papa - Assignment Essays

Leadership Philosophy Paper

As the BA in Leadership capstone course, the central activity is to articulate your synthesis of learning about leadership and yourself as a leader in the form of a personal philosophy of leadership paper. This paper is a theory that serves to explain and guide how you act, a set of beliefs/principles that ground you in how you will lead, and a set of commitments that drive your actions as a leader.

Using course readings, material from forum discussions, and thoughts/ideas/concepts from your previous courses, reflect on the following questions:

1. Who are you? Describe your personality and the life scripts that shape your habits—your uniqueness as a human being. Specifically, tell your life story in terms of how you have prepared to take responsibility of leading yourself (Phase I) and any experiences you had leading others (Phase II). Also, use insights from your Birkman report to describe the general patterns of your personality.

2. What do you believe? Describe your core beliefs (that is, your worldview), using some of Sire’s eight basic worldview questions to describe your perspective on the world. What are your core values as a person and as a leader? How does your worldview shape your view of leadership? In answering the last question be sure to clearly define what is your understanding of leadership.

3. How will you lead yourself and others? How will you live out what you believe about yourself and the world as a leader? What is your plan to grow your leadership competence and character?

Each question will form one of three parts, and should be about 3-4 pages.

· At the end of Week Four you will submit Question 1.

· At the end of Week Eight you will submit Questions 1 & 2 (as one document).

· At the end of Week Twelve you will submit Questions 1, 2 & 3 (as one document).

See course outline for specific dues dates. Total length for the final paper is 9-12 pages, not including the title page and reference page.

APA format is required. Papers will not be marked on the students’ beliefs but on how well their learnings, leadership philosophy and worldviews are articulated.

Required Texts & Materials:

George, B. (2015). Discover your true north. Wiley.

Sire, J. W. (2020). The universe next door: A basic worldview catalog. InterVarsity Press.

Suggested Reading

Brown B. (2018). Dare to lead: Brave work, tough conversations, whole hearts. Random House.

A CUSTOM

REPORT SE

THIS REPORT WAS PREPARED FOR:

SHIJIE JIN (G63GSH)

DATE PRINTED | October 19 2021

ADVANCED

SUMMARY

SHIJIE JI

A Birkman Certified Professional should review these results with you

BIRKMAN MAP

BIRKMAN INTERESTS

Extrovert

Introvert

T
a

o
p

94%

Scientific

92%

Administrative

89%

Numerical

59%

Technical

50%

Persuasive

46%

Social Service

35%

Musical

27%

Artistic

27%

Outdoor

Literar

BIRKMAN COMPONENTS

Self-Consciousnes

99 U

99 N

99 S

Social Energy

38 U

17 N

17 S

Insistence

55 U

6 N

6 S

Assertiveness

98 U

81 N

81 S

Incentives

71 U

99 N

99 S

Physical Energy

12 U

6 N

6 S

Emotional Energy

95 U

99 N

99 S

Restlessness

96 U

96 N

96 S

Thought

92 U

98 N

98 S

ORGANIZATIONAL FOCUS

Design/Strategy 5

Operations/Technology 7

Sales/Marketing 22

Admin/Fiscal 41

CHALLENGE & FREEDOM

Challenge Freedom

65 U

65 N

65 S

77 U

96 N

96 S

WORK STYLES

Knowledge Specialist 4

Directive Management 5

Delegative Management 5

Work Motivation 1

Self Development 8

Corporate Adaptability 5

Social Adaptability 4

Social Responsibility 3

Public Contact/Detail 8/3

Global/Linear 6/5

Conceptual/Concrete 4/7

BIRKMAN

REPORT

THIS REPORT WAS PREPARED FOR

SHIJIE JIN (G63GSH)

DATE PRINTED | October 19 2021

WHAT’S IN YOUR BIRKMAN REPORT?
SHIJIE JIN

PAGE PAG

PAGE PAGE

5
WELCOME

8
YOUR BIRKMAN MAP

14
BIRKMAN INTERESTS

16
YOUR BEHAVIORS

29
CAREER EXPLORATION

32
ACTION PLAN

This section provides background

information on The Birkman Method®

and outlines the purpose and benefits

of your Signature Report.

WELCOME
SHIJIE JIN

Background
The Birkman Method is a powerful tool that identifies

your strengths, behaviors, motivations, and interests.

The Birkman Method is reliable.

This means that the results of the assessment remain

relatively stable over time.

The Birkman Method is valid.

This means that statistical studies have been and

continue to be conducted to ensure that the assessment

measures what is intended.

Purpose
When you have finished reviewing your report you will

know more about yourself, what makes you unique, and

how this impacts you and those with whom you interact.

Being empowered by this information will help you in

virtually all parts of your life.

Specific benefits include:

• Learning what interests you at work and at home

• Discovering what behaviors others notice about you

• Articulating your unique strengths and opportunities

• Exploring your career interests with scientifically-

backed

data

For over 65 years, The

Birkman Method® has

been helping people

reach further with our

unique yet scientific

approach to behavioral

& occupational

assessments. Used by

millions of people and

the world’s best
companies to:

> develop leaders

> improve teamwork

> explore careers

> select talent

> increase sales and

productivity

What do you hope to learn from your Birkman Signature Report?

BIRKMAN COLOR KEY
SHIJIE JIN

We take these four colors seriously at Birkman. Our use of color becomes shorthand for

understanding fundamental differences between people. Be

low

is a breakdown of the

significance of each Birkman color.

R
E

E
N

Y
E

L
L

O
W B

L
U

DOER
RED is the Birkman color for people who

prefer to make quick decisions and get

results. Reds are direct and action-

oriented and give full attention to the task

at hand. Reds enjoy building, working with

their hands, organizing people and

projects, solving practical problems, and

producing an end product they can see

and feel. Reds are objective, energetic

commanding and enjoy team competition.

Reds get results through action.

COMMUNICATOR
GREEN is the Birkman color for people

with a strong desire to communicate and

work with people. Every time you see a

Green, they are selling, persuading,

promoting, motivating, counseling,

teaching or working with people to get

results. Greens who believe in a product,

service or idea can communicate about it

with ease and a natural confidence. If you

want someone to win friends and influence

people, a Green is your person for the job.

ANALYZER
YELLOW is the Birkman color for people

who love working with processes, details,

definitions and rules. Yellows enjoy doin

careful and detailed calculations,

scheduling, recordkeeping, and

establishing systematic procedures. They

are usually comfortable with numbers,

place a high priority on being fair, and are

cautious and thorough in analysis.

Yellows are task-oriented and often prefer

indirect communication methods including

forms, rules and regulations. If you need

to get organized, find a Yellow.

THINKER
BLUE is the Birkman color for the concept

and idea person. Blues love innovation,

being creative and long-term planning.

They enjoy abstract thinking and

discovering new ways to solve problems.

Blues thrive on generating fresh ideas and

coming up with the most viable solutions

for the problem at hand. Blues tend to be

introspective, and while they love

originality and innovation, they may need

to be around other creative individuals to

trigger the spark.

Your Birkman Map® provides an aerial

view of who you are and allows you to

see how and where you fit into the big

picture.

BIRKMAN MAP
SHIJIE JIN

The Symbols on your Birkman Map identify who you are on two key dimensions. The placement

of the symbol within a color quadrant represents the degree to which you display similarities to

that color quadrant. The left and the right sides of the map (horizontal axis) represent your

preference for dealing with tasks or people. The top and the bottom (vertical axis) represent

whether you are more extroverted or introverted in your style.

INTERESTS – The Asterisk represents what you like to do and where you gravitate in terms

of activities you enjoy.

USUAL BEHAVIOR – The Diamond represents how you usually behave. These are your

strengths, and they compose your best, most productive style. This is how other people

see you. Usual Behavior is how you act when your Needs have been met.

NEEDS – The Circle represents how you need to be or expect to be treated by other people

and your environment. Needs often remain hidden or invisible to others.

STRESS BEHAVIOR – The Square represents your frustrated behavior. This is your

reactive, unproductive style. Stress Behavior is how you act when your Needs have not

been met for an extended period of time. You may see some of the challenges you face

arise here.

Extrovert

P
e

o
p

Introvert

T
a

BIRKMAN MAP
SHIJIE JIN

EXPLANATION OF YOUR INTERESTS (THE ASTERISK)

The kinds of activities you prefer are described by the Asterisk. Your Asterisk is in the YELLOW

quadrant. You probably enjoy controlled

activities.

Interests in the YELLOW quadrant include: Your Asterisk shows that you like to:

• scheduling

• doing detailed work

• keeping close contact

• working with numbers

• working with systems

• draw up rules or

procedures

• schedule things

• deal with systems

• do detailed work

• measure performance or results

Extrovert

P
e

o
p

Introvert

T
a

BIRKMAN MAP
SHIJIE JIN

EXPLANATION OF YOUR USUAL BEHAVIOR (THE DIAMOND)

The productive way you set about your tasks is described by the Diamond. Your Diamond is in

the BLUE quadrant. When you are working effectively, you tend to be reflective and

creative.

Usual Behaviors in the BLUE quadrant

include being:

Your Diamond shows that you are usually:

•

insightful

• selectively sociable

•

thoughtful

•

reflective

• optimistic

• insightful

• optimistic

• thoughtful

• selectively sociable

• reflective

Extrovert

P
e

o
p

Introvert

T
a

BIRKMAN MAP
SHIJIE JIN

EXPLANATION OF YOUR NEEDS (THE CIRCLE)

The support you need to develop your Usual Behavior 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.

Those with Needs in the BLUE quadrant

want others to:

Your Circle shows you are most comfortable

when people around you:

• offer individual support

• encourage expression of feelings

• allow time for reflection

• give time for difficult

decisions

• 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

Extrovert

P
e

o
p

Introvert

T
a

BIRKMAN MAP
SHIJIE JIN

EXPLANATION OF YOUR STRESS BEHAVIOR (THE SQUARE)

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.

Those with Stress Behaviors in the BLUE

quadrant:

Your Square shows that under stress you may

become:

• ignore social convention

• become indecisive

• find it hard to act

• see the worst possibilities

• withdrawing

• fatigued

• indecisive

• pessimistic

• overly sensitive to criticism

Extrovert

P
e

o
p

Introvert

T
a

This section looks at your interests.

High scores indicate activities you

enjoy. Low scores indicate areas you

would prefer to avoid. Interests do not

always translate to skill but do

represent important motivators.

BIRKMAN INTERESTS
SHIJIE JIN

94%

SCIENTIFIC
Research, analysis,

intellectual curiosity

Activities include:

Investigating, exploring

medicine, experimenting

92%

ADMINISTRATIVE
Systems, order and reliability

Activities include:

System tracking, record

keeping, categorizing

89%

NUMERICAL
Working with numbers and

data

Activities include:

Accounting, investing,

analyzing

59%

TECHNICAL
Hands-on work with

technology and machinery

Activities include:

Programming, assembling,

using gadgets

50%

PERSUASIVE
Persuading, motivating,

selling

Activities include:

Debating, influencing,

promoting

46%

SOCIAL SERVICE
Helping, advocating for people

Activities include:

Teaching, counseling,

volunteering

35%

MUSICAL
Playing, singing or listening to

music

Activities include:

Attending concerts, collecting

and appreciating music

27%

ARTISTIC
Creation, appreciation for arts,

aesthetics

Activities include:

Painting, appreciating art,

designing

27%

OUTDOOR
Work in an outdoor

environment

Activities include:

Being outdoors, farming,

gardening

LITERARY
Appreciation for language

Activities include:

Writing, reading, editing

This section takes an in-depth look at

how you behave and what makes you

tick. This section will also explore how

you are likely to react when you find

yourself in stressful situations.

BIRKMAN COMPONENTS
SHIJIE JIN

Birkman measures nine components of personality.

Self-Consciousness

Your use of sensitivity when

communicating with others

Em
otio

nal E
nerg

o
u

r
o
p
e
n
n
e
s
s
a

n
d
c

o
m

fo
rt

w
it
h
e

p
re

s
s
in

g
e

m
o
ti
o
n

R
e

stle
ssn

e
ss

H
o

w
y

o
u

p
re

fe
r to

fo
c

u
s

a
tte

n
tio

n
o

r c
h

a
n

g
e

fo
c

u
s

a
n

d
s

e
e

k
v

a
rie

d
a

c
tiv

itie
s

Incentives

Y
o

u
r d

riv
e
fo

r p
e
rs

o
n

a
l

re
w

a
rd

s
o

r p
re

fe
re

n
c
e
to

s
h
a
re

in
g

ro
u
p
re

w
a
rd

Social Energy
Your sociability,

approachability, and

preference for group and

team participation

Assertiv
eness

Your t
endency to

speak up

and express opinions

openly and fo
rcefu

lly

P
hy

si
ca

l E
ne

rg
y

Y
o

u
r

p
re

fe
rr

e
d
p

a
c

e
f

o
r

a
c
ti

o
n
a

n
d
p

h
y
s
ic

a
l

e
x
p
re

s
s
io

n
o

f
e
n
e
rg

In
si

st
e

n
ce

Y
o

u
r

a
p

p
ro

a
c

h
t

o
d

e
ta

il
s

s
tr

u
c

tu
re

,
fo

ll
o

w
-t

h
ro

u
g

h
,

a
n

d
r

o
u

ti
n

Thought

Y
o
u
r d

e
c
is

io
n

a
k
in

p
ro

c
e
s
s
a

n
d
c

o
n
c
e
rn

fo
r

c
o
n
s
e
q
u
e
n
c
e
s
in

m
a
k
in

th
e
rig

h
t d

e
c
is

io
n

BIRKMAN COMPONENT DASHBOARD
SHIJIE JIN

Social Energy

Usual

Needs

38 17

Physical Energy

Usual Needs

12 6

Emotional Energy

Usual Needs

Self-Consciousness

Usual Needs

99 99

Assertiveness

Usual Needs

Insistence

Usual Needs

55 16

Incentives

Usual Needs

71 99

Restlessness

Usual Needs

Thought

Usual Needs

92 98

USUAL, NEEDS & STRESS
SHIJIE JIN

SOCIAL ENERGY
Your sociability, approachability, and preference for group and team participation

Among your considerable assets is your ability to think and reason independently of group pressure

while at the same time recognizing the importance of group dynamics. As appropriate, you are able to be

either independent or involved.

Usual Behavior:

balances group and private activities

able to be alone

able to be with others

Needs:
In order for you to be really comfortable in group

settings, it is important that you have plenty of

time

to yourself, with relief from constant social

pressure. It is easiest for you to participate in

groups when you identify strongly with their cause.

Causes of Stress:
Without this identity of cause, or when the pressure

to participate in group efforts becomes prolonged

or intense, you are likely to feel impatient, perhaps

even that time spent with the group is wasted.

Possible Stress Reactions When Needs Are Not
Met:

withdrawal

impatience

tendency to ignore

groups

991

Usual Behavior

Able to work well alone Friendly and easy to know

Blend

991

Needs

Plenty of time alone or in small

groups

To feel part of the group

Blend

991

Stress Behavior

Impatient with group interaction Over-valuing group opinionBlend

USUAL, NEEDS & STRESS
SHIJIE JIN

PHYSICAL ENERGY
Your preferred pace for action and physical expression of energy

The ability to make the most efficient use of your energies and those of others can be listed among your

assets. You recognize the importance of thought and planning before taking action.

Usual Behavior:

reflective

idea-minded

receptive

Needs:
Likewise, you function best in an environment which

allows you to exercise your natural abilities. A

relaxed schedule is most comfortable for you; and

after surges of activity, you need time for reflection

and renewal.

Causes of Stress:
The pressure of a heavy schedule or deadlines may

result in some anxiousness, especially if you feel

that time has been insufficient for careful thought

and planning.

Possible Stress Reactions When Needs Are Not
Met:

fatigue

putting things off unnecessarily

evasive tendencies

991

Usual Behavior

Likes to reflect before acting Takes direct action to get

things done

Blend

991

Needs

Personal control over scheduling A busy scheduleBlend

991

Stress Behavior

Putting things off Failing to delegate when

necessary

Blend

USUAL, NEEDS & STRESS
SHIJIE JIN

EMOTIONAL ENERGY
Your openness and comfort with expressing emotion

With your insight into your own and other people’s feelings, you have considerable assets in the warmth

and sincerity that you display toward others. Recognizing the significance of emotions in people’s

makeup, you tend to set high expectations.

Usual Behavior:

genuine in feelings

sympathetic

warm and caring

Needs:
In the same way, it is important for you to feel the

encouragement to express your feelings and work

out your emotional responses. Sensing that others

are responsive to your feelings helps you maintain

an optimistic outlook.

Causes of Stress:
To the extent to which others treat you with

detachment, or seem to be neglectful of your

feelings, you are likely to lean even more heavily on

subjective attitudes, possibly over-emphasizing the

importance of your personal feelings.

Possible Stress Reactions When Needs Are Not
Met:

exaggerated moods

tendency to worry

feelings of hopelessness

991

Usual Behavior

Objective and detached Sympathetic and warmBlend

991

Needs

An unemotional environment An outlet for subjective

issues

Blend

991

Stress Behavior

Discounting people’s feelings Worrying unnecessarilyBlend

USUAL, NEEDS & STRESS
SHIJIE JIN

SELF-CONSCIOUSNESS
Your use of sensitivity when communicating with others

Much of your ability to relate to others on the basis of genuine respect and appreciation is the result of

your natural concern for their feelings. This is a greater strength than you may sometimes realize.

Usual Behavior:

serious and earnest

appreciative

insightful

Needs:
It is important to you to feel that you have the same

respect and appreciation from others. You will

respond best when people treat you with good will

and sensitivity.

Causes of Stress:
When people are insensitive or indifferent,

especially those who are close to you, you are likely

to suffer some discomfort.

Possible Stress Reactions When Needs Are Not
Met:

reduced self-confidence

embarrassment

shyness

991

Usual Behavior

Direct and straightforward Insightful and intuitiveBlend

991

Needs

Others to be frank and forthright Respect of key individualsBlend

991

Stress Behavior

Being too blunt Feeling unappreciated on

occasions

Blend

USUAL, NEEDS & STRESS
SHIJIE JIN

ASSERTIVENESS
Your tendency to speak up and express opinions openly and forcefully

You show a healthy respect for established authority, whether verbal or in the form of formal procedure

and control. It is relatively easy for you to take charge and direct activities, and see to it that pre-

arranged plans are executed.

Usual Behavior:

self-assertive

seeks to influence and excel

enjoys exercising

authority

Needs:
From others, you need personal and clear

instructions as to what they expect to have done.

You respect people who appear to you to be natural

authority figures, and expect them to enforce

strictly the boundaries of authority.

Causes of Stress:
You can easily lose your respect for those in

positions of authority when it seems that they are

having difficulty showing strength. Your morale and

enthusiasm suffer in these situations.

Possible Stress Reactions When Needs Are Not
Met:

provocative statements

undue assertiveness

becoming bossy or domineering

991

Usual Behavior

Low-key in the exercise of

authority

Directive and commandingBlend

991

Needs

A non-directive, democratic

environment

To know who is in chargeBlend

991

Stress Behavior

Failing to address issues of

control

Becoming domineering,

controlling

Blend

USUAL, NEEDS & STRESS
SHIJIE JIN

INSISTENCE
Your approach to details, structure, follow-through, and routine

You indicate a preference for combining organized and systematic methods with a flexibility of

approach. This results in an ability to give yourself wholly to new things or to follow the pattern,

whichever is appropriate.

Usual Behavior:

balances structure and flexibility

combines action and planning

self-starting, but adaptable

Needs:
The extent to which you introduce system and order

into your activities is very much a function of

personal freedom. You can apply yourself to routine

and repetitive tasks, but it helps for you to see the

reason, cause or purpose behind the task.

Causes of Stress:
When too much structure is imposed on you, you

are likely to feel a loss of control. This in turn can

frustrate you, adding to the difficulty of seeing the

purpose of your task.

Possible Stress Reactions When Needs Are Not
Met:

resistance to routine

weakened follow-through

neglect of order and system

991

Usual Behavior

Flexible and open to new

approaches

Organized and sequentialBlend

991

Needs

Only an outline plan to follow A definite plan in placeBlend

991

Stress Behavior

Weakness in follow-through Over-insistence on following

procedures

Blend

USUAL, NEEDS & STRESS
SHIJIE JIN

INCENTIVES
Your drive for personal rewards or preference to share in group rewards

Your relationships are predominantly competitive and businesslike and you value what will promote

immediate purposes and objectives. You enjoy personal competition, and find bargaining stimulating

and desirable.

Usual Behavior:

likes competition

resourceful

opportunity-minded

Needs:
An environment that encourages individual

performance and motivates people by the use of

individual incentive is well-suited to your needs. It is

important to you to feel that your personal efforts

and achievements are continually recognized and

rewarded.

Causes of Stress:
Your basic attitudes cause you to put your own

interests first without being fully aware that you are

doing so. People who are too trusting or idealistic

can annoy you, since you are inclined to judge them

as being “phonies.”

Possible Stress Reactions When Needs Are Not
Met:

acting self-protectively

becoming too materialistic

self-promotional attitudes

991

Usual Behavior

Oriented towards general benefit Oriented toward individual

advantage

Blend

991

Needs

An environment based on trust A means of measuring

personal performance

Blend

991

Stress Behavior

Becoming too idealistic Focusing too much on

personal payoff

Blend

USUAL, NEEDS & STRESS
SHIJIE JIN

RESTLESSNESS
How you prefer to focus attention or change focus and seek varied activities

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.

Usual Behavior:

easy to stimulate

responsive and attentive

adaptive

Needs:
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.

Possible Stress Reactions When Needs Are Not
Met:

annoyance at delays

problems with self-discipline

inability to concentrate

991

Usual Behavior

Concentrates attentions well Likes a variety of

simultaneous tasks

Blend

991

Needs

Adequate notice of any change Plenty of different calls on

attention

Blend

991

Stress Behavior

Failing to accept necessary

change

Getting distracted too easilyBlend

USUAL, NEEDS & STRESS
SHIJIE JIN

THOUGHT
Your decision making process and concern for consequences in making the right decision

You generally dislike making quick or snap decisions. It is your nature to think things through carefully

before acting. You are able to see many shades of gray, and consider the subtle sides of issues that

others may miss.

Usual Behavior:

thoughtful

reflective

concerned about consequences

Needs:
It is important for you to have ample time to carry

out your thoughtful approach to making decisions –

looking carefully at all aspects of issues and

considering the consequences of each.

Causes of Stress:
Since you constantly think of other ways that a

project could be handled, you may have difficulty

coping with a problem in a casual manner. Being

pushed to make a decision can make you feel

rushed and hurried, leading to feelings of insecurity.

Possible Stress Reactions When Needs Are Not
Met:

indecision

over-emphasis on future

negative reaction to quick decisions

991

Usual Behavior

Sees issues in terms of black and

white

Handles ambiguous

situations well

Blend

991

Needs

Issues reduced to their simplest

form

Plenty of time for complex

decisions

Blend

991

Stress Behavior

Being impulsive Indecision when pressuredBlend

BIRKMAN INSIGHTS
SHIJIE JIN

YOUR STRENGTHS

Now let’s identify the strengths that make you uniquely you. These strengths were generated based on

your Birkman Interests scores and Birkman Component scores. Carefully read each statement and

check the ones that are most significant to you.

You like investigating situations — often in a research or trouble-shooting capacity

You enjoy working with numbers, or being involved with tasks that involve the use or

manipulation of numbers

You like working with systems — this may involve computers and databases, filing systems,

or positions which involve introducing or following procedures to increase efficiency

You are sensitive and insightful in one-on-one relationships

You tend to be something of a natural authority figure; you can take charge when there

seems to be a lack of leadership

You are competitive, and are prepared to work hard in order to be the best

You are reflective, and like to make the most efficient use of your energies and the energies

of those you work with

You understand and relate well to others’ feelings, and you are aware of the extent to which

these can affect performance both positively and negatively

You like to have plenty of variety in your work, and to have more than one task to do at a

time

You can handle ambiguous situations well, where the best answer may be less obvious or

buried in important details

This section takes the information we

have covered thus far and matches your

personality profile to career families.

CAREER EXPLORATION OVERVIEW
SHIJIE JIN

The Career Exploration Overview is intended to expose you to the in-depth occupational information the Birkman

measures. This page displays your strongest career options based upon your scores for Interests, Usual Behavior

and Needs. This information will give you a better understanding of yourself and the careers in which you will be

most comfortable.

PRODUCTION CONSTRUCTION

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Why might knowing this be helpful to you?
It depends on your career

goals.

If you are interested in exploring career fields, now or in the future, your Birkman

results provide meaningful data around job families you may wish to consider and explore. They are not designed

to be a predictor of success nor limit your exploration. Instead, we hope that you may use this data to formulate a

deeper understanding of your ideal environments and the jobs you might enjoy.

CAREER EXPLORATION OVERVIEW
SHIJIE JIN

This section gives you additional information on the Job Families you most closely match. If

you are interested in a more detailed career exploration that includes your match to specific

careers, you may request a copy of your Career Exploration Report from your Birkman
Consultant or from Birkman directly.

Your Top 6 Career Areas to Explore

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.

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.

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.

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.

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).

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.

It’s time to put your learning into action!

This section allows you to document

your learning and commit to future

goals.

YOUR ACTION PLAN
SHIJIE JIN

TIP: You can type in the fields and save this PDF.

After reviewing this profile, what key points or insights did you gain about yourself or others? What

might be the most relevant or valuable to you at this time?

What commitments, lessons learned, or areas for further exploration might you have?

Key Insights Relevant Actions Dates

What strengths could you build on? What areas could you develop?

Build Develop

Who would benefit from knowing this information? What content could be most beneficial to share?

Do you have a timeline to share these insights?

Who will you share this with? What will you share? By when will you do it?

How will you hold yourself accountable in continuing to learn and seek feedback?

CHALLENGE & FREEDOM
SHIJIE JIN

CHALLENGE
Self Imposed Demands

Generally, you have the asset of a balanced outlook on yourself and other people – sort of an “I’m OK,

you’re OK” attitude. You recognize that everyone has strengths and weaknesses, and are therefore able

to be neither too critical nor too self-confident.

Usual Behavior:

accepting but strong-willed

balance of confidence and caution

enthusiastic

Needs:
This same balance is comfortable for you in your

environment. You will feel most at ease among

people who share your general outlook, and who

tend to provide mutual support and encouragement.

Causes of Stress:
People who are freely critical of others or who

exhibit an excess of self-confidence can trouble or

otherwise annoy you. Depending on the

circumstances, your reaction may be either to

become oppositional or to become overly self-

critical.

Possible Stress Reactions When Needs Are Not
Met:

becoming overly self-critical

tendency to worry unnecessarily

defensive feelings

991

Usual Behavior

Self-confident, focused on

success

Has high expectations of

self, others

Blend

991

Needs

A success-oriented

environment

Personal challengesBlend

991

Stress Behavior

Denying responsibility for

errors

Blend Expecting too much of

self and others

CHALLENGE & FREEDOM
SHIJIE JIN

FREEDOM
Personal Independence

You have a strong sense of individuality, characterized by your rather independent outlook. You are

comfortable in situations that allow you to be spontaneous and self-expressive, and do not need strong

approval from others to justify your thoughts and actions.

Usual Behavior:

inner sense of freedom

individualistic

spontaneous

Needs:
The notion that most people share your

independent attitudes indicates that you have a

greater-than-average need to sense support and

encouragement of your personal freedom.

Causes of Stress:
Since you are not necessarily bound by convention

and precedent, you can easily over-react to

situations which stress these things, becoming

individualistic for its

own sake

and misjudging the

thoughts and feelings of others.

Possible Stress Reactions When Needs Are Not
Met:

unpredictable behavior

over-emphasis on independence

too ready to blaze trails

991

Usual Behavior

Understands how most

people think

Individualistic in outlookBlend

991

Needs

A predictable environment Opportunities for

individuality

Blend

991

Stress Behavior

Discomfort with unusual

ideas

Blend Being different for its

own sake

COACHING PAGE
SHIJIE JIN

SHIJIE JIN

In working with others, he is very sensitive; he is primarily independent, and given to a few close,

personal relationships.

When giving or accepting direction, he is stimulated by a sense of adventure and excitement; he

wants to excel, even dominate. He needs direct, personal authority for maximum

effectiveness.

As to competitiveness and stamina, he is best motivated with immediate, tangible rewards and

benefits; his strong subjective feelings need a constant outlet. He conserves energy, but is

stimulated by new ideas and procedures. He needs to succeed but also needs challenges to

stay interested.

When organizing or planning, he must be kept busy with activities that can burn up his restless

energy; he must maintain a sense of personal freedom. While he worries unnecessarily during

the process of making decisions, he firmly commits to final decisions once they are made.

SUGGESTIONS FOR COACHING SHIJIE JIN

Capitalize on his willingness to play devil’s advocate.

* Use him for planning and strategizing; provide him with unhurried working conditions.

* Make a point of regularly showing an interest in his personal well-being.

* Demonstrate your genuine respect on a routine basis. Provide him opportunities to express

his feelings privately.

* Supervise on a face-to-face basis.

Change his routine frequently to help sustain his interest and enthusiasm.

* Provide both incentives and discipline which are closely tied to performance and success.

* Make sure his daily routine involves both novelty and variety.

* Provide extra help when decisions must be changed.

* Particularly significant; may impact other areas

COACHING TO

NEEDS

SHIJIE JIN

SOCIAL ENERGY (38/ 17)
Sociability, approachability, and preference for group and team participation
Likes to think and work independently and enjoys working alone; and needs to be free from constant social

demands and group pressures.

PHYSICAL ENERGY (12/ 6)
Preferred pace for action and physical expression of energy
Likes to think before acting and likes to make the most efficient use of personal energies; and needs a reasonably

paced atmosphere that encourages a reflective approach.

EMOTIONAL ENERGY (95/ 99)
Openness and comfort with expressing emotion
Prefers to be sensitive and sympathetic to the feelings of other people; and needs the support of an environment

that is genuinely sensitive to people’s feelings.

SELF-CONSCIOUSNESS (99/ 99)
Use of sensitivity when communicating with others
Prefers to be sensitive and tactful; and has a need to feel the genuine respect and appreciation of people in return.

ASSERTIVENESS (98/ 81)
Tendency to speak up and express opinions openly and forcefully
Likes to be self-assertive and actively enjoys supervising and directing others; and needs opportunities for forceful

self-expression against a background of firm direction and control.

INSISTENCE (55/ 16)
Approach to details, structure, follow-through, and routine
Prefers to exhibit a balance of individual initiative and working to a definite plan; but needs freedom from close

controls and broad, rather than close, scheduling.

INCENTIVES (71/ 99)
Drive for personal rewards or preference to share in group rewards
Prefers to be competitive and resourceful; and needs an environment that allows plenty of opportunities for

individual achievement and recognition.

RESTLESSNESS (96/ 96)
Preference for focusing attention or changing focus and seeking varied activities
Likes to introduce a good deal of variety and novelty into personal routine; and needs to be offered plenty of

opportunity for novelty and change.

THOUGHT (92/ 98)
Decision-making process and concern for consequences in making the right decision
Likes to consider all possible alternatives before committing to a decision; and needs to be offered plenty of time

for decisions.

STRESS MANAGEMENT
SHIJIE JIN

THE BIRKMAN METHOD® AND STRESS MANAGEMENT

We know that the ability to manage stress has vital consequences in our professional and

personal lives. The Stress Management report specifically targets better self-management.

This seven-page report addresses three areas where stress can easily occur. Since few of us

take the time to acknowledge or articulate our own needs, we may especially react to unmet

needs in these situations:

• Interpersonal relationships

• Schedules and details

• Decision making

This Stress Management report offers information to help you manage your own individual

Needs (as described by the Birkman behavioral Components) and to more easily avoid areas of

potential Stress.

In each of these areas, the first page identifies some symptoms of Stress that you may express,

feel or exhibit in this situation. The report then provides suggestions as to what you can do to

prevent or at least minimize those behaviors that might further increase the Stress that you

may be feeling. When asterisks also appear next to the title for a particular page, they indicate a

greater intensity or priority of the information.

The second page of each section provides information that relates to your motivational Needs.

When your Needs are generally met, you can more easily use your Usual Behaviors. This report

also helps you understand what may be happening (which Need is not being met) when you do

experience symptoms of Stress.

Finally, the report provides suggestions as to how you can proactively manage Stress by taking

specific actions to meet your own Needs on an ongoing basis.

STRESS MANAGEMENT
SHIJIE JIN

STRESS OF INTERPERSONAL RELATIONS ***
The number of asterisks associated with the Stress scores indicates the intensity of the Stress Behaviors when they occur.

The Stress Behaviors surrounding the area of interpersonal relations relate to the Self-
Consciousness and Social Energy Components. Your Stress scores in these areas are 99 (Self-
Consciousness) and 17 (Social Energy).

Based upon these scores, when you are feeling stress in this area, we expect you may begin to:

• Spend too much time justifying and explaining your ideas, suggestions or actions.

• Get your feelings hurt easily or get easily embarrassed.

• Take little comments personally and become defensive or hurt.

• Keep to yourself or stay on the fringes of the group at lunches, group sessions or social

gatherings.

• Ignore casual conversation and greetings from others, or not speak until spoken to.

• Feel real impatience with group meetings, committee activities or work that involves several

persons at once.

When these behaviors occur:

• Take opportunities to meet and mix with new people or casual friends on a regular basis.

• Be more sociable and work to set aside your shyness and those self-conscious feelings.

• Practice speaking up; bring yourself to the attention of others more often.

• Don’t hesitate to take center stage when you feel that you have something to say that others

need to hear.

STRESS MANAGEMENT
SHIJIE JIN

MANAGING NEEDS FOR SELF-CONSCIOUSNESS AND SOCIAL
ENERGY

Based upon these scores, it is likely that you need:

• Respected titles and status • Freedom from group pressures

• Personalized benefits • Special time to be alone;

• Criticism balanced by praise time to be quiet and think

• Genuine pats on the back • Individualized benefits

• Close individual ties • A few, close, one-on-one friends

In order to build resistance to or avoid stress in this area, we recommend that you:

• Spend more time with that special person who always makes you feel good about yourself

(spouse, best friend, parent, etc.).

• Keep a list of your recent successes and re-read it when you feel discouraged.

• Reward yourself by spending a little time doing those things that you always feel good

about after you finish.

• Take the time to have casual exchanges with your superiors.

• Set aside quiet time for yourself every day; you need solitude to recharge.

• Take active steps to protect yourself from interruptions when you are working on an

important or stressful task.

• Allocate at least one weekend a month just to be alone with that one person who is most

important to you. The more difficult this is to do, the more important it is.

• Prepare yourself for big holidays or hectic social periods by spending more time being quiet

and alone.

STRESS MANAGEMENT
SHIJIE JIN

STRESS OF DEALING WITH SCHEDULES OR DETAIL ***
The number of asterisks associated with the Stress scores indicates the intensity of the Stress Behaviors when they occur.

The Stress Behaviors surrounding issues dealing with details and schedules relate to the
Insistence and Restlessness Components. Your Stress scores in these areas are 16 (Insistence)
and 96 (Restlessness).

Based upon these scores, when you are feeling stress in this area, we expect you may begin to:

• Wait until time has almost run out before starting a task.

• Ignore necessary routines or systems, and not follow through on essential detail.

• Not organize your plans or inform others in the group about your plans, actions or

whereabouts.

• Get bored with essential detail, and not follow through on

schedule.

• Have trouble exercising self-discipline or concentrating on the task at hand.

• Feel restless and impatient, and become distracted by little things.

When these behaviors occur:

• Work to identify priorities and critical time needs in a new project or opportunity before

planning your actions.

• Remember that existing priorities must be attended to when accepting the challenge of a new

project.

• Work to establish better time-management habits.

• Practice working projects against a specific time or milestone using intermediate check

points and time tables as well as an overall end date.

• Set up procedures to handle distractions during the most tedious or routine parts of a project.

STRESS MANAGEMENT
SHIJIE JIN

MANAGING NEEDS FOR INSISTENCE AND RESTLESSNESS

Based upon these scores, it is likely that you need:

• Freedom from close controls • Novelty and change in your day

• A minimum of structured routine • Frequent shifts in your activities

• Direct access to everyone • An independent work role

• Unusual and stimulating tasks • Varied and complex work activities

• Flexible rules and policies • Changes in the group or scenery

In order to build resistance to or avoid stress in this area, we recommend that you:

• Set aside times every week to follow some new interest or satisfy a new curiosity.

• Indulge your sense of adventure whenever possible; use vacations or hobbies to try new

activities.

• Create frequent opportunities to discuss future goals, plans and activities with your family

and/or co-workers.

• Make schedules that allow you flexibility in executing tasks and plans.

• Build up a stockpile of small, worthwhile projects to work on when you need a break from a

boring task.

• Develop schedules and time management habits that allow you to routinely work on or

monitor several tasks every day.

• Keep variety and a sense of newness in your hobbies and social life.

• Avoid taking on home projects that will require you to do essentially the same thing every

night for months on end.

STRESS MANAGEMENT
SHIJIE JIN

STRESS OF MAKING DECISIONS ****
The number of asterisks associated with the Stress scores indicates the intensity of the Stress Behaviors when they occur.

The Stress Behaviors surrounding decision-making issues relate to the Physical Energy and
Thought Components. Your Stress scores in these areas are 6 (Physical Energy) and 98
(Thought).

Based upon these scores, when you are feeling stress in this area, we expect you may begin to:

• Feel overwhelmed and weighed down by tasks that require concentration on practical

actions or details.

• Become easily worn down or tired when projects require extended action rather than

planning and thought.

• Spend too much energy on the big picture or blue sky plans and dreams, and become

discouraged when forced to deal with practical limitations.

• Worry about ordinary, everyday decisions and arrangements too much.

• Dwell too much on the negative possibilities when trying to make a choice or decision.

• Feel anxious and insecure about making a mistake when a decision is required, especially

when time is short.

When these behaviors occur:

• Accept the need to work through a complex decision process even though significant

concentration on practical limitations will be required.

• Spend time planning the implementation steps for a project as well as developing the grand

design — don’t forget the practical limitations.

• Try to take a more aggressive approach to starting action on a task or project.

• Work to establish firm schedules for coming to a decision and work steadily toward that

schedule.

• Build methods of reassessment and change into projects or decisions, and learn to

experiment with partial decisions rather than staying committed to a given course come what

may.

• Develop an analytic approach to decision making; focus your attention on the pros and cons

STRESS MANAGEMENT
SHIJIE JIN

MANAGING NEEDS FOR PHYSICAL ENERGY AND THOUGHT

The Stress Behaviors surrounding decision-making issues relate to the Physical Energy and
Thought Components. Your Stress scores in these areas are 6 (Physical Energy) and 98
(Thought).

Based upon these scores, it is likely that you need:

• A minimum of prolonged activity • Time to think decisions through

• Stimulation of new ideas • Support from others on decisions

• Friendly, low-key surroundings • Opportunities to talk out worries

• Time for reflection • Offers of assistance and help

• Unhurried work conditions • Cautious decision-making by others

In order to build resistance to or avoid stress in this area, we recommend that you:

• Plan schedules and projects so you can stop and think about where you have been and

where you are going.

• Give more time to abstract or philosophical thought and activities.

• Avoid taking on too many projects or social obligations when things are getting hectic at

work.

• Develop a relaxing, low-key hobby or recreation, and make use of the curative powers of this

activity often.

• Build life goals and important plans carefully using thorough discussion with those close to

you and advice from knowledgeable advisors.

• Develop close relations with patient and effective advisors who will reflect on your ideas

with you and will help you think carefully about important issues.

• Keep abreast of major developments in your work area, so that you are ready to deal with

issues when the arise and have a good idea of where to go for assistance or information.

• Remind those close to you that you need careful preparation before making a decision, and

elicit their support in developing several options to consider.

WORK STYLES
SHIJIE JIN

Scale 0 5 10

Knowledge Specialist 4

Directive Management 5

Delegative Management 5

Work Motivation 1

Self Development 8

Corporate Adaptability 5

Social Adaptability 4

Social Responsibility 3

Scale 0 5 10

Public Contact 8

Detail 3

Global 6

Linear 5

Conceptual 4

Concrete 7

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.

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.

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.

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.

Social Responsibility: Values and supports social

conventions in own social group. Provides and supports

stability in work, family, legal and social relationships.

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.

ORGANIZATIONAL FOCUS
SHIJIE JIN

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.

SHIJIE JIN

Similarity to others in this job arena Intensity Intensity

Blue – Design/Strategy

Red – Operations/Technology

Green – Sales/Marketing

Yellow – Admin/Fiscal

Description of Organizational Focus (by color):

R
E

Red – Operations/Technology

• A work environment that emphasizes a

practical, hands-on approach, usually

with a tactical focus.

• A product-focused culture with strong

emphasis on implementation.

G
R

E
E

Green – Sales/Marketing

• A work environment that emphasizes

selling, promoting, directing, and

motivating others.

• A communications-based culture

designed to influence others.

Y
E

L
L

O
W

Yellow – Admin/Fiscal

• A work environment that emphasizes

standards, tracking, and quality

assurance.

• A culture based on efficient procedures

and policies.

B
L

U
E

Blue – Design/Strategy

• A work environment that emphasizes

planning, innovating, and creating.

• A culture of ideas, usually with a

strong strategic focus.

BIRKMAN

REPORT

THIS REPORT WAS PREPARED FOR

SHIJIE JIN (G63GSH)

DATE PRINTED | October 19 2021

CAREER EXPLORATION REPORT
SHIJIE JIN

Self-assessment is the first
step in the career planning
process. It can be a valuable
tool for clarifying career
direction, assisting in career
transition and capitalizing on
innate preferences that
contribute to job satisf

action

and success.

Your results have been generated from your

responses to The Birkman Method®

assessment. This comprehensive assessment

measures behavioral traits, motivation, stress

and occupational interests. The Birkman

Method is backed by over 60 years of research

and application.

Your Career Exploration Report is designed to

give you a deeper understanding of yourself

and the career options that are your best fit.

Your report can help confirm career choices

you are making, show you alternative career

choices and build your personal awareness of

the strengths, motivators and working

environments that will help you succeed.

As you review your results, do not let them limit

your career exploration. Rather, use your results

as a guide for further exploring different career

options that hold the highest potential for your

success and well-being. With the assistance of

a qualified career professional, you can develop

career strategies and techniques to achieve

your career goals.

CAREER EXPLORATION REPORT
SHIJIE JIN

You are unique. Your interests
and behaviors define who you
are and tell you how you are
motivated. Imagine the
possibilities if you were able
to clearly communicate not
only your skills, but also your
most effective behavior for
elevated performance.

The Birkman Career Exploration Report

examines your relational characteristics from

multiple angles and uses that information to

highlight key career areas that will provide you

with the greatest potential for success.

The first portion of your report explores four

important dimensions of who you are:

Birkman Interests
What you like; activities you prefer

Usual Behavior
How you relate to the world around you; the
behavior other people see

Needs
The support you need from others and the
environment around you

Stress Behavior
Negative, reactionary behavior when frustrated
and your needs are not met

CAREER EXPLORATION REPORT
SHIJIE JIN

THE COLORS OF THE BIRKMAN METHOD

To help simplify information, the Career Exploration Report uses colors throughout each area.

This is to help you identify your own characteristics and also understand the differences that

exist with each area. Since every individual is different, it is unlikely that you will see one color

consistently throughout your report. Your unique color combination is the most important as it

describes your unique attributes and provides a roadmap to reach your greatest potential.

BIRKMAN INTERESTS

R
E

D
G

R
E

E
N

Y
E

L
L

O
W B

L
U

• Implementing

• Seeing a finished product

• Solving practical problems

• Working through people

• Selling and promoting

• Persuading

• Motivating people

• Counseling or teaching

• Working with people

• Scheduling

• Doing detailed work

• Keeping close contact

• Working with numbers

• Working with systems

• Planning

• Dealing with abstraction

• Thinking of new approaches

• Innovating

• Working with ideas

USUAL BEHAVIOR

R
E

D
G

R
E

E
N

Y
E

L
L

O
W B

L
U

• Friendly

• Decisive and energetic

• Frank

• Logical

• Competitive

• Assertive

• Flexible

• Enthusiastic about new things

• Orderly

• Concentrative

• Cautious

• Insistent

• Insightful

• Selectively sociable

• Thoughtful

• Reflective

• Optimistic

CAREER EXPLORATION REPORT
SHIJIE JIN

NEEDS

R
E

D
G

R
E

E
N

Y
E

L
L

O
W B

L
U

• Encourage group interaction

• Offer clear-cut situations

• Give plenty to do

• Be direct and logical

• Encourage competition

• Be assertive

• Allow flexibility

• Introduce novelty and variety

• Encourage an organized approach

• Permit concentration on tasks

• Offer an environment of trust

• Be consistent

• Offer individual support

• Encourage expression of feelings

• Allow time for reflection

• Give time for difficult decisions

STRESS BEHAVIOR

R
E

D
G

R
E

E
N

Y
E

L
L

O
W B

L
U

• Find it hard to give individual support

• Become impatient

• Are “busy” for the sake of it

• Dismiss others’ feelings

• Are easily distracted

• Distrust others

• Become domineering

• Fail to follow the plan

• Become over-insistent on rules

• Resist necessary change

• Are reluctant to confront others

• May be taken in

• Ignore social convention

• Become indecisive

• Find it hard to act

• See the worst possibilities

CAREER EXPLORATION REPORT
SHIJIE JIN

BIRKMAN INTERESTS

THE ACTIVITIES YOU ENJOY MOST

Your Birkman Interests indicate the type of work you enjoy, the hobbies that captivate you, and

the activities that bring pleasure and fulfillment. Interest does not relate to talent or skill within

any area, but is critical to finding a successful and satisfying career.

Interests in the Yellow quadrant include:

• Scheduling

• Doing detailed work

• Keeping close contact

• Working with numbers

• Working with systems

You will be drawn most heavily to job roles that
involve:

• Innovation and Implementation of Concepts

• Establishing Structure and Insuring Quality

• Fiscal Responsibility and Analysis

Job functions you will be attracted to will allow for:

• Exploring curiosity and thinking of new ways

to make process/products more efficient and

effective; testing new ideas using practical

methods

• Placing importance on consistency and have

clearly defined operational standards;

opportunities to use proven processes to

ensure quality

• Working with budgets or other numerical

data for purposes of analysis and decision

CAREER EXPLORATION REPORT
SHIJIE JIN

USUAL BEHAVIOR

HOW YOU RELATE TO OTHERS

Usual Behavior is the positive behavior we have learned to use as a means of achieving

success. It is your own personal socialized behavior that you have learned works best for you

and what others see as your strengths.

Usual Behaviors in the Blue quadrant
include:

• Insightful

• Selectively sociable

• Thoughtful

• Reflective

• Optimistic

Your Usual Behavior indicates that you are:

• Insightful

• Optimistic

• Thoughtful

• Selectively sociable

In describing yourself, be sure to indicate:

• That you spend enough time on decisions

that mistakes are not made due to hasty

action

• That you take time to listen to what others

have to say

• That you enjoy exploring the possibilities

• That you emphasize the benefits for the

group, not just for yourself

CAREER EXPLORATION REPORT
SHIJIE JIN

NEEDS

SUPPORT NEEDED FROM ENVIRONMENT AND OTHERS

Our Needs are a vital part of who we are, and perhaps the most important aspect of our

personality. Our Needs describe how we want to be treated, supported and motivated. Our

Needs must be met in order for us to exhibit our Usual Behavior.

Needs in the Blue quadrant include:

• Offer individual support

• Encourage expression of feelings

• Allow time for reflection

• Give time for difficult decisions

Your Needs indicate that you prefer:

• Individual reassurance

• Direction by suggestion

• Stimulating activities

• Freedom to create own schedule

To access these attributes within an
organization, ask questions such as:

• Will the position include opportunities to

work independently?

• Describe how decisions are typically made

within the organization?

• Describe the prevalent communication style

of those in the organization

• How much direct interaction will there be

with the person to whom I report?

• Describe the leadership style of the person to

whom I will be reporting

CAREER EXPLORATION REPORT
SHIJIE JIN

STRESS BEHAVIOR

NEGATIVE BEHAVIOR EXPERIENCED WHEN FRUSTRATED

Stress Behavior results when our Needs are not being met. Although it is completely natural for

Stress Behavior to occur, it is often seen by others as negative, ineffective and quite costly in

human terms.

Stress Behaviors in the Blue quadrant
include:

• Ignore social convention

• Become indecisive

• Find it hard to act

• See the worst possibilities

When frustrated and under stress, you may:

• Withdraw

• Feel fatigued

• Become indecisive

• Appear pessimistic

• Become overly sensitive to criticism

To manage this stress behavior when it occurs:

• Avoid withdrawing to avoid conflict, express

your thoughts persuasively

• Find ways to revive your physical energy

• Make timely decisions even if you have to

make changes later

• Don’t be overly critical when problems and

setbacks arise

• Realize that others are just stating the facts

as they see them

CAREER EXPLORATION REPORT
SHIJIE JIN

SUMMARY

In any career journey it is important to use information regarding your behavior and motivations

in conjunction with your skills, knowledge, abilities, and values to find the ideal career that lets

you reach greatest potential.

REMEMBER THESE KEY POINTS WHEN ASSESSING FUTURE ROLES AND CAREERS

BIRKMAN INTERESTS

Seek out roles that incorporate
activities that allow you to:

SCHEDULE

DO DETAILED WORK

KEEP CLOSE CONTACT

WORK WITH NUMBERS

WORK WITH SYSTEMS

USUAL BEHAVIOR

Your style when relating to others
and accomplishing tasks is:

INSIGHTFUL

OPTIMISTIC

THOUGHTFUL

SELECTIVELY SOCIABLE

NEEDS

To be productive, make sure the
environment around you:

OFFERS INDIVIDUAL SUPPORT

ENCOURAGES EXPRESSION OF FEELINGS

ALLOWS TIME FOR REFLECTION

GIVES TIME FOR DIFFICULT DECISIONS

STRESS BEHAVIOR

Under stress you may:

IGNORE SOCIAL CONVENTION

BECOME INDECISIVE

FIND IT HARD TO ACT

SEE THE WORST POSSIBILITIES

CAREER EXPLORATION REPORT
SHIJIE JIN

JOB FAMILIES
The Job Families section is a detailed profile analysis comparing your degree of match to successful individuals in

various Job Families and Job Titles. Each Job Family is based on multiple profiles that have been created by

examining individuals in similar roles that have demonstrated success. Your scores are determined by comparing

you to those profiles to identify the environments that offer the greatest potential of success. The overview below

displays your strongest career options that have the best potential fit for you.

PRODUCTION CONSTRUCTION &

EXTRACTION
INSTALLATIO

N
,

M
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AN
C

E, &

REPAIR

TR
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P
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A
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IO
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F
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SALES &
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& ENTERTAIN
MENT

SPORTS, M
EDIA

ARTS, D
ESIG

LIBRARY
TRAINING, &

EDUCATION,

SOCIAL SERVICES

COMMUNITY &

TECHNICIAN

PRACTITIONER &

HEALTHCARE

SCIEN
CE

&
SO

CIAL

LIFE, PH
YSICAL,

LE
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A
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&

A
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IN

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&

F
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C
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M
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AGEM

ENT

COMPUTER &

M
ATHEMATICAL

SCIENCE

ENGINEERING &

ARCHITECTURE

CAREER EXPLORATION REPORT
SHIJIE JIN

JOB FAMILIES / JOB TITLES

This section takes an in-depth look at the specific jobs you look most and least similar to within each of the Job

Families. When online, click on the hyperlinked Job Titles to visit the US Department of Labor website where you

can explore each Job Title in more detail.

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.

• Loan Officers

• Accountants & Auditors

• Management Analysts

• Tax Preparers

• Financial Analysts

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.

• Customer Service

Representatives

• Supervisors Of Office &

Administrative Support

Workers

• Administrative Services

Managers

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.

• Police & Sheriff Patrol Officers

• Security, Police, & Fire Fighting

Enforcement Managers

• Supervisors Of Police, Fire

Fighting, & Correctional Officers

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.

• Education Administrators

(Elementary & Secondary)

• Preschool Teachers (Except

Special

Education)

• Secondary School Teachers

(Except Special Education)

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).

• Chemists

• Chemical, Environmental, &

Geological

Technicians

• Social Scientists, Psychologists,

& Urban Planners

http://www.mynextmove.org/profile/summary/13-2072.00

http://www.mynextmove.org/profile/summary/13-2011.01

http://www.mynextmove.org/profile/summary/13-1111.00

http://www.mynextmove.org/profile/summary/13-2082.00

http://www.mynextmove.org/profile/summary/13-2051.00

http://www.mynextmove.org/profile/summary/43-4051.00

http://www.mynextmove.org/profile/summary/43-1011.00

http://www.mynextmove.org/profile/summary/11-3011.00

http://www.mynextmove.org/profile/summary/33-3051.01

http://www.mynextmove.org/profile/summary/11-9199.07

http://www.mynextmove.org/profile/summary/33-1012.00

http://www.mynextmove.org/profile/summary/11-9032.00

http://www.mynextmove.org/profile/summary/25-2011.00

http://www.mynextmove.org/profile/summary/25-2031.00

http://www.mynextmove.org/profile/summary/19-2031.00

http://www.mynextmove.org/profile/summary/19-4031.00

http://www.onetonline.org/link/summary/19-3031.00

CAREER EXPLORATION REPORT
SHIJIE JIN

JOB FAMILIES / JOB TITLES

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.

• Paralegals & Legal

Assistants

• Litigation Lawyers (Win-Lose

Outcomes)

• Corporate Lawyers (Consensual

Outcomes)

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.

• Real Estate Sales Agents

• Retail Salespersons

• Supervisors Of Non-Retail Sales

Workers

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.

• Child, Family, & School Social

Workers

• Social & Human Service

Assistants

• Directors (Religious Activities &

Education)

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.

• Transportation Mechanics &

Technicians

• Supervisors Of Mechanics,

Installers, & Repairers

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.

• Supervisors Of Production &

Operating Workers

• Power, Gas, Chemical, & Waste

Plant/System Operators

• Industrial Production Managers

http://www.mynextmove.org/profile/summary/23-2011.00

http://www.mynextmove.org/profile/summary/23-1011.00

http://www.mynextmove.org/profile/summary/41-9022.00

http://www.mynextmove.org/profile/summary/41-2031.00

http://www.mynextmove.org/profile/summary/41-1012.00

http://www.mynextmove.org/profile/summary/21-1021.00

http://www.mynextmove.org/profile/summary/21-1093.00

http://www.mynextmove.org/profile/summary/21-2021.00

http://www.mynextmove.org/profile/summary/49-3023.01

http://www.mynextmove.org/profile/summary/49-1011.00

http://www.mynextmove.org/profile/summary/51-1011.00

http://www.mynextmove.org/profile/summary/51-8013.00

http://www.mynextmove.org/profile/summary/11-3051.00

CAREER EXPLORATION REPORT
SHIJIE JIN

JOB FAMILIES / JOB TITLES

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.

• Construction Managers

• Carpenters

• Electricians

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.

• Public Relations &

Communication Managers

• Musicians & Singers

• Interior Designers

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).

• Medical & Health Services

Managers

• Chief Financial Officers

• Financial Managers

• Education Administrators

(Elementary & Secondary)

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.

• Medical & Health Services

Managers

• Pharmacists

• Physicians

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.

• Pilots

• Transportation, Storage, &

Distribution Managers

• Supervisors Of Vehicle Operators

http://www.mynextmove.org/profile/summary/11-9021.00

http://www.mynextmove.org/profile/summary/47-2031.01

http://www.mynextmove.org/profile/summary/47-2111.00

http://www.mynextmove.org/profile/summary/11-2031.00

http://www.onetonline.org/link/summary/27-2042.00

http://www.mynextmove.org/profile/summary/27-1025.00

http://www.mynextmove.org/profile/summary/11-9111.00

http://www.mynextmove.org/profile/summary/11-1011.00

http://www.mynextmove.org/profile/summary/11-3031.02

http://www.mynextmove.org/profile/summary/11-9032.00

http://www.mynextmove.org/profile/summary/11-9111.00

http://www.mynextmove.org/profile/summary/29-1051.00

http://www.mynextmove.org/profile/summary/29-1062.00

http://www.mynextmove.org/profile/summary/53-2012.00

http://www.mynextmove.org/profile/summary/11-3071.01

http://www.mynextmove.org/profile/summary/53-1031.00

CAREER EXPLORATION REPORT
SHIJIE JIN

JOB FAMILIES / JOB TITLES

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.

• Electrical & Electronic

Engineering Technicians

• Petroleum Engineers

• Computer Hardware Engineers

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.

• Technical Trainers

• Computer Security Systems

Specialists

• Database Administrators

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.

• Food Service Managers

• Chefs & Head Cooks

• Supervisors Of Food Preparation

& Serving Workers

http://www.mynextmove.org/profile/summary/17-3023.03

http://www.mynextmove.org/profile/summary/17-2171.00

http://www.mynextmove.org/profile/summary/17-2061.00

http://www.onetonline.org/link/summary/15-2099.00

http://www.mynextmove.org/profile/summary/15-1122.00

http://www.mynextmove.org/profile/summary/15-1141.00

http://www.mynextmove.org/profile/summary/11-9051.00

http://www.mynextmove.org/profile/summary/35-1011.00

http://www.mynextmove.org/profile/summary/35-1012.00

BIRKMAN INSIGHTS
SHIJIE JIN

HANDLING CONFLICT

The following statements are generated from your Component Usual, Component Need and Component

Stress scores. Carefully read each statement and check the ones that are most significant to you.

Remember, a statement appears because it may be significant for you, not because it is significant.

Only you can

decide which statements are most relevant for you.

SECTION A: Your effective approach to handling

conflict

Tend to be able to sense when people should be handled more sensitively

A naturally authoritative person, you find it easy to direct conflict situations, even if other

people try to dominate

Understand that people are often in conflict because each one of them wants to win, and

so look for solutions that can preserve that competitive element between them

Prefer to reflect on conflict situations and encourage others to do the same, rather than

take strong action simply for its own sake

Believe that allowing people to air their feelings is a key issue in resolving conflict

You believe that it’s often the secondary issues that cause conflict, and you like to

investigate those

Understand that conflicts can’t always be resolved easily, particularly when the issues are

complex or ambiguous

SECTION B: Your less effective approach

If people are too forthright with you, you can focus more on your hurt feelings than the

conflict issues

Can be too resistive in handling conflict issues in a group setting

If you are involved in some formal conflict management process, you can be tempted to

abandon it and try a less organized approach

Can become domineering, dealing with others by attempting to dominate rather than

engage constructively with other people

Conflict can become an opportunity for you to win, perhaps at the expense of others

BIRKMAN INSIGHTS
SHIJIE JIN

HANDLING CONFLICT

Particularly in the face of ongoing conflict, you can begin to lose energy or over-think the

issue

Your feelings, particularly negative feelings, can impede your ability to deal effectively with

conflict

Secondary or less relevant issues can start to assume a disproportionately large

importance

Under pressure, can begin to see ambiguity in what are fundamentally simple issues

SECTION C: Increasing your effectiveness

Get advice and input from at least one key person who understands your need to feel

respected

If possible, get away from the group for at least a while and reconsider the issues

Don’t push yourself to come up with a structured approach for dealing with a particular

conflict. Start with a broad outline

Make sure you know who is “in charge”

Engage your competitiveness, to the extent that this can be useful in dealing with the

conflict issue at hand

Set aside a period of time to get away from the issue, mentally and physically

Find someone who is not directly involved and tell that person about your feelings,

particularly the negative ones

When your attention wanders, try to work on something else

for a while

Take time to consider matters where possible; your decision-making tends to be more

effective if you are not rushed

BIRKMAN INSIGHTS
SHIJIE JIN

TRUST

The following statements are generated from your Component Usual and Component Need scores.

Carefully read each statement and check the ones that are most significant to you. Remember, a

statement appears because it may be significant for you, not because it is significant. Only you can

decide which statements are most relevant for you.

SECTION A: How you encourage trust in others

Prefer to use intuition and insight to determine what others, particularly key individuals, are

really thinking

Find it easy to use your naturally authoritative style to encourage trust from other people

Consider trust to be something that develops from the natural respect that keen

competitors have for one another

Believe that trust develops gradually, not merely as a result of working together but also on

the basis of shared values and ideas

Aware that taking others’ feelings into account is an important key to gaining their trust

See issues of trust as being fairly complex; understand that establishing trust can take

time and may need to be re-evaluated frequently

SECTION B: How others can encourage trust in you

Others should help you understand that you are respected, regardless of any differences

they may have with you

Engage you alone or with one or two other people where possible; don’t expect to gain your

trust in a more general group- or team-based session

Don’t over-burden you with details or procedures; otherwise, you can feel they don’t trust

you to handle the situation in question

You can feel less secure unless it’s clear to you exactly who is in charge

You are much more interested in others providing a level playing field and clear rules for

competitive engagement than in any talk on their part about “trust”; paradoxically, this is

how they will encourage you to trust them

BIRKMAN INSIGHTS
SHIJIE JIN

TRUST

You feel that the trust relationship develops over time through a mixture of working with

other people and sharing of ideas. Giving you an over-ambitious schedule can slow this

process

Giving you the opportunity to talk about the way you feel is important if your trust is to be

gained

Others should not expect commitment overnight. Allow you time to size up the situation;

you are not inclined to trust people easily

SECTION C: When your level of trust drops

May start to believe you are no longer respected

May withdraw mentally or even physically from group participation; can begin to wonder if

anyone trusts you

May fail to follow any sort of plan

Can become too domineering and over-assertive

May become self-protective; tell yourself that if you do not look out for yourself, nobody

else will

Can begin to feel physically fatigued and demotivated as your trust level drops; start to put

things off or fail to complete tasks

Can over-magnify personal and group problems; inclined to exaggerate matters of trust;

can see lack of trust as a matter of betrayal

When trust issues arise, it can affect your decision-making; determining what should or

should not be done may start to become a much more fearful matter because you are no

longer sure upon whom you can depend

BIRKMAN INSIGHTS
SHIJIE JIN

HOW YOU SEEK TO INFLUENCE OTHERS

The following statements are generated from your Component Usual scores (effective approach) and

Component Stress scores (less effective approach). Carefully read each statement and check the ones

that are most significant to you. Remember, a statement appears because it may be significant for you,

not because it is significant. Only you can decide which statements are most relevant for you.

Effective approach

Use insight and intuition to guide people to your way of thinking in one-to-one interactions;

willing to play more of a waiting game to persuade the other party

Use your natural authority to command the attention and agreement of others

Like to appeal to others’ competitive natures by emphasizing individual as well as team

benefits that may result from people’s acceptance of your ideas

Inclined to present an idea and then encourage others to think the matter over before

seeking agreement

Present ideas by appealing to others’ emotions as well as their experience and expertise

Like to emphasize a variety of approaches to and benefits of the idea you are promoting

Willing to let others examine issues critically; understand that some people like to be more

cautious in the face of ambiguity

Less effective approach

May become over-sensitive: can misread the responses of key individuals, believing that

there is covert opposition where in fact there is none

In the face of opposition, can be too inclined to withdraw from the group instead of

engaging with it

When your attempts to influence others run into problems, you can be too inclined to

abandon a structured presentation of your ideas in favor of poorly thought-out

improvisation

Can see disagreement as a challenge to your authority: can become domineering, seeing

criticism as a threat to your “turf” or personal authority

BIRKMAN INSIGHTS
SHIJIE JIN

HOW YOU SEEK TO INFLUENCE OTHERS

Can be seen by others as more interested in establishing a competitive environment than a

team atmosphere

Can lose energy in the face of opposition: may be inclined to withdraw and “think the

matter over” rather than press for action

from others

May worry too much, without realizing that these emotional reservations can color others’

thinking as well as your own

Can let your attention wander; inclined to follow others’ focus on side issues, to the

detriment of the main idea

Can become distracted by the finer points of the matter at hand instead of asking for a yes-

no commitment

BIRKMAN INSIGHTS
SHIJIE JIN

INCREASING YOUR SALES EFFECTIVENESS

The following statements are generated from your Birkman Interests, Component Usual, Component

Need and Component Stress scores. Carefully read each statement and check the ones that are most

significant to you. Remember, a statement appears because it may be significant for you, not because it

is significant.

Only you can decide which statements are most relevant to you.

SECTION A: Your likely effective sales style

Your sales style is most effective when you feel you have a complete understanding of your

product or service, from both a practical and theoretical viewpoint

You feel more effective when you have a complete grasp of the “numbers” and can talk to

the prospect about them

Your sales presentations tend to be more effective when you are able to organize them to

your own satisfaction – this gives you a greater feeling of comfort when you present

You tend to be naturally insightful and sensitive in your approach to selling: often you can

tell intuitively what the prospect is thinking or feeling

You can be very effective with prospects who like to push back, even if they do so

energetically; you can relish vigorous debate and discussion

You have a natural competitiveness, and you enjoy being able to measure yourself against

others in terms of the effectiveness of your sales style

You prefer to use an approach of actively selling and then allowing the prospect (and

yourself) some time for reflection on what was said or done

More than most salespeople, you are aware of the extent to which the prospect’s emotions

can color the buying decision, and when you are at your best you encourage him or her to

discuss their feelings as part of the sales process

You like to have several issues to attend to at a time, and to move your attention from one

to the other; you’re more effective taking this approach than concentrating for a long time

on just one matter

You have a tolerance for ambiguity; you understand that the buying decision can be

complex, and you are willing to talk through matters with the prospect which might have

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