The McQuaig Word Survey

Transcription

1 March The McQuaig Word Survey Registered Trade Mark of The McQuaig Institute of Executive Development Ltd., Toronto, Canada

2 Table of Contents Understanding A The Profile This graph provides trained interpreters with a visual picture of her temperament/behavior pattern illustrating her natural style of behavior and noting any changes she may be making to it because of her current situation. B Interpretation Report Use this report for a comprehensive and fundamental understanding of the potential assets she brings to a job, possible areas for development/concern and an indication of her adjustment to her current situation. C Leadership Profile A summary of her likely behavior in a leadership role, use this report if she is currently in or is an applicant for a leadership position in your company or if she may be required to assume leadership responsibilities from time to time (e.g., projects, meetings, special assignments, etc.). D Selling Style Report A summary of her likely behavior in a sales role, use this report if she is currently in or is an applicant for a sales role in your company or if, in her current role, she is expected to sell her ideas or solutions, persuade others to her point of view, etc. Recruiting/Promoting E Interviewing Questions Management Behaviorally based Interviewing Questions, use these questions to probe into her past, onthe-job behaviors to allow you to predict her future on-the-job behaviors. F Assessment of Job Fit Use this report to evaluate the match between her natural style of behavior and that of the ideal behaviors required for the position of Manager as described by Updated Score. The McQuaig Word Survey March 17, 2017 Page 1

3 Table of Contents Managing/Coaching Tips for her Direct Manager G Management Overview Use this report on a regular basis as a quick reminder of her profile but be sure to study the other, fuller reports before giving feedback or making any decisions. H Motivating Factors Use this report to understand her inner needs in order to assess whether they are being met in her current job or if they would realistically be met in a potential new role. I Strategies for Coaching and Developing Use this report for guidance on how to work with her effectively. If you have a copy of your own Do s and Don ts, comparing your expectations to hers will be especially enlightening. J Developmental Learning Style Report To select the best training approach, use this report if you are training her on a one-to-one basis or are considering formal training courses for her. During her first few weeks on the job, understanding and using this report can make the induction process go much more smoothly. K Team Approach Use this report to understand how she works in a team. If she is currently on your team and you can compare this report with the Team Approach Reports of other members of your team, this will add considerably to your understanding of your team s current dynamics. If she is an applicant, use this report to see how her style might impact those dynamics. The McQuaig Word Survey March 17, 2017 Page 2

4 The Profile Do So Re Co Do So Re Co Key to Behavioral Scales DOminant ACcepting: SOciable ANalytical: RElaxed DRiving: COmpliant INdependent: Competitive, Goal Oriented Deliberate, Cautious Empathetic, Extroverted Logical, Task Oriented Patient, Reliable Restless, Pressure Oriented Conscientious, Detail Oriented Strong Minded, Persistent The McQuaig Word Survey March 17, 2017 A 1

5 Interpretation Report Potential Assets: This is a good team player who is thoughtful and considerate of others and works towards consensus in an effort to lessen the potential for friction. She: takes a careful approach to decision making, paying close attention to all available options before moving forward; is generally unpretentious and accommodating, without a strong need to be the center of attention and often looks for ways to share the spotlight with others; respects authority and keeps a tight focus on her work, concentrating on widening her expertise as she goes. Sociable and outgoing, she understands people, sees their points of view and gets along well with others. She: is optimistic, trusting and shows confidence in situations involving others; makes a good impression and enjoys helping others if she can; relates well to people and is a good communicator. Tending to be fairly steady and consistent, she prefers to establish routines and is able to keep calm, cool and collected most of the time. She: is generally satisfied with things as they are and is comfortable working within the existing structure; is content to work at her own pace and does not need to see constant changes. She has an average amount of independence and compliance. She: likes to be prepared for contingencies and will want to follow through and keep at it until she gets results; is quite comfortable following the rules and regulations, although she wants to be able to use her initiative in some situations. On the job at the moment, she is acting even more sociably than is normal for her. Developmental Considerations: Preferring to build consensus, she may procrastinate when faced with difficult decisions outside her area of expertise. She: The McQuaig Word Survey March 17, 2017 B 1

6 Interpretation Report may not be assertive enough when dealing with others, wants to avoid confrontations and will sometimes back off rather than stepping in and taking charge; could refrain from volunteering her ideas if they seem contrary to the ideas of more forceful colleagues. She is more oriented towards working with people than with ideas and methods. She: likes to have people around her and prefers not to work alone; may not listen as well as she could. She tends to dislike pressure and deadlines although she can work to them occasionally. She: is generally comfortable with the status quo and may not be inclined to proactively drive change. Note: She appears to perceive a need to respond more quickly and is currently acting with more drive than is normal for her on the job. She can make day-to-day decisions, but would likely be uncomfortable assuming great responsibility or risk outside her subject-matter expertise. She: prefers to do the work herself rather than to delegate. Attention: Currently, in her work, she is acting even less competitively and less independently than is normal for her and she appears to be holding back and, as a result, she may be coming across as impatient. Comment: Holding back can be caused by a number of factors including but not limited to: a very routine, detail-oriented job an up-coming or recent career change an over-bearing manager a temporary adjustment to a new position reflecting as holding back The McQuaig Word Survey March 17, 2017 B 2

7 Interpretation Report Situational Adjustment Indicator: Because she is holding back somewhat on the job, the adjustments she is making in her current situation appear to be slightly above average. Further probing is recommended. Note: While this assessment of her temperament offers valuable information and focus for your in-depth appraisal, other personal characteristics such as attitudes, self-motivation, stability, emotional maturity, intelligence, etc., as well as skills and abilities, must be probed thoroughly to understand her capabilities fully. This report should be reviewed in combination with The McQuaig Job Survey results for this position. The McQuaig Word Survey March 17, 2017 B 3

8 Leadership Profile Introduction This report offers key information on the natural style of behavior of AUDREANNA ROBERTS - TX - Tyler in a leadership role, starting with her potential assets in that role and concluding with possible areas for development. For a fuller understanding of her leadership effectiveness, other personal characteristics such as attitudes, self-motivation, emotional maturity, intelligence, as well as skills and abilities must be considered along with this report. In working with this report, be sure to use it in combination with the full Interpretation Report and The McQuaig Job Survey results for the leadership position in question. Summary This profile is typical of individuals who, in a leadership position, assume the role of supportive team leaders and seek cohesion rather than competition among their staff. Much more comfortable guiding than directing her team, she relies on their input when setting goals. Naturally sociable and outgoing, she makes a concerted effort, when planning, to maintain team commitment by addressing her staff s individual needs. She is inclined to take a calm approach to managing tasks and activities but she can be more time sensitive if the situation warrants it. Although concerned with adhering to management strategies/policies, she has the flexibility to suggest the occasional outside-the-box solution. Motivating and Teambuilding She prefers to lead by example and focuses on team spirit, seeking consensus, striving to eliminate conflict. She concentrates on inspiring team cooperation. She shares her knowledge, interested in mentoring and encouraging an atmosphere of personal growth. She takes the view that she and her team will perform better when given the opportunity to plan ahead, but she can recognize and express the need for a speedy solution when necessary. She wants to make sure the job is done right, but she can leave her team some leeway in how they reach their objectives. The McQuaig Word Survey March 17, 2017 C 1

9 Leadership Profile Decision Making and Problem Solving She is risk-averse, taking a safety first approach, seeking approval and buy-in when making decisions. She sees herself as a problem solver who: relies on intuitive thinking and believes that the best decisions put people first does not rush into making decisions, avoiding knee-jerk reactions to situations understands the need for new ideas but feels they should be counterbalanced by a respect for past precedents Leading Change She approaches change cautiously, enlisting management support, minimizing disruptions to the workflow whenever possible. She takes care to ensure that timeframes are reasonable before endorsing change. She is an optimist who will position change as a positive thing, involving her team early on to address their concerns before they become problems. She is open to new methodologies and ideas but will evaluate them within the context of existing systems. Developmental Considerations While the previous sections have provided key information on the potential assets of in a leadership role, below are detailed potential Developmental Considerations which may be associated with this style. Care should be taken during the interview process to determine if some of these potential concerns are significant and/or whether she has adopted strategies to deal with them. As mentioned, for a fuller understanding of her leadership effectiveness, other personal characteristics (attitudes, self-motivation, emotional maturity, intelligence, skills, abilities, etc.) must be considered along with this report. These may have a major impact on her ability to maintain her capacity to overcome these Developmental Considerations. Again, in working with this section of the report, be sure to use it in combination with the full Interpretation Report and The McQuaig Job Survey results for the leadership position in question. In her need to avoid conflict, she may have trouble asserting her authority and providing the proactive direction her team may require, perhaps accepting low performance The McQuaig Word Survey March 17, 2017 C 2

10 Leadership Profile standards to avoid confrontation. She may procrastinate when faced with decisions and will struggle to set targets. Her concern for people and naturally supportive leadership style can make it difficult for her to make unpopular decisions or cause her to delay disciplinary actions. Although she can adapt to change, she may be at a disadvantage in proactively driving change initiatives, especially in a fast-paced environment. She may not demonstrate the strong determination to push things through that is often required in highly entrepreneurial situations. Her tendency to rely on past experience could prevent her from recognizing the need for shortcuts to meet targets. Caution: The above is a description of her normal, day-to-day behavior. However, she may currently be making on-the-job adjustments. Further probing is recommended to ascertain why she could be making these changes and whether they will impact her current and/or future leadership potential. The McQuaig Word Survey March 17, 2017 C 3

11 Selling Style Summary This profile is typical of people who prefer less aggressive sales roles such as providing followup sales support, selling in non-assertive retail environments or dealing with add-on or repeat orders from existing clients but who find new business development difficult. Outgoing, she favors building personal relationships over a just-the-facts approach, taking a consultative, non-aggressive stance. Tending to be relaxed and less impatient for immediate success, she is better suited to less high pressure sales environments but she can respond to a quick sale when the opportunity presents itself. Tending to be more detail oriented than many salespeople, she will prepare thoroughly but she may need coaching to bring the sale to a close, especially in the face of resistance. Prospecting She is more effective with in-bound calls, especially where the caller is seeking further support or information or wishes to place an order. With training, she may have some success prospecting in an uncompetitive environment but this is certainly not her strong suit. She is better suited to an office- or retail-based environment or in a highly structured outside sales position. Sociable, she can build rapport and enjoys regular people contact. This style is most suited to prospecting where relationship building plays a strong part. Systematic and routine oriented, she does not respond well to constant time pressures or short deadlines and would be best in an environment with controlled, steady paced prospecting activities. Although she can show persistence from time to time, when faced with strong opposition, she will have difficulty closing for appointments. Presentation Preferring a consultative role in a presentation, she responds to her prospect s questions, providing the information requested, but she will find it difficult to set or maintain the direction and persuade the customer to her point of view. Open and amiable, her presentation style will be based on empathy and appealing to the customer s emotions as opposed to using a more direct, factual approach, a style not always appreciated by more technically oriented customers. The McQuaig Word Survey March 17, 2017 D 1

12 Selling Style She will present in a laid back, systematic fashion, preferring to keep to the agenda, finding it difficult to respond to customers with short attention spans. She will prepare for her presentations more than most salespeople would, but she is flexible enough to deal with the occasional change in direction. Closing Support oriented, she helps the customer buy rather than asking for the order and will need prompting to bring the sale to a close with less receptive customers. She understands the subtleties of a prospect s emotions and will likely focus more on these than on facts when closing, asking for the order when there is a high chance of acceptance. She has the patience to deal with longer term or repeat order closes, but may lack the sense of urgency required to drive the sale forward quickly. She can ask for the order when she feels the timing is right but she will require coaching to counter objections. Caution: The above is a description of her normal, day-to-day behaviors. However, she may be making on-the-job adjustments. Further probing is recommended to ascertain why she could be making these changes and whether they will impact her current and/or future sales potential. Note: While this report is based on her temperament and offers key information on her potential for success in sales, other personal characteristics such as attitudes, self-motivation, stability, emotional maturity, intelligence, etc., as well as skills and abilities, must be probed thoroughly to understand her capabilities fully. This report should be viewed in combination with the full Interpretation Report and The McQuaig Job Survey results for this position. The McQuaig Word Survey March 17, 2017 D 2

13 Interviewing Questions Management This candidate has described herself as possessing certain behaviors. These questions will help you to assess how she has exhibited these behaviors in the past and whether she has consistently lived up to her full potential. For best possible results, elaborate with open-ended probes which solicit who, what, when, where, why and how responses. In her answers, you should look for concrete, specific, positive examples of how she has exhibited the behaviors in question and, remember, since many candidates will initially respond with generalities, the deeper you probe, the better. Most of your interview should center around how she fits the behavioral requirements determined by the job. If she were to behave in this job the way she has behaved in the past, would this be a good fit? Always be careful to avoid asking any questions relating to age, sex, marital status, cultural background, religion, etc., in your interview. Accepting She has described herself as being accepting. Positive Examples Has she put team goals at the forefront? Has she shown a commitment to company policy? Has she built consensus and avoided conflict with others? Has she worked to minimize risks for herself and her team? Negative Examples Has she been slow to make difficult decisions? Has she avoided performance issues? Has she been unwilling to take risks? Has she had difficulty asserting her authority? Has she had problems setting aggressive targets? Tell me about your team. What s it like to manage them? Some management decisions are very difficult. What was the most difficult decision you had to make lately? The McQuaig Word Survey March 17, 2017 E 1

14 Interviewing Questions Management Sociable She has described herself as being sociable. Positive Examples Has she been able to impart a positive message in times of trouble? Has she handled staff problems tactfully? Has she been involved without losing perspective? Has she built good relationships and inspired team loyalty? Negative Examples Has she had difficulty focusing on the bottomline? Has she relied on gut feelings? Has she had trouble making unpopular decisions or disciplining others? Has she avoided tackling technical problems? Tell me about a recent accomplishment where you couldn t have done it without your people skills. Tell me about a situation recently where you had to make a decision that you felt isolated you from your staff. Relaxed She has described herself as being reasonably patient. Positive Examples Has she remained calm under pressure? Has she dealt patiently with her team? Has she implemented effective routines? Has she minimized pressure and deadlines? Has she fostered a non-stressful environment? Negative Examples Has she been reluctant to alter the status quo? Has she had difficulty instilling a sense of urgency in her team or leading proactively? Has she missed deadlines? Has she been slow to adapt to change initiatives? Sometimes it s more effective to nudge your team gently toward their goals than it is to push them. Tell me about a time when you used such an approach. Tell me about a time when your team felt you d set an unreasonable deadline. The McQuaig Word Survey March 17, 2017 E 2

15 Interviewing Questions Management Independent/Compliant She has described herself as having an average amount of independence and conscientiousness. Positive Examples Has she displayed initiative while adhering to policy? Has she shown determination without being obstinate? Has she allowed her direct reports leeway even as she set parameters? Negative Examples Has she been careless with follow-through? Has she a tendency to micromanage her team s output? Has she been too opinionated? Has she been reluctant to stand up to resistance? Tell me about a situation recently where you had to run a project with little or no direction. Tell me about a time recently when you had to handle a difficult member of your team. The McQuaig Word Survey March 17, 2017 E 3

16 Interviewing Questions Management Note: In her current environment, she is holding back. These additional questions should help you to determine how this is impacting her job performance. Positive Examples Has she made decisions without relying on management support? Has she helped her people cope with stress? Has she risen to the challenge of conflicting demands? Has she turned disappointments into successes? Has she fostered a healthy working environment? Negative Examples Has she buckled under pressure? Does she feel her company, boss, staff expect too much of her? Has she been frustrated by unrealistic demands on her time or unreasonable performance objectives? Does she feel that circumstances are beyond her control? There are things in every job that bother us. If you had the power to alter one thing about your current (last) job, what would it be? When we start a job, we have certain expectations. What was your biggest disappointment in your current job? What positive feedback have you received from your current Manager? How about areas for improvement? Tell me about what you do best in your current job. Now how about what you could do better? Do you feel your company is paying you what you are worth? The McQuaig Word Survey March 17, 2017 E 4

17 Interviewing Questions Management Attention: While the above questions help you, through specific examples from her past history, to understand more fully how she has exhibited her temperament (behavior pattern) as described by her McQuaig Word Survey, other personal characteristics such as attitudes, self-motivation, stability, emotional maturity and intelligence must be probed thoroughly to understand her capabilities fully. The following are some suggested interviewing questions to use to probe all or a selection of these important areas. Attitudes and Beliefs Positive Examples Has she kept her team positive in times of crisis? Has she set high departmental standards? Has she fostered a strong sense of commitment in her team? Has she handled gray areas in an ethical manner? Negative Examples Does she doubt her own abilities? Is she openly critical of her staff/company? Has she been more focused on what went wrong rather than right? Has she cut too many corners? Is she distrustful of others? Tell me about a recent assignment or project at work that demonstrated the standards you ve set for yourself and your team. Tell me about a time when you had to stay positive to keep your team on track. Self Motivation Positive Examples Has she gone beyond what was expected? Has she shown a strong, inner driving force? Has she tackled problems proactively? Has she been able to pick herself and her team up after a major setback? Has she been tenacious? Negative Examples Does she show little interest in, enthusiasm for or intensity about previous work/projects? Has she displayed little initiative in her assignments? Has she relied heavily on management for direction? Has she defined her role narrowly? Tell me about a situation where you had to stay really pumped up to get the job done. The McQuaig Word Survey March 17, 2017 E 5

18 Interviewing Questions Management Tell me about a time when you were really excited by a project or assignment. Stability and Persistence Positive Examples Does her history show consistent interests, and activities over time? Has she stood up to resistance? Has she been able to win people over to her point of view, even when initially considered controversial? Negative Examples Has she backed away from adversity and had difficulty staying the course? Has she taken the path of least resistance? Has she switched gears often, leading to staff confusion? Has she let performance issues slide? Would you tell me about a time when you really had to be tenacious to reach your targets? Can you tell me about a time when you faced a number of setbacks in your job? How did you handle it? Maturity and Judgment Positive Examples Has she made good judgment calls? Has she used common sense to solve problems? Has she accepted responsibility and responded well to constructive criticism? Has she foregone short-term rewards for longer term benefits? Negative Examples Has she acted with little forethought? Has she had difficulty controlling her temper? Has she avoided responsibility? Does she blame others including direct reports? Does she take all the credit? Does she refuse to admit mistakes? Can you tell me about a time when you ve had to make a sacrifice that had little reward in the short-term? Tell me about a time when you received criticism that you felt was unjust. What did you do? The McQuaig Word Survey March 17, 2017 E 6

19 Interviewing Questions Management Aptitudes/Capacity to Learn Positive Examples Has she solved complex problems? Has she been able to take difficult, multifaceted projects and compartmentalize them so that her team can tackle them effectively? Has she fostered an on-going learning milieu for her team? Negative Examples Has she had difficulty learning new skills or concepts? Does she do little professional reading or studying to keep herself up to date? Has she had been unable to keep up with technological changes? When you started your last job, what things came to you naturally and what areas did you really have to apply yourself to understand? Can you give me an example of a time you had difficulty grasping a new concept? The McQuaig Word Survey March 17, 2017 E 7

20 Assessment of Job Fit: Manager Graphical Summary This report compares The McQuaig Job Survey results for the position of Manager (as described by Updated Score on February 28, 2014) to The McQuaig Word Survey results for. Manager Key to Behavioral Scales DOminant ACcepting: SOciable ANalytical: RElaxed DRiving: COmpliant INdependent: Competitive, Goal Oriented Deliberate, Cautious Empathetic, Extroverted Logical, Task Oriented Patient, Reliable Restless, Pressure Oriented Conscientious, Detail Oriented Strong Minded, Persistent Summary of Job Fit: DOES NOT MATCH The profile and factor scores of do not produce a behavioral match to The Job Survey. However, other factors such as attitudes, emotional maturity, intelligence, skills and abilities must be probed thoroughly to understand her capabilities fully. The McQuaig Word Survey March 17, 2017 F 1

21 Assessment of Job Fit: Manager Analysis of Job Fit Below we compare her real profile to the behavioral job demands. Overview Sociable Analytical: Potential match is just outside of the desired range on this scale. Compliant Independent: Potential match is just outside of the desired range on this scale. Dominant Accepting: Does not match is well outside of the desired range on this scale. Relaxed Driving: Does not match is well outside of the desired range on this scale. Job: Manager Success in this position requires someone who is... Extraordinarily competitive, ambitious, goal oriented, even aggressive, needing constant challenges and opportunities Restless and energetic, impatient with the status quo Basically independent, preferring to avoid working under supervision Able to maintain a balance between being sociable and analytical Candidate: is... Cautious and deliberate, preferring to avoid risk and difficult decisions Somewhat relaxed, able to adapt to pressure but only if necessary Able to maintain a balance between being independent and compliant Friendly and sociable, more interested in people than in ideas and methods The McQuaig Word Survey March 17, 2017 F 2

22 Assessment of Job Fit: Manager This job calls for someone who is a generalist by nature while is essentially a specialist. In her current role, she is making some significant adjustments that may impact her day-to-day behaviors. These should be taken into account when making an overall assessment of the match. Gap Analysis has scored just outside the desired range on the Sociable Analytical Scale. The Job Survey calls for someone who is more analytical than she is. To determine how this will impact job performance ask the questions below. Explore her past looking for examples where she needed to behave more analytically and how it affected her performance. Positive and negative examples of the trait have been provided below. Probe to ensure that you get specific, detailed responses. Sociable/Analytical This job calls for a leader with an average amount of these two traits. Positive Examples has gotten along with staff without becoming too friendly has taken a task-focused approach yet managed to remain fairly sensitive to team needs has been able to make fair but unpopular decisions if unavoidable. VS. Too Sociable has lost track of time and budget, reacted too emotionally or been too focused on being liked. Or Too Analytical has overlooked the people side of issues has had difficulty building a strong team. Tell me about a situation where you had to balance the needs of your team and the needs of the company. Describe how you coached a member of your team to deal with people more effectively. The McQuaig Word Survey March 17, 2017 F 3

23 Assessment of Job Fit: Manager Gap Analysis has scored just outside the desired range on the Compliant Independent Scale. The Job Survey calls for someone who is more independent than she is. To determine how this will impact job performance ask the questions below. Explore her past looking for examples where she needed to behave more independently and how it affected her performance. Positive and negative examples of the trait have been provided below. Probe to ensure that you get specific, detailed responses. Independent This job calls for a leader who can show some independence. Positive Examples has faced up to resistance has made difficult decisions has shown determination while remaining open to others ideas has kept team focused has been innovative and encouraged outsidethe-box thinking in his/her team. VS. Too Independent has been stubborn has been too opinionated to foster open communication. Or Not Independent Enough has not been strong in defending the team has given in has rarely challenged procedures. Tell me about a recent project where you had to take the ball and run with it. Tell me about a member of your team who wanted too much autonomy. How did you handle the situation? The McQuaig Word Survey March 17, 2017 F 4

24 Assessment of Job Fit: Manager Gap Analysis has scored well outside the desired range on the Dominant Accepting Scale. The Job Survey calls for someone who is much more competitive than she is. To determine how this will impact job performance ask the questions below. Explore her past looking for examples where she needed to behave much more competitively and how it affected her performance. Positive and negative examples of the trait have been provided below. Probe to ensure that you get specific, detailed responses. Dominant This job calls for a leader with a very high level of dominance and competitiveness. Positive Examples has set challenging goals for self and team has encouraged healthy competition among staff has taken calculated risks has confronted performance issues quickly has assumed responsibility has fostered team participation. VS. Too Dominant has been too aggressive with team has forged ahead irresponsibly. Or Not Dominant Enough has avoided competitive situations has ignored performance issues has been risk-averse. Tell me about a risky decision you made within the last year. Give me an example of a time when you found it difficult to get staff members to share your vision and goals. Tell me about a time that you had to take charge of an unwieldy group. Were you ever disappointed with the performance of one of your staff members? How did you handle it? The McQuaig Word Survey March 17, 2017 F 5

25 Assessment of Job Fit: Manager Gap Analysis has scored well outside the desired range on the Relaxed Driving Scale. The Job Survey calls for someone who is much more driving than she is. To determine how this will impact job performance ask the questions below. Explore her past looking for examples where she needed to behave with much more drive and how it affected her performance. Positive and negative examples of the trait have been provided below. Probe to ensure that you get specific, detailed responses. Driving This job calls for a leader who is driving. Positive Examples has been excited about new opportunities and transferred that excitement to staff has acted quickly has sought change has responded well to pressure has set a fast pace has set tight, but reasonable deadlines. VS. Too Driving has over-pressured staff has tried to manage too many projects at once. Or Not Driving Enough has not been a change agent has not been able to motivate staff has not prioritized. Give me an example of a particularly successful change you recently implemented. Give me an example of how you instill a sense of urgency in your staff. The McQuaig Word Survey March 17, 2017 F 6

26 Management Overview Summary: A good service, contact, public relations person, she would be best in a support role, working cooperatively with people. Be sure to note the on the job comment below. Potential Assets: Cautious and accepting, she does not take chances and will avoid risks. She likes people, sees their points of view and usually makes a good impression on others. Somewhat steady in approach, she generally likes routine work. She has an average amount of independence and compliance. Developmental Considerations: She will not want responsibility for others or for decisions and will avoid confrontations with people. She is more oriented towards working with people than with ideas and methods. She is somewhat uncomfortable with pressure and deadlines although she can accept them. Depending upon the job function, more independence may be an asset. On the Job: She is holding back right now. This is likely to impact her current performance. Motivating strategies: Let her specialize, recognize what she is good at and let her concentrate in that area. Be specific and don t expect her to want to take the lead. Let her interact with others and show her you value her opinions about others. Keep her from being too isolated. Give her time. Let her proceed at her own pace but don t hesitate to push her a bit. Make sure she knows the rules without trying to control her every move. Note: Different strategies may apply right now due to her situational behavior. Coaching Guidelines: Give her training that allows her to add to her specific expertise. Keep it entertaining, let your interest show and put a positive spin on things. Strike a balance between a fast-paced environment and one that is out of control. Provide details without going into overload. Note: Her situational behavior may impact her receptivity to training at this time. The McQuaig Word Survey March 17, 2017 G 1

27 Motivating Factors The following descriptions relate to characteristics at their most extreme and may require some modification. If the marker falls in the balanced area, then expect this individual to display a flexible balance between the characteristics described in the right and left paragraphs. But, the further the marker is to the right or left, the more the description in the paragraph directly below the marker will apply. Ego People who are strong in this area are team players who want their team to work together in harmony and will support their team s efforts on projects that provide little personal gain. They seek out positions that provide them with security, good leadership and sound fiscal management. Disliking risky situations, they proceed carefully and prudently, deliberating cautiously before making decisions. Their motto could be, Let s be careful out there. People who are strong in this area are focused on winning. They are drawn to positions where they have the authority to act and get to call the shots without interference. They want to be in control and dislike taking a back seat to anyone for very long. They expect to be recognized and accept rewards for their work as their right. Spurred on by a strong desire for personal gain and success, their motto could be, What s in it for me? Status People who are strong in this area take pride in their ability to think rationally, seeking out situations where the ability to analyze objectively and stick to the point are respected attributes. They keep their office and home life separate, disapprove of office politics, are relatively indifferent to the trappings of success and are uncomfortable with people who expect to be instant friends. Their motto could be, Let s be logical. People who are strong in this area are open and friendly. They want to be popular and bask in the affection that comes from being likeable. They need to belong and be where there is genuine warmth and emotional commitment. They enjoy the outward signs of success (nice office, plaques on the walls), do not want to be left out and find it hard to identify with people who prefer to keep to themselves. Their motto could be, Let s talk. The McQuaig Word Survey March 17, 2017 H 1

28 Motivating Factors Timelines People who are strong in this area thrive on putting out fires emergencies are exciting, change is good. They rush through life at utmost speed, enjoying any opportunity to shake up the status quo and stir things up. They are excited by plenty of activity, lots of priority juggling. They get bored quickly, lose interest once something becomes routine and believe everyone should share their sense of urgency. Their motto could be, Let s do it now. People who are strong in this area are easy-going and unflappable. They believe in taking the time to smell the roses. They flourish in stable, family-like surroundings, working with colleagues who share their methodical approach to time management. They appreciate established routines that are not constantly or needlessly changed and become uncomfortable when they feel pressured to meet unreasonable deadlines. Their motto could be, Haste makes waste. Structure People who are strong in this area believe in their opinions and are not afraid to express them or stick to their guns when opposed. They want the freedom to act independently and the authority to make their own decisions in an environment that listens to and, most often, adopts their point of view. They dislike being told what to do, resist authority and think rules are made to be, if not broken, at least bent. Their motto might be, I know what to do. People who are strong in this area are systems oriented. They look for proper controls, work within established guidelines, attentive to the fine points. They seek out concrete solutions, wrestling with gray areas until clearly defined. Good planners, they can be relied on to implement detailed procedures. They dislike imprecise instructions, unfocused leadership or lack of structure. Their motto might be, If it s worth doing, it s worth doing right. Note: The above are highlights only for a better understanding, see the full Interpretation Report or contact your McQuaig interpreter, especially in view of her current situational behavior. The McQuaig Word Survey March 17, 2017 H 2

29 Strategies for Coaching and Developing Note: These Do s and Don ts are based on an assessment of her temperament only. Other factors such as level of intelligence, emotional maturity, attitudes and others may influence the relevance of some of these points. Do reach agreement with her on her specific goals include her as an integral part of your team foster a respectful environment that reduces the likelihood of conflict provide the support she requires to handle more demanding situations actively solicit her perspective in meetings and rely on her specialized focus provide opportunities for her to interact with others make the most of her ability to communicate and build relationships solicit her input to gauge morale and resolve conflict provide her with back-up on highly technical issues show a personal interest in her confirm timelines when assigning a task minimize last minute changes and provide flexible timeframes encourage her to set up her own processes and project plans make sure she knows the policies and guidelines foster an environment where she can show initiative occasionally ensure that she has access to pertinent information Don t give her vague instructions she prefers clear direction put her in situations where she has responsibility for difficult people she may yield too much authority in an effort to get agreement keep her out of the loop she needs to feel she is one of the team be insincere she values relationships built on trust put pressure on her unnecessarily she works best in a predictable environment leave everything to the last minute respect her need to schedule tasks in advance leave her totally on her own while she can work independently from time to time, she is more comfortable with backup support The McQuaig Word Survey March 17, 2017 I 1

30 Strategies for Coaching and Developing push her to make unprecedented decisions she prefers to follow existing systems and procedures Caution: Something on the job right now appears to be causing her to hold back her natural behaviors. Is it possible that she is being managed in a way that would encourage her to behave less assertively? The McQuaig Word Survey March 17, 2017 I 2

31 Developmental Learning Style Note: This report on her behavioral Learning Style is based on an assessment of her temperament exclusively. It may be advisable to add or delete some statements depending upon her level of intelligence, knowledge, emotional maturity, attitudes and other factors in her present record and past circumstances. This individual takes her careful and unassuming approach into any training situation. She will benefit most from programs that allow her to add to her expertise. Not for her are overviews that cover a topic too broadly, without taking time for specifics. She will ask questions, probe, seek direction to satisfy herself that she understands and has the answers she requires. She recognizes the value in being an individual contributor and does not feel a need to compete for a team leader role. Genuinely outgoing, she will profit from interesting, entertaining and enjoyable training situations in which she has plenty of opportunity to interact with others. She wants to discuss what she is learning as she is learning it, participate in role playing simulations and use her people skills to help facilitate breakout sessions. Training that takes an upbeat approach and stresses the positive will appeal to her optimistic nature. Training programs that move things along at a sensible, but not overly hectic pace are perfect for her. She likes to see a good variety of topics covered with enough time to set up the routines to handle them each in turn. She looks for and appreciates reasonable timeframes. She adapts well to training that provides sufficient detail while leaving some room for innovation. She understands process without having to spend a lot of time on it. She is fairly comfortable voicing her opinions about issues, although she may keep her own counsel if faced with strong opposition. Note: Her attempted behavior may impact her receptivity to training at this time. The McQuaig Word Survey March 17, 2017 J 1

32 Team Approach Synopsis: Overall, she would be most effective in a support role, working cooperatively with people. Attributes Cautious and uncontentious, she sees herself assuming a resource role in a team, adding her expertise to the group s endeavors. Generally friendly and approachable, she enjoys interacting with fellow team members and is inclined to assume a helpful stance. Granting that she enjoys the odd spur-of-the-moment team project, she also appreciates a core of regular activities. She prefers to know the parameters for the team s activities, but she can, at times, accommodate herself to a fresh new approach. Developmental Areas She is inclined to go with the flow and to avoid confrontations, sometimes to the extent of taking a back seat on important issues. Sociable and usually quite gregarious, she may allow herself (and others) to get diverted from the task at hand. She likes group work to keep moving, but not at such a fast pace that she feels overly rushed. She will likely refer to past precedents to reach decisions but she can look for alternatives when necessary. Managing Guidelines She is a team player who needs to know she is contributing to its well-being and not being left out. However, don t expect her to want to take the lead nor react well to pressure. Capitalize on her team spirit as much as possible. Attention: On the job, she appears to be holding back. This is very likely to alter her usual interaction in a team situation. The McQuaig Word Survey March 17, 2017 K 1

33 Team Approach Note: A study of this individual s behavior style is not sufficient to ensure team fit. Other characteristics such as attitude, motivation, maturity, experience and past history need to be assessed in order to make an informed decision. To get the fullest understanding of this individual s behavior in a team situation, review this report with a trained and experienced McQuaig Interpreter. The McQuaig Word Survey March 17, 2017 K 2