ManagementPOP™

Manager/Coach MPP for

SAMPLE SAMPLE

October 2, 2022


ContentsPage
I. Getting the Most Out of This Report2
II. ManagementPOP™ Overview3
III. Inherent Traits8
IV. Behaviors11
V. Communication Styles12
VI. Attitudes and Opinions13
VII. Responses to Opinions15
VIII. Key Management Characteristics16
IX. Scales Summary21
X. ManagementPOP™ Interpretation Guide22
     Download Link
XI. Tips for Evaluating Career Opportunities23


©1979-2025 Selection Testing Consultants International Ltd


 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 2 

I. Getting the Most Out of This Report

Dear Coach:

Thank you for choosing to use ManagementPOP™ from Smart Work | Assessments to learn more about SAMPLE SAMPLE. ManagementPOP™ is a powerful tool that offers you statistically reliable information about the inherent traits, behaviors, communications styles, and attitudes that naturally shape the way SAMPLE applies their talents, efforts, and attitudes to the job opportunities they encounter. In fact, ManagementPOP™ is one of the few normative psychometric assessments in the world that has been validated to help you predict an individual’s performance in their organization.

If you are using these assessment results to evaluate SAMPLE for a position in your organization, you can use the science of selection to make sure that they have the greatest possible chance for achieving and sustaining high levels of performance. By comparing SAMPLE’s results with those of high performers in your organization or industry, you’ll get invaluable, objective information about whether they are a good “fit” for your needs and your culture. To help during the interview process, we’ve included questions directly tied to SAMPLE’s results, so that you can ask them very specifically about their documented levels of initiative, motivation, independence, and comfort with conflict.

If you are using these assessment results as a tool for coaching or mentoring SAMPLE, you’ll find a wealth of objective information about how they naturally approaches their work, along with a variety of highly targeted developmental suggestions. We’ve also offered some considerations to help you match SAMPLE with mentors and/or direct reports, based directly on their assessment results.

Additionally, the Key Management Characteristics section highlights SAMPLE’s natural approach to many of the most crucial success factors in managing oneself, managing for results, and managing others. Compare their results with the requirements of the role, the culture, and the work styles of their manager, peers, and employees. Any mismatches you find may suggest areas of challenge or opportunities for professional growth.

On pages 3-7, you’ll find an overview of SAMPLE’s assessment results—their personal assessment—with a brief, high-level explanation of what each scale tells you about their natural ”fit” with specific career assignments. For a deeper discussion and example of each scale, we strongly recommend that you download and read the ManagementPOP™ Interpretation Guide (see page 7). This companion explains in detail each of the traits, behaviors, styles, and attitudes measured by the assessment, and offers specific guidance about how to apply the insights gained.

Again, thank you for using ManagementPOP™. Please feel free to contact us with questions or suggestions via our website, SmartWorkAssessments.com. And we wish you continued success in strengthening your staff through the power of statistical science.

Sincerely,
Your Friends at Smart Work | Network, Inc.
http://www.SmartWorkNetwork.com
http://www.SmartWorkAssessments.com
©1979-2025 Selection Testing Consultants International Ltd
 
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II. ManagementPOP™ Overview

SAMPLE SAMPLE’s ManagementPOP™ assessment results are summarized in this section as a series of graphs. Each graph is a scale that represents an inherent trait, a behavior, a style, or an attitude or belief.

Their responses relating to each of these constructs have been statistically analyzed, and the results are presented as a number (represented by a black bar on the graph) that places them somewhere between two extremes on the particular scale.

Before you go any further, here’s something that’s extremely important for you to understand:

There’s no such thing as a “good” number or a “bad” number!!


Instead, SAMPLE’s position on any given scale compares them to the normal distribution (sometimes referred to as a Bell Curve) for that item. And that comparison helps predict what management cultures are a good fit for SAMPLE—situations that don’t require a great stretch beyond their natural approach, as defined by their traits, behaviors, styles and attitudes.

With each trait, behavior, and style graph, you’ll find a short list of characteristics that apply to the two extremes on the scale. Individuals whose number is toward the left of the scale are most likely to be successful in job assignments like those described in the list on the left. Individuals whose number is toward the right tend to be a better fit in job assignments like those described on the right. Individuals with numbers near the middle of the scale typically thrive in assignments that represent a balance between the two extremes.

For more information about how to understand and apply the findings summarized here, download and read the ManagementPOP™ Interpretation Guide (see page 7).


Inherent Character Traits
ENTERPRISING POTENTIAL
-11 
 ProactiveBalancedResponsive
 
Assignments requiring individuals who have:
Very strong internal initiative
Very strong self-direction
Goals that drive constant performance
A need for minimum detail
Adaptable, fluid, non-systematic approach

Assignments requiring individuals who have:
A strong desire to respond to the needs of others
A desire for external guidelines/procedures
Longer-term goal orientation
Strong detail orientation
Relaxed, dependable, steady approach

The Enterprising Potential scale is a measure of SAMPLE’s potential to plan and direct themself effectively; an indication of whether they enjoy initiating activities or prefers being more responsive to outside instruction.
©1979-2025 Selection Testing Consultants International Ltd
 
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II. ManagementPOP™ Overview, continued

ACHIEVEMENT POTENTIAL
1 
 Money and/or ChallengePeople and ServiceSafety and Security
 
Assignments requiring individuals who have:
A strong need for challenge/money
Bottom-line results orientation
Task orientation
Strong personal ambition
Strong sense of urgency

Assignments requiring individuals who have:
A desire for security over risk
A strong service orientation
Relationship focus
A strong need to serve
Long-term goal orientation

The Achievement Potential scale is an assessment of the factors that motivate SAMPLE to achieve and spur them to do their best.

INDEPENDENCE POTENTIAL
-11 
 Very IndependentBalancedVery Team Oriented
 
Assignments requiring individuals who:
Need independence
Don’t need external structure
Think innovatively
Have little need for rules or procedures
Make decisions without a lot of input
Need little external affirmation

Assignments requiring individuals who:
Prefer team-based environment
Need existing systems & structure
Keep things the same
Follows rules/process-oriented
Prefer others’ input for decision-making
Need external affirmation

The Independence Potential scale is a measure of SAMPLE’s need for structure, their need for feedback, and their team orientation.


Behaviors
COMFORT WITH CONFLICT
-8 
 Comfortable with ConflictBalancedAvoids Conflict
 
Assignments requiring individuals who:
Are comfortable with existing conflict
Stir the pot to see what surfaces
Don’t mind high stress

Assignments requiring individuals who:
Prefer little to no conflict in job setting
Generally like steady and calm
Prefer harmony

The Comfort with Conflict scale is a reflection of SAMPLE’s comfort with situations where there is conflict, or the potential for it.
©1979-2025 Selection Testing Consultants International Ltd
 
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II. ManagementPOP™ Overview, continued

EMOTIONAL QUOTIENT
43 
 High Emotional Awareness Reliance on Non-Emotional Information
 
Assignments requiring individuals who have:
High emotional awareness of self and others
Ability to express emotions freely
High empathy toward others

Assignments requiring individuals who have:
Less emotional awareness of self and others
A preference for non-emotional, raw data
Less empathy toward others

The Emotional Quotient scale reports on how sensitive and responsive SAMPLE is to their own emotions and the emotions of those around them.

Communication Style
PEOPLE ORIENTATION
5 
 Very SociableBalancedBuilds relationships gradually
 
Assignments requiring individuals who are:
Focused on people and relationships
Outgoing/Interpersonal
Motivated by social interaction

Assignments requiring individuals who are:
Longer-term relationship-builders
More reserved
Comfortable or work best alone

The People Orientation scale reports on SAMPLE’s approach to building relationships with other people and the degree to which they enjoy meeting new people.

ANALYTICAL ORIENTATION
18 
 Analytical/SystematicBalancedLearns the Essentials
 
Assignments requiring individuals who have:
A strong need for data
Strong analytical thinking
Preference for extensive data-gathering
before making decisions

Assignments requiring individuals who:
Prefer big picture over detail
Are strong conceptual thinkers
Prefer to learn only the essentials
before making decisions

The Analytical Orientation scale evaluates SAMPLE’s interest in learning for its own sake, and their preference for dealing with technical, detailed information.
©1979-2025 Selection Testing Consultants International Ltd
 
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II. ManagementPOP™ Overview, continued

ATTITUDES AND OPINIONS—for SAMPLE’s responses to questions in this section, see page 15
The attitudes indicators offer you some insights regarding how SAMPLE was thinking and feeling around the time when they took the assessment. Although they may not reflect their long-term feelings, they still provide valuable information to help them in the short term. Once again, remember that there’s no such thing as a “good” number or a “bad” number.
 
UNCERTAINTY COEFFICIENT (UC)
The Uncertainty Coefficient is a measure of how accurate SAMPLE’s Attitudes measurements are. A number in the yellow suggests they may have tried to take the assessment as if it were a test with right and wrong answers. Or perhaps they were struggling to give “socially acceptable” answers rather than responding as frankly as possible. In that case, the results presented for the four attitudes may not be particularly helpful.

NOTE: The Uncertainty Coefficient applies to the attitudes results only. It has no bearing on the inherent traits, behaviors, and communication styles results.
48
Uncertainty Coefficient
 
SELF-DIRECTED (SD)
The Self-Directed scale is a measure of how much SAMPLE feels in control of their life—their ability to influence the events and situations that they may face on a daily basis. If the number on the Self-Directed scale is in the top part of the green area, their assessment answers indicated that their self-confidence at that time was pretty strong. If the number is in the lower part of the green, or in the yellow or red areas, their circumstances were making them feel less than optimistic for the moment.
6
Self-Directed
 
LIFESTYLE MANAGEMENT (LM)
The Lifestyle Management scale is a measure of how well SAMPLE is doing with the demands of their life and the things that may be creating stress for them. If SAMPLE was feeling like they had their stress under control, the number is in the green area. If they were feeling stressed out or worried, the number is in the yellow or red area.
2
Lifestyle Management
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II. ManagementPOP™ Overview, continued

COMMITMENT RELUCTANCE (CR)
The Commitment Reluctance scale is a measure of SAMPLE’s ability to commit to their job and career responsibilities, and their comfort with asking others to make and keep commitments. A number in the green area means they are usually very comfortable committing themself and seeking commitment from others. A number in the yellow or red suggests that they are reluctant to commit and to enforce commitment.
30
Commitment Reluctance
LISTENING STYLE (LS)
The Listening Style scale is a measure of SAMPLE’s level of attentive listening and whether they practice active-listening skills when listening to the concerns of other people. Those with a number in the green are seen as attentive, courteous, and conscientious about assuring a speaker that they are being understood. People with a number in the yellow or red need coaching in these areas. They may be showing impatience, apparent lack of empathy, indifference to other people’s concerns and opinions, and other behaviors that could be career-limiting.
9
Listening Style
ManagementPOP™ INTERPRETATION GUIDE
Now that you have a general idea about SAMPLE’s assessment results and what they mean, you may want to download and study the ManagementPOP™ Interpretation Guide. This companion explains in detail each of the traits, behaviors, styles, and attitudes measured by the assessment, and offers suggestions for how to apply the insights gained.


From this guide, you’ll learn about the importance of self-management and discover how people can apply their natural talents and effort to maximize the opportunities they encounter by understanding the Performance Equation—the key to achieving and sustaining high performance in one’s career:

At the appropriate point, the ManagementPOP™ Interpretation Guide will direct you to dive into the remaining sections of this report.
©1979-2025 Selection Testing Consultants International Ltd
 
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III. Inherent Traits

ENTERPRISING POTENTIAL
-11
 ProactiveBalancedResponsive

Management Style Considerations

Job Fit
At this level of self-management potential, they are most comfortable in a well-structured work/management environment with ongoing direct monitoring and evaluation systems.

Team Fit
To be successful as a manager, they would benefit from a well-established company system that has clearly defined practices and procedures.

Management Fit
If the role of manager requires them to be involved in resolving any level of conflict, they might agonize before getting to the issue.

Questions

  • Do they have any previous experience in their jobs with taking on special assignments, or in other areas, such as volunteer work, that shows how well they can adapt to and perform in a new support or service role? Get the details and verify the facts with their work references, as well as their personal references.
  • Ask them to tell you about how well in the past they have fitted into an established position, how quickly they learned the job and how they felt about following established rules and procedures. Verify with work references.
  • Is they willing to take any training necessary for the next line position or special assignment? Will they take personal or skills development training on their own time, as well as through the company?

Developmental Suggestions

Self-Management Potential - Structure Component
Training in understanding and applying existing structures and systems would help this individual develop a managerial level of time management and activity planning skills. Coaching in the practical implementation of these skills would further refine competency levels.

Self-Management Potential - Monitoring Processes
Individuals with this result on this characteristic require commitment and training to help them use monitoring systems for feedback and performance evaluation. This person will be more or less accepting of being monitored by others, but needs a structured process to report to a superior on activities and results.

Culture Fit

This individual would benefit from mentoring by a much stronger self-manager role model. Ideally, associates reporting to this individual should have relatively strong self-management potential and will not need a strong manager to be effective.

©1979-2025 Selection Testing Consultants International Ltd
 
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III. Inherent Traits, continued

ACHIEVEMENT POTENTIAL
1
 Money and/or ChallengePeople and ServiceSafety and Security

Management Style Considerations

Personal Motivation Pattern - Impact on Others
While interaction with others at a good, comfortable level is desired by this person, they should be able to deal effectively with staff, co-workers and superiors in either a close or moderately distant relationship.

Effective Reinforcement Processes
People/service and money/challenge are both major considerations for this type of person. Similarly, both recognition and personal good feelings about helping others to be successful, plus the personal “win” that comes with accomplishing this, make being in management very attractive to this individual. While they will always try to keep a balanced perspective on both the people and financial issues in the job, the financial issues would be the bottom-line consideration in eventually resolving most cases of perceived poor performance by others.

Questions

  • What are the pattern and the relative strengths in the motivating forces at work in this person, as they see them? Does the pattern reflect the strengths and balances suggested by the assessment results? If not, it is possible that the individual has not yet really tapped into the best pattern to maximize both their productivity and satisfaction. Ask them to think about it, and then tell you what they feels motivates them best and most often, and how this motivation is turned into action. Look for and ask for specific examples that could be evaluated as to the INTENSITY and DURABILITY of effort they put into them. Do the examples, which you must verify with their references, reflect an adequate orientation to bottom-line results? Do they reflect a powerful commitment to people and service considerations? Do they reflect an overly strong concern with stability and security for themself?
  • Have they done anything really demanding in the last two years toward their own personal and professional development? Is they willing to make the commitment of time and effort to develop any skills or gain any experience necessary in their prospective career path?

Developmental Suggestions

They have the energy to succeed, and will profit from coaching in techniques for identifying client needs and sustaining client relationships. They will value positive feedback that should be systematically requested in all activities. They will also monitor their effectiveness based on recognition from their coach or mentor. Therefore, it is recommended that their coach provide more positive feedback by assisting with the self-management of both results and activities. Training in how to manage their effort would help them feel successful everyday. As a persuasive/persistent individual, they will learn best from a coach or mentor who has a style or approach that is well-matched to their own personality.

Culture Fit

This individual would benefit from mentoring by a manager who enjoys giving recognition and feedback, and whose applied business philosophy strongly compensates others. Ideally, associates reporting to this person should believe that seeking challenge while providing outstanding service is the pathway to success.

©1979-2025 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 10 

III. Inherent Traits, continued

INDEPENDENCE POTENTIAL
-11
 Very IndependentBalancedVery Team Oriented

Management Style Considerations

How will SAMPLE Express Independence?
As a team-oriented professional, they would view interdependency as an important issue for all team members.

How will SAMPLE Express Team Orientation?
Positive leadership behavior will be evident with them. Their actions as a manager/team leader will feature persuasion over pressure to achieve goals.

Leadership Style
Combining a solid team leadership orientation and a good Independence Potential, they should be quite flexible and effective with people who are moderately independent, as well as those who really want and need to be part of a close-knit team. They would likely find both the aggressively independent individual and the dependency-oriented kind of person uncomfortable associates.

Questions

  • How do they feel about being part of a team, both in their work and in their private life? How do they feel about work or personal situations in which they have to operate entirely on their own? Which do they feel provides them with the best opportunity for productivity and satisfaction?
  • Are there any specific examples of things they have done to promote team harmony and effectiveness at work or otherwise? How successful was they?
  • Have they taken formal or self-study programs, or had any focused learning experiences in areas such as sales techniques or financial management? Will they take such programs now, perhaps even at their own expense and on their own time, to enhance their skills, thereby making themself even more likely to survive and prosper in your business?

Developmental Suggestions

They will expect their coach or manager to offer direction and guidance on the processes that they will be required to follow. Regular feedback sessions would help them evaluate how effectively they are integrating into the new structure. Training and development of self-management skills, including both self-evaluation and self-reinforcement strategies, would help maintain good habits after the initial intensive training. They will also be receptive to the influence and advice of associates and peers; therefore, it will be important to match them to team members who are similar in terms of team orientation.

Culture Fit

This individual would benefit from mentoring by a manager/trainer who has shown that they can build a supportive team AND a high-performing group simultaneously. Ideally, associates reporting to this person are committed to working in a people-oriented environment, but without allowing dependencies to form.

©1979-2025 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 11 

IV. Behaviors

COMFORT WITH CONFLICT
-8
 Comfortable with ConflictBalancedAvoids Conflict

Management Style Considerations

Implications
SAMPLE prefers to avoid situations where there is potential for conflict, and tends to comply with others rather than be disagreeable. Normally, they are perceived as obliging, polite and agreeable. they are best-suited for an environment that focuses on growth and development, rather than one primarily dealing with conflict and crisis management.

Questions

  • Describe a working environment of yours that included a lot of conflict.
  • How did you feel about that environment?
  • How did you deal with the conflict?
  • Since avoiding all conflict is difficult, what strategies do you think would be effective in the future?

Developmental Suggestions

  • SAMPLE is best-suited to situations where conflict is minimal and a system is in place to deal with disagreements, etc.
  • Help them deal with conflict by providing skills in conflict resolution and communication.
  • Provide them with strategies that will help them respond effectively when they need to assert themself.
  • Assertiveness training may help SAMPLE feel more comfortable with conflict.

EMOTIONAL QUOTIENT
43
 High Emotional Awareness Reliance on Non-Emotional Information

Management Style Considerations

The Emotional Quotient number reflects one’s ability to monitor one’s own emotions and the emotions of others. For someone in a management role, the ability to handle conflict and emotion effectively is significant for a variety of reasons.

In the Key Management Characteristics section, beginning on page 16, you’ll find several specific ways in which SAMPLE’s Emotional Quotient affects their natural approach to managing themself and others.
©1979-2025 Selection Testing Consultants International Ltd
 
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V. Communication Styles

PEOPLE ORIENTATION
5
 Very SociableBalancedBuilds relationships gradually

Management Style Considerations

Interpersonal Style
Interacting with people in a comfortable way in the workplace would be acceptable to this person, and they will balance interpersonal considerations with content considerations.

Matching Considerations

This individual would benefit from mentoring by a successful person who has shown that they can build good, supportive relationships among associates. Ideally, associates reporting to this person should be likely to build good relationships with or without active intervention on the part of the manager.


ANALYTICAL ORIENTATION
18
 Analytical/SystematicBalancedLearns the Essentials

Management Style Considerations

Approach to Technical Competence
They loves the opportunity to learn and to teach others how to do things.

Acquiring Technical Competence
They have an exceptionally strong interest in the technical/practical aspects of the job. They should learn necessary content material easily and with enthusiasm. they are probably very committed to self-development.

Matching Considerations

This individual would benefit from mentoring by a manager who gets part of their satisfaction from learning the technical side of the business and using it. Ideally, associates reporting to this person should be eager to tackle any and all technical/learning challenges and opportunities.
©1979-2025 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 13 

VI. Attitudes and Opinions

UNCERTAINTY COEFFICIENT (UC)
The Uncertainty Coefficient is a measure of how accurate SAMPLE’s Attitudes measurements are. A number in the yellow suggests they may have tried to take the assessment as if it were a test with right and wrong answers. Or perhaps they were struggling to give “socially acceptable” answers rather than responding as frankly as possible. In that case, the results presented for the four attitudes may not be particularly helpful.

NOTE: The Uncertainty Coefficient applies to the attitudes results only. It has no bearing on the inherent traits, behaviors, and communication styles results.
48
Uncertainty Coefficient
SELF-DIRECTED (SD)

They do not feel much in control of or especially optimistic about the future. Has some recent event hurt their confidence?

Interview Questions

  • What did you do well in your current (most recent) position?
  • What else have you been doing well?
  • What are some of the things that you would like to improve?

6
Self-Directed

LIFESTYLE MANAGEMENT (LM)

There are some life circumstances that might hurt this person. Training in additional stress-coping strategies is recommended.

Interview Questions

  • Describe something that you found stressful in your previous (current) position. How did you deal with it?
  • What do you do to relax when things get very stressful?
  • How have you managed to integrate a heavy workload on your job with the overall demands of your lifestyle?

2
Lifestyle Management
©1979-2025 Selection Testing Consultants International Ltd
 
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VI. Attitudes and Opinions, continued


COMMITMENT RELUCTANCE (CR)

The Commitment Reluctance scale is a measure of SAMPLE’s ability to commit to their career responsibilities and their comfort with asking others to make and keep commitments. For someone in a management role, the ability to handle commitment effectively is significant for a variety of reasons.

In the Key Management Characteristics section, beginning on page 16, you’ll find several specific ways in which SAMPLE’s natural approach to handling commitment affects their success as a manager.
30
Commitment Reluctance

LISTENING STYLE (LS)

SAMPLE's responses indicate that their approach to listening needs development. SAMPLE may show difficulty listening attentively to others for longer periods of time. They may also need further development in actively listening to the needs and/or concerns of clients, peers and others. Inappropriate approaches to listening may be a concern in areas that involved considerable interaction with clients, peers or others.

Developmental Suggestions

  • SAMPLE would require monitoring of their interactions with clients, peers, and others to evaluate their handling of these interactions. A mentor would be very helpful if they are to be an effective communicator.
  • It may be possible to develop their approach to listening through role-playing potential interactions that SAMPLE will encounter with clients, peers or others. SAMPLE would also benefit from training in methods of handling specific client and/or other business interactions.

9
Listening Style
©1979-2025 Selection Testing Consultants International Ltd
 
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VII. Responses to Opinions


1=Don't Agree At All2=Agree A Little3=Somewhat Agree4=Moderately Agree5=Definitely Agree

1.  My opinion is always the correct one (1)
2.  To be a successful manager, it is necessary to get employees to like me (4)
3.  I rarely interrupt others while they are speaking (3)
4.  Good managers don't necessarily attract good employees (1)
5.  I avoid actions that might make other people dislike me (3)
6.  It is important that people approve of me (4)
7.  Managers are highly regarded as company representatives (4)
8.  My family and friends are very supportive of my career choices (1)
9.  I thrive under pressure (3)
10.  I find it easy to discipline employees and associates (3)
11.  I like to hear people fully explain their point of view (4)
12.  I find it easy to make new acquaintances (1)
13.  I would have no problem implementing a decision that is unpopular with employees (4)
14.  In a group, if a person doesn't like me I feel uncomfortable (3)
15.  Most conversations take too long (4)
16.  I often help my family and friends with their career planning (4)
17.  I adapt to what I think others expect of me (2)
18.  I have helped several of my associates find new careers (4)
19.  After listening to an interesting anecdote, I like to describe a similar situation involving me (3)
20.  I have little influence over my work environment (1)
21.  At informal social events, I often talk about my job and company (3)
22.  I have met very few people whom I do not like (2)
23.  I get upset when someone challenges my authority (2)
24.  To be successful in management, I must change my image (2)
25.  I avoid presenting an unpopular point of view at meetings (1)
26.  Effort gets results (2)
27.  I have never told a lie (3)
28.  My work has no effect on my attitude (2)
29.  Most employees feel that their managers enjoy the power of controlling others (4)
30.  My current job is quite satisfying (1)
31.  I prefer to listen in conversations (3)
32.  Chance determines most things (1)
33.  I would have difficulty integrating a demanding career into my lifestyle (3)
34.  Employees tend to have less commitment to a job than managers (4)
35.  I consciously pause before responding to others (3)
36.  Things don't get me down (4)
37.  I am often influenced by others (1)
38.  I sometimes have difficulty completing important tasks (3)
39.  I am reluctant to make decisions (2)
40.  I am an underachiever (3)
41.  I am good at most things that I try to do (3)
42.  No one is ever rude to me (4)
43.  I try to do most of the talking when presenting materials to others (4)
44.  I allow my attitude to negatively affect my performance (2)
45.  People get the respect they deserve (3)
46.  I generally have a very positive attitude toward work (2)
47.  There is little opportunity for growth in my current job (1)
48.  All my habits are good and desirable ones (2)
 
49.  People's good qualities are seldom recognized (1)
50.  I never envy another person's good luck (4)
51.  After listening to someone talk, I repeat the important points back to them to ensure my understanding (2)
52.  Hard work brings success (3)
53.  It is difficult to balance personal and professional demands (2)
54.  I have never been late for work or for an appointment (4)
55.  I make sure others have finished speaking before I respond (4)
56.  I find it very easy to 'wind down' (1)
57.  Success is mostly luck (1)
58.  Managers are generally positive role models (1)
59.  Sometimes I have doubts about the whole course of my life (1)
60.  Employees often influence company policies (2)
61.  I usually feel very happy and content (3)
62.  I am a confident person (3)
63.  People take too long to get to the point (4)
64.  I am usually relaxed (4)
65.  Regular habits are an important part of my success (1)
66.  Promotions are seldom based on performance (3)
67.  I will interrupt other people to provide an answer to their question (1)
68.  Managers should not aggressively push employees to increase performance standards (4)
69.  I create opportunities (1)
70.  Mistakes are inevitable (1)
71.  Most of my jobs have been quite stressful (3)
72.  To be a successful manager, it is essential to be persistent in holding employees to commitments (3)
73.  I have difficulty coping with daily job challenges (3)
74.  I have never said anything unkind about anyone else (4)
75.  I enjoy listening to other people (1)
76.  The right decision can change things (4)
77.  I feel comfortable promoting myself and my company at social gatherings (3)
78.  Most mistakes can be avoided (1)
79.  I can concentrate on things over long periods of time (2)
80.  Other people have interfered with my success (4)
81.  I always have a good attitude (1)
82.  It is impossible to change company procedures (4)
83.  I give others my undivided attention when they are speaking to me (2)
84.  To be effective, I need to make several lifestyle changes (3)
85.  I have never boasted or bragged (3)
86.  A good plan can avoid mistakes (1)
87.  I prefer to ask very specific questions that require only a 'yes/no' answer (2)
88.  I manage stress effectively (2)
89.  Plans never work out (3)
90.  I often avoid difficult tasks (2)
91.  I have a tendency to finish other people's sentences (3)
92.  There is no such thing as luck (3)
93.  I am comfortable with changes in technology (4)
94.  Things happen mostly by accident (1)
95.  I am not a good listener (4)
96.  Lifestyle demands have interfered with my career success (2)
©1979-2025 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 16 

VIII. Key Management Characteristics

By better understanding their inherent traits, behaviors, communication styles, and attitudes, SAMPLE can gain crucial insights regarding characteristics that significantly affect their effectiveness as a manager and a leader. The following graphs offer additional insights on their natural approach to:
  • Managing Yourself—how they plan, monitor, and control their own actions and feelings

  • Managing for Results—how they set goals and gets work done

  • Managing Others—how they approach working with other people to maximize their effectiveness for the organization and their job satisfaction
Compare SAMPLE’s position on each continuum with the requirements of the role, the culture of the organization, and the work styles of their manager, peers, and employees. Any mismatches you find may explain challenges they have encountered or suggest opportunities for personal growth. Refer to the Developmental Suggestions elsewhere in this report, and suggest that SAMPLE seek the support of good mentors as they strive to build on their strengths.

Managing Yourself

Overall Self-Management
Measures their self-management potential, specifically their ability to plan, organize and implement plans of action.		 
Overall Self-Management
Thrives on fluid/adaptive structureNeeds existing structure


Feedback Style
Indicates their comfort with and need to give and receive feedback.		 
Feedback Style
Only if necessaryEnjoys giving and receiving feedback


Self-Awareness I: Mood Labeling
A measure of their ability to accurately label personal feelings and emotions.		 
Self-Awareness I: Mood Labeling
Labels feelings and emotions as they are happeningDoes not label feelings and emotions as they are happening


Self-Awareness II: Mood Monitoring
A measure of the amount of energy they put forth in monitoring their own feelings and emotions.		 
Self-Awareness II: Mood Monitoring
High monitoringOptimal monitoringLow monitoring

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 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 17 

VIII. Key Management Characteristics, continued

Self-Control
A measure of their restraint as it relates to their control over their impulses, emotions, and/or desires.		 
Self-Control
Demonstrates good self-controlLow control over impulses and negative emotions


Managing Emotional Influences
A measure of their ability to manage emotional influences that would prevent them from taking those actions that they believe are necessary in dealing effectively with everyday situations and/or meeting personal goals.		 
Managing Emotional Influences
PerseveresFocus Can Change


Social Judgment
A measure of their ability to make appropriate decisions in social situations based on the emotional states of others.		 
Social Judgment
Uses knowledge of the emotions of others in decision-makingDoes not factor in the emotions of others in decision-making


Managing Results

Implementation Style
Indicates their approach to implementing goals, objectives and strategies.		 
Implementation Style
Directive; demandingPermissive; supportive


Task Orientation
Reflects their sense of the urgency and importance of daily goals and objectives.		 
Task Orientation
Short-term; intensiveLong-term; relaxed


Decision-Making
Reflects the amount of information required to make a decision, and the speed of the decision-making process.		 
Decision-Making
Quick; decisiveMethodical


Performance Management
An indicator of their performance expectations, as they relate to managing their employees.		 
Performance Management
Potentially DemandingAccepts modest performance

©1979-2025 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 18 

VIII. Key Management Characteristics, continued

Managing Others

Leadership Style
Measures their natural leadership style and approach to working with others.		 
Leadership Style
AutocraticDemocraticTeam Member


Communication Style
Reflects their approach to communicating with others on an interpersonal level.		 
Communication Style
People-orientedBalancedFactual/analytical


Recruiting/Attraction
Their potential to attract a high volume of quality recruits to their staff.		 
Recruiting/Attraction
ExcellentGoodCaution


Approach to Motivating Others
Measures their natural approach to motivating others.		 
Approach to Motivating Others
High energy; enthusiasticRelaxed; detached


Training and Development
Their natural inclination to train and develop new employees.		 
Training and Development
ExcellentGoodCaution


Coaching Orientation
Indicates their coaching style and the relative balance of focusing on results vs. people.		 
Coaching Orientation
Performance/resultsResults/peopleSupportive


Work Force Optimization
Their ability to increase the size and/or effectiveness of their staff.		 
Work Force Optimization
ExcellentGoodCaution


Empathy
A measure of their ability to understand the feelings and emotions of others.		 
Empathy
ExcellentGoodCaution

©1979-2025 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 19 

VIII. Key Management Characteristics, continued

Attitudes Toward Others
Their average score on the Sensitivity to Rejection scale indicates that they could at times accept modest levels of commitment from others. Coaching and training in strategies to help develop a performance management system would help improve their effectiveness. They would benefit from a reasonably structured performance appraisal and employee development system that allows for individual input and adaptation.		 
Attitudes Toward Others
Robust attitude regarding other's feelings Afraid of how others feel about them
Very Good AverageCautionHighly Sensitive

Interview Questions

  • In the ideal coaching or development meeting with an employee, what percentage of time do you spend listening versus talking?
  • What are the major qualities you would like to develop that would help you become successful with us?
  • What qualities do you have to change?
  • 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?
  • Is it possible to be a demanding manager and still have the respect of your employees?
  • Would you ever lower your expectations of an employee if you knew they were capable of performing at higher levels?
  • How do you feel about employees calling you about business issues after business hours?
  • At what point would you consider terminating an employee who wasn't performing well? How would you do it?
  • 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?
Implementation of Commitment
They would be relatively comfortable with implementing new initiatives that would be considered evolutionary rather than revolutionary. Major changes or relatively unpopular decisions would require a longer process of implementation, and strong agreement and commitment to the goals associated with the initiatives. If they encountered any resistance to the decision, they would require the support of a strong mentor to assist with the ongoing implementation strategy. The mentor would need to focus on strategies to maintain their commitment to the organizational and professional benefits of the new initiative.		 
Implementation of Commitment
Will implement requirements Might avoid difficult or unpopular requirements
Strong Average Caution

Interview Questions

  • Consider the commitments necessary to be effective in a management role. What are the major commitments that you will need to make to be effective?
  • 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?
  • Would you treat high-performing employees differently from low-performing employees? Why? or Why not? How would you manage an individual who was lacking self-discipline? How would you fire someone?
©1979-2025 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 20 

VIII. Key Management Characteristics, continued

Perception of a Career in Management
The selection process should explore the motivation of this individual for considering a management career. It will be essential to assure that they wants the benefits associated with a career in management rather than simply not being satisfied with their current job or employment situation. The company should avoid over-selling the benefits of the management career. It will be essential to establish their specific career goals relative to the management position.		 
Perception of a Career in Management
Very positive Has some concerns

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 many managers do you know? In your opinion, what percentage are successful? Who do you like the most (the least) and why?
©1979-2025 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 21 

IX. Scales Summary

Inherent Character Traits
ENTERPRISING POTENTIAL
-11
 ProactiveBalancedResponsive
ACHIEVEMENT POTENTIAL
1
 Money and/or ChallengePeople and ServiceSafety and Security
INDEPENDENCE POTENTIAL
-11
 Very IndependentBalancedVery Team Oriented
Behaviors
COMFORT WITH CONFLICT
-8
 Comfortable with ConflictBalancedAvoids Conflict
EMOTIONAL QUOTIENT
43
 High Emotional Awareness Reliance on Non-Emotional Information
Communication Style
PEOPLE ORIENTATION
5
 Very SociableBalancedBuilds relationships gradually
ANALYTICAL ORIENTATION
18
 Analytical/SystematicBalancedLearns the Essentials
Attitudes & Opinions

48
Uncertainty Coefficient
6
Self-Directed
2
Lifestyle Management
30
Commitment Reluctance
9
Listening Style
©1979-2025 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 22 

X. ManagementPOP™ Interpretation Guide

To get maximum benefit from this report and explore its meaning in depth, download the ManagementPOP™ Interpretation Guide. This companion to the report explains in detail each of the traits, behaviors, and attitudes measured by the assessment, and offers insights into how to apply the insights gained.




Again, thank you for using ManagementPOP™. We wish you continued success in helping individuals strengthen their careers through the power of statistical science.





Smart Work | Network, Inc.
135 South Main Street, Suite #402
Greenville, South Carolina 29601
864.233.3007

http://www.SmartWorkNetwork.com
http://www.SmartWorkAssessments.com


The final two pages of this MPP report contain Tips for Evaluating Career Opportunities. They are addressed to the individual who was assessed, and you are encouraged to share this helpful information with them. Optionally, if you are a hiring manager considering SAMPLE for a position in your company, these tips may suggest areas that you can check, looking for alignment between your opportunity and the individual.

Remember, the Performance Equation suggests that top performance comes from the true alignment of an individual's Talent, Effort, and Opportunity.

At Smart Work | Network, Inc., we believe that there is a right opportunity for every individual. Our mission is to enable both employers and employees to make the right choices.
©1979-2025 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 23 

XI. Tips for Evaluating Career Opportunities

Personal Strengths/Career Needs In Terms of Enterprising vs. Support Role Possibilities
You can be described as being a goal-oriented person within a well-structured and well-defined situation. You appear to be quite accepting, agreeable, considerate, mild-mannered and cautious in any less-clearly-defined work or personal situations. Given a requirement or objective and a plan of how to reach the objective, you can be depended upon to work diligently to achieve the stated goals. Your talents can probably be best expressed in the service or support aspects of a company.

In Terms of Your Style and Strength of Various Motivations
People see you as being motivated to a very great extent by your sincere concern for the well-being of others. In addition, they may see you as a person who has the potential to achieve some very meaningful objectives related to creating a good level of personal income. To achieve at the highest level that you are capable of, and to obtain both personal and financial satisfaction, you should set your career goals toward obtaining a position in an organization whose purpose has real human and/or social merit, and where you can occasionally take on challenging special tasks that are very demanding and that will reward you for their successful completion.

In Terms of Your Independence vs. Your Need to Be on the Team
You can be described as quite cooperative, obliging, efficient, conscientious, painstaking and team-oriented. Generally, you are easy on others and quite accepting of supervision. You would be a good company person, working well within a variety of group settings. Security and stability are working conditions you value and desire in a job.

In Terms of Your Orientation toward the “People” Side of Business
You can be described as quite sociable, enthusiastic, cheerful, genial and outgoing. You enjoy personal relationships and interactions, and would make a good company representative in terms of customer satisfaction, and personal and company public image. You value initial and ongoing interpersonal relationships.

In Terms of Your Orientation Toward Technical & Practical Concerns
You are extremely logical, reflective, analytical, factual and very practical. You enjoy things that challenge your capacity to learn. For the sake of interest as well as necessity, you will become an expert in things that intrigue and challenge you. You like to be creative and conceptual. You enjoy solving intellectual challenges by thoroughly investigating the facts and data associated with a particular problem. Your introspective and self-controlled behavior may be interpreted sometimes by others as being aloof and preoccupied.

©1979-2025 Selection Testing Consultants International Ltd
 
 ManagementPOP™ (MPP3# 6CPBTK11U558 for SAMPLE SAMPLE on October 2, 2022)Page 24 

XI. Tips for Evaluating Career Opportunities, continued

What Should You Look for In a Job/Career that Matches You Best?
One major requirement of the best job for you is for the organization to have an established work objective and detailed work plan; preferably one that uses your ability to fit and follow the existing structure, in an ongoing service or support role.
Your best prospects for both personal satisfaction and personal productivity can be found in career directions that focus on challenging jobs in which you can see a real value in terms of rendering a valuable and valued service to people.
You should look for a stable job in an established work environment. Your preference should be to work within a recognized team-type situation. For even greater job satisfaction, you should find a company that you can identify with and respect for their products and services.
You should look for employment that provides you with “people” contact or some public relations opportunities. You derive satisfaction from interaction with other people in both personal and work environments.
Look for employment that offers intellectual challenges and an opportunity to learn and grow in your field of endeavor. You would be happy in a job that is analytical, technical, involves discovery learning and is detail-oriented.


What Should You Avoid in Jobs/Careers that Match You Least?
Avoid employment in an environment that is unstructured or that appears to be disorganized. If the position requires you to be responsible for both the planning and action aspects of the job, it may not be the job that will make the best use of your special strengths.
Avoid jobs that you perceive as having little service orientation. If the company tends to reward everyone the same, regardless of their effort and results, your desire to be valued for your productivity is unlikely to be satisfied with them.
Avoid work environments that have poor or very inexperienced supervision, and those that demand an intense level of independence and/or a high demand to work essentially on your own all the time.
You should avoid employment in jobs that have only limited feedback from others. You should also not be in situations that isolate you from others.
You should avoid jobs that are simplistic, boring and intellectually undemanding. An environment that does not offer growth and learning opportunities would not appeal to you and would limit your likelihood of outstanding performance.
©1979-2025 Selection Testing Consultants International Ltd