David Johnstone TEIQ

72%
78%
37%
86% 96%
92%
83%
69%
84%
41%
55%
38%
87%
83%
84%
82%
United
Kingdom
Norms: 2010
TRAT EMOTONAL NTELLGENCE:
David W Johnstone
17/08/2013
Private & ConIidential
NTRODUCTON TO THE TRAT EMOTONAL NTELLGENCE QUESTONNARE (TEQue)
This report provides you with inIormation and guidance which can help you become more aware oI your emotional
intelligence. It provides a basis Ior development and training activities.
BeIore going any Iurther please read this introduction. It provides the background you need to understand your report and to
act on it.
K.V. Petrides & Thomas International Limited 1990-2013 http://www.thomasinternational.net 1
What is emotional intelligence and why is it important?
How well do we understand ourselves and other people? How do we approach crucial relationships? These are issues in every
aspect oI our home, social and work liIe.
Much oI our work success is based on our skills, knowledge and experience; but another part depends on how we get on with
colleagues, managers, staII who report to us, suppliers and customers. We need to understand ourselves and how we appear to
other people, as well as understand what makes other people tick. We can then use this knowledge to achieve our goals.
Emotional intelligence is not about being nice or soIt. It involves interacting eIIectively with other people to get a job done or
to achieve the kind oI liIe we want.
Emotional intelligence is important in work areas as varied as leadership and management, team and project work and all
types oI customer relationship. II aIIects our Iamily and social liIe.
The Trait Emotional Intelligence Questionnaire measures our understanding oI ourselves and oI other people, and our ability
to use this knowledge to achieve our goals.
Background
This report is based on your responses to the questionnaire. It thereIore reIlects what you think oI yourselI. Your scores have
been compared to the responses oI a representative UK working population sample then reported under the headings oI Iour
main, broad Factors. These are made up oI IiIteen more Iocused Facets.
There are also two independent Facets that do not contribute to a Factor:
Adaptability and SelI Motivation
Scores
Your scores are reported in three diIIerent banding categories:
Above average:includes scores that range Irom 70-99, Average:30-69, Below average: 1-29.
The use oI the word 'average' does not imply that you can achieve good or bad scores on this questionnaire. The percentages
indicate how you responded as compared with the other people who Iilled in the Questionnaire during its development.
There is no right or wrong way oI using emotional intelligence. There are positive and negative implications Ior all the
diIIerent scores on this questionnaire. These are explained in the report.
How to think about your report
Put the scores and these comments in the context oI your liIe and work when you're thinking about them. Ask questions like:
what am I trying to achieve?; where do I have problems in relationships with other people?; what aspects oI my emotional
intelligence are particularly important in my work or personal liIe?
Scores on the Trait Emotional Intelligence Questionnaire tend to be very stable over time; as stable as your basic personality.
But like your basic personality, work or liIe events may cause certain aspects oI your emotional intelligence to Iluctuate. The
scores in this report are thereIore not carved in stone. They will assist in your own assessment oI how eIIectively you interact
with others. This report should be seen as the beginning oI an investigation which can result in an improved understanding oI
how to interact with other people. This will have beneIits in both your work perIormance and social liIe.
Uses
The Trait Emotional Intelligence Questionnaire is used Ior a number oI purposes. Examples oI these are: work and liIe
coaching, talent development, appraisals, leadership training, measuring organisational commitment,organisational change
and behaviour, recruitment and selection and employee morale and team building.
It is important that you understand why you have been asked to Iill in the Trait Emotional Intelligence Questionnaire and how
the scores will be used to beneIit you.
This report has been produced by Thomas International website. Further inIormation can be obtained
http:\\www.thomasinternational.net
The Trait Emotional Intelligence Questionnaire was developed by K.V. Petrides, PhD at the London Psychometric Laboratory
in University College London (UCL).
Factor and Facet scores
Below are your scores on the Iour Factors oI the Trait Emotional Intelligence Questionnaire. Trait emotional intelligence
comprises Iour broad categories called 'Factors' ('well-being', 'selI-control', 'emotionality', and 'sociability') that help
summarise people's scores on the 15 diIIerent Facets. Factors represent a level oI measurement that is broader than that oI the
Facets, but more detailed than that oI global Trait Emotional Intelligence. The trade-oII between the various levels oI
measurement (Facet - Factor - Global) concerns breadth versus depth. At the Facet level, descriptions are detailed and
Iocused, whereas at the global level, descriptions give a broad overview. The Factor level provides a useIul level oI
intermediate measurement and description.
GLOBAL SCORE
The Global score gives you a snapshot oI your general emotional Iunctioning. This means your own perceived capacity to
understand, process and use inIormation about your and other peoples' emotions in your everyday liIe. It is important to note that
the Global score is very broad. It is made up oI more Iocused Factor scores and much more detailed Facet scores. These are
included later in this report with commentaries highlighting strengths and areas oI development as well as strategies you can
adopt. Please reIer to the Factor and Facet scales Ior more detail about certain aspects oI your general emotional Iunctioning.
Above Average scores
Your Global score suggests that you see yourselI as more emotionally developed than other people. It suggests that in most
contexts you are conIident that you have a good capacity to understand, process and use emotional inIormation. In order to Iind
out more about the details oI your underlying emotional Iunctioning, please reIer to the Factor and Facet scores. These will help
you explore the strengths and areas Ior development which make up this overall general score.
92%
96%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
AdapLablllLy
Self-mouvauon
lndependenL laceLs
83%
69%
84%
81%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Soclal Awareness
Asseruveness
Lmouon ManagemenL
SoclablllLy lacLor
41%
55%
38%
87%
54%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
8elauonshlps
Lmouon Lxpresslon
Lmouon ercepuon
LmpaLhy
LmouonallLy lacLor
83%
84%
72%
82%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
SLress ManagemenL
lmpulse ConLrol
Lmouon 8egulauon
Self-conLrol lacLor
78%
37%
86%
67%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Self-esLeem
Cpumlsm
Papplness
Well-belng lacLor
82%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Clobal Score
GLOBAL SCORE
82%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Your Global score suggests that you see yourselI as more emotionally developed than other people. It suggests that in most
contexts you are conIident that you have a good capacity to understand, process and use emotional inIormation. In order to
Iind out more about the details oI your underlying emotional Iunctioning, please reIer to the Factor and Facet scores. These
will help you explore the strengths and areas Ior development which make up this overall general score.
WELL-BENG FACTOR
67%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
This Factor describes your overall well-being. It is made up oI three Facets:
Happiness: how content and how good you Ieel about the present;
Optimism: how positive you Ieel about the Iuture;
SelI-esteem: how conIident you are and your levels oI selI-respect.
In order to learn more about the speciIic aspects oI this Iactor, please reIer to the individual Facets mentioned. This will enable
you to pinpoint speciIic strengths and areas Ior development.
FACET: HAPPNESS
86%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Happiness is a widely-used word. This report uses a speciIic deIinition:
Happiness measures pleasant emotional states in the present.
This is diIIerent Irom the Facet Optimism, which measures how you view the Iuture. How you view your past might be
indicated by a term like liIe-satisIaction.
So, the Facet Happiness measures which state naturally reasserts itselI. Obviously speciIic events may aIIect your happiness
Ior a while but, at any given time, are you usually cheerIul and content or are you dissatisIied and unhappy?
Your responses suggest you Ieel you're more cheerIul and content about yourselI than most people. This Ieeling aIIects your
liIe at work and at home.
Happiness is good Ior you. It helps you Ieel well and can inIluence your physical health. Happiness is contagious. Customers
and Iriends preIer to talk to cheerIul people.
Here are some issues you can think about and work on.
Try to have patience and listen to people who are not as naturally happy as you. This is particularly important iI you
work in a team.
Some people view cheerIulness whatever the circumstances as a sign oI slapdash work - that you are taking things too
lightly. Your actions could strike others as naive and suggest you haven't grasped what is really going on.
Don't let your natural happiness blind you to warning signs or problems.
FACET: OPTMSM
37%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Whereas Happiness looks at pleasant emotional states in the present, Optimism measures the extent to which we view the
Iuture positively.
You hear this kind oI measure applied all the time when people talk about a 'glass halI Iull or a glass halI empty' kind oI
person.
Average scores
Your score indicates that you are as optimistic as other people. You alternate between Ieeling positive about the Iuture and
viewing it with anxiety. You take a Iairly realistic and balanced view.
You may consider yourselI (and others may view you in the same way ) as a realist. But your view doesn't mean you're
always realistic: you might mistake the signs in some cases and be pessimistic when optimism is the correct response or
vice versa.
When you do Ieel very positive or negative seek other people's point oI view to check your outlook.
FACET: SELF-ESTEEM
78%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
SelI-esteem measures how you evaluate yourselI: your abilities, your achievements, and other aspects oI your liIe.
Low selI-esteem is oIten used as an excuse Ior mistakes or socially unacceptable behaviour. There is a kernel oI truth in this
interpretation: selI-esteem is an important driver oI achievement and well-being.
Good levels oI selI-esteem are important in all aspects oI our lives and very low levels can cause problems to your well-being.
However, even here the situation is not absolute. People with low levels oI selI-esteem can do demanding jobs well, create
satisIying relationships and enjoy their lives. Too high a level oI selI-esteem can cause as many problems as a very low level.
You have a very positive view oI yourselI and your achievements. You seem to be happier than most people with what you
have been given in liIe, what you have worked to achieve and who you are. This suggests you have a healthy view oI liIe and
are not prone to counter-productive worries or lack oI conIidence.
You will be good at jobs where you have to back your judgement and make quick decisions, and you will have a positive
eIIect on those around you. It has been argued that high selI esteem is one oI the aspects that contribute to eIIective leadership,
though it has to be coupled with other skills and personal qualities.
High selI-esteem is a generally positive human quality.
Your selI-conIidence may make you appear arrogant and this can cause colleagues to mistrust you.
You may not be aware oI the weaknesses you undoubtedly have. You may think you don't need to work at your skills or
to consult people who complement your skill set.
Make sure you listen to other people's views especially on an issue that aIIects them personally. They can provide you
with useIul inIormation and ideas you don't have. II you ignore other people, they may stop talking to you.
SELF-CONTROL FACTOR
82%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
This Factor describes how well you regulate external pressure, stress, and impulses.
It is made up oI:
Emotion Regulation: your capacity to regulate your emotions, stay Iocused and remain calm in upsetting situations;
Impulse Control: whether you think beIore you act, iI you give into your urges, or take hasty decisions;
Stress Management: how well you manage pressure and stress.
you to pinpoint speciIic strengths and areas Ior development.
FACET: EMOTON REGULATON
72%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Emotion Regulation measures how you control your Ieelings and internal states in the short, medium and long term. Emotion
Expression, another Facet in this report, measures how you communicate your Ieelings and emotion to other people. The two
areas will aIIect each other: what you Ieel and think may aIIect how you act. But Emotion Regulation concentrates on your
internal states rather than their outward expression.
Emotion Regulation concentrates on such issues as your ability to stay calm and Iocused even in upsetting situations. Negative
thoughts and disruptive emotions get in the way oI our concentration and aIIect our perIormance. What are seen as positive
emotions can be as disruptive as negative ones. For example, you may get too happy or excited to think straight: these Ieelings
may cause you to jump to conclusions rather than take into account all the Iactors oI a problem. Dwelling on the way emotions
have aIIected us Ior too long may serve to make a problem worse, rather than better.
Your score suggests you understand and control your emotions. You may well have strong emotions but you are able to
control them to achieve what you want, rather than let them dominate you.
You will be particularly good at roles where there is Irequent contact with people who may be demanding or upset, Ior
instance in customer service and advisory areas. Your score suggests you can be a good negotiator and can control Ieelings
such as anger or irritation as you process the inIormation you need to.
Emotion is important in relationships, not least in giving cues to others so they can judge your attitude to them. Beware
oI being so in control oI your internal emotions that you appear selI-absorbed.
Emotion is also important in individual decision-making. Allowing gut Ieelings to inIluence your thinking can help
shorten the time it takes to make an important decision.
Controlling your emotions can be an eIIort. This can cause internal emotional pressure. II you need to keep Iirm control
oI your emotions in one part oI your liIe, search Ior harmless ways - such as competitive sport - Ior letting them out in
other areas.

FACET: MPULSE CONTROL
84%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
This Facet measures the characteristic way we act: with Iorethought and planning or unthinkingly, quickly and on the spur oI
the moment.
We are taught to think beIore we make decisions or act. We are supposed to weigh up evidence and arguments. Yet work and
liIe change so Iast that there isn't always time to think things through. Decisions have to be made based on incomplete
inIormation. Sometimes it is more important to act than to weigh up the options. Many people will admit, when pressed, that
they at times act on gut instinct, on pre-existing belieIs, on impulse or Ior reasons they Iind hard to explain.
Many senior leaders say that one oI their most important jobs is to make decisions quickly, based on minimal evidence. They
claim that making a decision and acting is usually better than sitting around and over-analysing a situation.
Both thinking things through and acting on impulse have their positive and negative aspects.
You preIer to plan ahead, to take your time to gather evidence and evaluate arguments beIore deciding on any course oI
action. More than most people, you can control impulses to just do things without a worked out reason.
You will enjoy jobs where there is enough inIormation, expertise and time to immerse yourselI in data and construct a careIul
argument Irom it. At home you will want to weigh up the risks and implications oI any course oI action.
You risk paralysis by analysis. This involves getting so involved in looking at the evidence that you never come to a
decision.
You cannot have absolute certainty beIore acting or making every decision. Business problems rarely have a single
correct answer. It would look odd iI you treated every decision in your private liIe like a scientiIic experiment.
II you love planning then always make sure you have one or more people around you who are more impulsive.
Recognise that their way oI thinking is not wrong or slapdash, but a diIIerent, complementary way oI Iacing the same
problem.
Planning reduces risk, but it can result in lost opportunities.

FACET: STRESS MANAGEMENT
83%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Stress Management measures how well you handle pressure and stress. These are inescapable aspects oI work and home liIe.
A certain amount oI pressure is essential Ior achieving what we want and enjoying many activities. Past a certain point
pressure and stress have psychological and physical eIIects which prevent us doing our best work, Iinding pleasure in our liIe
or, in extreme cases, staying healthy.
Many people try to develop ways oI coping with the pressure and this Facet looks at whether you Ieel you cope well.
Stress has received a lot oI attention in recent years. There are many books and training courses that describe ways oI living a
less unhealthily pressured liIe, including methods to prioritise work and relaxation techniques.
Your score on this scale indicates that you have developed coping mechanisms that allow you to handle pressure calmly and
eIIectively. You are less likely than others to complain about your workload and schedule.
You are particularly well-suited to working on parallel projects with tight deadlines, clashing priorities, large numbers oI
people clamouring Ior your attention and urgent decisions. You'll also be able to cope with a lot oI demands in your private
liIe.
Make sure you distinguish between managing stress eIIectively and ignoring it. Ignoring stress creates problems in the
Iuture.
You may Iind yourselI unsympathetic to people who manage stress badly. II you manage, know or live with people like
this, watch out Ior signs oI stress. Talk the issues over with the person exhibiting them and help them to plan action.
EMOTONALTY FACTOR
54%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
This Factor describes your capacity to perceive and express emotions and how you use them to develop and sustain
relationships with others. It is made up oI:
Empathy: your capacity to understand other people's viewpoints and iI you take their Ieelings into account;
Emotion Perception: your capacity to understand your own and other people's emotions;
Emotion Expression: your capacity to express your emotions;
Relationships: your capacity to Iorge and sustain IulIilling relationships both in and out oI work.
you to pinpoint particular strengths and areas Ior development.
FACET: EMPATHY
87%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
This Facet measures whether you understand other people's viewpoints and their reasons Ior Ieeling and acting the way they
do. It also looks at how Iar you take their motives and Ieelings into account when considering how to respond to them.
II you understand why someone is doing or thinking something, you are in a better position to communicate with them
eIIectively.
Thus, empathy is a key element in work roles, Irom management and supervision to selling and customer support. It also helps
in personal relationships.
Empathy is important with colleagues. Understanding someone's reasons Ior doing something can avoid misunderstandings
and arguments at work. People oIten attribute the wrong motives to each other.
Empathy does not imply agreement or sympathy. It can lead you to judge someone more harshly because you've put yourselI
in their shoes and Iound their thinking sloppy, their motives dubious or their reasons Ior acting in a certain way inadequate.
Empathy has downsides: it can lead you to Iocus on individuals and their concerns, rather than on a wider picture or the goal
you have in mind.
Your are more empathetic than most people: you are aware oI and appreciate other people's Ieelings, and are able to take their
views into account. Taking the time to listen to others and making an eIIort to understand their motives, Ieelings and needs is
something you do more than most people.
This score suggests you would consider yourselI suited to jobs involving counselling, listening, negotiation and mediation and
will take time to listen to other people's concerns. In Iact, empathy is a crucial attribute in most jobs since most work involves
co-operating with other people.
You may be seen as a good and sympathetic listener and people will tend to seek you out to talk to you.
You can lose sight oI wider objectives. Sometimes understanding the person in Iront oI you becomes an end in itselI.
Understanding people should be a stage with a larger aim in view. This may be improving bad perIormance, making a

major sale, counselling someone to help them change their liIe or improving organisational eIIiciency.
You may get a reputation as someone who is easily inIluenced. Avoid getting pulled into a disagreement which is
outside your area oI responsibility.
You may Iind people take up all your time, leaving you behind on other priorities.
FACET: EMOTON PERCEPTON
38%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Emotion Perception measures your emotional literacy: how good you are at understanding your and other people's emotional
Ieelings. Empathy measures how easy you Iind it to put yourselI in others' shoes. Emotion Expression is your ability to make
your emotions clearly understood. By contrast, Emotion Perception looks at how well you can read emotions in any situation.
Research shows that inability to recognise emotions, coupled with a lack oI sensitivity to social situations (which is measured
in Social Awareness) can cause anti-social behaviour and avoidable disagreements. These can hinder organisational
eIIectiveness and happiness in relationships, among other things. Emotion Perception contributes to the smooth running oI any
group oI people.
Average scores
You score suggests you are as good as most people at understanding your own and other people's Ieelings. There are,
however, times when you may Ieel emotionally conIused, unable to decode other people's emotional signals and maybe Ieel
unsure about exactly what you Ieel.
You don't run the risk oI translating all problems into human and emotional terms and ignoring other important aspects oI
work and social liIe.
There are times when you can't decode another person's Ieelings. Acknowledge and accept that and ask more questions
until you're sure. Jumping to conclusions is dangerous.
FACET: EMOTON EXPRESSON

55%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
The Facet Emotion Regulation concerns control oI your internal states. By contrast this Facet, Emotion Expression, measures
how Iluent you are at communicating your emotions to others.
We express our emotions in many diIIerent ways: through our Iacial expressions; through our posture and bodily actions;
through written and spoken words. We can express our emotion deliberately to create a desired eIIect, or naturally without any
Iorethought.
Emotion is not a soIt side-issue at work or outside it. It contributes to work culture, problem solving, motivation, trust and
building eIIective teams. Being able to express how we Ieel can prevent misunderstandings in relationships.
Average Scores
You are as good as most people in communicating your Ieelings and you are comIortable with Iinding the right words and
actions to get your Ieelings across.
Your responses suggest that, at times, you will resist showing your emotions; at other times, you won't be able to Iind the right
way to communicate what you are Ieeling. This may vary across diIIerent emotions and depend on their strength.
The ability to switch between emotional honesty and a more managed approach in which your behaviour and language seem
less emotional is useIul in both social and work liIe.
II people Iind you cold at one moment and emotionally expressive the next they may begin to distrust you.
Be sure you express positive emotions (pride in someone else's work, admiration) as much as negative ones (anger at a
mistake). UK industry has oIten been criticised Ior being based on criticism, rather than praise. Appreciation oI others
delivers real organisational beneIits. This is as true in relationships as in work. People can be hurt when a close Iriend
constantly picks them up on Iaults, but never gives them thanks or praise.
FACET: RELATONSHPS
41%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
This Facet measures how eIIective you are at starting and maintaining relationships with others.
Attitudes to relationships can be looked at in many ways. To some people relationships are a priority. To others their own
thoughts and the jobs they have to do are more important. People can be more or less skilled in starting relationships and
continuing them. Numbers oI relationships diIIer Irom person to person, as does their depth.
We use the language oI relationship management at work all the time without realising it. It helps us to explain why people
work the way they do and what projects or roles they're best suited to. You may Iind people characterised as:
good networkers - people with a large number oI not particularly deep relationships;
a good team member - who has deeper relationships with a small group; or
loners - people who don't seem to need relationships with others and may be concentrated on speciIic tasks.
This way oI describing people also Iits how we Iunction outside work: some people have lots oI Iriends and keep in touch;
some have a Iew close Iriends.
Average scores
Your responses suggest that you believe you are as good as most people at starting and sustaining IulIilling personal
relationships in and out oI work. Most oI the time, your personal relationships will have no adverse impact on your work and
your work will not get in the way oI your relationships. You are Ilexible and balanced. However, you may occasionally
experience Iriction that interIeres with your productivity, overall well-being and social liIe.
Be careIul about getting close to someone, then dropping them. This can cause problems both in and outside work.
SOCABLTY FACTOR
81%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
This Factor describes your capacity to socialise, to manage and to communicate with others. It is made up oI:
Emotion Management: your capacity to manage other people's emotional states;
Assertiveness: how Iorthcoming you are and the degree to which you stand up Ior your own rights;
Social Awareness: your capacity to Ieel comIortable in social contexts and how you behave in the presence oI people
you do not know well.
you to pinpoint particular strengths and areas Ior development.
FACET: EMOTON MANAGEMENT
84%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
As opposed to Emotion Regulation, which deals with your ability to control your own emotions, Emotion Management
measures your ability to manage other people's emotional states. It looks at how eIIective you believe you are in inIluencing
how other people Ieel. You can do this by sympathising with them, calming them down and motivating them. At times you
will want to make people Ieel better but Emotion Management is not just about instilling positive emotions in other people. It
is about the wider issue oI getting other people to act in a way that achieves a goal. You may want to instil a variety oI
emotions in employees iI you Ieel that will help you to, Ior instance, improve underperIormance. In some personal situations,
people's emotions can get out oI control and prevent a problem being solved: we may want to calm things down.
Your score indicates that you believe you are better than most people at inIluencing how other people Ieel. You will be
particularly good at jobs which involve a lot oI personal contact in both Iormal settings (such as appraisals or negotiations)
and inIormal settings (where you're in a large oIIice with a number oI people working Ior or with you).
This is an important skill in organisations and it becomes more and more important the more senior your job. It also
contributes to sales success. II you can make the customer Ieel enthusiastic, motivated, happy or even saIe, you're more likely
to make a sale.
You may get a reputation Ior being manipulative or controlling. Using emotion management techniques too visibly can
be oII-putting Ior other people.
Beware oI intruding into other people's emotions. The surest way to make a bad impression is to overstep the barriers
people set up around their emotional liIe.
Don't let emotion management take over. You have other things to do.
FACET: ASSERTVENESS
69%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Assertiveness measures how Iorthright and Irank you are in putting your views across. It also looks at whether your views are
based on your belieIs, on an objective analysis oI data, or simply on emotional reactions. It suggests how Iar you will stand up
Ior what you perceive as your rights.
Assertiveness is diIIerent Irom aggression, though the two qualities are sometimes conIused. Aggression involves hostile acts
or Ieelings; assertiveness is a tendency to stand up and argue Ior your views.
Average Scores
You are as Irank and Iorthright as most people. In many cases you will stand up Ior your opinion. However, you are able to
accommodate other points oI views and back down, even iI you believe that your position is the right one. You may be able to
choose when you argue Ior a point, suggest a course oI action, criticise or compliment other people or ask Ior something you
believe you need.
This ability to adapt how you react to diIIerent situations is very important Ior managers and leaders. How a leader acts must
be shaped by ultimate goals. How assertive you choose to be will vary Irom situation to situation. The same is true in your
private liIe.
Consistency is a very important human quality and is especially important in leadership. Some people may see your
situational awareness and ability to vary your level oI assertiveness as signiIying a lack oI inner belieI.
Choose your Iights careIully. You should be in a good position to do this. Vary the extent to which you argue Ior your
own views. It's well worth planning how you're going to approach an important meeting or a particularly crucial
decision.
FACET: SOCAL AWARENESS
83%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Social situations bring their own pressures and we are more or less good at noticing and then adapting to them. There are
unwritten and sometimes Iormal rules about how we dress, act or even speak diIIerently at work, at home and in certain types
oI social situations. Some oI us make eIIorts to adapt; some oI us make a point oI being ourselves.
Social Awareness measures your perception oI how aware you are oI diIIerent situations and how you adapt your behaviour
based on this awareness.
Your score indicates that you believe you enjoy socializing and are a people-person. You Ieel comIortable around others and
are thought oI as outgoing and extroverted. Overall, you are socially sensitive and will adapt to circumstances. Because oI this
you may suit roles in public relations, selling, and client-Iacing services.
Being social sensitive is very important iI your role or interests involve you meeting lots oI diIIerent people in diIIerent
Iorums. It will become more important the more senior your role in an organisation.
Use your interpersonal skills in the service oI the organization and make sure you do not put socializing beIore work.
FACET: ADAPTABLTY
92%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Adaptability measures how Ilexible you are in your approach to liIe. It reIlects how you adapt to new environments,
conditions and people, and how you deal with change. Your score indicates whether you will welcome and even seek out new
experiences or will preIer a more stable environment and work.
Understanding your score on this Facet will help you cope with diIIerent situations at work, such as a reorganisation, a new
job or a long, mundane project. It will also help you address personal changes, such as moving house or breaking up with a
partner.
Your responses suggest you are more Ilexible in your approach to liIe than most people. You are willing to adapt to new
environments and conditions and like to try new things. You Iind novelty and change enjoyable. You may need variety to stay
interested in a situation and may push new initiatives iI they don't happen naturally.
This means you will preIer jobs and situations which are relatively unstructured or where there is not a pre-existing system
that has to be applied. You preIer to wake up every morning and believe you are going to Iace new challenges. You will tend
to be enthusiastic and may champion new ideas.
Being adaptable is important in most organisations which regularly Iace changing conditions and environments.
At times you will have to cope with routine tasks or situations. But iI your situation stays the same Ior too long you'll Iind it
doesn't excite you and you will probably get bored.
You may search out change Ior its own sake. This can be deeply disruptive Ior people who don't share your attitudes.
Ask yourselI "does change really help us to achieve what we want to?".
Remember, those around you may not adapt as well to change as you do.
Your enthusiasm Ior change may drown out sensible caution. Make sure you listen to warning voices, even when you're
excited by new possibilities.
FACET: SELF-MOTVATON
96%
1
8elow Average
10 20 30
Average
40 30 60 70
Above Average
80 90 99
Research shows that individuals are motivated by many diIIerent things in their work. These include Iinancial rewards, status,
praise, and social interaction.
SelI-motivation measures the extent to which a person is intrinsically motivated. People motivated in this way have their own
internal standards which they apply to any task. Their motivation comes Irom achieving those standards.
Above Average Scores
More than most people, you are driven by a need to carry out tasks at your optimum level. You do not need to be externally
motivated to do a job well; your motivation comes Irom within. Your own judgement about whether you've done a job well
matters more to you than other people's opinions.
You will be able to keep yourselI motivated when working on lengthy projects where there are Iew interim results and little
supervision. Indeed, this is one sort oI job you are particularly suited Ior. You will also be good at jobs where you are the
guardian oI standards: Ior example, Iilling in data to the very highest possible standards oI accuracy. Where Iailure to meet
these standards has a huge downside you will deIend them against short-cuts or second-rate work.
There will be clashes between meeting your standards and pressures to get a job done quickly. There is a danger you
might be seen as obstructive, pedantic, un-commercial or unrealistic iI you insist even the tiniest job is checked and
double-checked.
Don't become critical oI people who Iollow variable standards in doing diIIerent types oI work.
II you let your search Ior perIection take over your liIe this can lead to work-liIe imbalance.

David Johnstone TEIQ

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72%

K.V. Petrides & Thomas International Limited 1990-2013 http://www.thomasinternational.net 8

Planning reduces risk, but it can result in lost opportunities.

K.V. Petrides & Thomas International Limited 1990-2013 http://www.thomasinternational.net 11

FACET: EMOTON EXPRESSON

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