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Congratulations. You have just taken a significant step toward increasing your capacities as an emotionally-intelligent leader. We hope you are eager to review your results. Before we get to the data, though, there are a few important things to remember.
First, traits measured by the Personality Domain are not binary, (i.e., one either does or does not have brown eyes). Instead, think of personality qualities as existing on a continuum, which means that low scores on any given scale do not necessarily identify a weakness, but a different (and often competing) set of personality traits. You might think of it this way: the question isn’t whether you are tall, but the degree to which you maximize for success for the height you do have. For example, people with less height might not be as competitive in basketball as someone with a great deal of height, but they likely will be much more effective racing a small sports car. The assessment and subsequent recommendations are about identifying our personality traits, recognizing the strengths and weaknesses associated with each, and taking steps to reduce the risks associated with each of the weaknesses.
Second, remember that the point of the assessment is not to change us to become someone we inherently are not. Instead, the point is to grow to become the best possible version of our authentic self by recognizing our innate personality structure and mindfully engaging our internal and external worlds to maximize the power of our strengths and minimize the power of our weaknesses.
Third, you’ll notice a different format on Personality Domain summaries versus the Emotional Intelligence and Stress Domains. That is because emotional intelligence and stress management styles, while influenced by personalities, are mostly skills-based. That means that they are beneficial behaviors that make our lives better, and that they are skills that we can grow. Unlike the personality traits, low scores on these scales do represent an inherent weakness or skills deficit that we want to grow.
Fourth, if you’re doing a 360 profile, don’t over-think outlying scores. It may be that other raters don’t know us as well, that they were not appropriately attentive and engaged when responding, or that we simply have a different kind of relationship with them than with the other individuals completing reports. The important thing is to look for patterns: what do the data suggest, broadly speaking? What seems to be the general rule of thumb?
As you read through each scale description, refer to your score summary to see whether you scored in the high, average or low range on each scale. After scale descriptions, you will recommendations for growth based on your scores. If you scored in the average range on any given scale, that simply means that those particular personality traits are not present or absent enough to reflect a true strength or weakness; in other words, you are in a good place of balance.
Now, on to your profile…
|Openness to Experience|
2. Personality Domain
2a. Openness to Experience
The Openness to Experience scale measures the degree of intellectual curiosity, creativity, and preference for change that individual demonstrates. Individuals who score high on this scale have been described as adventurous, imaginative and entrepreneurial. Individuals who score low on this scale have been described as liking predictability and being slow to change.Potential Strengths
- (High Score) Thinking creatively, outside conventional boundaries; exploring and discovering; creatively allocating resources; adjusting well to change
- (Low Score) Consistency, predictability and reliability; invoking trust from others because of dependability; strong loyalty; paying attention to detail
- (High Score) Losing the benefits of consistency and pattern; introducing change too frequently, suddenly, or drastically at the unnecessary expense of others
- (Low Score) Getting stuck in a rut and missing out on opportunity; losing capacity to motivate or excite others
- (High Score) Solicit feedback prior to making decisions; establish accountability around your decision making. Next time you want to change something, wait instead just to see. Continually remind yourself of the times you were helped by someone or something that was consistent, predictable, and there for you in your time of need. Instead of thinking of someone who is slow to change as a hinderance, think of them as potentially serving a protective role for a group. Key questions: Have I actively listened to those who are slow to change? Does the frequency, timing or degree of this change pose potential harm to the group?
- (Low Score) Break your daily routine by driving to work via a new route; try a new restaurant. Surprise someone. Remember that diversity of thought and experience can bring greater levels of sophistication and add layers of excellence to a process or final product. Newer sometimes is better. Key questions: Do things need to be freshened up or shaken up in any way? Do we need something different to grow more robustly or vibrantly?
- (High Score) Potential blind spots: fear of stagnation; fear of commitment; fear of missing out
- (Low Score) Potential blind spot: fear of change; fear of risk
The Conscientiousness scale measures the individual’s propensity to display self-discipline and to be known for dutiful achievement. Individuals who score high on this scale have been described as orderly and exacting, often achieving against odds. Individuals who score low on this scale have been described as care-free and fun-loving.
Your score is .Potential Strengths
- (High Score) Focused, organized, and able to see projects through to completion; disciplined and dependable; task oriented
- (Low Score) Flexible, spontaneous, comfortable with disorder; good at multi-tasking
- (High Score) Valuing the completion of tasks over the quality of relationships; potentially stubborn, overly demanding, or obsessive
- (Low Score) Excessively casual, inconsistent, irresponsible or disorganized; cannot be trusted with leadership tasks
- (High Score) Remind yourself of the human factors involved in any tasks you seek to accomplish. Practice flexibility by being open to changing course mid-stream when necessary. Consider the strength of the reed: unlike the mighty oak that is uprooted by the hurricane’s winds, the reed’s flexibility allows it to remain firmly planted through the storm. Remember that people who may be less task-oriented may also be much more capable of maintaining effective relationships through a project, particularly when those projects feel like storms. Key questions: Have I isolated myself or anyone or damaged any relationship in my quest to accomplish this task? Have I expressed gratitude to those working with me on this project?
- (Low Score) Utilize checklist to make sure you are getting things done. People who can get things done can be an asset to an otherwise rudderless ship. Without goals, an individual and team will stagnate, and without achieved goals, an individual or team will grow apathetic and eventually hopeless. Key questions: Have I let people down who were depending on me because I lacked an appropriate sense of urgency about getting things done?
- (High Score) Potential blind spots: fear of not being in control; fear of failure; fear of being perceived as inadequate; fear of not being perfect
- (Low Score) Potential blind spots: fear of being consumed by or losing personal freedom to a project or task; fear of commitment
The Extraversion scale measures presence of personality traits such as positive emotions, assertiveness, sociability and the tendency to seek and enjoy the company of others. Individuals who score high on this scale have been described as outgoing, friendly and easy to get along with. Extraverts are energized in groups. Individuals who score low on this scale have been described as reserved, serious and avoiding leadership roles. Introverts are energized in solitude.
Your score is .Potential Strengths
- (High Score) Thriving in large groups and loud, busy spaces; may emerge as a natural leader in group situations
- (Low Score) High threshold for being alone; potentially reflective and insightful
- (High Score) Too outspoken, aggressive or shallow; may lack self-awareness and may be prone to dominate a conversation
- (Low Score) Aloof, withdrawn and uncaring; may demonstrate poor social skills due to preference for being alone; may not be ideally suited for leadership positions due to difficulty engaging effectively with others
- (High Score) Make friends with the quiet; practice internal and external listening skills. Appreciate that the individual who prefers to be alone may have valuable insight about the nature and dynamics of a problem because of their natural propensity to reflect. Key questions: Have I allowed others in the group to express their perspectives? Have I gone out of my way to be welcoming to those who otherwise might not want to be part of a group? Am I spending too much time in an overly-stimulating environment while not practicing introspection?
- (Low Score) Seek out situations to practice social skills, such as appropriate and sustained visual and verbal interaction; go out of your way to appreciate the value of group and communal interaction, such as diversity of thought and the multiplying power of synergy. Remind yourself that communal living has been woven into how we live our lives, and individuals with capacity and skills to engage that reality are necessary to effective group dynamics. Key questions: Do I need to engage more? What kind of engagement would be most helpful or is most needed at the moment?
- (High Score)Potential blind spots: fear of being alone; fear of being rejected or left out
- (Low Score) Potential blind spots: fear of losing time and space; fear of self-disclosure.
The Agreeableness scale measures the presence of personality traits that include compassion and innate trust of others. Individuals who score high on this scale have been described as eager to please and as valuing cooperation over competition. Individuals who score low on this scale have been described as competitive, challenging and prone to argument.
Your score is .Potential Strengths
- (High Score) Relating to authority by being tolerant, humble and accommodating; being emotional accessibility, and having a high capacity to build relationships across interpersonal differences; being a good team player
- (Low Score) Persistent, competitive and independent; having a questioning skepticism that keeps others honest; capable of setting boundaries with others
- (High Score) Too highly accommodating at times when boundaries need to be set; people-pleasing; being averse to conflict and difficult conversations
- (Low Score) Being brash, abrasive and aggressive; valuing ideas and winning over relational peace and wellbeing; being self-centered and combative
- (High Score) Assert yourself appropriately by setting good boundaries. Accept that people respect individuals who establish and maintain good boundaries, and boundaries are an essential component to any healthy relationship. Learn to tolerate appropriate distance and conflict in relationships without surrendering your sense of what is right. Key questions: Should I set a boundary in this situation? Am I engaging in avoidant behaviors due to fear of conflict?
- (Low Score) Engage in tasks for the sake of getting to know others versus for the sake of winning. Remember that victories are shallow when won at the expense of others; your accomplishments will mean very little to those around you if you’ve violated their trust to win. Key questions: Am I valuing my desire to win over the need for relational harmony? Am I being unnecessarily mistrustful of others? Will competition or cooperation serve the group more effectively in this situation?
- (High Score)Potential blind spots: fear of conflict; fear of rejection; fear of isolation
- (Low Score) Potential blind spots: fear of failure; fear of loss or losing; fear of being taken advantage of
The Neuroticism scale measures the tendency to be prone to psychological stress and to experience unpleasant emotions easily. Individuals who score high on this scale have been described as worriers who are prone to unusually high emotional vacillation. Individuals who score low on this scale have been described as able to manage stressful situations without emotional arousal and as being emotionally resilient.
Your score is .Potential Strengths
- (High Score) Alert, mindful of surroundings, and rarely caught off guard; potentially able to thrive in chaotic energy; concerned and attentive when needs arise
- (Low Score) In control, secure, stress free
- (High Score) May overcommit or overcontrol due to hyper-arousal/hyper-vigilance; prone to physical illness due to chronic worry and anxiety
- (Low Score) May be perceived as lacking in concern or empathy; inability to respond in a timely manner; may not take serious situations with the gravity those situations warrant
- (High Score) ALearn to distinguish the urgent from the important: always attend to the important, but think twice about the urgent. Remember that since not everyone will share your sense of urgency about most situations, it doesn’t necessarily mean that they don’t care as much as you or are not as invested as you. Give it the “time test” to keep perspective and to avoid catastrophizing. Key questions: “How big of a deal with this really be in an hour? Tomorrow? Next week? Next month? Practice asking yourself and your co-leaders these questions: How will I know if I’m over-reacting? What is my body telling me about my level of arousal and my need for rest? Am I the only one who perceives this situation as urgent?
- (Low Score) Appreciate people who differ from you on this scale have the potential to be more responsive and attentive when needs arise. Key questions: Is something more required of me? Is something required of me right now? How can I help? Am I expressing an appropriate level of concern and empathy?
- (High Score)Potential blind spots: the fear of being caught off-guard; the fear of missing out
- (Low Score) Potential blind spots: the fear of losing emotional control; the fear of being perceived as impulsive