Ravikumar, your POWER QUOTIENT is:

94

And your POWER STYLE is:

Your Power Quotient (PQ) measures the extent to which you understand and use you r Power Style to get what you want in life. Your job, your relationships, your s tatus they're not just handed to you. Whether you recognize it or not, your Powe r Style affects how you approach people, accomplish your goals, and handle just about every situation. Your PQ indicates that you're already using 94% of your innate people-power skil ls. But you can still improve by 6%. Once you understand more about your Power S tyle, there's nothing stopping you from becoming a true force of change in your world.

You are someone people look to for answers. You aren't afraid to speak your mind and have no qualms about taking a leadership role. This is because you believe that you alone are responsible for your own successes and failures. The phrase i f you want something done, you have to do it yourself is one you most definitely take to heart. You have the rare talent for seeing what you have control over and what you do n ot. For example, you can't control whether or not your boss likes you, but you c an control whether or not you do a good job at work. Because you recognize what is in, and beyond your control, you are not apt to waste time and energy worryin g about your boss's moods and how you can please them. Instead, you save your ti me and focus for areas you can truly impact. When communicating your needs, you don't beat around the bush. want, and how to ask for it. The same goes for how you act on d directly. You understand your goals a new job, a potential you like to take the clearest route possible to achieve them. nsense style and your ability to get the job done commands the ation of those around you. You know what you things: simply an date, a new car and Your blunt, no-no respect and admir

This graph breaks down the five dimensions that make up your Power Quotient. Eac h one plays a role in determining both your overall PQ score and Power Style. Un derstanding and strengthening these five dimensions is the key to raising your P Q.

Credit Control Blame Directness Tact 1 5 10

The first three dimensions credit, control, and blame are based on the following questions: When things are going well, to what extent do you take credit for su ccess? To what degree do you blame others for the negative things that happen? D o you believe that you, or external forces, have control over events in your lif e? The last two dimensions directness and tact refer to the relative number and kin ds of strategies you have, and the frequency with which you utilize them. Are yo u more inclined to confront someone when you have a problem or are you going to find another way to get your point across? Credit While success is what everyone strives for, actually attaining it affects people differently. Some credit their successes to a higher power, while others regard their achievements simply as the product of hard work. The "Credit" graph measures to what extent you think outside influences have cre ated whatever happiness and success you currently possess. Your score is also a reflection of how you view achievement in general.

Your Credit Score Out of 10, your tendency to attribute successes to external influences is a 9: Credit

10

What does this mean? Your score indicates that you have a greater tendency than most to attribute the positive events in your life to external influences. This means that there are

times when you question whether your successes are due to your own worthiness or due instead to some other factor. While you recognize that you have played a ro le in creating happiness in your life, you find it probable that outside influen ces luck, God, the weather, whatever have played equal or greater roles. Control Navigating life requires us to constantly interpret our surroundings. We instinctually believe some things to be outside of our control, or driven by our environment, while others we see as directly under our influence. The "Control" graph measures to what degree you view chance or fate as having pl ayed a role in your life thus far. Your score also sets the tone for how you app roach life, and how much influence you believe you have on others. Your Control Score Out of 10, your tendency to believe that you are in control of life events is a 8: Control 15 10 What does this mean? Your score indicates that you have a greater tendency than most to attribute the path of your life to matters of control. For better or for worse, you believe t hat most aspects of life are outside of your control. What others attribute to t iming, you are more likely to chalk up to chance. You see clearly that no matter how hard you try to make things work one way, outside influences can send them reeling in a completely unexpected direction. You understand that you and your e xperiences are a product of myriad influences, not simply ones you've directly h ad a hand in. Blame Bad things happen to everyone, but not everyone interprets them in the s ame way. Some people consider all of their problems self-made, while others see outside forces bad luck, bad karma, bad weather acting against them. The "Blame" graph looks at where you commonly assign responsibility for "negativ e" events in your life. Your score determines to what extent you think external influences have created unhappiness in your past and present. Your score is also a reflection of how you view negativity and failure in general. Your Blame Score Out of 10, your tendency to put blame on external forces is a 5: Blame 15 10 What does this mean? Your score indicates that you have a very balanced view on how you view negative events in your life. Though failures and disappointments happen to everyone, yo u usually take an honest inventory when something bad occurs. Sometimes you're i nclined to blame everything but yourself for your problems and other times you u nderstand you've played a strong role in how things have turned out. For you, th e root of unfortunate events is unique to each situation. Realizing that you're not "doomed to failure" or "unlucky" is an importa nt step towards increasing your PQ. While this is something you may already unde rstand intellectually, your score indicates that perhaps it's not a concept you' ve fully adapted yet. The key is not to rid your life of negative events entirel y, which is of course impossible, but instead to regard them as something logica lly driven and something you are capable of dealing with. Even small actions can contribute to a greater feeling of autonomy in coping with failures. Shifting the Role of Blame in your Life When something in your life goes wrong, think about it as logically as possibl e. Try not to ascribe it to fate. Whenever a negative event occurs, try to co ncentrate on the aspects of it you have control over and can act upon. For insta nce, you cannot reverse a tragedy, but you can console people, make donations to organizations, etc. Take an inventory of these sort of constructive actions,

no matter how small. Remind yourself of your progress. Directness The "Directness" graph measures how many direct power strategies y ou have at your disposal. In their most positive form, direct strategies are ass ertive and straightforward. Everyday examples include a firm handshake, an hones t compliment and simply asking for what you want. Essentially, they are a form o f give and take. At one end of the spectrum, direct strategies can take the form of extreme taking theft and violence and at the other end they can be extremely giving altruism and charity. The more common ones, of course, fall somewhere in between. Your "Directness" score determines the relative number of direct power strategie s you have at your disposal. Your Directness Score You are using 10 out of 10 direct power strategies: Directness 15 10 What does this mean? This implies that you're full of direct strategies and you're quite accustomed t o utilizing them. You understand how to be straightforward with a recognizable l evel of skill, and you most likely prefer overt methods to other, subtler strate gies. In situations where others might shy away from speaking their minds and be ing forthright, you find it only natural to act as such. Tact The "Tact" graph measures how many subtle power strategies you have avail able and how often you use them. Subtle strategies can define office politics an d intimate relationships. Understated hints, telling body language and quiet but firm communication are all examples of subtle power strategies. At one end of t he spectrum, subtle strategies can take the form of passive-aggressiveness and e motional manipulation and at the other end, they can be skilled diplomacy and he ightened empathy. The more common ones, of course, fall somewhere in between. Your "Tact" score determines the relative number of subtle power strategies your have at you disposal. Your Tact Score You are using 8 out of 10 subtle power strategies: Tact 15 10 What does this mean? This implies that you're full of subtle strategies, and you're quite accustomed to utilizing them. You understand how to be diplomatic with a recognizable level of skill and you most likely prefer subtle methods to other, more direct strate gies. In situations where others might fail at being appropriately subtle, you f ind it only natural to act as such. Your score shows that you have the most room for improvement in employin g subtle strategies. One of the most important strategies in gaining power is he lping others to willfully see your side of things. While part of this process is simply providing an excellent and considerate argument, there are certain tacti cs that can help ensure your success. An example of one is avoiding a typical ar gument and having a "question and answer" period with the person you're trying t o convince. Using Diplomacy Focus on the common ground that exists between you and the person you're tryin g to convince. Go out of your way to prevent the person you're trying to conv ince from saying "no" or anything negatively affirming. Instead of making arg uments, ask leading questions. Avoid plain assertions whenever possible.

Franklin Delano Roosevelt. Roosevelt's most famous saying, "the only thing we ha ve to fear is fear itself" is very much in line with your sense of personal resp onsibility. In essence, he encouraged Americans to concentrate on what they coul d control their emotional responses rather than wasting energy worrying about th e things they could not control their environment (i.e. war). Roosevelt acknowle dged the importance of knowing and working with your personal limitations as a m eans to gain influence.

In 1966, psychologist Julian Rotter developed the Internal/External ("IE") scale . The IE scale measures a person's willingness to attribute the consequences of his or her actions to fate, chance, or some other external source. Rotter called this the "locus of control," and his research forms the foundation of the "resp onsibility" portion of the Power Quotient test. As a behaviorist, Rotter believe d that people were conditioned to place their power either internally or externa lly, and thus had the potential to change their locus of control. Subsequent stu dies have borne out the importance of Rotter's observations, and all manner of f inancial and social success has been strongly correlated with an internal locus of control. In addition, locus of control research has had an impact on school c urricula, with some schools looking to orient classes towards imbuing students w ith an internal locus of control. Part of this effort is evident in the push tow ards smaller classes, as research suggests the environment is conducive to devel oping an internal locus of control. The strategy portion of the Power Quotient test is built on well-recognized and widely utilized methods to deal with people in a skilled and responsible manner. Some of the strategies given have been a part of best-selling books in personal self-improvement and business dealings. See reference list for more information .

Rotter, J B. "Generalized expectancies for internal versus external control of r einforcement." Psychological Monographs, 80 (1966). Rutter, R.A. "Effects of School as a Community." National Center on Effective Se condary Schools. (1988). Walker, Morton. The Power of Color. Avery Publishing Group, 1991. Carnegie, Dale. How to Win Friends and Influence People. PocketBooks, 1994. Covey, R. Steven. The Seven Habits of Highly Effective People. Simon & Schuster, 1990.