Date: 11/27/2007

M F E


MANAGING FOR EXCELLENCE



for: George Browne

This AVA MFE Report is a product of Bizet Human Asset Management.

Bizet Human Asset Management provides employee selection, retention, development, and transition services to organizations throughout the world.

For more information contact us at (724) 941-0979 or visit our web site at www.bizet.com.

Date: 11/27/2007

This report provides you with a description of George's most likely behavior patterns, based upon his response to the AVA assessment. The AVA interpretation will help you to be aware of and to understand his style.

In this report you will find valuable information about George's 'natural behavioral style'. This refers to his well-learned, well-practiced behaviors. These are the behaviors that come most easily and naturally to George. They are not stressful to execute and use moderate amounts of energy.

His natural behavioral style will have a significant influence on whether or not George will achieve his goals. The way George manages emotions; the way George motivates himself; the way George responds to stress and frustration; and the way George deals with people are important influences.

Think about important life goals; whether job-related, personal or financial. What is really important to an individual? What would George really like to achieve? As you think about George's goals, take notes on the following page. Identify 3 to 5 important life goals.

As you better understand George's natural behavioral style, you may also begin to find that his natural behavioral style will make it difficult to attain some goals. In that case, you may want to modify or even drop some of George's goals.

• Be sure to read all of the material. This is a long report and you may be tempted to skip some sections or just scan the report. don't. All of the material is important. Read all of it.

• If you believe that some of the descriptions are not really reflective of George's natural behavioral style, check with George's references / colleagues for their understanding of how he usually behaves.

• As you go through the report, think about how many of George behaviors could help or hinder in the attainment of his goals. Jot down your ideas on the report pages.

• Do any of George's goals look unrealistic or impractical in light of his natural behavioral style? Jot down some ideas.

• Awareness of George's behavior patterns, his strengths and potential weaknesses are important

• The last page of this report outlines '7 Aids to Action.' These are helpful tips for keeping an individual motivated and focused on goal achievement. They are also helpful for handling the inevitable stresses and frustrations of life.

Date: 11/27/2007

George is both task and people oriented. In relating to people, he will be dynamic, outgoing, verbally fluent, outspoken and interesting. George will initiate contacts and relationships with people. He is skilled at influencing and persuading others to his point of view. This is because George is assertive, vocal, enthusiastic, interpersonally skilled, and charismatic in his approach. George is likely to be an effective team builder and team leader. He is an animated individual who is responsive to people and is stimulated by contacts with others. George may be seen at times as temperamental and difficult to get along with.

George enjoys the authority, responsibility, and social initiative demands of a leadership role. He prefers practical, realistic, challenging, and "bottom-line" work demands. He likes to set plans in motion to attain goals. George's independence leads him to want a lot of freedom to act to accomplish things.

George takes naturally to setting goals, planning, organizing, and implementing plans. He is adept at meeting and conference leadership and will be effective at presentations and speeches. George will be able to respond promptly and persuasively to audience comments, concerns, and objectives.

George will complete tasks, projects, and assignments quickly. George prefers to be in control of situations and is willing to take risks to have control. He is very self-assured and self-confident.

George typically seeks to improve upon the current state of affairs. He is dissatisfied with the status quo. George is tenacious and even stubborn in pursuit of his goals. He has a strong sense of urgency; he wants to move quickly and attain results quickly.

George will make decisions quickly, after a fast assessment of the data and information at hand. He will be confident he has made a good decision.

George may feel stressed by losing in a competition, losing control of a situation, and by giving up power to someone else. In response: George may fight back (perhaps too quickly), may become very blunt or argumentative, or may become very demanding and domineering.

George may feel stressed by being ignored by others, the disapproval of others, feeling left out of a group or a situation, and believing he is disliked by others. In response: George may withhold his usual friendliness, may talk too much, may use words to fight, or may feel hurt and then very emotional or even explosive.

Date: 11/27/2007

George is likely to be stressed by not being able to present a point of view, working under tight controls and rules, and by having to take care of too many details. In response: George may overlook details, forget to follow up on small matters, and look for "loopholes" in the rules and operate independently.

Date: 11/27/2007

• Confident
• Lively
• Dynamic
• Interesting
• Dominant
• Charismatic

• Forward
• Initiating
• Vocal
• Spontaneous
• Persuasive
• Independent

• Thrives on work requiring setting plans into motion to attain results.
• Enjoys the responsibility and social initiative of a leadership role.
• Prefers practical, realistic work demands with considerable freedom to accomplish goals.
• Being forceful and firm, this person takes naturally to goal-setting, planning, and organizing.
• Enjoys making presentations to key management groups, and leads conferences and meetings effectively.
• Gets things moving promptly and works to accomplish fast results.
• Facilitates teamwork, using a positive, persuasive and charismatic approach.
• Skillful at persuading and convincing others to get approval for plans and projects.
• Direct and to-the-point in dealing with others.
• Is competitive and does not like being second best.

Date: 11/27/2007

• Enthusiastic, initiating, positive, and persuasive.
• Takes immediate command of situations and takes actions to achieve objectives or attack problems.
• Prefers to direct activities involving practical work demands and the need to meet stringent time deadlines to accomplish realistic goals.
• Makes decisions spontaneously and confidently, based on the readily available information.
• Exhibits skill and self-confidence in persuading and convincing others up and down the chain of command.
• Is a good team leader, using a take-charge, self confident attitude to rally a group in the pursuit of goals.
• Encourages subordinates through the delegation of work and authority.
• Effectively reviews progress toward objectives.
• Is direct, to-the-point and expressive.
• Pushes hard to get projects completed.
• Has high expectations for subordinates.

• Allows the opportunity to express natural leadership skills, particularly among "key" people, to influence, persuade, and convince others in a direct and decisive manner.
• Recognizes the need to take part in a wide range of activities requiring effective organization and planning skills to accomplish goals.
• Encourages strong interaction with people, where the discussions are practical and meaningful in nature.
• Acknowledges drive to assume responsibility, authority, and the social initiative required of a leadership position.
• Allows for open expression of ideas and feelings.
• Provides clear and challenging tasks and assignments.
• Has a high degree of freedom to act.
• Recognizes his efforts and achievements.

Date: 11/27/2007

• Uses a direct, dynamic, lively, interesting and self-confident approach.
• Is spontaneous, charming and fast-paced.
• Focuses on the "big picture" and a few key points.
• May rely too much on "gut feelings" and "quick thinking" to guide a presentation rather than using an analytical and organized approach.
• Is articulate and verbally facile.
• Will respond quickly and confidently to audience questions, comments and objections.
• Uses his self-confidence, energy and charismatic approach to "sell" people on his ideas and plans.
• Responds positively to "pressure" situations; such as aggressive questioning by audience members.
• Situationally sensitive to both the "people" and the "task" elements of a persuasive situation.
• Adapts easily and effortlessly to different audiences, people and social situations.
• Responds confidently and positively to competition; such as being one of several people making similar presentations to the same group.

• Will move quickly and directly to gain commitment.
• Usually considers "no" a temporary obstacle; tenacious in approach.
• May promise more than can be delivered in his drive to gain commitment.
• May be "too social" and "too enthusiastic" with those who prefer a logical, fact-driven and business-like approach.
• May avoid dealing with complicated questions by responding with general, positive assurances.

Date: 11/27/2007

• In his focus on the big picture, may miss the details.
• Brisk and pointed approach may be too fast and blunt for some people.
• Strong results orientation may result in announcing conclusions without patiently explaining the reasons.
• May promise more than can be delivered, especially if delivery is by self rather than support staff.
• May move so quickly and enthusiastically into presentations that he neglects sizing up the audience first.
• In pursuit of work variety and change, may "spread himself too thin," ignore important details and neglect to follow-up.
• In desire to get fast results, may "push" people too hard and too fast.
• In his desire to move quickly, may not always listen closely to people.
• In need to get fast results, may become irritable if he believes people have not delivered.

• Help to modify independent style by suggesting alternatives and by encouraging flexibility.
• Help "tone down" enthusiastic style when dealing with reserved people.
• Challenge with tough but attainable goals.
• Clearly define goals and boundaries, but allow autonomy in the execution of the job.
• Acknowledge this person's desire for power and authority by recognizing the unique, innovative nature of ideas, contributions and results.
• Recognize the person's desire to work with and through people; and his ability to influence and persuade others.
• Recognize his efforts and achievements.
• Recognize the need to have a great deal of variety in his work.
• He will enjoy being in the "spotlight".
• Recognize person's need to move quickly and to operate as a "change agent".

Date: 11/27/2007

GOAL (What I Want to Achieve)




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BENEFITS (What I Will Get From Achieving This Goal)




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ACTION STEPS FOR ACHIEVING THIS GOAL
(The Things I Must Do to Achieve This Goal)

Date: 11/27/2007

POSSIBLE OBSTACLES (Things That Could Interfere with My Achieving This Goal)




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POSSIBLE SOLUTIONS (Ways to Remove Obstacles From My Path)




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METHODS OF TRACKING PROGRESS (How Will I Know I'm Making Progress?)




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IS THIS GOAL WORTH THE TIME, EFFORT, AND MONEY?

YES: ____ NO: _____ YES, BUT LATER: ____ TODAY'S DATE: ___________

TARGET DATE: ___________ DATE ACHIEVED: ___________

Date: 11/27/2007

1. Remember the benefits you will receive from reaching your goals. Identify the benefits you will receive-increased effectiveness at work; being a more efficient worker; improving your job satisfaction; better interpersonal skills, etc. What will your benefits be?
   
   

2. Remember your time lines. There are 340,400 waking minutes in a year. If you use 15 minutes of every day to develop yourself, you will use a total of 5,475 minutes a year. This comes out to .0156 of your available yearly minutes. Can you spare .0156 of your minutes to develop yourself?
   
   

3. Do things one step at a time. The big job of self-development is really a lot of little jobs. Divide and conquer-make the big job into a lot of little jobs. Then do each little job, one at a time, one step at a time.
   
   

4. Practice, practice, practice. Practice leads to learning. The more you practice, the more you learn. A little practice every day is better than one big practice session a week.
   
   

5. Perseverance conquers. Stick with your Action Plan. Perseverance is the critical behavior needed for you to achieve your goals. People often quit as they get close to success. Keep going...don't quit. If you quit, you won't achieve your goals.
   
   

6. Respond effectively to your mistakes. Everyone makes mistakes. You will make mistakes in implementing your Action Plan and working toward the achievement of your goals. Respond effectively. Do: take responsibility for your mistakes; feel confident despite your mistakes; and learn from your mistakes. Don't: think you should never make mistakes; worry and obsess about your mistakes; and become discouraged by your mistakes.
   
   

7. Use "memories of success." When you feel stressed or frustrated or when you feel you are not making progress with your Action Plan, generate a "memory of success." Remember one of your past successes or achievements-flood your mind with that memory; and let that memory create positive thoughts, emotions and images. You'll feel better; your confidence will increase; and you will be better able to continue with your action plan and work toward your goals.