HRD Press - Assessments

HUMAN RESOURCE DEVELOPMENT PRESS
ASSESSMENTS
DISCStyles
Managerial Assessment of Proficiency
Dealing with Conflict
Strategic Leadership Type Indicator
SAQ Assessment
Emotional Intelligence Style Profile
Ethical Type Indicator
Influencing Style Clock Assessment
Performance Skills Leader
User Friendly Comprehensive Always Available
Call 1-800-822-2801 for a free consultation. No Risk, Money Back Guarantee!
You will
Learn your behavioral style tendencies, strengths,
and struggles.
Learn communication preferences.
Learn the four basic DISC styles.
Learn to identify another persons style.
Learn adaptability to improve communication effectiveness.
Features
Full facilitation materials
Classroom or online versions
15-20 minutes to complete; produces profiles for work,
personal, and family environments
Training plan options from under half a day to
two or more days
Self/Other report available at no additional cost
NEW Team Report available!
Key Benefits
Gain awareness of personal strengths and motivators
Uncover career development opportunities
Improve methods for interpersonal communication
Enhance conflict resolution ability
Create 360-degree feedback for your leaders
Build and strengthen teams
Improve professional relationships internally
and externally
DISCStyles Online Assessment$75.00
DISCStyles Assessment (paper)5-pack$75.00
Ask about Unlimited Use Licensing!
Certification Available!
Contact: mark@hrdpress.com
1-800-822-2801 x 1125
Take advantage of the worlds most widely-used
behavioral assessment model to teach participants
how four primary behavioral styles influence several
key work competencies.
Become the DISC coach/expert in your organization.
Teach managers how to use DISC information to
enhance long-term motivation.
Provide managers and other professionals with the
communication dos and donts.
Understand the ideal job culture for certain profiles.
Teach what each DISCStyles profile needs for increased
effectiveness.
DISCStyles is the premier behavioral style assessment
available today. The goal of DISCStyles is to understand
interpersonal chemistry and enhance relationships. Once
managers know their own personality and behavioral
style characteristics, it is easier to understand what
drives others and use a variety of options for dealing
with them more successfully.
This easily administered 30-item assessment includes the
use of three interpersonal settings (work, home, social)
to increase the accuracy of results. Each of the three
standard interpretive graphs are plotted, enabling a
complete view of your preferred style, and since the
DISCStyles Assessment can be completed in only 10 to 15
minutes, you gain valuable time for individual coaching
sessions or group discussions.
DISCStyles 2
Try a Free DISCStyles Assessment
experience the benefits on us:
Go to www.hrdpress.com/Demo
Understanding Behavioral Styles
DISCStyles Online Feedback Report and Home Page!
A totally automated online DISCStyles self-assessment
A personalized DISCStyles report
A DISCStyles Home Page to invite others to respond to how they see you for 360-degree feedback
eGraphs and Observer Graphs of how others see you
Additional online resources
NEW Team Report available!
The DISCstyles Report Report for Kate Cooper - I/Is Style
Copyright 1996-2013 A & A, Inc. All rights reserved. 17
HRD Press 413-253-3488 www.hrdpress.com
DISCstyles eGraphs for Kate Cooper
Your Adapted Style indicates you tend to use the behavioral traits of the I style(s) in your
selected Leadership focus. Your Natural Style indicates that you naturally tend to use the behavioral traits of the Is style(s).
Your Adapted Style is your graph displayed on the left. It is your perception of the behavioral tendencies you think you should
use in your selected focus (work, social or family). This graph may change when you change roles or situations. The graph on
the right is your Natural Style and indicates the intensity of your instinctive behaviors and motivators. It is often a better
indicator of the real you and your knee jerk, instinctive behaviors This is how you act when you feel comfortable in your
home environment and are not attempting to impress. It is also what shows up in stressful situations. This graph tends to be
fairly consistent, even in different environments.

Adapted Style - Graph I

Pattern: I (3633)
Focus: Leadership
Natural Style - Graph II

Pattern: Is (3642)

Adapted Natural

NOTE: Your results
graphs will appear
on a smaller scale
throughout the
report for your
quick reference.

If the two bars are similar, it means that you tend to use your same natural behaviors in that environment. If your Adapted Style is
different from your Natural Style, this may cause stress if done over a long period of time. You are then using behaviors that are
not as comfortable or natural for you.

The four-digit numbers (under the graphs) represent your segment numbers in DISC order and dictate the adjectives highlighted
on the Word Sketch pages.
The higher or lower each D, I, S, C point is on your graphs, the greater or lesser your needs-motivated behavior impacts your
results at work and others around you. Once aware, you can adapt your style. Can you change? Of course! You do it every day
depending on your situations. However, permanent behavioral change comes only with awareness and practice. Study and
practice using the Behavioral Adaptability Charts in this report to gain behavioral flexibility. For further questions or personal
coaching, contact your consultant.
Behavioral Pattern View
The BPV has eight behavioral zones. Each zone identifies a different combination of behavioral traits. The
peripheral descriptors describe how others typically see individuals with your style. Plots on the outer edges of
the diamond identify that one factor (DISC) of your style will dominate the other three. As you move towards
the center of the diamond two and eventually three traits combine to moderate the intensity of your style
descriptors within a specific behavioral zone.

THE SCORING LEGEND
D = Dominance: How you deal with Problems
I = Influence/Extroversion: How you deal with Other People
S = Steadiness/Patience: How you deal with your Activity Level
C = Conscientious/Compliance/Structure: How you deal with the Organizations Rules as well as the
focus on details, accuracy and precision

E ^

^
Efficient, Analytical, Organized,
Factual, Aware of the Consequences
of their Actions, Practical and
Innovative.
Data, Fact & Analysis
Based. Precise &
Accurate Trusts in the
Value of Structure,
Standards & Order.
Sees the value of
Rules.
Assertive, Results
Focused, Rapid Decisions,
Will Seek Challenges, Can
be Aggressive and
Impatient, Desires to Lead.

Both Assertive and
Persuasive, Likely to
embrace New
Concepts, Often a
Mover and a Shaker,
Can be very outgoing
with High Energy and
Engaging Effort.
Very Outgoing &
Persuasive, Very People
Oriented, Quite Optimistic
Outlook, Strong
Communication Skills, Likes
to have Variety in their day.
Supportive & Persuasive,
Good TeamPlayer, Creates
Good Will & provides Good
Customer Service
Very Patient & Favors
Stability and Structure.
Not a Risk Taker, Likes
to operate at a Steady,
Even Pace.
Balances & Values
Data & Diplomacy,
Mindful of the
Rules. Will be Goal
Focused, Dislikes
Confusion and
Ambiguity.
How to Adapt to the DOMINANT Style
Theyre time-sensitive; so dont waste their time. Be organized and get to the point. Give them relevant
information and options, with probabilities of success. Give them written details to read at their leisure all on
a single page.
The Dominant Styles are goal-oriented, so appeal to their sense of accomplishment. Stroke their egos by
supporting their ideas and acknowledge their power and prestige. Let the D Style call the shots. If you
disagree, argue with facts, not feelings. In groups, allow them to have their say because they are not the type
who will take a back seat to others.
With the Dominant Style, in general, be efficient and competent.

More realistically gauge risks
Exercise more caution and deliberation before making decisions
Follow pertinent rules, regulations, and expectations
Recognize and solicit others contributions
Tell others the reasons for decisions
Cultivate more attention/responsiveness to emotions

Plan to be prepared, organized, fast-paced, and always to the point
Meet them in a professional and businesslike manner
Learn and study their goals and objectives what they want to accomplish, how they currently are
motivated to do things, and what they would like to change
Suggest solutions with clearly defined and agreed upon consequences as well as rewards that relate
specifically to their goals
Get to the point
Provide options and let them make the decision, when possible

Let them know that you dont intend to waste their time
Convey openness and acceptance of them
Listen to their suggestions
Summarize their achievements and accomplishments
Give them your time and undivided attention
Appreciate and acknowledge them when possible
AT WORK, HELP THEM TO
SALES AND SERVICE
IN SOCIAL SETTINGS
3
The Managerial Assessment of Proficiency (MAP) is the
premier assessment for managers and supervisors on the
market today. MAP is a video-driven, competency-based
assessment that provides participants with an objective
rating of proficiency in 12 basic managerial competencies
and also provides information on 10 different manage-
ment styles and values.
In 10 video episodes, managers will watch Bill Taylor and
his team exhibit a range of managerial competencies as
they simulate what happens during a typical work week.
Participants are asked to evaluate and rate the perform-
ance of Bill Taylor and his team.
MAP is a proven tool for pinpointing and charting mana-
gerial weaknesses and strengths. Scores of participants
are compared to norms developed from over 100,000
managers and supervisors from numerous industries.
Industry specific norms are also available. With MAP you
can objectively identify and target the areas with the
greatest developmental needs.
You will
Learn how you measure up in key managerial
competencies against over 100,000 managers.
Learn how you apply competencies through personal,
communication, and managerial styles.
Learn your greatest strengths and blind spots as a
manager from an objective source.
Learn where its most important for you to develop
competence.
MAP
Features
New, updated video
Normative database of over 100,000 managers
Comparisons to industry norms
Available in online or classroom-based
assessment formats
The 12 competencies assessed in MAP
are directly linked to the EXCEL training workshops
4
Key Benefits
Participants buy in because MAP depicts realistic
management scenarios.
Trainers buy in because MAP provides objective competency
based scores.
Management buys in because training needs are objectively
identified and targeted training material is available to close
skill gaps fast.
MAP Online Feedback Report
Development suggestions for highest needs and
the most important competencies in your job.
Bar chart summary of your test scores across 12 competencies
and 10 styles/values, provided in percentile ranking.
Development planning templates for your highest needs.
Summary explanations of your thinking and communica-
tion styles, and your appropriate usage of authoritarian
or participative styles.
Aggregate percentile scores in competency clusters.
The 12 Competencies covered include:
Time Management
Setting Goals and Standards
Planning and Scheduling Work
Giving Clear Information
Getting Unbiased Information
Listening and Organizing
Appraising People and Performance
Disciplining and Counseling Employees
Training, Coaching, and Delegating
Identifying and Solving Problems
Making Decisions and Weighing Risks
Thinking Clearly and Analytically
5
MAP Online $125 / MAP Classroom Version $125
Get a Free MAP Demo
email: map@hrdpress.com
or visit www.hrdpress/MAP
For more information visit: www.MAP-assessment.com
Managerial Assessment of Proficiency
12 Key
Competencies
Management
Style
Your Overall
Proficiency
Communication
Style
Percentiles Based
on Performance of
100,000 Managers
Personal Style
Sample Individual MAP Profile of Proficiency
DCI
Features
15 minutes to complete
Training plan options from under half a day to two
or more days
Self/Other report available at no additional cost
Key Benefits
Solve conflict problems with a win/win solution
instead of a win/lose outcome.
Transform workplace conflict into productive
outcomes.
Uses a contemporary application of the
Thomas-Kilmann conflict model
Teach negotiation and conflict resolution by practicing
collaborative problem solving
Build team morale by fostering a collaborative
environment.
Online Feedback Report
Graphs of the results in the five
conflict styles
Comparison of the participants scores
to the scores of the general population
A guide to conflict handling styles
that outlines the implications of
the participants scores across
all five conflict styles
A detailed skill-building section
An explanation of conflict IQ
and how to improve your
conflict IQ
The effect of conflict on
employee motivation
Anger management practices
The Conflict Situation Selector
exercise teaches participants
how to select the optimal
conflict style for every situation
6
This simple and easy-to-use conflict instrument assesses
your use of five conflict-handling styles, each of which
are effective ways of dealing with conflict for a produc-
tive outcome. With this instrument, its easy for partici-
pants to learn the positive uses of each style and the
most appropriate conflict style to use in any circum-
stance. The assessment is a critical activity to establish
how managers are currently approaching conflict so they
can utilize a wide range of more optimal solutions.
You will
Learn your own natural style of resolving conflict.
Learn to work collaboratively to solve conflict issues
in ways that recognize the interests of all proponents
while keeping the focus on performance.
Learn how and when to use each of five conflict
resolution strategies:
compete
compromise
accommodate
collaborate
avoid
Learn to work through conflict, keeping the focus on
business goals.
Try a Free DCI
Dealing with Conflict Instrument 7
Dealing with Conflict Online Assessment...$24.95
Dealing with Conflict Instrument / (paper) 5-pack$59.75
Dealing with Conflict Workshop License
email: meg@hrdpress.com
or call 1-800-822-2801 x 1138
ACuido to ContIict-EandIing 5tyIoa
1ho to||ow|ng |s a doscr|pt|on ot oach ot tho t|vo cont||ct-hand||ng sty|os, |nc|ud|ng somo ho|ptu| t|ps tor us|ng oach sty|o
ottoct|vo|y. You may want to rov|owoach ot tho sty|os |n ordor ot ro|at|vo uso (tromyour pr|mary sty|o to your |oast
usod sty|o). 1h|s may ho|p you bottor undorstand your part|cu|ar cont||ct-hand||ng prot||o. 1ho gr|d bo|owho|ps to v|sua||zo
tho rango ot cont||ct-hand||ng sty|os, and tho charactor|st|cs ot oach. Wo havo |nc|udod a spoc|a| too| on pago 10, tho
Con|lIct 8tyle 8elector, to ho|p you ana|yzo a spoc|t|c cont||ct s|tuat|on to dotorm|no tho most appropr|ato sty|o. 1h|s
w||| ho|p you |ncroaso your ab|||ty to rocogn|zo, undorstand, and bottor roso|vo cont||cts.
Cont|dont|a| and lr|vato - lago 0 ot 22
|mroving Your ContIict-EandIing CaabiIitioa
A. CreatIvIty:
l tako a croat|vo approach to cont||cts. (l como up w|th |ots ot a|tornat|vos botoro mak|ng any doc|s|on. l a|so |ook
tor |nnovat|vo so|ut|ons to prob|oms, and l probo to t|nd out what tho undor|y|ng |ssuos and constra|nts aro so that
can work w|th thom.)
3. CommunIcatIon 8kIlls:
l amgood at commun|cat|ng w|th othor poop|o dur|ng a cont||ct. (l amsk|||od at draw|ng poop|o out to t|nd out
what's roa||y bothor|ng thom. l a|so knowwhat to do and say |n tonso soc|a| s|tuat|ons, and l ama vory good
||stonor.)
C. EmotIonal etachment:
l amab|o to koop a c|oar hoad whon othors aro oxc|tod, angry, or upsot. (Vy omot|ons don't got tho bottor ot mo
|n cont||cts. l don't |oso my tompor whon doa||ng w|th othors, and l ama vory act|vo th|nkor, ospoc|a||y whon l'm
|nvo|vod |n prob|oms or cont||cts.)
0. ExtroversIon:
l amcomtortab|o and cont|dont whon l |ntoract w|th othor poop|o. (l onjoy |ntoract|ng w|th othors. l amnot atra|d to
oxpross myso|t |n tront ot othors, and l tako a gonu|no |ntorost |n othor poop|o's s|tuat|ons.)
E. Peace-makIng 8kIlls:
l amgood at roduc|ng tho |ovo| ot cont||ct botwoon poop|o. (l roach out to dotuso angor by apo|og|z|ng and show|ng
concorn. l ama|so good at coo||ng poop|o ott whon thoy got angry, and l otton rocogn|zo tho othor porson's
pos|t|on and oxp|a|n my pos|t|on to thom.)
|. lndependence:
l amassort|vo and so|t-assurod |n cont||ct s|tuat|ons. (l tako a |oadorsh|p ro|o. l amnot porsuadod by othors' |doas
un|oss thoy roa||y mako sonso, and l don't worry too much about what othors th|nk ot mo.)
G. PlannIng:
l tocus on objoct|vos and howto ach|ovo thom, rathor than got caught up |n short-tormaspocts ot cont||cts. (l th|nk
and ta|k about tho u|t|mato objoct|vos ot oach party. l tako tho t|mo to approach cont||cts thoughttu||y, and l a|so
spond t|mo p|ann|ng my approach.)
|. Knowledge:
l amknow|odgoab|o about cont||ct-hand||ng sty|os and mothods. (l amawaro ot my own sty|o tondonc|os, and l
study tho othor party's sty|o and approach. l a|so ana|yzo tho s|tuat|on to |dont|ty tho opt|ma| sty|o and approach.)
ContIict EandIing 5tyIoa Attoct EmIoyoo Notivation
1ho |ovo| ot cont||ct botwoon omp|oyoos and botwoon omp|oyoos and tho|r managors or tho organ|zat|on as a who|o |s
not vory |mportant. Vot|vat|on can bo h|gh whon cont||ct |s h|gh, and |t can a|so bo h|gh whon cont||ct |s |ow, you do not
nood to too| that you havo to o||m|nato a|| cont||ct |n ordor to mot|vato your poop|o. 1hat's not a roa||st|c goa| anyway
bocauso thoro aro otton cont||ct|ng noods or po|nts ot v|ow|n any dynam|c workp|aco. ln tact, cont||ct |s otton a hoa|thy
th|ng.
3ut howcont||ct |s hand|od doos attoct mot|vat|on to a s|gn|t|cant oxtont. 3poc|t|ca||y, construct|vo, cons|dorato
approachos to cont||ct gonora||y boost omp|oyoo job mot|vat|on |ovo|s. Othor approachos tond to hurt mot|vat|on |ovo|s.
Our po|nt |s that you can boost mot|vat|on |ovo|s by oncourag|ng tho uso ot co||aborat|on and comprom|so |n your
workp|aco. Whon you mako moro troquont uso ot thoso sty|os w|th your omp|oyoos, you w||| soo a gradua| |ncroaso |n
job mot|vat|on. And whon you oncourago thomto uso thoso sty|os w|th oach othor, job mot|vat|on shou|d bo ovon moro
pronouncod.
Whon managors rocogn|zo that omp|oyoo mot|vat|on |s somot|mos |nt|uoncod by tho way a cont||ct |s bo|ng hand|od
(sty|o), thoy w||| start |ook|ng at a cont||ct as an opportun|ty to bu||d omp|oyoo mot|vat|on.
|oro |s howcont||ct-hand||ng sty|o gonora||y attocts mot|vat|on:
5tyIo |mact on Job Notivation
Compoto
Accommodato
Avo|d
Comprom|so
Co||aborato
logat|vo
logat|vo to noutra|
logat|vo to noutra|
loutra| to pos|t|vo
los|t|vo
Vanagors who want to |ncroaso omp|oyoo mot|vat|on shou|d tocus pr|mar||y on roduc|ng tho uso ot tho Compoto sty|o,
and |ncroas|ng tho uso ot tho Co||aborato sty|o.
ExIaining tho RoIationahi botwoon ContIict 5tyIo and Notivation
Emp|oyoo mot|vat|on |s attoctod by tho way a porson doa|s w|th a part|cu|ar cont||ct bocauso tho sty|o-Compoto,
Accommodato, Avo|d, Comprom|so, or Co||aborato-ho|ps dotorm|no tho amount ot structuro and cons|dorat|on |n tho
omp|oyoo's job onv|ronmont. And both structuro and cons|dorat|on aro powortu| dr|vors ot mot|vat|on |ovo|s. |oro's what
wo moan:
3tructuro |s tho rat|ona| contoxt tor tho work. lt |s prov|dod whon wo dot|no tho task, tho goa|s, and tho toodback. lt |s
h|gh structuro whon omp|oyoos knowwhat to do, howthoy aro do|ng, and why tho|r work |s |mportant. Vanagors who
s|mp|y do|ogato broad or vaguo rospons|b|||t|os ta|| to prov|do onough work structuro. Whon omp|oyoos and managors
havo cont||cts, tak|ng a co||aborat|vo approach w||| |oad to h|ghor structuro, wh|ch thoroby |oads to moro ottoct|vo
portormanco. Avo|d|ng tho cont||ct or tak|ng a compot|t|vo or advorsar|a| approach w||| not ho|p omp|oyoos c|oar|y
undorstand what |s oxpoctod ot thom.
Cons|dorat|on |s tho omot|ona| contoxt tor tho work. lt |s prov|dod by appropr|ato |ntorporsona| ro|at|ons, ompathot|c
suporv|s|on, and omp|oyoo contro| ovor outcomos. lt |s h|gh whon omp|oyoos too| good about what thoy nood to do and
aro opt|m|st|c about tho|r ab|||ty to portormmoan|ngtu| work wo||. Vanagors who |gnoro tho porsona| s|do ot tho|r
ro|at|onsh|ps w|th omp|oyoos or who aro unsupport|vo, nogat|vo, abus|vo, or rudo toward omp|oyoos ta|| to showthat thoy
caro about tho|r omp|oyoos. Whon omp|oyoos and managors havo cont||cts, a co||aborat|vo approach |oads to h|ghor
cons|dorat|on and thoroby supports tho omp|oyoo's omot|ona| tramo ottoct|vo|y. Othor cont||ct-hand||ng sty|os havo a
noutra| or ovon nogat|vo |mpact on cons|dorat|on.
SLTi
Features
Training plan options from under half a day to
two or more days
Self/other report available at no additional cost
Key Benefits
Trainers appreciate the lack of certification
requirements and the unlimited flexibility to use
the instrument however you want.
Share a consistent management strategy for all your
supervisors and managers.
Move all employees to a higher performing, more
autonomous level.
Enable micro managers to release control
without risk that performance will falter.
Free managers to focus on the big picture, and
empower their direct reports.
8
Learn your preferences and determine the best approach
to manage each direct report appropriately.
Develop managers to become expert at determining what
their direct reports need to perform best. Guide supervi-
sors to know when, and with whom, they should delegate,
relate, coach, or instruct to ensure the work gets done
and direct reports continue to develop.
Rapidly assess capability and motivation of
direct reports
Take action using the most appropriate management
technique:
Delegating
Coaching
Relating
Instructing
Develop direct reports to perform autonomously with
higher levels of performance
You will
Learn your own natural tendency to coach, instruct,
delegate or relate, and how comfortable you are
shifting between these styles.
Learn to develop direct reports toward higher levels
of autonomy.
Learn a simple strategy for evaluating and correcting
a performance problem.
Try a Free SLTI
Strategic Leadership Type Indicator
SLTI Online Feedback Report
Displays your preference to coach, relate, delegate or instruct.
Provides a summary score of how appropriately you match a style
to the situation.
Provides a worksheet to determine what strategy you should use
with each direct report.
Recommends key development points for each strategy.
Teaches a development continuum for direct reports that increases
their responsibilities and expertise.
9
Part 1
DON|NAN1 51RA1ECY 1YPE NA1R|X
Your dom|nant stratogy-typo(s) |s shadod groon. lt |nd|catos corta|n un|quo |oadorsh|p strongths. Your rawscoro |n oach
quadrant |s prov|dod
|t Eighoat
Good w|th omp|oyoos
who nood support
RELA1E
(R)
57
COACE
(C)
01
DELECA1E
(D)
54
|N51RuC1
(|)
55
|t Eighoat
Good w|th omp|oyoos
who nood suporv|s|on
and support to |mprovo.
Good w|th omp|oyoos
who can tako on moro
rospons|b|||ty
Good w|th omp|oyoos
who nood |ntormat|on
and structuro to |oarn

What atrongtha dooa your high acoro indicato?
Kathryn Coopor - Cont|dont|a| and lr|vato - lago 8 ot 21
DEVELOPNEN1 PA1E
Your |owost scoro(s), bo|owaro shadod rod. 1h|s |s your dovo|opmont path typo-tho ono you shou|d pract|co most |t you
want to oxpand your |oadorsh|p capab|||t|os |n ordor to bo ab|o to moot tho noods ot many d|ttoront |oadorsh|p contoxts.
Your |owost scoro(s) |s shadod rod: Your rawscoro |n oach quadrant |s prov|dod
Vay nood to g|vo moro
support.
RELA1E
(R)
57
COACE
(C)
01
DELECA1E
(D)
54
|N51RuC1
(|)
55
Vay nood to tocus on
ho|p|ng omp|oyoos
|mprovo portormanco.
Good w|th omp|oyoos
who can tako on moro
rospons|b|||ty
Vay nood to g|vo
omp|oyoos moro
|ntormat|on and
structuro.
What nowomhaaia dooa your Iowacoro auggoat?
51RA1ECY EFFEC1|VENE55
You may havo wondorod what tho |doa| rosponsos aro to oach ot tho casos |n tho assossmont.
Your stratogy ottoct|vonoss |s dotorm|nod by tho numbor ot |doa| rosponsos you so|octod. 1ho numbor ot matchos cou|d
bo anywhoro trom0 to 10.
1ho numbor ot |doa| matchos you so|octod |s shadod b|uo |n tho chart bo|ow.
Numbor ot |doaI Natchoa
10
||gh
1b
14
18
12
Vod|um
||gh
11
10
0
8
Vod|um
low
7
0
b
4
low
8
2
1
0
An oxp|anat|on ot why a part|cu|ar rosponso |s cons|dorod |doa| to||ows on tho noxt pago.
Part 2
5oIocting tho Boat 5tratogy
ln tho assossmont, you moasurod your tondoncy toward tour common stratogy typos and tound tho ono(s) you uso most
otton.
low, approach |oadorsh|p stratogy troma d|ttoront porspoct|vo. lnstoad ot ask|ng what you wou|d do basod on your
stratogy typo, you aro go|ng to ask what tho bost th|ng to do |s, basod on tho omp|oyoo's capac|ty to portorm. 1h|s w|||
somot|mos roqu|ro a chango |n your stratogy.
Caacity |s dot|nod as tho comb|nat|on ot tho portormor's caabiIity and doairo to portorm.
ln oach ot tho casos you rospondod to oar||or, you woro g|von |ntormat|on about capac|ty. |or oxamp|o, |n Caso 8, you
|oarn that a toammombor qu|ts |n tho m|dd|o ot an |mportant projoct and |s rop|acod by somoono who |s oagor to ho|p
out, but |acks oxpor|onco. 3oo bo|owto rov|owCaso 8.
3otoro so|oct|ng a |oadorsh|p stratogy |n th|s (or any) caso, |t |s |mportant to ask:
0oos tho omp|oyoo havo tho tu|| capab|||ty to do tho job? __ Yos __ lo
0oos tho omp|oyoo havo a strong dos|ro to do tho job? __ Yos __ lo
3|nco tho caso doscr|bos an omp|oyoo w|th a good att|tudo (oagor), thon tho |oador doos not nood to work on
|ncroas|ng hor dos|ro to portorm. 3ho a|roady has th|s dos|ro.
3ut tho |oador doos nood to work on |ncroas|ng tho omp|oyoo's capab|||t|os s|nco tho caso to||s us sho |acks
oxpor|onco. lt |ott to hor own dov|cos, sho m|ght do th|ngs poor|y. Opt|on 0|n Caso 8 tocusos on tho nood to toach hor
howto do tho job: 3howhor oxact|y what to do, thon corroct hor work whonovor sho gots contusod. 1ho bost stratogy
tor th|s caso |s |natruct.
CA5E8.
ln tho m|dd|o ot an |mportant
projoct, ono ot your toam
mombors qu|ts. 1ho now
rop|acomont |s oagor to ho|p
out, but |acks oxpor|onco. W|||
sho portormwo|| |t you...
A. lot hor knowwhat hor dut|os aro so that sho can tako on hor now
rospons|b|||t|os as qu|ck|y as poss|b|o?
3. 3howhor howto do tho work, and a|so g|vo hor oxtra attont|on and
oncouragomont to |ncroaso hor mot|vat|on?
C. G|vo hor moro sympathy, attont|on, and oncouragomont at t|rst to ho|p hor
w|th tho trans|t|on?
0. 3howhor oxact|y what to do, thon corroct hor work whonovor sho gots
contusod and approvo |t whon |t |s corroct?
OP1|ON5 FOR 1EE LEADER
1horo cou|d bo othor ways to |mp|omont th|s lnstruct |oadorsh|p stratogy. |or |nstanco, tho |oador cou|d pa|r tho now
omp|oyoo w|th somoono who has a |ot ot oxpor|onco and |ot hor |oarn tromth|s montor. 3ut tho koy po|nt |s that |n ono
way or anothor, tho |oador noods to tocus on toach|ng tho omp|oyoo tho nowjob. 1hat |s what a capac|ty assossmont ot
Caso 8 ca||s tor. lt doos not mattor whothor tho |oador natura||y protors tho lnstruct stratogy or not. lnstruct |s what tho
contoxt roqu|ros |n ordor to got that omp|oyoo to portormwo||. ln gonora|, |oadors nood to |dont|ty tho corroct stratogy |n
oach caso-but thon thoy havo qu|to a b|t ot troodomas to howbost to |mp|omont |t.
uNDER51AND|NC 1EE 51RA1EC|E5
Astratogy typo |s a coro approach to |oadorsh|p that many poop|o otton or hab|tua||y uso. 1h|s assossmont moasurod
your tondoncy to so|oct stratog|os ot tour d|ttoront typos. Each typo can bo ottoct|vo, dopond|ng on tho contoxt and how
sk|||tu||y tho stratogy |s usod. Whon you undorstand oach typo ot stratogy moro tu||y, you aro moro ||ko|y to uso |t wo||.
|oro |s an ovorv|owot somo ot tho bottor approachos to us|ng oach stratogy.
5tratogy Loador'a Focua Waya to uao 5tratogy
lnstruct lortormor's capab|||ty
(ab|||ty to portormtho
task wo||)
3howand to||
G|vo |nstruct|ons or ordors
3roak tho task |nto sma||or/s|mp|or tasks
G|vo |ntormat|vo toodback
lrov|do |ntormat|on or othor noodod rosourcos
Arrango tor tra|n|ng or |nstruct|on
Koop an oyo on portormanco, rov|owtho work rogu|ar|y
Coach lortormor's capab|||ty
and tho|r dos|ro to
portormwo||
Adjust tho |ovo| ot cha||ongo to oncourago growth
3ot portormanco goa|s, thon ottor adv|co and support to mako
suro thoy aro ach|ovod
Ass|gn tasks that ho|p tho porson |oarn
A|tornato botwoon g|v|ng hard work and oncouragomont or
broaks
la|r or group poop|o w|th comp|omontary sk|||s
3haro your th|nk|ng |n an opon d|scuss|on botoro mak|ng a
doc|s|on
lo|ato lortormor's dos|ro to
portormwo||
Exp|a|n tho |mportanco ot tho task
G|vo oncouragomont
lra|so, rocogn|zo, and roward
l|ston wo||, bo sympathot|c
1roat poop|o |n a cons|dorato mannor
0o|ogato lortormor's |ncroas|ng
so|t-sutt|c|oncy
3ot portormanco goa|s tor othors to ach|ovo as thoy th|nk bost
Croato mochan|sms tor so|t-track|ng ot portormanco
Ask tor por|od|c roports
G|vo gradua||y |ncroas|ng trust and rospons|b|||ty
Noto: ln add|t|on to tho oxamp|os g|von tor us|ng tho Coach stratogy, you can a|so comb|no o|omonts tromtho lnstruct
and lo|ato stratog|os to got a s|m||ar ottoct. Coach|ng otton comb|nos o|omonts ot thoso othor two stratog|os.
Strategic Leadership Type Indicator Online Assessment$49.95
Strategic Leadership Type Indicator Assessment (paper) 5-pack$74.75
Strategic Leadership Type Indicator Workshop License
or call 1-800-822-2801 x 1138
10
The HRD Online Assessment Center allows you to administer
all of our online assessments. With this online system, you
will be able to offer your clients a launching ground for
professional development opportunities and a simplified
method for tracking professional growth.
You will be able to offer 360-degree feedback so your client
can invite supervisors, peers, direct reports, customers, or any
other type of rater. This option gives you instant information
on how well your training is being applied on the jobits
ROI made easy!
You will also be able to improve understanding and com -
munication through our series of Style Assessments. All of this
can be done with administrative ease; set up participant and
group accounts in seconds with our user friendly administrative
options. Import every employee instantly and create and
change employee groups, run aggregate scoring reports, and
much more.
For more information: email
assessments@hrdpress.com or
call 1-800-822-2801 x 1110
Instant Access
to All of Your Assessments24/7/365!
The HRD Online Assessment
Center provides:
Accurate, comprehensive, and
user-friendly reports
No minimum purchase requirements
Complete library of facilitation and
training materials
Ability to brand and customize
HRD Online Assessment Center
If your workforce needs greater clarity, focus, and execution, find
out how to get your organization on the Acceleration Impact
Curve with this pioneering assessment and development tool.
The SAQ Assessment package is applicable to any professional
at any level. The simple, step-by-step guides and support tools
for both participants and facilitators helps expedite organiza-
tional and cultural change, while facilitating the execution of a
strategic plan.
The SAQ Assessment includes:
An online test covering 45 items within three core
competencies, requiring 15-20 minutes to complete
The participants SAQ upon completion.
Individualized Reports that produce targeted behavioral
development suggestions
A Group Report function that produces a Custom Trainers
Guide with experiential activities linked to the highest
development needs identified for the group.
An Assessment Facilitators Guide and Participant
Development Planning Book
Easy application for 360-degree feedback
Core insights, distinctions and action plans provided by
Tony Jeary, Coach to the worlds top CEOs, and creator/author
of the Strategic Acceleration methodology.
Tony Jeary International
For the last decade, Tony
Jeary has been coaching and
advising the worlds top CEOs
on how to master Strategic
Acceleration. Namely, Tony
is known for helping top
achievers get results faster
by helping them get clear
on what theyre doing, focus
relentlessly on High Leverage
Activities that make the
biggest difference, and drive
execution at peak levels.
Constantly taking a look at
yourself (and having those
around you do the same) can
dramatically accelerate your
effectiveness. Assessments facilitate this process enormously. The
SAQ Assessment was developed to help people in organizations
zero in, quickly and efficiently.
Whether or not you manage others, leadership is a results con-
test. The Strategic Acceleration Quotient Assessment is designed
to help you win at every level.
Tony Jeary
SAQ Assessment 11
Getting Results
Its the one thing every business needsall the time. And now theres an assessment that targets
this most crucial of outcomes for you to use throughout your organization.
Get key managers and staff
working at the speed of
The Acceleration Impact Curve
SAQ Self Assessment$17.00
SAQ 360degree Assessment$57.00
For more information: call 1-800-822-2801 x 1122
or email randy@hrdpress.com
Features
Measures four Emotional Intelligence styles.
Provides a wealth of information on how to apply
emotional intelligence styles more effectively and flex
ones own style to improve relations with others.
Worded in simple, understandable terms allowing any
participant to understand and utilize the assessment.
15 minutes to complete, online or classroom versions,
training plan options from self-study to full day work-
shops.
Key Benefits
Research indicates Emotional Intelligence is often the
key to realizing the promise of under performing but
high- potential individuals.
Emotional Intelligence is a foundational, enabling skill
that releases managers and other professionals to
better utilize other, more specific social/interpersonal
competencies.
Improving Emotional Intelligence enables more focused
energy to be directed toward goals and objectives.
EI Online Feedback Report
Graphically illustrates your EI strengths and weaknesses
by displaying your profile against a balanced EI profile.
Explains your level of use of each EI style including
what this implies.
Provides the pros and cons for each EI style
Gives the participant an advisory plan for using im-
proved emotional intelligence.
Provides a contract for change to outline commitments
to improve EI where it will have the greatest positive
impact.
Emotional Intelligence Style Profile 12
The Emotional Intelligence Style Assessment
measures the degree of your predisposition to think and
act in concert with your emotions using four distinct
styles: Reflective, Conceptual, Organized, or Empathetic.
Managers get a clear picture of their use of different
emotional styles and the management situations
where their blind spots are likely to surface. While
IQ and Personality are fundamentally fixed measures,
Emotional Intelligence (EI) can be learned and
improved.
Use the Emotional Intelligence Style Assessment to
teach managers and supervisors the special advantages
of using a wider range of emotional intelligence styles
in managing others, working with teams, customer serv-
ice, and project management. Virtually any work-related
area that involves interaction with others can benefit
from improved EI.
Learning Emotional Intelligence starts by understanding
different emotional intelligence styles and the work-
related areas where those styles deploy most effectively.
You will
Learn to empathize where appropriate to resolve
conflict.
Learn to balance a focus on facts and methods while
including the ideas, and feelings of others to collabo-
rate more effectively.
Learn the value of the big picture to influence others
and open minds.
Learn to appropriately delay judgment or a decision
in order to take a considered approach to several
alternatives.
Try a Free EI Profile
Emotional Intelligence Style Online Assessment$24.95
Emotional Intelligence Style Assessment (paper)
5-pack$59.75
Emotional Intelligence Style Workshop License
or call 1-800-822-2801 x 1138
Features
Assessment describes the advantages and disadvantages
of several ethical belief systems:
Leaders respond to questions like these to determine
their ethical type:
Do you regard written codes of conduct as helpful in
resolving ethical dilemmas?
Do you believe the needs of the many outweigh the needs
of the few?
Are the thoughts, feelings and beliefs of friends an impor-
tant consideration?
Key Benefits
Customers would rather do business with an ethical company.
Operating ethically results in:
Improved productivity
Increased profitability
Superior employee morale
Enhanced recruitment and retention of employees
Better company reputation
Long-term success
Summary of your ethical preferences are provided in bar
chart format displaying your score in comparison to where
most people score.
Advantages and disadvantages of using each ethical type
while summarizing your propensity to use the type.
Includes questions and content for self exploration or to
support a facilitated discussion of the use of various
ethical types.
General discussion of ethical and moral decision making.
How to assess and use ethical type information to improve
influence.
Ethical Type Indicator Online Assessment$24.95
Ethical Type Indicator (paper) 5-pack$75.00
The Ethical Type Indicator 13
Does a business culture grounded in ethical behavior
make your organization more successful? Would more
customers prefer to do business with an ethical company?
The Ethical Type Indicator provides leaders with a
framework for evaluating and understanding the ethical
and moral decision making of themselves and others.
This improved understanding of ethics makes it easier
for leaders to make more persuasive arguments in favor
of any course of action which has ethical implications.
The Ethical Type Indicator for leaders addresses the
problems of ethical principles or organization policies
that are often far too general to provide meaningful
guidance. By completing the assessment to review
their own ethical decision making patterns, individuals
learn to categorize decisions within a specific ethics
framework.
This process makes it possible for managers to explore
and understand different ethical foundations while being
able to objectively assess the strengths and weaknesses
of their own ethical decision making patterns.
You will
Learn your own primary and secondary ethical decision
making preferences.
Learn to take a more reasoned approach to ethical
dilemmas in the future.
Learn to use specific steps to consider, confront, and
resolve ethical dilemmas.
Try a Free Ethical Type Indicator
14
Features
Measures four Influencing styles and helps to determine
how and when to apply each style more effectively.
Worded in simple, understandable, and behavioral terms
Takes less than 15 minutes to complete, training plan
options from 2 hours to 1 day.
Key Benefits
Managers who grasp the difference between influencing
and position power open a new door to success as
motivating, participative, team builders.
By being able to recognize the influencing style of
others, any professional can work with that person
more effectively and more persuasively.
Learning and applying influencing styles enables
managers to frame problems and solutions in terms
that are congruent with the frame of reference of their
co-worker or employee.
Effective influencing lowers conflict, promotes team
morale, and focuses any group on their common goals
and challenges.
Motivate others by representing a desired course of
action with more compelling logic, feelings, energy, and
commitment.
Build better, more collaborative relationships.
Provides your influence style predisposition.
Explains your influence bias and how to better meet the
influence needs of others.
Describes your influencing strengths and blind spots in
terms of your style preferences or underutilized styles.
Explains the essence of influencing as inextricably linked
to individual goals.
Describes pushing and pulling styles of influencing.
Provides positive applications for using each influence style.
Influencing Style Clock Online Inventory$24.95
Influencing Style Clock Inventory (paper) 5-pack$59.95
Influencing Style Clock Workshop Licenseemail
meg@hrdpress.com or call 1-800-822-2801 x 1138
Influencing Style Clock Inventory
In a team-oriented, highly collaborative work environ-
ment, the position you hold is less important than
expertise and influence. For managers, this means that
their effectiveness will be determined not by a hierarchy,
but by how successfully they can influence others.
Help your managers and others identify and improve the
ways they influence at work by providing them with a
baseline evaluation of the influencing styles they are
currently using.
This assessment identifies the degree to which you use
each of four influencing strategies. Participants learn
when each style is most appropriate and how to improve
their weakest influencing styles. The Influencing Style
Clock Assessment is valuable for managers, negotiators,
team members, or others who desire to rely less on
position power in order to more highly motivate their
workforce and better achieve goals.
This starting point is ideal for explaining the strengths,
characteristics, situational disadvantages, and optimal
uses of each influence style type.
You will
Learn your own natural style of influencing.
Learn why and when its most effective to use each of
four influencing styles.
Visioner
Orchestrator
Harmonizer
Regulator
Learn to use influence to achieve a better, collaborative
result. Try a Free Influencing Style Inventory
Performance Skills Leader Feedback Assessment
PS Leader is a research-based, 82-item, assessment that
gives leaders a 360-degree feedback view of their leader-
ship effectiveness in 24 competencies. The assessment
helps leaders identify development priorities and highest
strengths. Participants learn about their known and
unknown strengths by comparing their own self-
perceptions to those of their supervisor, direct reports,
and peers.
The Power of 360-Degree Feedback for Leaders
The 360-degree assessment process is a sensitive under-
taking that can pay off for the organization and individ-
ual participants when the program is carefully delivered,
and communication is comprehensive to ensure under-
standing and establish buy-in. HRD Press has been
working with clients and consultants using the PS Leader
assessment for more than a decade. Use our experience
to ensure your assessment program is a success.
$125 purchases a complete 360-degree
feedback cycle for one leader
Features
Unlimited raters can participate in 360-degree feedback.
Instant online questionnaire administration
and report processing.
Participant interpretation and development planning
workbook and job-aids.
Development suggestions linked to highest
development needs.
Assessment Administrators Manual includes comprehen-
sive workshop outline to debrief managers on results
and plan development.
Confidentiality Guaranteedonline process ensures
confidentiality so that peers and direct reports can
feel comfortable giving honest feedback.
Key Benefits
Relevant Feedbackthis assessment provides a method
for accurately weighing which leadership competencies
are most important in each leaders job. This information
is used to more accurately identify highest development
needs and strengths.
Convenient Online Corporate Accountyour designated
administrator controls how and when leaders or facilita-
tors print or view individual or group feedback reports.
Group Reports AvailableFree group reports enable
you to establish benchmarks and norms within your
organization according to however you want to group
participants results.
Comprehensive
Individual Feedback Report
Feedback is on discreet, learnable behavioral items
linked to high performance. Respondents are asked to
rate specific, observable behaviors where known, learn-
able best practices ensure measurable gains can occur.
Known and unknown development needs and highest job
strengths are identified.
Sets of development suggestions are produced for
highest needs.
Feedback report is designed to facilitate comparison of
self-ratings with the ratings of others including the
participants boss.
Alignment between self and supervisor is highlighted.
15
Foundational skills needed
for individual, team,
and organizational
performance
Strategic
Focus
Business
Focus
Interpersonal
Focus
Personal
Focus
Workforce
Focus
Skills needed by executives
and managers to set the
strategic direction
of the organization
Skills needed by team
leaders, supervisors, project
managers and managers to align
employees to strategic direction
PS Leader:
24 Competencies
for Building
Leadership Effectiveness
For more information contact randy@hrdpress.com
or call 1-800-822-2801 x 1122
Human Resource Development Press
22 Amherst Road
Amherst, MA 01002-9709
Please mention your
Priority Code
when placing your order.
Call 1-800-822-2801
Visit us: www.hrdpress.com
For changes or removals to our mailing list, please fax the
back cover of this catalog to 413-253-3490 with your request.
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