages report offers information to help you manage to your own individual Needs(as
described by the Birkman behavioral Components) and to more easily avoid areas of potential stress.
In each of these areas, the first page identifies some symptoms of Stress that you may express, feel
or exhibit in this situation. The report then provides suggestions as to what you can do to prevent
or at least minimize those behaviors that might further increase the Stress that you may be feeling.
When asterisks also appear on the page, they indicate that intensity or priority of the information.
The second page of each section provides information that relates to your motivational Needs.
When your Needs are generally met, you can more easily use your Strength Behaviors. This report
also helps you to understand what may be happening (which Need is not being met) when you do
experience symptoms of Stress.
Finally, the report provides suggestion as to how you can proactively manage Stress by taking specific
actions to meet your own Needs on an on-going basis.
Stress Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
25 / 45
STRESS OF INTERPERSONAL RELATIONS
The Stress Behaviors surrounding the area of interpersonal relations relate to the Esteem andAcceptance Components. Your Stress scores in these areas are 44 (Esteem) and 25 (Acceptance).
Based upon these scores, when you are feeling Stress in this area, we expect you may begin to:
Ignore casual conversation and greetings from others, or not speak until spoken to.
Become impatient during group meetings or committee activities.
Feel pressure when social obligations require you to mix with strangers or casual acquaintances.
Keep to yourself or stay on the fringe of the group at lunches, group sessions, or social gatherings.
Become withdrawn and quiet in meetings.
When these behaviors occur:
Practice speaking up at group functions.
Take opportunities to meet and mix with new people on a regular basis.
Consciously stay "connected" in meetings.
Seek opportunities to meet, work with, and share ideas with others in small groups or casual situations.
Speak up when you feel you have something to say to others.
Stress Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
26 / 45
MANAGING NEEDS FOR ESTEEM AND ACCEPTANCE
The Stress Behaviors surrounding the area of interpersonal relations relate to your Esteem andAcceptance Needs. Your Need scores in these areas are 44 (Esteem) and 84 (Acceptance).
Based upon these scores, it is likely that you need:
Straightforward instructions Acceptance and support from groups
Praise that is free of sentiment Work responsibilities you can share
Associates who speak up easily Team spirit and co-operation
Persons who get to the point Signs of group popularity
Direct questions or corrections Large numbers of friends
In order to build resistance to or avoid stress in this area, we recommend that you:
Identify a person or group that interacts with you in an objective manner and spend more time with that
person or group.
Build a hit list of things you know have gone well, and use it to help you gauge your success.
Find opportunities to assess real signs of success and identify areas that you need to improve upon.
Build a relationship with a "coach" who, without being shy about it, can help you evaluate how well you
have done in a situation.
Work to establish several support groups that help you feel accepted and well liked.
Spend more time with small groups of persons with whom you share interests or projects.
Take the initiative in establishing a few regular social events through the year, not just in December or
the summer, and accept more invitations.
Schedule regular informal meetings or outings with key members of your work group throughout the year.
Stress Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
27 / 45
STRESS OF DEALING WITH SCHEDULES OR DETAIL ***The number of asterisks associated with the Stress scores indicates the intensity of the Stress Behaviors when they occur.
The Stress Behaviors surrounding issues dealing with details and schedules relate to the Structure and Change Components. Your Stress scores in these areas are 2 (Structure) and 81 (Change).
Based upon these scores, when you are feeling Stress in this area, we expect you may begin to:
Wait until time has almost run out before starting a task.
Ignore necessary routines or systems, and not follow through on essential detail.
Not organize your plans or inform others in the group about your plans, actions or whereabouts.
Get bored with essential detail, and not follow through on schedule.
Have trouble exercising self-discipline or concentrating on the task at hand.
Feel restless and impatient, and become distracted by little things.
When these behaviors occur:
Work to identify priorities and critical time needs in a new project or opportunity before planning your
actions.
Remember that existing priorities must be attended to when accepting the challenge of a new project.
Work to establish better time-management habits.
Practice working projects against a specific time or milestone using intermediate check points and time
tables as well as an overall end date.
Set up procedures to handle distractions during the most tedious or routine parts of a project.
Stress Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
28 / 45
MANAGING NEEDS FOR STRUCTURE AND CHANGE
The Stress Behaviors surrounding issues dealing with details and schedules relate to yourStructure and Change Needs. Your Need scores in these areas are 2 (Structure) and 81 (Change).
Based upon these scores, it is likely that you need:
Freedom from close controls Novelty and change in your day
A minimum of structured routine Frequent shifts in your activities
Direct access to everyone An independent work role
Unusual and stimulating tasks Varied and complex work activities
Flexible rules and policies Changes in the group or scenery
In order to build resistance to or avoid stress in this area, we recommend that you:
Set aside times every week to follow some new interest or satisfy a new curiosity.
Indulge your sense of adventure whenever possible; use vacations or hobbies to try new activities.
Create frequent opportunities to discuss future goals, plans and activities with your family and/or co-
workers.
Make schedules that allow you flexibility in executing tasks and plans.
Build up a stockpile of small, worthwhile projects to work on when you need a break from a boring task.
Develop schedules and time management habits that allow you to routinely work on or monitor several
tasks every day.
Keep variety and a sense of newness in your hobbies and social life.
Avoid taking on home projects that will require you to do essentially the same thing every night for months
on end.
Stress Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
29 / 45
STRESS OF HANDLING CONFLICT **The number of asterisks associated with the Stress scores indicates the intensity of the Stress Behaviors when they occur.
The Stress Behaviors surrounding issues with conflict relate to the Authority and Freedom Components. Your Stress scores in these areas are 72 (Authority) and 95 (Freedom).
Based upon these scores, when you are feeling Stress in this area, we expect you may begin to:
Violate simple rules and conventions just to express your independence.
Be rebellious or unconventional, and resist control by others over insignificant issues.
Fear the disruptive consequences of a suggestion, and over-react without thinking through the idea.
Feel that others are getting in your way or exercising too much control over your actions.
Insist on your own way in a situation and fail to take other people's needs or desires into account.
When these behaviors occur:
Work on identifying common goals and purposes with those who suggest new approaches or raise issues
with you.
Learn to develop options and express views before taking a strong position on a topic.
Be sure to think through what the other person has said before rejecting a suggestion or idea out of hand.
Listen carefully before reacting to or arguing with ideas presented by others.
Assume that others are just as interested in solving the problem as you are, and listen to their ideas.
Work to remain open to possibilities others are raising; look for parts of their ideas that are compatible
with your own.
Stress Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
30 / 45
MANAGING NEEDS FOR AUTHORITY AND FREEDOM
The Stress Behaviors surrounding issues of conflict relate to your Authority and Freedom Needs.Your Need scores in these areas are 72 (Authority) and 95 (Freedom).
Based upon these scores, it is likely that you need:
Opportunities to debate or argue Assignments that allow you independence
Directive, face-to-face authority Opportunities to set your own direction
Opportunity to direct others Freedom from control by others
Forceful superiors who listen Opportunities to be unconventional
To be heard by others Superiors who delegate broadly
In order to build resistance to or avoid stress in this area, we recommend that you:
Develop opportunities to join other strong-willed persons in spirited but friendly exchanges about low-
threat issues.
Spend more time debating philosophical or meaningful topics with friends who seem to enjoy a good
argument.
Try to remind close associates that you need opportunities to discuss issues thoroughly before decisions
are made that affect you.
Since you think better when bouncing ideas off others, try to develop a good brainstorming relationship
with a co-worker.
Avoid being put on the spot by new suggestions; let those close to you know that you like to think things
through before responding.
Develop friendships with persons who understand your need to be independent and who are patient with
your non-conforming ways.
Work to develop a clear definition of the concerns and values that you share with those around you.
Look for and remind yourself of the commitment that others have to finding good solutions to common
problems.
Stress Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
31 / 45
STRESS OF MAKING DECISIONS ****The number of asterisks associated with the Stress scores indicates the intensity of the Stress Behaviors when they occur.
The Stress Behaviors surrounding decision-making issues relate to the Activity and Thought Components. Your Stress scores in these areas are 6 (Activity) and 98 (Thought).
Based upon these scores, when you are feeling Stress in this area, we expect you may begin to:
Feel overwhelmed and weighed down by tasks that require concentration on practical actions or details.
Become easily worn down or tired when projects require extended action rather than planning and thought.
Spend too much energy on the big picture or blue sky plans and dreams, and become discouraged when
forced to deal with practical limitations.
Worry about ordinary, everyday decisions and arrangements too much.
Dwell too much on the negative possibilities when trying to make a choice or decision.
Feel anxious and insecure about making a mistake when a decision is required, especially when time is
short.
When these behaviors occur:
Accept the need to work through a complex decision process even though significant concentration on
practical limitations will be required.
Spend time planning the implementation steps for a project as well as developing the grand design -- don't
forget the practical limitations.
Try to take a more aggressive approach to starting action on a task or project.
Work to establish firm schedules for coming to a decision and work steadily toward that schedule.
Build methods of reassessment and change into projects or decisions, and learn to experiment with partial
decisions rather than staying committed to a given course come what may.
Develop an analytic approach to decision making; focus your attention on the pros and cons of one or two
options at a time, and then narrow down your choices.
Learn to set aside anxiety about negative possibilities and stay engaged with the analytic process; worry
less, act more.
Stress Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
32 / 45
MANAGING NEEDS FOR ACTIVITY AND THOUGHT
The Stress Behaviors surrounding decision-making issues relate to your Activity and Thought Needs. Your Need scores in these areas are 6 (Activity) and 98 (Thought).
Based upon these scores, it is likely that you need:
A minimum of prolonged activity Time to think decisions through
Stimulation of new ideas Support from others on decisions
Friendly, low-key surroundings Opportunities to talk out worries
Time for reflection Offers of assistance and help
Unhurried work conditions Cautious decision-making by others
In order to build resistance to or avoid stress in this area, we recommend that you:
Plan schedules and projects so you can stop and think about where you have been and where you are going.
Give more time to abstract or philosophical thought and activities.
Avoid taking on too many projects or social obligations when things are getting hectic at work.
Develop a relaxing, low-key hobby or recreation, and make use of the curative powers of this activity often.
Build life goals and important plans carefully using thorough discussion with those close to you and
advice from knowledgeable advisors.
Develop close relations with patient and effective advisors who will reflect on your ideas with you and
will help you think carefully about important issues.
Keep abreast of major developments in your work area, so that you are ready to deal with issues when
the arise and have a good idea of where to go for assistance or information.
Remind those close to you that you need careful preparation before making a decision, and elicit their
support in developing several options to consider.
Stress Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
33 / 45
ORGANIZATIONAL FOCUS - INDIVIDUAL
The Organizational Focus shows you the best working environment for you. It's generated by
determining how similar you are to people who work in four different work environments.
ORGANIZATIONAL FOCUS for : TERRALYNN FORSYTH
Similarity to others in this job arena: Intensity Intensity
Red - Operations/TechnologyBlue - Design/StrategyGreen - Sales/MarketingYellow - Admin/Fiscal
Description of Organizational Focus (by color):
Red - Operations/Technology
• A work environment that emphasizes a
practical, hands-on approach, usually with a
tactical focus.
• A product-focused culture with strong
emphasis on implementation.
Yellow - Admin/Fiscal
• A work environment that emphasizes
standards, tracking, and quality assurance.
• A culture based on efficient procedures and
policies.
Green - Sales/Marketing
• A work environment that emphasizes
selling, promoting, directing, and motivating
others.
• A communications-based culture designed
to influence others.
Blue - Design/Strategy
• A work environment that emphasizes
planning, innovating, and creating.
• A culture of ideas, usually with a strong
strategic focus.
Organizational Focus - Individual
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
34 / 45
Rather than represent you in terms of your strongest Organizational Focus, we use all four. The color bars
that describe your Focus may be of varying lengths: all long, all short, or a mixture.
The bottom color of the four is always the longest. The longer the bar, the more you are likely to identify
with the work environment represented by that color.
Intensity Intensity
Less similar to individuals in these colors
Complements the Bottom-Line color
Bottom-Line color
The second longest bar is your supporting color. It's less significant for you than your bottom-line color, but
it will give you additional information about the work environment that fits you best.
The two remaining bars represent work environments which are likely to be less attractive for you, and
where you are less likely to "fit".
Organizational Focus - Individual
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
35 / 45
JOB FAMILIES / JOB TITLES
Similarity to others in this Job
Family Least Similar Most Similar
The Job Titles you most closely
matched within each Job Family
Business & Finance
Analyzing and evaluating business/financial information for the purposes of
documenting, making recommendations and/or ensuring adherence to
business protocol. Duties may include preparing financial reports,
developing investment strategies, analyzing general business trends, or
assessing risk/liability, to streamline the operations of an organization.
Financial Managers
Loan Counselors
Management Analysts
Loan Officers
Financial Analysts
Office & Administrative Support
Providing clerical support within an organization. Duties may include
preparing statements, tracking accounts, record keeping, bill collecting,
making phone calls, scheduling appointments, entering data, providing
customer service, ordering and tracking inventory, handling monetary
transactions, among other administrative support tasks.
Production, Planning, & Expediting
Clerks
Bookkeeping, Accounting, &
Auditing Clerks
Customer Service Representatives
Legal Secretaries
Data Entry Keyers
Legal
Researching, litigating, and documenting matters relating to the law,
specializing in litigation, arbitration, transcription, investigation, or
negotiation of legal issues. Duties may include representing clients in legal
proceedings, examining legal statutes, documenting agreements, drafting
contracts, investigating cases, and transcribing hearings.
Paralegals & Legal Assistants
Corporate Lawyers (Consensual
Outcomes)
Litigation Lawyers (Win-Lose
Outcomes)
Management
Planning, directing, and coordinating high-level activities within an
organization. Duties may include managing personnel, creating budgets,
developing and implementing strategies, creating organizational policies,
and supervising company operations. These managerial functions are
similar in nature across various industries and fields (e.g. engineering, sales,
human resources, medical).
Financial Managers
Public Relations & Communication
Managers
Chief Operating Officers
Computer & Information Systems
Managers
Chief Financial Officers
Computer & Mathematical Science
Designing, developing, and maintaining databases, software, hardware,
networks, and other information/logic systems. Duties may include
collecting/organizing data, computer programming, providing technical
support, web design, and configuring communication systems, among other
data-driven functions.
Computer & Information Systems
Managers
Technology Project Managers
Software Quality Assurance
Engineers & Testers
Computer Programmers
Computer Systems Analysts
Job Families/Job Titles
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
36 / 45
JOB FAMILIES / JOB TITLES
Similarity to others in this Job
Family Least Similar Most Similar
The Job Titles you most closely
matched within each Job Family
Sales & Related
Selling goods or services to a wide range of customers across various
industries. Duties may include selling retail, appliances, furniture, auto
parts, medical services, insurance, real estate, financial or consulting
services, securities and commodities, as well as other products/services.
Cashiers
Marketing Managers
Supervisors Of Retail Sales Workers
Sales Managers
Building/Grounds Cleaning &Maintenance
Cleaning and maintaining hotels, hospitals, offices, and other
establishments, as well as landscapes. Duties may include groundskeeping,
planting trees, watering plants, housekeeping, washing windows,
vacuuming, exterminating pests, among other cleaning and maintenance
tasks.
Housekeeping, Janitors, &
Groundskeepers
Supervisors Of Housekeeping,
Janitors, & Groundskeepers
Protective Service
Serving and protecting the best interests of the community, environment,
and/or individuals, adhering to federal, state, and local laws. Duties may
include investigating criminal cases, regulating traffic and crowds, fire
fighting, ticketing/arresting perpetrators, inspecting baggage or cargo,
responding to emergency situations, patrolling designated areas, guarding
establishments, and providing other security measures.
Security, Police, & Fire Fighting
Enforcement Managers
Police & Sheriff Patrol Officers
Security Guards
Farming, Fishing, & Forestry
Performing various outdoor activities related to agriculture, horticulture,
aquaculture, and/or forestry. Duties may include attending to live farm,
ranch, or aquacultural animals, planting, cultivating, and harvesting crops,
hunting and trapping wild animals, developing, maintaining, or protecting
forested areas and woodlands, and/or cutting, sorting, and grading trees for
multiple uses.
Installation, Maintenance, & Repair
Performing hands-on work functions related to the installation,
maintenance, and repair of various machinery, systems, vehicles, and other
serviceable equipment. Duties may include diagnosing, adjusting, servicing,
and overhauling engines, telecommunications and/or security systems,
heating, vacuuming, and air-conditioning units, and electronics.
Electrical & Electronics Repairers
Telecommunications Equipment
Installers & Repairers
Automated Teller & Office Machine
Repairers
Job Families/Job Titles
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
37 / 45
JOB FAMILIES / JOB TITLES
Similarity to others in this Job
Family Least Similar Most Similar
The Job Titles you most closely
matched within each Job Family
Production
Producing, creating, and/or manufacturing a variety of products (e.g., food,
lumber, electrical equipment, fabrics, metals, plastics, stones, fuel) through
the operating of specialized tools and/or equipment. Duties may include
baking pastries, binding books, cutting, shaping, and assembling furniture,
assembling electronics, shaping molten glass, fabricating jewelry, welding
metal components, among other specific production tasks.
Power, Gas, Chemical, & Waste
Plant/System Operators
Packaging & Filling Machine
Operators & Tenders
Supervisors Of Production &
Operating Workers
Arts, Design, Sports, Media, &Entertainment
Creating and/or expressing ideas or demonstrating talents through various
media for entertainment, informational, or instructional purposes. Duties
may include acting, dancing, singing, designing graphics, operating media
equipment, translating text, writing literature, producing/directing movies
or plays, public speaking, radio announcing, competing in sporting events,
news reporting, among other specific functions within the media.
Public Relations & Communication
Managers
Fashion Designers
Public Relations Specialists
Construction & Extraction
Performing hands-on work functions related to the building of structures or
the removal of materials from natural settings for use in construction or
other applications. Duties may include bricklaying, carpentry, masonry,
roofing, plumbing, inspecting integrity of structures according to building
codes, mining, drilling, and disposal of construction by-products, using
specialized tools and equipment.
Construction Managers
Carpenters
Electricians
Life, Physical, & Social Science
Applying scientific knowledge and expertise to specific life, physical, or
social science domains. Duties may include researching, collecting/analyzing
qualitative and quantitative data, conducting experimental studies, devising
methods to apply laws and theories to industry and other fields (e.g., mental
health, agriculture, chemistry, meteorology, plant and animal life, human
behavior and culture).
Natural Sciences Managers
Social Scientists, Psychologists, &
Urban Planners
Biochemists & Biophysicists
Engineering & Architecture
Applying principles and technology of chemistry, physics, and other
scientific disciplines into the planning, designing, and overseeing of physical
systems and processes. Duties may include creating, testing, developing,
and maintaining tools, machines, electrical equipment, buildings/structures,
or other physical entities.
Materials Engineers
Engineering Managers
Computer Hardware Engineers
Job Families/Job Titles
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
38 / 45
JOB FAMILIES / JOB TITLES
Similarity to others in this Job
Family Least Similar Most Similar
The Job Titles you most closely
matched within each Job Family
Food Preparation & Serving-Related
Preparing and cooking foods and/or serving patrons in dining
establishments or other settings. Duties may include checking food quality,
mixing drinks/ingredients, cleaning dishware, taking orders, planning
menus, and other food/serving-related functions.
Waiters & Waitresses
Food Service Managers
Bartenders
Transportation & Material Moving
Piloting, driving, operating, or navigating transport vehicles or material
moving machinery (e.g., aircraft, automobiles, water vessels, construction
cranes, locomotives, tractors). Duties include flying commercial airplanes,
directing air traffic, driving public or school buses, taxis, trucks, ambulances,
commanding motor-driven boats, inspecting freight and cargo, conducting
trains, operating forklifts, among other transportation and material moving
tasks.
Transportation, Storage, &
Distribution Managers
Supervisors Of Freight, Stock, &
Material Handlers
Pilots
Education, Training, & Library
Teaching/training individuals or groups of people academic, social, or other
formative skills using various techniques/methods. Duties may include
instructing children, adolescents, adults, individuals with special needs, or
other specific samples within a formal or informal setting, creating
instructional materials and educational content, and providing necessary
learning resources.
Librarians
Education Administrators
(Postsecondary)
Secondary School Teachers (Except
Special Education)
Healthcare Support
Providing support functions in the healthcare field. Duties may include
assisting physicians with patient care and treatment, rehabilitation, record
keeping, transcription, and other routine medical functions.
Medical Assistants &
Transcriptionists
Nursing Aides, Orderlies, &
Attendants
Community & Social Services
Counseling, rehabilitating, and/or supporting social and psychological
matters of individuals, groups, or communities. Duties may include helping
individuals maximize their mental and emotional well-being, cope with
addictions, and lead healthy lifestyles, as well as providing spiritual, moral,
or vocational guidance.
Child, Family, & School Social
Workers
Social & Human Service Assistants
Clergy
Job Families/Job Titles
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
39 / 45
JOB FAMILIES / JOB TITLES
Similarity to others in this Job
Family Least Similar Most Similar
The Job Titles you most closely
matched within each Job Family
Healthcare Practitioner & Technician
Providing medical care and treatment in an effort to achieve optimal mental
and physical patient well-being. Duties may include assessing patient health,
diagnosing illnesses, performing surgery, prescribing medication,
implementing prevention strategies, conducting/reviewing laboratory
diagnostics, and supervising medical support staff. Most of these
occupations require a graduate education.
Medical & Health Services Managers
Pharmacists
Registered Nurses
Personal Care & Service
Providing personal assistance, care, and services to individuals in various
contexts. Duties may include attending to children, caring for the elderly or
disabled, coordinating tourist travel, ensuring safety and comfort to
travelers, providing cosmetic services, coordinating recreational activities for
residential facilities, as well as other personal care and service tasks.
Child Care Workers &
Home/Personal Care Aides
Hairstylists, Manicurists, &
Morticians
Job Families/Job Titles
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
40 / 45
GUIDE PAGE TO
EMOTIONAL STABILITY
U S U A L B E H A V I O R
You see action as the key to solving most problems. You are naturally inclined to take action personally and to encourage
others to do the same -- a consequence of your high level of physical energy. You approve of a style which emphasizes
practical, hands-on involvement over a more thoughtful approach which may involve unnecessary delay.
You have the ability to see and understand the more subjective component in issues. You naturally understand the
extent to which people's appreciation of so-called "facts" can be affected by the way they feel. This characteristic also
makes it easier for you to express your own feelings than tends to be the case for other people.
You make decisions quickly. It is easier for you than it is for most people to reduce problems to black-and-white. In
particular, you have an ability to cut through extraneous information and get to the heart of the decision. As a result,
you prefer to work with issues where there is a minimum of ambiguity.
While you are able to see situations in black-and-white terms, therefore, you prefer to take a more reflective approach,
particularly where your own or other people's feelings are involved.
U N D E R L Y I N G N E E D S
You are at your most effective when you are given plenty of time for difficult or complex decisions, when people
encourage you to talk about how you feel, and where you are not pressured by a heavy schedule.
S T R E S S B E H A V I O R
When the pressure is on, the reflective element of your make-up can start to work against you. You can find yourself
delaying necessary action for reasons you find hard to express. You may feel yourself overwhelmed by the demands
of a schedule that now begins to look unrealistic.
If you sense that your feelings or the feelings of others are being ignored, you can begin to experience negative emotions
yourself. Under these circumstances, your overall performance can be adversely affected by these unpleasant feelings,
and you can find it hard to see the positive aspects of the issues that confront you.
In these more stressful circumstances, you can begin to give over-much attention to decisions. Your decision-making
begins to slow, as you start to look too closely at minor issues that may not really be important. Under great pressure,
you may refuse to commit yourself to any decision at all.
Under significant stress, these behaviors can combine to push you in the direction of worrying needlessly, particularly
about complex matters, and deferring both the decision and the necessary action arising from that decision.
Guide Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
41 / 45
GUIDE PAGE TO
EXTRAVERSION
U S U A L B E H A V I O R
You do your best work alone or in a small group, preferably consisting of people you know to some extent. In general,
you tend to relate better to people one-on-one or one-on-two than you do in a social context.
Because you relate more readily to people individually than in groups, you are often better able to assess them on an
individual basis than others are. In addition, you are able to withstand group opinion and take an independent stand
on issues that are important to you.
You prefer to relate to other people by being direct and straightforward. You believe that being open and frank is the
best way of communicating with others: it saves time and enables you to be forthright.
This directness can be an effective approach to others. It permits you to cut through irrelevancies and address the issue
at hand in an open manner.
Overall, therefore, you are at your best when you can work with key individuals who want to get to the heart of the
matter and are willing to hear the truth, even if it is unpalatable. Your experience suggests that this is a more effective
way of working with people than being over-sensitive or appealing to them in groups.
U N D E R L Y I N G N E E D S
It is important for you to feel that you "belong" and are a part of the team. It is also important for you to know that, to
some extent at least, those team members hold you in high regard.
S T R E S S B E H A V I O R
Under pressure, you can find the stress of dealing with groups to be too much. At such times, you are tempted to
withdraw altogether, become unsociable, and to downplay the importance of team dynamics.
Having your "own space" starts to become too important to you. You can be unaware of the extent to which other
people are disturbed by your silence or your absence.
Under pressure, you can find it hard to maintain an appropriate balance in your social behavior. When you believe
that others are being over-direct with you, your feelings are hurt. You begin to place too high a premium on approval
from key individuals.
However, if other people indicate that you are hurting their feelings, you can become impatient. You are tempted to
be too direct and forthright with them, upsetting them more than you may realize.
In summary, you withdraw socially. Depending on how those people respond, you may be too curt with them, or
begin to worry about the extent to which you have upset them.
Guide Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
42 / 45
GUIDE PAGE TO
CONSCIENTIOUSNESS
U S U A L B E H A V I O R
You are organized in your thinking and in your approach to most issues that you deal with. You find it easy to adapt
to the existing organizational or other structure, and you have a natural orientation towards order and method.
You tend to focus on detail rather than looking at the broad picture. You are careful in both planning and execution,
and what your plans may lack in novelty they more than make up for in dependability.
Where risks are involved, you prefer to calculate these carefully, to the extent that this is possible. Established procedures
and processes are more to you than merely proven systems. You understand that other people derive a sense of comfort
and stability from methods that have been tried and tested, and you will not willingly abandon these simply because
someone else thinks they have a "good idea."
To sum up, therefore, you primarily value an approach which is organized and structured, and which is built where
possible on existing systems whose worth has been proved.
U N D E R L Y I N G N E E D S
You are most effective when others give you a broad plan and leave you to fill in any necessary detail.
S T R E S S B E H A V I O R
When things start to go wrong, you can easily lose direction. Under these circumstances, even the vestiges of a planned
approach start to disappear. Important details are overlooked entirely or are left to the last minute.
It now may be completely unclear to those around you whether there is any plan or goal at all. Your attempts to try
new approaches begin to look as though you have lost focus altogether and are working on another project entirely.
It is never obvious when a given project is actually finished and ready to be turned over. Since there is frequently no
clearly stated goal, projects under your supervision can drag on until they come to a halt as your attention is turned
elsewhere.
To summarize: When you think that others are too influenced by old thinking, you can become unstructured and
unfocused on the goal as well as the procedure.
Guide Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
43 / 45
GUIDE PAGE TO
AGREEABLENESS
U S U A L B E H A V I O R
You find it easy to exercise authority -- it comes almost naturally to you. It is generally quite clear to people what you
want to happen. Your use of direct orders or commands is not domineering -- it is simply an economical expression
of what is to be done.
When things are going well, you are untroubled by matters of who is in charge. In your experience, some authority
should come naturally, whether or not it reflects any formal structure of command.
While you appreciate the value of abstract ideas such as team cooperation, trust and loyalty, you understand that the
realities of the workplace and the world mean that there is a place for competition and the reward of individual
achievement.
As a result, you prefer to use a mixture of styles when incentivizing others. Where necessary, you use competitive
structures and offer material rewards for individual success. But you can also encourage people to strive together for
more abstract common goals where that is appropriate.
Your naturally directive authority style, therefore, is accompanied by a balanced approach to the incentivizing of others.
U N D E R L Y I N G N E E D S
A competitive environment where you work for natural authority figures that you can respect will prove most beneficial
for you.
S T R E S S B E H A V I O R
When things start to go wrong, you can begin to make your own attempts at direction and control even though these
may be inappropriate.
At these times, you can speak up and voice your opposition even if it involves ignoring any formal chain of command.
Such behavior can antagonize more domineering authority figures, and provoke others into resisting you silently but
effectively.
When you find yourself in adverse situations, you can be tempted to reduce everything to issues of money and personal
success.
Winning at all costs can become too important to you. Your emphasis on financial rewards and individual achievement
is more distressing than you realize to people who believe strongly in common ideals and the advantages of true
teamwork.
In summary, when you are under pressure you tend to become outspoken, domineering, and too focused on personal
gain.
Guide Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
44 / 45
GUIDE PAGE TO
RESTLESSNESS
U S U A L B E H A V I O R
You are naturally responsive and attentive, even when presented with issues which may not directly affect your long-
term goal.
As a result, you like to spread your attention over several matters at the same time, and you do not hesitate to interrupt
others if you feel that the issue demands a response from them, no matter how engrossed they may be.
The effect of this approach, when all is going well, is to increase both productivity and creativity. You and those around
you are naturally alert to minor issues which might impact the overall project. Your time is typically dedicated to
several matters simultaneously. The result is that more work gets done, while you remain open to the influence of
unexpected events on the long-term goal.
To sum up, therefore, your success is generally built on your ability to focus on more than one thing at the same time.
U N D E R L Y I N G N E E D S
You need the stimulus of an environment that offers a variety of different matters to which you can give your attention.
S T R E S S B E H A V I O R
When your situation does not provide the level of variety you need, you tend to become less focused. These are the
times when you divert your attention to matters that may be interesting but whose relevance to the immediate task is
marginal.
You become restless for instant results which can give you a sense of achievement. What you like to think of as "multi-
tasking" becomes simply an inability to sit still and concentrate.
Self-discipline now becomes hard. Delays in the overall project can become increasingly frustrating to you, as the
prospect of achieving the central goal in a timely manner becomes more remote.
In short, your style of becoming less-than-productive is to over-focus on less significant matters when the main goals
are overlooked.
Guide Pages
This Report Was Prepared For
TERRALYNN FORSYTH G4JS4D
Contact: 778-887-1784, [email protected]
Consultant: Brad Gretzinger
Copyright © 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
45 / 45
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