Alicia Kear Birkman

Individual Report
This Report Was Prepared For
ALICIA KEAR
Date Printed
19 October 2015
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Areas of Interest
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Areas of Interest
The numbers listed below indicate percentile rank in broad occupational areas
and give a good indication of the individual's occupational interest.
Social Service
94
Literary
78
Outdoor
70
Artistic
68
Musical
64
Mechanical
45
Persuasive
44
Scientific
37
Clerical
27
Numerical
17
Persuasive - Persuasive interactions with others. Motivating

others to accept ideas, actions or opinions through means of
persuasion, reasoning or argument.
Numerical - Combining numbers analytically and factually to

arrive at practical, quantitative conclusions. Utilizing numbers in
business bookkeeping, accounting and tax procedures.
Social Service - Organized assistance and services to support

and advance social conditions of the individual and community
through social programs, agencies and organized religious
involvement.
Clerical - Being involved in administrative positions including

recording, data processing, numeric detail and personnel functions
that require predictable results and specific controls.
Scientific - Involvement in professions or avocations that assist

others through research. Occupations in health services,
technology and medical paraprofessionals, nutritional or
pharmaceutical services involving scientific interests.
Mechanical - Hands-on work with a broad range of technical
responsibilities from power-driven machine operations to high
tech electronics. Interests may include design, maintenance,
operation or repair of motors and machinery, power-driven or
automated.
Outdoor - Hands-on work in an outdoor or natural
environment. These activities can include physical or mental
exertion outside of office confines. Some individuals score high
because of environmental concerns.
Artistic - Creating imaginative works of aesthetic value,

expressing ideas artistically. Working or performing in the visual
arts.
Literary - Creative interest in writing and in sophisticated
language skills. Indicates appreciation for abstract ideas conveyed
in various mediums and materials.
Musical - Involvement with music in its many forms. Interests
may include melodies, compositions, attending concerts,
supporting the musical arts, or simply appreciating music.
Professional musicians would be expected to have a high degree of
this interest.
Copyright 2013, Birkman International, Inc. Houston, Texas. All rights reserved.
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Summary One
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Components
99
Usual
50
Needs
1
1
9
Esteem
Relating to Individuals
44
92 Acceptance
Relating to People in Group
27
76 Structure
Systems and Procedures
51 Authority
Directing and Controlling
37
44 Advantage
Incentives and Competition
71
93 Activity
Preferred Pace for Action
54
27 Challenge
Self Imposed Demands
27
37 Empathy
Involvement of Feeling
92
68 Change
Dealing with Change
68
43 Freedom
Personal Independence
86
48 Thought
Action or Reflection
74
Areas of Interest
Social Service
94
Literary
78
Outdoor
70
Artistic
68
Musical
64
Mechanical
45
Persuasive
44
Scientific
37
Clerical
27
Stress
50
99
Life Style Grid with Descriptors
Direct Communication
PeopleOriented
TaskOriented
TM
Indirect Communication
Numerical
17
Interests
Usual Behavior
Needs/Stress Behavior
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Needs Graph
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For each area, there are three bars, showing your usual style, your motivational needs, and the stress behavior which
may result if the need is consistently unmet. Your scores appear in the circles on each bar.
For any bar, the closer your score is to 99, the more the description on the right is likely to apply; the closer your score
is to 1, the more the description on the left is likely to apply.
1. Relating to People Individually: how you deal with people one-on-one

Usually:
Will need:
To Avoid:
9
1
direct and straightforward
1
others to be frank and forthright
44
1
being too blunt
44
< a balance >
99
insightful and intuitive
< a balance >
99
respect of key individuals
< a balance >
99
feeling unappreciated on occasions
Esteem
2. Relating to People in Groups: how you deal with people in general

Usually:
Will need:
To Avoid:
1
able to work well alone
< a balance >
92
99
friendly and easy to know
27
1
plenty of time alone or in small groups
< a balance >
99
to feel part of the group
< a balance >
99
over-valuing group opinion
1
impatient with group interaction
27
Acceptance
3. Systems and Procedures: your planning and organizing style

Usually:
Will need:
To Avoid:
76
1
flexible and open to new approaches
< a balance >
99
organized and sequential
7
1
only an outline plan to follow
< a balance >
99
a definite plan in place
7
1
weakness in follow-through
< a balance >
99
over-insistence on following procedures
Structure
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Needs Graph
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4. Direction and Control: how you deal with authority

Usually:
Will need:
To Avoid:
1
low-key in the exercise of authority
1
a non-directive, democratic environment
51
< a balance >
99
directive and commanding
< a balance >
99
to know who is in charge
37
75
1
failing to address issues of control
< a balance >
99
becoming domineering, controlling
Authority
5. Teamwork and Individual Competitiveness: your approach to incentive

Usually:
Will need:
To Avoid:
44
1
oriented towards general benefit
< a balance >
99
oriented toward individual advantage
1
an environment based on trust
< a balance >
71
99
a means of measuring personal performance
1
becoming too idealistic
< a balance >
71
99
focusing too much on personal payoff
Advantage
6. Preferred Pace for Action: how you direct your energies

Usually:
93
99
takes direct action to get things done
1
likes to reflect before acting
< a balance >
Will need:
1
personal control over scheduling
54
< a balance >
99
a busy schedule
To Avoid:
1
putting things off
54
< a balance >
99
failing to delegate when necessary
Activity
7. Demands of Work: your success/challenge orientation

Usually:
Will need:
To Avoid:
1
self-confident, focused on success
27
1
a success-oriented environment
27
1
denying responsibility for errors
27
< a balance >
99
has high expectations of self, others
< a balance >
99
personal challenges
< a balance >
99
expecting too much of self and others
Challenge
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Needs Graph
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8. Involvement of Feeling: your subjectivity and objectivity

Usually:
Will need:
To Avoid:
1
objective and detached
37
< a balance >
99
sympathetic and warm
1
an unemotional environment
< a balance >
92
99
an outlet for subjective issues
1
discounting people's feelings
< a balance >
92
99
worrying unnecessarily
Empathy
9. Dealing with Change: how you handle variety

Usually:
Will need:
To Avoid:
1
concentrates attentions well
< a balance >
1
adequate notice of any change
< a balance >
1
failing to accept necessary change
< a balance >
68
99
likes a variety of simultaneous tasks
68
99
plenty of different calls on attention
68
99
getting distracted too easily
Change
10. Personal Independence: how characteristic you are in outlook

Usually:
Will need:
To Avoid:
1
understands how most people think
43
< a balance >
99
individualistic in outlook
1
a predictable environment
< a balance >
86
99
opportunities for individuality
1
discomfort with unusual ideas
< a balance >
86
99
being different for its own sake
Freedom
11. Action or Reflection: how you handle issues in decision-making

Usually:
Will need:
To Avoid:
1
sees issues in terms of black and white
48
< a balance >
1
issues reduced to their simplest form
< a balance >
1
being impulsive
< a balance >
99
handles ambiguous situations well
74
99
plenty of time for complex decisions
74
99
indecision when pressured
Thought
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Strengths and Needs

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STRENGTHS AND NEEDS PAGES

The enclosed "Strengths and Needs" pages consist of twelve pages of individualized description
and interpretation of the basic needs. The actual scores for the components are not reported on
these pages.
For those of you who are steeped in numbers, let us assure you that there are several advantages
to this approach. First, it eliminates the concern for the relative "goodness" or "poorness" of a given
score. Secondly, while each page can stand totally by itself in terms of its message, the complete
information is now easy to understand and comprehend, making it entirely possible to give each
person constructive, usable feedback.
The format of the pages is this: there is a beginning paragraph outlining these strengths (Usual
Behavior) associated with the particular style. These statements are very positive, and indicate
your natural, effective behavior. Then, there is a paragraph describing your Basic Needs. These
statements are non-judgmental but help you understand that being maximally productive is
dependent on having certain basic needs met. Finally, there is a paragraph outlining POTENTIAL
behavior in the event that the need is not met. There is nothing absolute about this Stress Behavior
description, but it can easily be used in developing an "early warning system" in identifying and
coping with stress.
Organizationally, these pages can help you accomplish many things. As feedback, they are helpful.
They provide a foundation to teambuilding sessions and other relational programs. For supervisors
and managers, the information is invaluable when dealing with individual problems and conflict
resolution. They could easily be integrated into any stress management program, or actually
provide the basis for such a program. Coupled with the predictive material, they could become a
narrative profile of the individual.
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Strengths and Needs

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PERSONAL STRENGTHS AND NEEDS

Your Report
This Personal Strengths & Needs report describes your behaviors and motivations. No attempt has been made
to measure your talents or abilities.
The pages that follow describe information from your Usual, Needs and Stress scores.
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Strengths and Needs

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ESTEEM: ONE-ON-ONE RELATIONSHIPS

Your ability to be objective and free of self-conscious feelings is a strength naturally resulting from
your preference for frank and direct relationships. You find it easy to come to the point without
beating around the bush.
Strengths:
straightforward
unevasive
matter-of-fact
NEED: While you appreciate a certain amount of openness and frankness from others, you also
need to feel a personal respect from time to time, especially from the significant people in your life.
CAUSES OF STRESS: Both too much sentiment and lack of personal concern are likely to cause
you discomfort. Any criticism of you needs to be balanced with genuine praise.
Possible stress reactions:
undue sensitivity
over-directness
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Strengths and Needs

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ACCEPTANCE: SOCIAL RELATIONSHIPS

Your generally pleasant and outgoing manner makes you at ease and comfortable in group activities.
Your warm and accepting attitude helps you meet people easily, an asset which is put to good use
in social situations.
Strengths:
sociable
at ease in groups
communicative
NEED: The comfort you display in social settings conceals your underlying need to spend a
considerable amount of time by yourself or in the company of one or two other significant
individuals.
CAUSES OF STRESS: Continuous pressure to be involved in social or group situations can upset
your sense of well-being. Without sufficient time to yourself you are likely to become withdrawn,
possibly to an extent that will surprise yourself and others.
withdrawal
tendency to ignore groups
becoming impatient
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Strengths and Needs

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STRUCTURE: ORGANIZING
Placing a high value on system and order, you display definite strength in your preference to work
from a plan. You can attend to detail, anticipate difficulties and include contingencies in your
planning.
Strengths:
systematic
procedural
concerned with detail
NEED: It is important to note that your strengths are maximized to the extent that your plan is of
your own making. Even though you will put systems and procedures in place, you need occasional
opportunities to bend your own rules.
CAUSES OF STRESS: Since you try to put first things first, you logically emphasize systems and
control. External interference in your plan can frustrate and distract you. You may over-react to
pressures that threaten your personal freedom.
over-generalizing
neglect of order and system
weakened follow-through
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Strengths and Needs

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AUTHORITY: AUTHORITY RELATIONSHIPS

Positions of authority and control have an appeal for you. Without being domineering or overly
aggressive, you have an ability to handle such authority through a combination of assertiveness
and pleasant persuasion.
Strengths:
authoritative, yet pleasant
open to discussion
self-directive
NEED: From others, you need suggestion and low-key persuasion rather than direct orders.
Generally pleasant and agreeable relationships are preferred, with occasional opportunities for you
to influence the thinking and actions of others.
CAUSES OF STRESS: When friendly disagreement turns to argument or open confrontation, you
may be surprised to find yourself becoming bossy, even domineering, at least in the eyes of others.
becoming demanding
airing opinions too freely
speaking without listening
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Strengths and Needs

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ADVANTAGE: IDEALISM AND REALISM

You are to some extent competitive, and can be determined and forceful. These characteristics are
definite strengths as you use them in trustful, cooperative and well-meaning ways.
Strengths:
resourceful but cooperative
trusting, yet careful
balances idealism and realism
NEED: However, it is clear that you are of the opinion that other people are very competitive and
concerned with personal advancement. This implies a need on your part to have your achievements
recognized, and to sense a competitive advantage over others.
CAUSES OF STRESS: Being kept informed is vital to maintaining your need for advantage. You
can easily become distrustful and opportunistic when you feel that advantage slipping, and you
have little patience with the impracticality of extreme idealism.
over-emphasizing quick success
becoming opportunistic
self-promotional attitudes
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Strengths and Needs

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ACTIVITY: REFLECTION AND ACTION

Your high energy level affords you the considerable assets of vigorous and persuasive reasoning
and a generally forceful and enthusiastic approach to everything you do. You find it easy to be
physically active on a regular basis.
Strengths:
enthusiastic
energetic
forceful
NEED: However, you prefer to be in control regarding the spending of your energies. It is best
when your environment neither places the demands of a heavy schedule upon you, nor emphasizes
thought and reflection to the exclusion of personal action.
CAUSES OF STRESS: External demands on your energies, either physical or mental, are likely to
be frustrating to you. When you are denied the opportunity to balance planning with action, your
naturally high energy level may result in unexpected fatigue.
edginess
feeling fatigued
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Strengths and Needs

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CHALLENGE: YOUR VIEW OF YOURSELF

Preferring to capitalize on your personal strengths, you have confidence in your ability to achieve.
Generally at ease with people, you tend to come across to others as charming and pleasant, a natural
result of your positive self-image.
Strengths:
pleasant and at ease
makes a good impression
confident
NEED: In order to support your positive self-image, it is important that your schedule be comprised
primarily of activities that you know you can do well, as this reinforces your confidence.
CAUSES OF STRESS: Being placed in difficult or demanding situations can begin to stir reminders
of possible personal shortcomings, which in turn upsets your positive self-image. You can benefit
from helpful assistance when evaluating your performance or mistakes.
over-emphasis on making good impression
avoiding self-critical evaluation
unjustified enthusiasm
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Strengths and Needs

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EMPATHY: DEALING WITH EMOTIONS

You prefer not to get too involved in the emotional problems of other people, recognizing the
importance of keeping the facts in sight. But at the same time, you have a genuine understanding
and even sympathy for others' feelings.
Strengths:
objective, yet warm
sympathetic, yet practical
NEED: By contrast, you function best in surroundings which encourage you and others to express
and work out your emotional responses. You need to feel that your problems are important to
others, that others are aware of your personal feelings.
CAUSES OF STRESS: When you sense that your feelings are being overlooked or ignored by others,
you are inclined to overemphasize the importance of your feelings and become dispirited, perhaps
even getting depressed.
becoming overly sensitive
loss of objectivity
strong discouragement
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Strengths and Needs

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CHANGE: DEALING WITH CHANGE

A sense of novelty and adventure distinguishes the strength you display in your readiness to start
new things. You have an above-average resilience to change, an asset which stems from your
adaptability to fresh and stimulating activities.
Strengths:
easy to stimulate
responsive and attentive
adaptive
NEED: In the same way, you respond best to situations and surroundings which offer frequent
changes of activity. You get positive reinforcement from an environment that allows you to move
around.
CAUSES OF STRESS: Excessive emphasis on routine can easily put you under pressure. Without
the stimulation of novelty and change you are likely to become restless and annoyed.
annoyance at delays
problems with self-discipline
inability to concentrate
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Strengths and Needs

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FREEDOM: INDEPENDENCE
While you are not generally bound by convention, you are able to resist the temptation to be
individualistic for its own sake. Your preferred pattern is to strike a balance between the unorthodox
and the conventional.
Strengths:
balances conformity and independence
individualistic, yet restrained
consistent, but distinctive
NEED: However, maximum support for your strengths can be found in surroundings that
encourage an independence of attitude and outlook. You need to sense an emphasis on selfexpression and individuality.
CAUSES OF STRESS: When you feel that others are not open to your sense of personal freedom,
you are likely to wind up in a struggle to win that recognition, becoming overly-individualistic,
nonconforming and perhaps somewhat rebellious.
non-conventional behavior
individualism for its own sake
unpredictability of action
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Strengths and Needs

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THOUGHT: MAKING DECISIONS

With primary emphasis on a thoughtful and reflective approach to decision-making, you like to
consider distant as well as immediate consequences of your decisions. However, decisions
concerning usual and routine matters can be made rather quickly.
Strengths:
thoughtfully decisive
thinks before acting
direct, but reflective
NEED: Preferably, your responsibilities and activities should not require quick and decisive action.
Under pressure, you need to feel that you have exhausted all possibilities and consequences.
CAUSES OF STRESS: Pressure mounts when you are hurried in your actions and when you are
rushed in making judgments. Your need for careful thought makes you dread the unforeseen, and
can result in needlessly postponing or evading a decision.
becoming indecisive
fear of the unknown
unnecessary caution
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Life Style Grid

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TM
This is your Life Style Grid Report. It tells you the kinds of activities you're interested in, your usual
style, your needs, and what is likely to happen to you under stress. In addition, it shows how you
compare with other people in these areas. Use this information to help you reach your personal and
work goals, increase your productivity and build greater team effectiveness.
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Life Style Grid

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Page 1 : Interests
The Asterisk is used to describe the activities people prefer. Activities towards the top of the Grid emphasize direct
involvement (with a task or with people). Activities towards the left of the Grid emphasize the task rather than the
people who do the task.
Activities typical of this quadrant

are:
taking action
seeing a finished product
solving practical problems
working through people
directing

are:
scheduling
doing detailed work
keeping close contact
working with numbers
working with systems

are:
selling and promoting

persuading
motivating people
counseling or teaching
working with people

are:
strategic planning
dealing with abstraction
thinking of new approaches
innovating
working with ideas
TM
Activities towards the bottom of the Grid emphasize indirect involvement (with a task or with people).
Activities towards the right of the Grid emphasize people rather than the tasks that people do.
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Life Style Grid

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Page 2 : Your Interests

The kinds of activities you prefer are described by the Asterisk. Your Asterisk is in the BLUE quadrant, but it is fairly
close to the green quadrant. You like creative activities, but you like to combine these with tasks involving directing,
motivating, persuading, counseling or teaching people.
People whose Asterisk lies in this

quadrant like practical, hands-on
activities more than you do.

quadrant like persuading or
influencing people more than you
do.

quadrant like monitoring or
controlling more than you do.
TM
Your BLUE Asterisk shows that you like to:

focus on planning
innovate or create
combine these activities with selling or promoting
look at things theoretically, while also focusing on directing
and motivating people
influence people indirectly
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Life Style Grid

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Page 3 : Usual Styles

The Diamond is used to describe people's Usual Styles. Diamonds towards the top of the Grid describe more outgoing,
forceful styles. Diamonds towards the left of the Grid describe more objective and detached styles.
Usual Styles in this quadrant:
friendly
decisive and energetic
frank
logical
orderly
focused
cautious
insistent
competitive
assertive
flexible
enthusiastic about new things
insightful
selectively sociable
thoughtful
reflective
optimistic
TM
Diamonds towards the bottom of the Grid describe lower-key styles. Diamonds towards the right of the
Grid describe more subjective styles.
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Life Style Grid

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Page 4 : Your Usual Style

The productive way you set about your tasks is described by the Diamond. Your Diamond is in the RED quadrant,
but it also lies fairly close to the Green quadrant. When you are working effectively, you are generally direct and
commanding.
People whose Diamond lies in this

quadrant tend to be more assertive
and competitive than you are.

quadrant tend to be more organized
and concentrative than you are.

quadrant tend to be more
thoughtful and insightful than you
are.
TM
Your RED Diamond shows that you are generally:

energetic and friendly
decisive and logical
You also tend to be:
practical
assertive
competitive
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Life Style Grid

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Page 5 : Needs
The Circle describes the kind of support or motivation you need to show your Usual Style. People with the Circle
towards the top of the Grid respond best to those who are forceful and outgoing. People with the Circle towards the
left of the Grid need others to be detached and objective.
People with the Circle in this

quadrant need others to:
encourage group interaction

offer clear-cut situations
give plenty to do
be direct and logical

encourage an organized
approach
permit concentration on tasks
offer an environment of trust
be consistent

encourage competition
be assertive
allow flexibility
introduce novelty and variety

offer individual support
encourage expression of
feelings
allow time for reflection
give time for difficult decisions
TM
People with the Circle towards the bottom of the Grid need others to be low-key in approach. People
with the Circle towards the right of the Grid respond well to an environment which encourages a subjective
approach.
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Life Style Grid

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Page 6 : Your Needs

The support you need to develop your Usual Style is described by the Circle. Your Circle is in the BLUE quadrant. To
be most effective, you respond best to people who are reflective and creative.
People whose Circle lies in this

quadrant need more clear-cut
situations and a busier schedule
than you do.

quadrant need more individual
incentive and variety than you do.

quadrant need a more orderly
environment than you do.
TM
Your BLUE Circle shows that you are most comfortable when people around you:
show they appreciate you
are interested in feelings as well as logic
give you time for complex decisions
give you time alone or with one or two others
don't over-schedule you
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Life Style Grid

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Page 7 : Stress Behavior

The Square describes your Stress Behavior -- your behavior when your needs are not met. People with the Square
towards the top of the Grid may become too forceful and outspoken under stress. People with the Square towards the
left of the Grid may become detached and analytical under stress.
Under stress, people with the

Square in this quadrant:
find it hard to give individual
support
become impatient
are "busy" for the sake of it
dismiss others' feelings

become over-insistent on rules

resist necessary change
are reluctant to confront others
may be taken in

are easily distracted

distrust others
become domineering
fail to follow the plan

ignore social convention

become indecisive
find it hard to act
see the worst possibilities
TM
People with the Square towards the bottom of the Grid may become withdrawn under stress. People with
the Square towards the right of the Grid may become subjective under stress.
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Life Style Grid

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Page 8 : Your Stress Behavior

Your Stress Behavior is described by the Square. Your Square is in the BLUE quadrant. When people don't deal with
you the way your needs suggest, you are likely to become self-critical and hesitant.
Under stress, people whose Square

lies in this quadrant become more
impatient and insensitive than you
do.

domineering and distracted than
you do.

resistive to change and inflexible
than you do.
TM
Your BLUE Square shows that your stress behavior may include your being:
withdrawing
fatigued
indecisive
pessimistic
overly sensitive to criticism
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Life Style Grid

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Page 9 : Your Life Style Grid

This page provides a summary of the information offered in the Life Style Grid Report. The characteristics of your
Asterisk, Diamond, Circle and Square are described below.
TM
(Blue):
(Red):
(Blue):
You enjoy creative activities, but you like to combine these with tasks involving directing,
motivating, persuading, helping or teaching people.
When you are working effectively, you tend to be direct and commanding.
To be most effective, you generally respond best to people who are reflective and creative.
Under stress, you may become over-sensitive and hesitant.
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Career Management
ALICIA KEAR
Date Printed
19 October 2015
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Career Management
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CAREER MANAGEMENT REPORT

The Career Management Report helps to better match your career choices with your personality,
the kind of things that motivate you, and your interests.
The Career Management Report is organized into three sections, as follows:
Organizational Focus, which will help you determine the work environment that suits you
best.
Job Families/Job Titles that offer you the greatest potential for success.
Career Summary, a list of strengths that you bring to the work that you do.
Organizational Focus
The Organizational Focus tells you the general work environment in which you're going to feel
most motivated and most comfortable. We generate this information by determining how similar
you are to other people who work in these work environments.
Job Families/Job Titles

The Job Families/Job Titles tell you how closely you match employees in 22 job families (and in a
large number of individual jobs). Most of the Job Titles that you match will have a direct link to the
U.S. Department of Labor's online Occupational Outlook Handbook so you can find out more
information about pay, conditions, and job prospects. International users may wish to choose the Job
Families Only option, since the U.S. data may not be useful to them.
Career Summary
The Career Summary is an overview of the strengths you will probably bring to the work you do.
These strengths are extracted from the Organizational Focus and Job Families/Job Titles sections.
Your career decisions should be based on many factors, including your experience, your education,
and your preferences. We believe that the Career Management Report will provide useful
information in many of these areas.
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Career Management
ALICIA KEAR
Daryl Page
G4KQW4
ORGANIZATIONAL FOCUS - INDIVIDUAL

The Organizational Focus shows you the best working environment for you. It's generated by
determining how similar you are to people who work in four different work environments.
ORGANIZATIONAL FOCUS for : ALICIA KEAR
Similarity to others in this job arena:
Intensity
Intensity
Yellow - Admin/Fiscal
Red - Operations/Technology
Green - Sales/Marketing
Blue - Design/Strategy
Description of Organizational Focus (by color):

Red - Operations/Technology
Green - Sales/Marketing
A work environment that emphasizes a

practical, hands-on approach, usually with a
tactical focus.
A product-focused culture with strong
emphasis on implementation.
A work environment that emphasizes

selling, promoting, directing, and motivating
others.
A communications-based culture designed
to influence others.
Yellow - Admin/Fiscal
Blue - Design/Strategy

standards, tracking, and quality assurance.
A culture based on efficient procedures and
policies.

planning, innovating, and creating.
A culture of ideas, usually with a strong
strategic focus.
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Career Management
ALICIA KEAR
Daryl Page
G4KQW4
Rather than represent you in terms of your strongest Organizational Focus, we use all four. The color bars
that describe your Focus may be of varying lengths: all long, all short, or a mixture.
The bottom color of the four is always the longest. The longer the bar, the more you are likely to identify
with the work environment represented by that color.
Intensity
Intensity
Less similar to individuals in these colors
Complements the Bottom-Line color
Bottom-Line color
The second longest bar is your supporting color. It's less significant for you than your bottom-line color, but
it will give you additional information about the work environment that fits you best.
The two remaining bars represent work environments which are likely to be less attractive for you, and
where you are less likely to "fit".
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Career Management
ALICIA KEAR
Daryl Page
G4KQW4
JOB FAMILIES / JOB TITLES

Similarity to others in this Job
Family
Least Similar
Most Similar
Education, Training, & Library

Teaching/training individuals or groups of people academic, social, or other
formative skills using various techniques/methods. Duties may include
instructing children, adolescents, adults, individuals with special needs, or
other specific samples within a formal or informal setting, creating
instructional materials and educational content, and providing necessary
learning resources.
Community & Social Services

Counseling, rehabilitating, and/or supporting social and psychological
matters of individuals, groups, or communities. Duties may include helping
individuals maximize their mental and emotional well-being, cope with
addictions, and lead healthy lifestyles, as well as providing spiritual, moral,
or vocational guidance.
Arts, Design, Sports, Media, &
Entertainment
Creating and/or expressing ideas or demonstrating talents through various
media for entertainment, informational, or instructional purposes. Duties
may include acting, dancing, singing, designing graphics, operating media
equipment, translating text, writing literature, producing/directing movies
or plays, public speaking, radio announcing, competing in sporting events,
news reporting, among other specific functions within the media.
Management
Planning, directing, and coordinating high-level activities within an
organization. Duties may include managing personnel, creating budgets,
developing and implementing strategies, creating organizational policies,
and supervising company operations. These managerial functions are
similar in nature across various industries and fields (e.g. engineering, sales,
human resources, medical).
Healthcare Practitioner & Technician
Providing medical care and treatment in an effort to achieve optimal mental
and physical patient well-being. Duties may include assessing patient health,
diagnosing illnesses, performing surgery, prescribing medication,
implementing prevention strategies, conducting/reviewing laboratory
diagnostics, and supervising medical support staff. Most of these
occupations require a graduate education.
The Job Titles you most closely

matched within each Job Family
Elementary School Teachers (Except
Special Education)
Education Administrators
(Elementary & Secondary)
Middle School Teachers (Except
Special Education)
Preschool Teachers (Except Special
Education)
Special Education School Teachers
Directors (Religious Activities &
Education)
Social & Human Service Assistants
Clergy
Counselors & Therapists
Fashion Designers
Public Relations Specialists
News Analysts, Reporters, &
Announcers
Editors
Education Administrators
(Elementary & Secondary)
Executive Directors
Presidents
General & Operations Managers
Transportation, Storage, &
Distribution Managers
Physicians
Medical & Health Services Managers
Registered Nurses
34 / 40
Career Management
ALICIA KEAR
Daryl Page
G4KQW4

Family
Least Similar
Most Similar
Life, Physical, & Social Science

Applying scientific knowledge and expertise to specific life, physical, or
social science domains. Duties may include researching, collecting/analyzing
qualitative and quantitative data, conducting experimental studies, devising
methods to apply laws and theories to industry and other fields (e.g., mental
health, agriculture, chemistry, meteorology, plant and animal life, human
behavior and culture).
Business & Finance
Analyzing and evaluating business/financial information for the purposes of
documenting, making recommendations and/or ensuring adherence to
business protocol. Duties may include preparing financial reports,
developing investment strategies, analyzing general business trends, or
assessing risk/liability, to streamline the operations of an organization.
Transportation & Material Moving
Piloting, driving, operating, or navigating transport vehicles or material
moving machinery (e.g., aircraft, automobiles, water vessels, construction
cranes, locomotives, tractors). Duties include flying commercial airplanes,
directing air traffic, driving public or school buses, taxis, trucks, ambulances,
commanding motor-driven boats, inspecting freight and cargo, conducting
trains, operating forklifts, among other transportation and material moving
tasks.
Sales & Related
Selling goods or services to a wide range of customers across various
industries. Duties may include selling retail, appliances, furniture, auto
parts, medical services, insurance, real estate, financial or consulting
services, securities and commodities, as well as other products/services.
Food Preparation & Serving-Related
Preparing and cooking foods and/or serving patrons in dining
establishments or other settings. Duties may include checking food quality,
mixing drinks/ingredients, cleaning dishware, taking orders, planning
menus, and other food/serving-related functions.

Social Scientists, Psychologists, &
Urban Planners
Medical Scientists &
Epidemiologists
Biochemists & Biophysicists
General & Operations Managers

Functional Training & Development
Specialists
Compensation, Benefits, & Job
Analysis Specialists
Transportation, Storage, &

Distribution Managers
Logistics Managers
Supervisors Of Vehicle Operators
Sales Managers
Real Estate Brokers
Marketing Managers
Food Service Managers

Supervisors Of Food Preparation &
Serving Workers
Chefs & Head Cooks
35 / 40
Career Management
ALICIA KEAR
Daryl Page
G4KQW4

Family
Least Similar
Most Similar
Protective Service
Serving and protecting the best interests of the community, environment,
and/or individuals, adhering to federal, state, and local laws. Duties may
include investigating criminal cases, regulating traffic and crowds, fire
fighting, ticketing/arresting perpetrators, inspecting baggage or cargo,
responding to emergency situations, patrolling designated areas, guarding
establishments, and providing other security measures.
Computer & Mathematical Science
Designing, developing, and maintaining databases, software, hardware,
networks, and other information/logic systems. Duties may include
collecting/organizing data, computer programming, providing technical
support, web design, and configuring communication systems, among other
data-driven functions.
Production
Producing, creating, and/or manufacturing a variety of products (e.g., food,
lumber, electrical equipment, fabrics, metals, plastics, stones, fuel) through
the operating of specialized tools and/or equipment. Duties may include
baking pastries, binding books, cutting, shaping, and assembling furniture,
assembling electronics, shaping molten glass, fabricating jewelry, welding
metal components, among other specific production tasks.
Legal
Researching, litigating, and documenting matters relating to the law,
specializing in litigation, arbitration, transcription, investigation, or
negotiation of legal issues. Duties may include representing clients in legal
proceedings, examining legal statutes, documenting agreements, drafting
contracts, investigating cases, and transcribing hearings.
Office & Administrative Support
Providing clerical support within an organization. Duties may include
preparing statements, tracking accounts, record keeping, bill collecting,
making phone calls, scheduling appointments, entering data, providing
customer service, ordering and tracking inventory, handling monetary
transactions, among other administrative support tasks.

Supervisors Of Police, Fire Fighting,
& Correctional Officers
Security, Police, & Fire Fighting
Enforcement Managers
Fire Fighters
Computer & Information Systems

Managers
Network & Computer Systems
Administrators
Operations Research Analysts &
Statisticians
Power, Gas, Chemical, & Waste
Plant/System Operators
Industrial Production Managers
Supervisors Of Production &
Operating Workers
Litigation Lawyers (Win-Lose

Outcomes)
Paralegals & Legal Assistants
Corporate Lawyers (Consensual
Outcomes)
Administrative Services Managers

Property Managers
Supervisors Of Office &
Administrative Support Workers
36 / 40
Career Management
ALICIA KEAR
Daryl Page
G4KQW4

Family
Least Similar
Most Similar
Engineering & Architecture

Applying principles and technology of chemistry, physics, and other
scientific disciplines into the planning, designing, and overseeing of physical
systems and processes. Duties may include creating, testing, developing,
and maintaining tools, machines, electrical equipment, buildings/structures,
or other physical entities.
Installation, Maintenance, & Repair
Performing hands-on work functions related to the installation,
maintenance, and repair of various machinery, systems, vehicles, and other
serviceable equipment. Duties may include diagnosing, adjusting, servicing,
and overhauling engines, telecommunications and/or security systems,
heating, vacuuming, and air-conditioning units, and electronics.
Construction & Extraction
Performing hands-on work functions related to the building of structures or
the removal of materials from natural settings for use in construction or
other applications. Duties may include bricklaying, carpentry, masonry,
roofing, plumbing, inspecting integrity of structures according to building
codes, mining, drilling, and disposal of construction by-products, using
specialized tools and equipment.

Aerospace Engineers
Safety, Quality Assurance, &
Environmental Managers
Drafters
Supervisors Of Mechanics,
Installers, & Repairers
Transportation Mechanics &
Technicians
Supervisors Of Construction &

Extraction Workers
Electricians
Carpenters
37 / 40
Career Management
ALICIA KEAR
Daryl Page
G4KQW4
CAREER SUMMARY
Your Organizational Focus Characteristics
Green - Communicating
* various functions that allow for interaction with stakeholders
* high levels of energy and enthusiasm are encouraged
* opportunities to work as a part of larger team driven initiatives
Blue - Planning
*
*
*
*
emphasis on strategy and the creation of production concepts

functions that include brainstorming and development
consideration for people and individual development
high degree of autonomy in job functions
Your Top Job Strengths based on Job Families/Job Titles

Education, Training, & Library
Elementary School Teachers (Except Special Education), Education Administrators (Elementary & Secondary),
Middle School Teachers (Except Special Education), Preschool Teachers (Except Special Education),
Special Education School Teachers
Community & Social Services

Directors (Religious Activities & Education), Social & Human Service Assistants, Clergy, Counselors & Therapists
Arts, Design, Sports, Media, & Entertainment

Fashion Designers, Public Relations Specialists, News Analysts, Reporters, & Announcers, Editors
Management
Education Administrators (Elementary & Secondary), Executive Directors, Presidents,
General & Operations Managers, Transportation, Storage, & Distribution Managers
Healthcare Practitioner & Technician

Physicians, Medical & Health Services Managers, Registered Nurses
38 / 40
Coaching
ALICIA KEAR
Daryl Page
G4KQW4
ALICIA KEAR :
In working with others, she is more private than appearances indicate; her friendly nature belies her ability to
take her own course of action.
When giving or accepting direction, she can be orderly, but needs freedom from control; she is somewhat
outspoken, and when pressed becomes provocative, even domineering.
As to competitiveness and stamina, her cooperative behavior conceals a need for individualized, personalized
benefits; any difficulties can result in a loss of spirit and feelings of self-pity. Generally pleasant and confident,
she will need extra support in difficult situations.
When organizing or planning, she is responsive and attentive, adapting more easily than most to changes in
routine; she is realistic and restrained, but only within a framework that permits and encourages freedom of
expression. Generally decisive and matter-of-fact, weightier issues lead her to worry.
Suggestions for coaching ALICIA KEAR :

Allow her some independence and autonomy. Acceptance
*
Impose a minimum of routine. Keep instructions broad, but help when deadlines and details slip. Structure
Facilitate her preferences for self-determination and autonomy. Authority
Where possible, provide rewards of a personal nature. Advantage
Be positive and reassuring; act as confident as situations allow. Empathy

Avoid corrections which are emotionally punishing. Challenge
Provide varied but scheduled work activities. Change
Provide non-confining activities. Freedom
Offer suggestions and friendly assistance when she is dealing with matters of consequence. Thought
* Particularly significant; may impact other areas

39 / 40
Preferred Work Styles

ALICIA KEAR
Daryl Page
G4KQW4
Scale
10
Scale
Knowledge Specialist
Public Contact
Directive Management
Detail
Delegative Management
Global
Work Motivation
Linear
Self Development
Conceptual
Corporate Adaptability
Concrete
Social Adaptability
Social Responsibility
10
The following are descriptions of typical behaviors of High Scores (7-10).

Knowledge Specialist : Contributes and leads by
utilizing personal expertise and knowledge to find
solutions. Leads by example. This includes managers
and executives who are leaders in technical, educational,
consulting and other specialized fields.
Social Adaptability : Adaptability to people, social

situations, corporate and legal rules. Positive attitudes
toward others, ability to withstand extended stress.
Meets unexpected changes in an optimistic, tolerant
manner, extends trust to others easily.
Directive Management : Personal, direct involvement in

problem solving, controlling and implementing. Leads
from the front in exercising authority. Includes managers
and executives in action-driven organizations.
Social Responsibility : Values and supports social

conventions in own social group. Provides and supports
stability in work, family, legal and social relationships.
Delegative Management : Utilizes plans and strategies.

Arranges resources and assists co-workers and teams in
dealing with resource and implementation issues.
Includes managers and executives in plan-driven
organizations.
Work Motivation : A positive attitude toward work;
exhibits a responsible outlook toward work rules and
assigned functions. Able to find value in most jobs/roles.
Self Development : A positive attitude toward personal
growth and development; utilizes classic educational
systems more than hands-on experience. Motivated to
make contributions and exercise professional or
managerial responsibility.
Corporate Adaptability : A positive commitment to
relationships and organizational goals necessary for
advancing in the organization and corporate structure/
culture. Dedicated to and identifies with the corporate
initiatives that require significant individual and team
commitment.
Each pair below has a combined score of 11.

Public Contact : Prefers activities involving social
contact. Seeks solutions through people. Focused on
people being central to organizational effectiveness.
Detail : Concern for the procedural and detailed aspects
of work. Focused on processes as central to
organizational effectiveness.
Global : Problem solving that involves a relational and
holistic process. Thinking and actions need not follow a
set, sequential pattern.
Linear : Preference for activities and tasks that follow a
logical, sequential analysis and process.
Conceptual : Utilizes abstract information, experience,
intuition and knowledge to find fresh and imaginative
solutions.
Concrete : Uses analysis and facts to solve problems.
Emphasis is on concrete, immediate, visible results.
40 / 40

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Individual Report

This Report Was Prepared For

Persuasive - Persuasive interactions with others. Motivating

Numerical - Combining numbers analytically and factually to

Social Service - Organized assistance and services to support

Clerical - Being involved in administrative positions including

Scientific - Involvement in professions or avocations that assist

Artistic - Creating imaginative works of aesthetic value,

Relating to People in Group

Systems and Procedures

Directing and Controlling

Incentives and Competition

Preferred Pace for Action

Self Imposed Demands

Dealing with Change

Life Style Grid with Descriptors

1. Relating to People Individually: how you deal with people one-on-one

< a balance >

< a balance >

< a balance >

2. Relating to People in Groups: how you deal with people in general

< a balance >

< a balance >

< a balance >

3. Systems and Procedures: your planning and organizing style

< a balance >

< a balance >

< a balance >

4. Direction and Control: how you deal with authority

< a balance >

< a balance >

5. Teamwork and Individual Competitiveness: your approach to incentive

< a balance >

< a balance >

< a balance >

6. Preferred Pace for Action: how you direct your energies

< a balance >

7. Demands of Work: your success/challenge orientation

< a balance >

< a balance >

< a balance >

8. Involvement of Feeling: your subjectivity and objectivity

< a balance >

< a balance >

9. Dealing with Change: how you handle variety

< a balance >

< a balance >

< a balance >

10. Personal Independence: how characteristic you are in outlook

< a balance >

< a balance >

11. Action or Reflection: how you handle issues in decision-making

< a balance >

< a balance >

Strengths and Needs

STRENGTHS AND NEEDS PAGES

Strengths and Needs

PERSONAL STRENGTHS AND NEEDS

Strengths and Needs

PERSONAL STRENGTHS AND NEEDS

ESTEEM: ONE-ON-ONE RELATIONSHIPS

Strengths and Needs