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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…
|Social Desireability Scale|
|Openness to Experience|
|Emotional Intelligence Domain|
|Recognition of Self|
|Regulation of Self|
|Recognition of Other|
|Regulation of Other|
|Stress Management Domain|
|Stress Resilience Total||0|
|Capacity for Adaptive Engaging|
|Capacity for Adaptive Disengaging|
1. 1. Social Desireability Scale
1. Social Desireability
The Social Desirability scale measures the degree to which you rated yourself favorably or unfavorably. If you scored in the high range, it is possible that you have approached the test to portray yourself in the most favorable light. While it may be true that you are a saint (individuals with strong religious affiliation often score high on this scale), you may need to explore whether you’ve over-estimated your virtue for fear of being judged or deemed inadequate. In contrast, if you scored in the low range, you may have under-estimated your personal virtue and think too lowly of yourself. A 360 assessment can be valuable in helping you to gain a more comprehensive view of yourself.
Your score is .
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
3. Emotional Intelligence Domain
3a. Recognition of Self
The Recognition of Self scale measures the degree to which respondents demonstrate the skill of accurately recognize their own thoughts, feelings, strengths and weaknesses. Key components of self-recognition include being able to recognize the wide spectrum of emotion (emotional valence) and the intensity of emotion (emotional arousal) and being able to track one’s thoughts (meta-awareness). Individuals who score in the high range have been described as having the skills of being reflective, self-aware, self-confident and insightful. Individuals who fall in the low range have been described as emotionally-flat or reserved and might be perceived as aloof and standoffish.
Your score is .
The potential limitations associated with a low score on this scale include acting out emotions inappropriately (because you are not aware that you have them), and being unaware of the emotions of others (because you cannot identify them in yourself). Since much of our behavior is emotion-driven, not knowing one’s emotions means not knowing why one is doing much of what one does. As Socrates famously noted, “The unexamined life is not worth living.” Also, one becomes at-risk for physical illness when intense emotion goes unidentified and unexpressed over time.
To develop this skill, ask trusted colleagues, friends and families for feedback. Also, practice labeling your emotions, and practice anticipating how events might make you feel and what they might make you think. Also, practice paying attention to your body for clues about what you might be feeling; body aches, lethargy, elevated heart rate, and heart palpitations might be an indication of emotional arousal.
Key questions: Can I consistently and predictably identify my thoughts and feelings, particularly in stressful situations? Am I prone to live in my head and avoid my heart because I am uncomfortable with feelings? Did I grow up learning that emotions were okay to be experienced, or was I taught to repress and hide emotion?
3b. Regulation of Self
The Regulation of Self scale measures the degree to which one appropriately manages one’s internal states, impulses, and resources, having identified them (see Recognition of Self scale). Individuals who score in the high range have been described as appropriately self-controlled, mature, responsible, conscientious, adaptive and trustworthy. Individuals with low scores have been described as impulsive and moody (the proverbial “loose cannon”).
Your score is .
The potential limitations associated with a low score on this scale include engaging in hurtful behaviors to vent emotion and becoming locked in intense emotion and/or behavior patterns due to the inability to resolve emotion. Another liability is having a low tolerance for frustration, which often results in poor task performance. Unpredictable and hurtful behavior that arises from inappropriately-expressed emotion sabotages relationships and creates distance between people.
To develop this skill, start by using appropriate language to express your emotion. For example, using the “I Statement” can be very helpful: “I feel _______ about _______ because _______.” Part of the value of the I Statement is that it does not assign blame (e.g., “You made me feel…”) Also, physical exercise, walking, yoga and sports can be an excellent way to flush out the energy associated with strong emotions, especially when those feelings result in physical symptoms like muscle tension.
Key questions: Have I linked my feelings to destructive behaviors in my life? Have I identified substitute, adaptive behaviors to express my feelings that don’t harm me or others? Have I asked forgiveness from anyone that I’ve harmed when I’ve expressed my emotions inappropriately?
3c. Recognition of Others
The Recognition of Others scale measures the degree to which the respondent can accurately identify the thoughts and feelings of others. Individuals who score in the high range on this scale have been described as empathetic, caring, and approachable. Individuals who score low on this scale have been described as emotionally aloof, detached, and uncaring.
Your score is .
A primary potential liability associated with a low score on this scale is relational isolation. When people that depend on me do not feel seen, heard, or known by me (because I lack the empathy to connect with them), they tend to develop a trust deficit. Individuals who lack empathy have difficulty engaging in nurturing, supportive behaviors toward those around them, leaving others around them to assume that they are on their own.
To develop this skill, practice being curious about others and getting to know their story; get to know people who are not like you culturally, demographically, religiously, politically or generationally. Practice asking open-ended questions, such as “How are you feeling today?” or “How was your weekend?” or “Is there anything I can do to help you today?”
Key questions: Have I gone out of my way to know more about the people I work with most? Have I made it a point to understand the thoughts, feelings, and struggles of those around me? What have I done to express to those around me my appreciation for who they are and what they do?
3d. Regulation of Others
The Regulation of Others scale measures the capacity to lead others in effective dyadic or group dynamics based on the personal and collective thoughts and feelings that bear upon a given situation. Individuals who score high on this scale have been described as excellent leaders, socially adept, interpersonally-accessible, and attuned to group dynamics. Individuals who score low have been described as ineffective leaders, passive, disengaged and out-of-touch with group needs and dynamics.
Your score is .
In any leadership role, the potential liabilities associated with a low score on this scale include frequent miscommunication with others due to poor communication skills, and the growth of a toxic and dysfunctional culture due to my inability to effectively resolve conflict.
To develop this skill, practice effective interpersonal skills. For example, be a good listener by asking good questions and by focusing on what the person is saying rather than what you’d like to say next. Also practice good non-verbal skills, such as maintaining good eye contact when someone is speaking, maintaining a good proximity to the speaker, and making appropriate facial expressions. Additionally, practice good conflict resolution skills by staying alert and calm when conflict is present between you and another, or when you are mediating conflict between two others. Encourage and practice forgiveness and compromise to move toward effective resolution.
Key questions: Have I practiced good listening skills? Do I avoid having difficult conversations and, in so doing, sustain conflict or delay healthy resolution?
4. Stress Management Domain
4a. Stress Resilience
The Stress Resilience scale measures the individual’s overall vulnerability to stress. The three Stress Resilience subscales are the Optimism, Tolerance and Flexibility scale.
Your score on the Optimism scale is . Your score on the Tolerance scale is . Your score on the Flexibility scale is . Your Stress Resilience Total score is 0.
If you scored in the low range on the Stress Resilience Total scale, you are highly vulnerable to stress. Since stress is energy we produce when we wonder whether we can deal effectively with a threatening or challenging situation, a low Stress Resilience Total score means that you are more at-risk for hyper-tension and a host of other physical symptoms that arise due to chronic stress. If you scored in the high range, you are more resilient to stress, meaning you can adaptively tolerate more stress than the average person.
See the Adaptive Engaging and Adaptive Disengaging summaries for strategies to effectively manage stress.
4b. Adaptive EngagingThe Capacity for Adaptive Engaging scale measures the individual’s innate propensity to access stress energy as a fuel source to engage (i.e., the “fight” in the often-referenced “fight or flight” fear response) in ways that lead to favorable outcomes for self and others. Individuals who score high have been described as task oriented and able to get things done. Individuals who score low have been described as neglecting responsibilities and potentially maladaptively passive.
Your score is .The stress management strategies that are most-often associated with adaptive engaging include the following:
- Anticipate. Think ahead to the people, places, times, and events that will challenge you. Be prepared to respond to them ahead of time so that when the stressors arise, you will not be caught off-guard.
- Get connected. Consider the source of your stress and ask yourself whether you know anyone who has walked through this before. While the event may be stressful to you, there is a good chance that you know someone who has experienced the issue before, and they may have good advice for you about how to successfully navigate it. Even if you don’t know anyone who can offer you guidance or coaching, there is often tremendous benefit in simply having a listening ear—someone who can empathize with you and offer you comfort.
- Exercise. As we noted in the Regulation of Self scale, finding some type physical activity to release our stress energy can be a very adaptive, healthy outlet. After a good workout or physical activity, we will be more ready to initiate and sustain sleep rather than laying in bed with too much energy and racing thoughts.
- Set boundaries. As noted in the action points of the Neuroticism scale, learning to differentiate the urgent from the important is an essential skill if one wishes to set good boundaries. We are managing stress effectively when we set healthy boundaries in relationships, in work, and even in play.
When we access the energy that stress produces to engage the strategies listed here, we grow our adaptive psychological coping muscles using the fight skillset. However, we can also engage in ways that are hurtful and not helpful. For example, attacking, blaming, and criticizing others may relieve some of our stress in the moment, but those kinds of engaging strategies are, in fact, maladaptive and relationally damaging.
4c. Adaptive Disengaging
The Capacity for Adaptive Disengaging scale measures the individual’s innate ability to access stress energy as a fuel source to disengage (i.e., the “flight” in the “fight or flight fear response”) in ways that lead to favorable outcomes for self and others. Individuals who score high have been described as reflective and considerate. Individuals who score in the low range have been described as potentially lacking in insight and perspective.
Your score is .
The stress management strategies that are most often associated with adaptive disengaging include the following:
- Practice self-observation. It’s a difficult question to face, but ask yourself, “What might I be doing to contribute to the problem? How might at least some portion of my stress be rooted in my own insecurity or blind spot? How can I approach this stressful situation as an opportunity to learn more about myself and my own weaknesses?”
- Keep perspective. This goes back to the time-test referenced in the Neuroticism scale (the Neuroticism scale is highly correlated with the Stress Management scales). Practice asking yourself these questions: How big of a deal with this really be in an hour? Tomorrow? Next week? Next month? Those questions help us keep the big picture in mind. Also, the following questions can be helpful to keep perspective: 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?
When we tap into the energy produced by stress to disengage using the strategies listed above, we utilize a second skills set—the flight skillset—to grow our adaptive psychological coping muscles. However, we can also disengage in ways that are hurtful and not helpful. For example, if I disengage by being apathetic, rationalizing my faults and failures, or denying my contribution to the problems, that kind of disengagement may help me sleep at night, but it will be relationally damaging.