ManagementPOP™

Contents	Page



Position

Snapshots
Management Profile	1
Management Style	2
Sales Management Functions (optional)	3

Orientation & Coaching Factors
Enterprising Potential	4
Achievement Potential	5
Independence Potential	6

Communication Style & Attitude Survey	7

Emotional Quotient	8

Commitment Reluctance Report
Overall Commitment Reluctance Score	9
Attitudes Toward Others	10
Implementation of Commitment	11
Perception of a Career in Management	12

Summary of Scales	13
Responses from Opinions Section	14

Candidate Feedback Report
Personal Strengths/Career Needs	1
What To Seek/What To Avoid In Jobs	2

MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017

©1979-2019 Selection Testing Consultants Intl Ltd

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 1

Management Profile

MANAGEMENT PROCESS (structure)

Thrives on fluid/adaptive structure

Needs existing structure

Measures an individual's self-management potential, specifically in the ability to plan, organize and implement plans of action.

MOTIVATIONAL STRUCTURE

Intense challenge motivation

Challenge/Service

Service/Security

Reflects the relative importance of challenge, service, and security as key motivators for this individual.

APPROACH TO LEARNING

Highly analytical

Learns only what is necessary

Relates to the importance of this person's eagerness to learn new things and comfort in transferring knowledge to others.

TASK ORIENTATION

Short-term, intensive

Long-term, relaxed

Reflects this person's sense of urgency and importance of daily goals and objectives.

PEOPLE DEVELOPMENT

Outgoing; personable; empathetic

Balanced

Builds relationships gradually

Reflects this person's natural style when training and helping others to develop.

SELF-DIRECTED

Their actions dictate future outcomes

Other factors dictate future outcomes

Reflects the degree that this person believes he/she is in control of the future through his/her own actions.

COMFORT WITH CONFLICT

Comfortable; might create conflict

Prefers to avoid conflict situations

Reflects the tendency of an individual to be comfortable with or to avoid conflict with others.

EMOTIONAL QUOTIENT

Understands & uses emotional information

Relies on non-emotional information

Reflects the ability to monitor the emotions of oneself and others, and to act accordingly.

LIFESTYLE MANAGEMENT

Coping effectively at this time

Requires additional coping skills

Assesses an individual's current effectiveness in coping with a demanding lifestyle.

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 2

Management Style

LEADERSHIP

Autocratic

Democratic

Team Member

Measures a person's natural leadership style and approach to working with others.

COMMUNICATION STYLE

People-oriented

Balanced

Factual/Analytical

Reflects a person's approach to communicating with others on an interpersonal level.

IMPLEMENTATION STYLE

Directive/demanding

Permissive/supportive

Indicates a person's approach to implementing goals, objectives and strategies.

APPROACH TO MOTIVATING OTHERS

High energy/enthusiastic

Relaxed/detached

Measures a person's natural approach to motivating others.

DECISION-MAKING

Quick/decisive

Methodical

Reflects the amount of information required to make a decision, and the speed of the decision-making process.

FEEDBACK STYLE

Only if necessary

Enjoys giving and receiving feedback

Indicates a person's comfort with and need to give and receive feedback.

COACHING ORIENTATION

Performance/results

Results/people

Supportive

Indicates this person's coaching style and the relative balance of focusing on results vs. people.

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 3

Sales Management Functions (optional)*

RECRUITING/ATTRACTION

Excellent

Good

Caution

The potential to attract a high volume of recruits.

SALES TRAINING & DEVELOPMENT

Excellent

Good

Caution

The natural inclination to train and develop new representatives.

SALES FORCE GROWTH

Excellent

Good

Caution

The ability to grow the size of a sales force.

PERFORMANCE MANAGEMENT

Potentially demanding

Accepting of modest performance

An indicator of this person's performance expectations as they relate to managing a sales force.

OVERALL

Excellent

Good

Functional

An overall assessment of this individual's potential as a sales manager.

* If you are not interested in assessing this candidate's potential as a Sales Manager, then please disregard this page.

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 4

Orientation & Coaching Factors
Self-Management

EP	ENTERPRISING POTENTIAL (EP)
84
	PROACTIVE	RESPONSIVE

SELECTION CONSIDERATIONS

Task Orientation
As an exceptionally strong self-manager, he/she expects that others are also completely capable self-managers in all aspects of planning, managing their time, taking initiative, etc. He/She will lead by example in being a self-manager.

What is His/Her Entrepreneurial Style Likely to Be?
As an exceptionally enterprising person, he/she manages others in an assertive, aggressive, and intensely results-oriented way. He/She is extremely competitive in all aspects of his/her dealings with others.

Conflict Resolution
At this extreme level of comfort with conflict, he/she is a person who seeks problems, perhaps even unwittingly creating some, in order to solve them.

QUESTIONS

What kind of natural orientation does he/she have toward being a self-manager, i.e., how quickly and effectively can he/she learn to plan and organize him/herself and manage his/her time to get daily, weekly etc. objectives met?
How willing is he/she to take any learning opportunities to develop his/her self-management potential for use within the career, either from within the company or through outside sources?
Get one or two concrete examples of any specific requirements he/she may have had in the past that show how he/she has taken a requirement, converted it into a plan for action and how he/she managed his/her time and focused his/her effort each day to get the job done. Verify the examples by checking references.

DEVELOPMENTAL SUGGESTIONS

Self-Management Potential - Structure Component
For a person showing such exceptionally strong self-management potential, the approach should be to build on those potential strengths by offering training/learning experiences to flush out, refine or redirect the individual's existing self-managing behaviors.

Self-Management Potential - Monitoring Processes
He/She may have well-developed self-monitoring processes in place, but perhaps at an unconscious level. For top performance, and to help this individual achieve his/her potential, a self-structured monitoring system will reinforce these skills in the new work environment. To maximize management learning opportunities and performance development, the evaluation processes need to be formalized.

MATCHING CONSIDERATIONS

MENTORING by a person who is flexible in his/her demands and who prefers others to be self-sufficient self-managers. Associates should be exceptionally strong natural self-managers.

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 5

Motivational Structure

AP	ACHIEVEMENT POTENTIAL (AP)
49
	$ AND/OR CHALLENGE	PEOPLE AND SERVICE	SAFETY AND SECURITY

SELECTION CONSIDERATIONS

Personal Motivation Pattern - Impact on Others
Interactions at work are seen by this person as issues that are of great concern, mainly in the way they affect learning. Time and energy will be committed to growth and development.

Effective Reinforcement Processes
For this person, the paramount reason for being in management is the opportunity found there to face major challenges and win, and the substantial payoff that comes with this kind of success. He/She is unlikely ever to tolerate truly uncommitted people, but it would be wise to try to teach him/her to be at least somewhat flexible with people who are less obviously challenge/money oriented. Keep in mind, however, that this may be an essentially unchangeable feature of this person, because it is such a strong characteristic.

QUESTIONS

Ask him/her to tell you how he/she really feels about things like challenge, earning lots of money, doing what is best for other people and/or for him/herself and whatever else he/she feels motivates him/her the most. Ask him/her to tell you what things motivate him/her the most -- and what the least important motivators are.
Can he/she give you any examples of outstanding productivity of any kind, in any job or outside activity over the past two years? Check his/her examples with his/her business and personal references.
Has he/she had any especially challenging experiences in school, sports, politics, part-time or full-time jobs etc.? Has he/she ever had to really push him/herself to overcome a problem? Did he/she hold one or even more part-time or full-time jobs while attending school?

DEVELOPMENTAL SUGGESTIONS

Maximize the strength of this individual by coaching on strategies to help him/her conduct business in an efficient manner. He/She would welcome a method to monitor his/her performance and to maximize the outcome of his/her commitment to striving for success. If ongoing service is an important component of his/her position, emphasize the importance of follow-up as a long-term customer growth strategy.

MATCHING CONSIDERATIONS

MENTORING by a person who, while being very challenge-oriented, has shown that he or she can effectively manage more service-oriented people, who have a balanced motivational structure.

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 6

Independence Potential

IP	INDEPENDENCE POTENTIAL (IP)
84
	VERY INDEPENDENT	INDEPENDENCE-ORIENTED	TEAM-ORIENTED VERY TEAM-ORIENTED

SELECTION CONSIDERATIONS

How will He/She Express Independence?
He/She has a very strong orientation toward independence--so much so that it will be an issue as a manager, if others don't recognize and accept it.

How will He/She Express Team Orientation?
If he/she is to lead a team, it had better be a group of like-minded people. As a leader, he/she will be very dynamic, demanding and uncompromising.

Leadership Style
He/She is probably a leader ONLY for a group of similar individuals. His/Her independence is so strong that he/she will not tolerate anything but strong independence in associates. Neither will he/she tolerate much structure from superiors who want to exercise any visible level of control over him/her. This person must have superiors and associates who are very much like him/herself on this factor to have any chance for a productive, CONTINUING relationship.

QUESTIONS

How much freedom, independence and autonomy has he/she had in his/her most recent job(s)? What did he/she accomplish within whatever constraints were placed upon him/her? How much supervision was he/she given? How did he/she feel about the type and quantity of supervision he/she received? Did it help or get in the way of getting the job done? Examples? Check with references.
In the past five years, has he/she ever come into conflict with a supervisor over any issue relating to his/her need for a great degree of independence? What were the circumstances, and how was the conflict resolved? Check with references.
Can he/she give some examples of circumstances within which he/she took on, either voluntarily or by assignment, additional responsibilities either on the job or outside of work? How successful was he/she in meeting the challenge of these additional responsibilities? Check with references.
What does he/she see as the best kind of work environment for him/herself, in terms of being supervised, in terms of being part of a team and in terms of team leadership by him/herself and/or others? How does he/she feel about having the opportunity to be creative and innovative within his/her potential jobs and eventual career development path?

DEVELOPMENTAL SUGGESTIONS

He/She will value training and coaching that seeks to obtain his/her commitment rather than compliance to the existing business systems. The manager must have the flexibility to feel comfortable with a strong-minded, independent performer. A well-focused and intensive learning experience that continues until he/she achieves a specific performance standard is recommended.

MATCHING CONSIDERATIONS

MENTORING by a person who, as an exceptionally independent person him/herself, has successfully managed a group of team members. Match with associates who are totally self-sustaining and extremely independent.

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 7

Communication Style

PO	PEOPLE ORIENTATION
45
	Outgoing; personable; empathetic	Balanced	Builds relationships gradually

Implications
Interpersonal Style
Interpersonal skills and continuing positive relationships are extremely important to his/her satisfaction. He/She will be comfortable with and prefer relating to associates, peers and superiors on a very personal basis.

Matching Considerations
MENTORING by someone equally enthralled with the “people” side of business, but who has shown that he or she can still get to the bottom line. Match with associates who get lots of satisfaction from “people” interactions in business.

INV	INVESTIGATIVE ORIENTATION
-39
	Highly analytical	Learns only what is necessary

Implications
Approach to Technical Competence
He/She obtains satisfaction through practical application.

Acquiring Technical Competence
Being forced to attend formal learning experiences without a requirement to demonstrate a knowledge of content and systems and use of the knowledge will require a strong commitment. Self-study in high interest areas is recommended.

Matching Considerations
MENTORING by a manager who, while recognizing the difficulty of keeping up with technical developments, will insist that this person discipline him/herself to expend the necessary effort on self-development. Match with associates who are self-disciplined to do any necessary technical learning.

Attitude Survey

Self-Directed		Lifestyle Management
(Self-Confidence/Self-Control Issues)		(Lifestyle-Coping Issues)
	He/She expresses a very strong sense of self-confidence and personal control over his/her own life. This is a very positive outcome.		Usually, people with a result as high as this have a well-balanced lifestyle, and have calm, happy and controlled life circumstances.
64 SD		63 LM

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 8

Emotional Quotient
The ability to understand and apply emotional information about ourselves and others effectively.

SELF AWARENESS I: MOOD LABELING

Labels feelings and emotions as they are happening

Does not label feelings and emotions as they are happening

A measure of a person's ability to accurately label personal feelings and emotions.

SELF AWARENESS II: MOOD MONITORING

High monitoring

Optimal monitoring

Low monitoring

A measure of the amount of energy a person puts forth in monitoring his/her own feelings and emotions.

SELF CONTROL

Demonstrates good self control

Low control over impulses and negative emotions

A measure of a person's restraint as it relates to one's control over his/her impulses, emotions, and/or desires.

MANAGING EMOTIONAL INFLUENCES

Perseveres

Focus can change

A measure of a person's ability to manage emotional influences that would prevent him/her from taking those actions that he/she believes are necessary in dealing effectively with everyday situations and/or meeting personal goals.

EMPATHY

Recognizes emotions in others

Low awareness of emotions of others

A measure of a person's ability to understand the feelings and emotions of others.

SOCIAL JUDGMENT

Uses knowledge of the emotions of others in decision-making

Does not factor in the emotions of others in decision-making

A measure of a person's ability to make appropriate decisions in social situations based on the emotional states of others.

OVERALL

Understands & uses emotional information

Relies on non-emotional information

An overall measure of how well a person understands emotional information and uses it effectively.

ManagementPOP™

Commitment Reluctance Report

"The orientation of a manager to ask for commitments from associates and hold them to their commitments."

Overall Commitment Reluctance Score = 79

Excellent

Good

Needs Training and Coaching

Has the potential to strongly pursue commitment from others

Might avoid asking for high levels of commitment

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 10

Attitudes Toward Others

Very Good

Average

Caution

Highly Sensitive

Robust Attitudes Regarding Others' Feelings

Afraid of How Others Will Feel About Him/Her

Overview

His/Her above-average score on the Sensitivity to Rejection scale indicates that he/she tends to be quite firm in asking for commitments and expecting associates to keep commitments. He/She would probably be aware of an employee's feelings, but does not appear to have an overly strong need to be liked by everyone or a fear of not being liked by others. As a result, he/she is very unlikely to be confused by personal feelings toward an employee and to allow those feelings to interfere with asking for the commitments necessary to reach goals and objectives.

Question Analysis

Item analysis reveals that his/her responses to the following items give rise to some concern with respect to this scale:

4. I avoid actions that might make other people dislike me.

5. It is important that people approve of me.

18. I have met very few people whom I do not like.

19. I get upset when someone challenges my authority.

Candidate Interview Questions

In work situations, do others tend to approach you, or do you usually initiate contact? Why?

What strategies do you use to get new associates or employees to like you?

To be an effective manager, how important is it that your associates like you?

What actions or behaviors do you dislike in other people?

Describe a situation where you felt someone disliked you because of something you did. What did you do to correct the situation? Were you successful in getting the other person to like you?

Do you make friends quickly, or does it usually take a long time for others to get to know you?

Is it more important to be respected or to be liked by others? Why?

Who is the most effective manager you know? Why is that individual so popular?

What are the common characteristics of people you like?

What are the common characteristics of people you do not like?

Describe a situation in which you had too many commitments and too little time. What did you do?

There is sometimes a narrow line between ethical and unethical behavior. Can you tell me a time when you were in such a border-line situation and how you handled it?

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 11

Implementation of Commitment

Strong

Average

Caution

Will implement requirements

Might avoid difficult or unpopular requirements

Overview

He/She is generally quite comfortable with implementing new initiatives and asking associates for the necessary commitment levels. He/She would tend to view the demands associated with implementing an unpopular decision as challenging rather than stressful. He/She would attempt to develop employees by increasing performance expectations and moving them out of their existing comfort zones. He/She would also tend to be comfortable approaching new situations to enhance his/her management effectiveness.

Question Analysis

Item analysis reveals that his/her responses to the following items give rise to some concern with respect to this scale:

2. To be a successful manager, it is necessary to get employees to like me.

Candidate Interview Questions

Have you considered the commitments necessary to be effective in a management role? If yes, what are the major commitments that you will need to make to be effective? If no, why not?

Once in the management role, how would you approach experienced employees who were not performing up to expectations? How would you ensure that the low performance of experienced employees did not interfere with the performance of new employees?

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 12

Perception of a Career in Management

Very Positive

Has Some Concerns

Overview

He/She has a very positive image of managers and a career in management. From a motivational perspective, a mentor can facilitate very high performance levels by reinforcing this concept during early training and throughout the developmental process. His/Her self-esteem levels, which will dictate his/her expectation levels, will be based to a great extent on his/her career, and will not easily be affected by environmental influences.

Question Analysis

Item analysis reveals that his/her responses to the following items give rise to some concern with respect to this scale:

3. Good managers don't necessarily attract good employees.

Candidate Interview Questions

How would you describe your ideal career? How does this career in management fit into your career planning?

What have you enjoyed the most about your current or most recent job? What would you change about it if you could?

How would you describe the ideal manager? Which of these qualities do you possess, and which ones would you need to develop?

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 13

Summary of Scales

EP	ENTERPRISING POTENTIAL (EP)
84
	PROACTIVE	RESPONSIVE

AP	ACHIEVEMENT POTENTIAL (AP)
49
	$ AND/OR CHALLENGE	PEOPLE AND SERVICE	SAFETY AND SECURITY

IP	INDEPENDENCE POTENTIAL (IP)
84
	VERY INDEPENDENT	INDEPENDENCE-ORIENTED	TEAM-ORIENTED VERY TEAM-ORIENTED

CWC	COMFORT WITH CONFLICT
43
	COMFORTABLE WITH CONFLICT	AVERAGE	AVOIDS CONFLICT

EQ	EMOTIONAL QUOTIENT
85
	HIGH EMOTIONAL AWARENESS	RELIANCE ON NON-EMOTIONAL INFORMATION

PAGE 1 SCORES

	Enterprising	People-Oriented	Achievement-Oriented	Independent

Power Scores	123	45	125	125
Neutr Scores	39	-39	41	41

	Acquiescent	Investigative	Relaxed	Team-Oriented

84	82	49	84	118
EP	BL	AP	IP	PS

PAGE 2 SCORES


64	63	79	13
SD	LM	CR	UC

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 14

Responses from Opinions Section

1=Don't Agree At All

2=Agree A Little

3=Somewhat Agree

4=Moderately Agree

5=Definitely Agree

1.	My opinion is always the correct one (5)
2.	To be a successful manager, it is necessary to get employees to like me (5)
3.	Good managers don't necessarily attract good employees (5)
4.	I avoid actions that might make other people dislike me (5)
5.	It is important that people approve of me (5)
6.	Managers are highly regarded as company representatives (5)
7.	My family and friends are very supportive of my career choices (5)
8.	I thrive under pressure (5)
9.	I find it easy to discipline employees and associates (5)
10.	I find it easy to make new acquaintances (5)
11.	I would have no problem implementing a decision that is unpopular with employees (5)
12.	In a group, if a person doesn't like me I feel uncomfortable (3)
13.	I often help my family and friends with their career planning (5)
14.	I adapt to what I think others expect of me (2)
15.	I have helped several of my associates find new careers (5)
16.	I have little influence over my work environment (1)
17.	At informal social events, I often talk about my job and company (5)
18.	I have met very few people whom I do not like (2)
19.	I get upset when someone challenges my authority (4)
20.	To be successful in management, I must change my image (1)
21.	I avoid presenting an unpopular point of view at meetings (1)
22.	Effort gets results (5)
23.	I have never told a lie (1)
24.	My work has no effect on my attitude (1)
25.	Most employees feel that their managers enjoy the power of controlling others (1)
26.	My current job is quite satisfying (5)
27.	Chance determines most things (1)
28.	I would have difficulty integrating a demanding career into my lifestyle (1)
29.	Employees tend to have less commitment to a job than managers (1)
30.	Things don't get me down (1)
31.	I am often influenced by others (2)
32.	I sometimes have difficulty completing important tasks (1)
33.	I am reluctant to make decisions (1)
34.	I am an underachiever (1)
35.	I am good at most things that I try to do (5)
36.	No one is ever rude to me (1)
37.	I allow my attitude to negatively affect my performance (1)
38.	People get the respect they deserve (4)
39.	I generally have a very positive attitude toward work (5)
40.	There is little opportunity for growth in my current job (1)

41.	All my habits are good and desirable ones (1)
42.	People's good qualities are seldom recognized (1)
43.	I never envy another person's good luck (1)
44.	Hard work brings success (5)
45.	It is difficult to balance personal and professional demands (1)
46.	I have never been late for work or for an appointment (1)
47.	I find it very easy to 'wind down' (5)
48.	Success is mostly luck (1)
49.	Managers are generally positive role models (5)
50.	Sometimes I have doubts about the whole course of my life (1)
51.	Employees often influence company policies (5)
52.	I usually feel very happy and content (5)
53.	I am a confident person (5)
54.	I am usually relaxed (5)
55.	Regular habits are an important part of my success (5)
56.	Promotions are seldom based on performance (1)
57.	Managers should not aggressively push employees to increase performance standards (1)
58.	I create opportunities (5)
59.	Mistakes are inevitable (3)
60.	Most of my jobs have been quite stressful (5)
61.	To be a successful manager, it is essential to be persistent in holding employees to commitments (5)
62.	I have difficulty coping with daily job challenges (1)
63.	I have never said anything unkind about anyone else (1)
64.	The right decision can change things (5)
65.	I feel comfortable promoting myself and my company at social gatherings (5)
66.	Most mistakes can be avoided (5)
67.	I can concentrate on things over long periods of time (5)
68.	Other people have interfered with my success (1)
69.	I always have a good attitude (1)
70.	It is impossible to change company procedures (1)
71.	To be effective, I need to make several lifestyle changes (1)
72.	I have never boasted or bragged (1)
73.	A good plan can avoid mistakes (5)
74.	I manage stress effectively (5)
75.	Plans never work out (1)
76.	I often avoid difficult tasks (1)
77.	There is no such thing as luck (1)
78.	I am comfortable with changes in technology (5)
79.	Things happen mostly by accident (1)
80.	Lifestyle demands have interfered with my career success (1)

Candidate Feedback On The Results Of The

ManagementPOP™

An Overview of Your Personal Characteristics & Career Strengths

Contents	Page



Personal Strengths/Career Needs	1
What To Seek/What To Avoid In Jobs	2

Thank you for taking the time to complete the ManagementPOP™.

The following information identifies several of your personal strengths that are important to your career planning. The objective of the MPP is to match you to the "best fit" position that will capitalize on your strengths and maximize your chances for a successful, rewarding career.

John C. Marshall, Ph.D.

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 1

Personal Strengths/Career Needs

In Terms of Enterprising vs. Support Role Possibilities
You can be described as extremely competitive, enterprising, assertive, aggressive, tough-minded, determined and goal-oriented. You may display new and creative ways to reach your personal and work objectives. You typically evaluate your work, and you can sometimes be critical of your own performance. Given a goal, objective or requirement, you can develop your own plan, manage your time and focus your effort on a daily basis to reach your goals. Being a self-manager should come very naturally to you, and these skills should be refined through formal training and/or on-the-job experience.

In Terms of Your Style & Strength of Various Motivations
Compared to others, you can be described as extremely achievement-oriented, hard-driving, eager, active and impatient. You find challenge a reason in itself for striving to achieve, because when you do accomplish something of value, you feel good about yourself. In a job, both the challenge of the work itself and the rewards for doing the job well and being productive will be strong motivators. High income and your sense of personal satisfaction will be your way of keeping score on how well you are reaching your goals.

In Terms of Your Independence vs. Your Need to Be in the Team
You can be described as extremely strong-minded, stubborn, demanding, firm, independent and resolute. You seek responsibility and dislike constant supervision. Your result indicates that you are an individual interested in developing your own skills, and innovative in developing your own procedures or methods of approaching business, perhaps even to the extent of conflicting with existing company procedures. In a team situation, you would be most likely to move as quickly as possible into a team leadership role, if you decided to participate in the team at all.

In Terms of Your Orientation Toward the “People” Side of Business
You can be described as extremely sociable, entertaining, cheerful, genial and outgoing. In addition to being a fluent talker, you are comfortable with new people, value social interaction and make new friends easily. Generally, you would be a good company representative and have the ability to communicate with a wide variety of people in a number of different functions. Being extremely sociable could make you somewhat sensitive to rejection.

In Terms of Your Orientation Toward Technical & Practical Concerns
Jobs with a heavy technical orientation are less satisfying for you, compared to jobs that better match your characteristics to the job opportunity. Extensive intellectual, conceptual and detailed work is not particularly appealing. You could experience some difficulty in coping with certain demanding, technically-oriented jobs, and you might want to ask for assistance in support of your efforts on projects that are detailed, complex or highly technical.

ManagementPOP™ (MPP3# 67LNOQ1W27KA for Sample ManagementPOP on May 25, 2017)

Page 2

What To Seek/What To Avoid In Jobs
What Should You Look for In a Job/Career that Matches You Best?

	Look for opportunities to create your own work structure and to develop your self-management skills through training in time management and activity planning. The opportunity to put solid effort into the job each day is a real plus for you, as you know that effort invested consistently will produce the results you seek in both productivity and recognition.
	Seek positions with exceptional requirement and opportunities for challenge and for the financial rewards that go with succeeding under very high pressure. You find that some things that you do just for the challenge are rewarding in themselves, so a job that has no real limits to it in terms of challenge, as well as the more common financial reward and recognition for outstanding performance, would be ideal.
	Look for employment that provides you with a lot of freedom to be creative in developing your own ways to do business. You should seek a supervisor that likes staff members who think for themselves and work independently.
	Look for employment that provides you with lots of “people” contact on a daily basis. A job with a great deal of person-to-person interaction and public relations opportunities would be ideal for you.
	You should focus on jobs that don't require highly advanced technical competencies. There are lots of things you can do and lots of challenges that you can take on in other areas that will provide you with personal and work satisfactions.

What Should You Avoid in Jobs/Careers that Don't Match You?

	Avoid tightly and rigidly structured work situations. If there is no room to put your personal touch to work in organizing and managing yourself, the job may become too constricting for you. Try to avoid jobs that may limit your self-management skills development. You have a strong need to be a self-manager, and that affects your personal productivity and your sense of satisfaction with any job.
	Avoid mundane, unchallenging and repetitious jobs, especially those that essentially reward everyone for attendance rather than for performance. Jobs with limits on performance/income, or jobs that intentionally or unintentionally penalize the highest performers by placing limits on them are not for you.
	Avoid work circumstances in which you would be expected to follow rigorous rules and be under close and continuing supervision for an extended period. However, you should be careful not to give people the impression that there is little anyone can teach you.
	You should avoid employment that isolates you from people. A job that lacks social interaction would not be adequately stimulating and rewarding to you.
	Avoid jobs that have as a major basic feature very strong technical, factual and analytical requirements. While you may well be able to do the job, employment of this nature probably would not be a source of satisfaction for you.