Apollo Profile

Jon Citizen

Executive Management Level - Narrative Report

Career Drives

Achievement - Primary

Jon is strongly achievement oriented in line with other high performing executives. Jon gets satisfaction from achieving results, and would usually be clear in what he is trying to achieve. This clarity usually communicates itself to subordinates, and is one of the characteristics of good leadership.

Remuneration - Secondary

For various reasons, the New Millennium workforce is more concerned with remuneration issues than traditionally. However, in line with many successful executives, responses indicate that Jon is not most motivated by money. He obtains more satisfaction from other factors at work, and probably regards money and financial remuneration packages on the basis of a fair return for results achieved. The fairness of a remuneration package is more likely to be judged on the basis of relativity to others inside the organisation, and on the open job market, rather than the quantum of the package.

Ambition - Primary

Jon has strong personal ambition to do well, which usually translates into trying hard to achieve personal and corporate goals within his organisation. People with scores similar to Jon generally have high expectations of themselves, and would stretch subordinates. Jon would be willing to accept challenges, and would provide a motivating environment for others at work.

Independence - Secondary

Executives usually score higher for independence than other groups. However, Jon does value independence more highly than most other executives. People who value autonomy too highly can be a mixed blessing. In times of change, or in roles where a lot of challenging of the status quo is appropriate, they have a special contribution to make. They also usually have many good and original ideas, and can be very forceful in seeing them implemented. Invariably, though, they want things done 'their way', and conflict frequently erupts unless they have learnt to respect that others may do things well their way. When they don't get their own way very independent people may go underground to achieve their aims. Because of their high need for independence, they often have difficulty fitting into organisation life, unless the role gives them the independence they need. They will frequently 'take a mile if you give them an inch', and believe it is easier to ask forgiveness than to seek permission, especially if they feel the answer will be 'no'. They are likely to strongly resent any perceived interference in the way they do the job. Notwithstanding, many of these people can and do make an outstanding contribution, sometimes before going on to be self-employed as a consultant or similar. SHADOW SIDE - If charismatic, some of these people can tend to be 'empire builders' in an organisation by attracting subscribers to their point of view. Some may develop a reputation for being rebellious and difficult to manage.

Recognition - Secondary

Responses indicate that it is extremely important to Jon to receive recognition and respect for his involvement at work. While this contributes to high quality and standards, there may be a risk at executive level, that unnecessary 'perfectionism' may cause loss of productivity and morale of staff. SHADOW SIDE - If an extremely high level of personal ego involvement is entailed, it may be perceived that a person is self-serving in their search for recognition, and this can create resentment and resistance from others. A high level of approval seeking can also interfere with actual performance and decision-making. Some such people may also be seen as using organisation resources to achieve personal recognition.

Conflict Management Style

Assertive - Secondary

Jon is sensibly assertive, and likely to notice conflict in its early stages, and become involved as soon as there is a need. By being willing to address conflict early, situations don't escalate or deteriorate. Jon may choose to let others solve their own problems based on their maturity and capability to do so.

Competitive - Secondary

Scores indicate that Jon enjoys the cut and thrust of being competitive, and sees most issues in terms of winning and losing, with him determined to be on the winning side. Whilst this strong competivity is useful in a dramatic and threatening situation, such strong behaviour is rarely required in day-to-day operations. Jon needs to be aware that he is very likely to be seen by some as far too pushy, and almost certainly not a good listener. It is likely that the presence of Jon heats up debate, and Jon may benefit by genuinely trying to achieve more win/win outcomes.

Collaborative - Secondary

Jon appreciates the value of win/win outcomes, and usually tries to be collaborative in his dealing with others. This tends to generate goodwill and trust, as well as optimising gains available.

Compromising - Secondary

Scores indicate that Jon is probably too willing to compromise, and would probably benefit by trying harder to accomplish win/win outcomes before falling back to compromising, where both parties 'lose something to gain something'.

Coping

Security - Secondary

Security is more valued by many people in the New Millennium workforce. Jon has a low concern for job security, in common with most people at executive level, who seem confident of their skills and redeployability, and who prefer many other work conditions ahead of security. This also seems appropriate in freeing executives to take 'risks' in their decision making, without being paralysed by the fear of a penalty for making a mistake.

Responsibility - Primary

Jon is a sensibly responsible person who can normally be relied upon to exercise good judgment in accepting workloads for himself and subordinates. Jon would enjoy a challenge, and the opportunity to acquire new skills. Jon would tend to know his limits, and will generally accept and deal with mistakes in a positive and objective way.

Stress Resilience - Primary

Jon seems to be coping with his job to the same degree as most executives, in that some stress is evident, but not enough to compromise performance at executive level. Jon probably gets adrenaline from challenges, and enjoys some pressure. In relationships with others, Jon would generally be relaxed and able to make time to listen to problems.

Sensitivity - Secondary

Responses indicate that Jon tends to be cool and not easily upset. He is usually able to be objective, and may often be surprised when other people seem to over react to a situation. May sometimes be insensitive, and seem uncaring towards others.

Leadership and Influence

Power - Primary

There has been a movement to New Millennium executives being more willing to exercise power and authority. However, responses indicate that Jon has a very high score, and wants a leadership role, and has a high need to influence people and strongly prefers to have authority. While some others at executive level share this sentiment, there is a real risk that the injudicious use of power, especially without consultation of affected parties, will alienate other people. There is considerable evidence now to support the view that the weight of other people's alienation tends to erode the effectiveness of forceful management styles. Another attendant problem is that strong use of power tends to stop the development and involvement of other people with something to contribute. 'One person band' cultures flourish, (upheld by those who easily submit), but consequently lack diversity. However, to some degree a sociable and caring attitude may serve as a counter-balance.

Decisive - Primary

Jon usually thinks about decisions before he makes them, and obtains enough data without becoming bogged down. Jon can usually differentiate between the need for accuracy and expediency to the degree appropriate at executive level, and would rarely miss deadlines, and be personally productive.

Persuasive - Primary

The New Millennium executive is very willing to use persuasion and influence.Jon probably enjoys good powers of persuasion, and would be willing to influence others to achieve the outcomes he needs to be successful at an executive level. SHADOW SIDE - Because some people can be influential primarily for personal gain, other people may frequently suspect motives until trust is established. There seems to be increasing suspicion regarding use of persuasion and attendant sincerity amongst the lower levels of the New Millennium workforce.

Directive - Primary

Responses indicate that Jon is likely to have a strongly directive leadership style, and would try hard to influence outcomes in his favour. Whilst the capability to provide leadership under high levels of pressure from staff and others, both inside and outside the organisation, is desirable, such strong leadership at executive level should be infrequently required, as leadership from the rear is more appropriate when dealing with mature people. Being domineering can stultify the independence, growth and development of others, and create resentment and friction, especially if it seems that a person is acting out of personal ambition or excessive self-interest.

Delegating - Primary

Jon seems to understand the value of delegating and consulting, and willingly assigns tasks to others. This enables him to be free to do the really important tasks, whilst developing the potential of staff. It is important for a leader to consult with and trust others, so that they can gain confidence and experience. This 'leading from the rear' is a valuable skill that is most appropriate at executive level. SHADOW SIDE - Some willing delegators run the risk of over-delegating, and of not being as involved to the degree they should. This may be seen as abdicating, or avoiding of responsibility, or even laziness.

Coaching - Secondary

Responses indicate that Jon only rarely uses a coaching style of leadership, and he would benefit by trying to develop and use the skills of others more often, and be more willing to take time to explain to others with a need to know. There is an increasing requirement for the New Millennium executive to be prepared to coach and mentor others.

People Orientation

Agreeable - Primary

New Millennium executives have generally become less sociable, with less need to be liked by co-workers. However it is still important for executives to be sensitive to the needs and concerns of others at work. Jon has a need for affiliation at work, and this should help him communicate with others, and empathise with subordinates, including those who may have a higher social need. Jon only needs to remember to maintain respect by prioritising achieving results ahead of being liked. SHADOW SIDE - May spend too much time socialising and talking about non-work issues, and sometimes place too much emphasis on being agreeable, rather than on outcomes.

Teamwork - Secondary

The New Millennium workplace makes higher demands for executives to teamwork, and Jon would probably be willing to concede his agenda for the greater good of the team, and understands the value of trust, group consultation and involvement. At executive level, Jon would support team concepts, and be likely to implement teams to achieve corporate goals where applicable. Jon is also likely to be willing to accept roles other than the leader in a team. SHADOW SIDE - Would need to be careful not to be too sentimental to appeal to pragmatic members of a team.

Extraversion - Secondary

Our recent studies show that New Millennium executives are tending to be increasingly extraverted, which is likely to reflect, amongst other things, the need to network and to have a global perspective. Responses indicate that Jon would enjoy socialising, creating business relationships and networks. Likely to be open and approachable to staff, and aware of external factors that have a bearing on the organisation. SHADOW SIDE- May tend to communicate verbally when the written form would be more appropriate. May talk too much rather than listen. May need to make more quiet time to concentrate and study important issues.

Intimacy - Secondary

Jon generally strikes a balance between forming friendships at work and remaining objective about personnel issues. At executive level, positive personal relationships can help accomplish much that may not have been possible through formal protocols.

Strategic Orientation

Goalsetting - Secondary

At an executive level it is important to value attainment of corporate goals. This is particularly true in a strongly commercial or competitive environment. People who seem to do this naturally tend to set goals for themselves and their subordinates, and typically celebrate when these goals are achieved. Thus goal setting and achievement are closely related. Jon has a low score for goalsetting, and would probably benefit by establishing goal-setting regimes, even if it does not seem comfortable. Knowledge and ranking of goals is a vital prerequisite for effective prioritising of issues and tasks. However, in an environment where goal setting by the individual has little relevance this factor should be put in perspective.

Innovation - Primary

Jon likes to be innovative, and would be good at seeing the big picture and coming up with ideas. In New Millennium organisations, the pace of change, ambiguity, and need for innovation is becoming more apparent, particularly if a competitive advantage is sought in the market place. Jon would probably be able to contribute towards future development of an organisation. Jon is also likely to be flexible and want variety in his job. He is comfortable dealing with many tasks simultaneously, and will be creative, and be likely to bend the rules, and take risks to achieve goals he believes in. At executive level, this open mind enables him to obtain the confidence of staff, and to objectively evaluate competitive forces and change factors effecting the organisation. SHADOW SIDE - May abandon tasks too easily in the face of resistance. Some people with similar scores may go too far in bending the rules, especially if personal gain is a motive.

Proactive - Primary

Contemporary researchers have identified a number of profound changes operating on organisations and people in the New Millennium. The changes have impacted on the role of planning and strategy, with the New Millennium executive likely to be faced with more short-term objectives, and under pressure to cope with more complexity and ambiguity, faster speed of change, increased unpredictability, competitive threats from previously unknown sources, and the nature of loosely coupled networked relationships, that are very different from traditional organisation structures. Notwithstanding, it is important for executives to plan ahead with a strategic perspective, to foresee problems, and to consider the alternatives and consequences of actions in advance. Jon values planning, and would tend to be a proactive manager, who responds to threats and opportunities, and can make a strategic contribution, whilst sensibly monitoring implementation.

Analysing - Primary

New Millennium organisations, and their operating environments, are becoming increasingly complex, and it has become evident that senior executives need the intellectual capacity to deal with this. An indicator of this capability is a person's aptitude for solving problems and being analytical. Responses indicate that Jon has little interest in being analytical, or problem solving, and this would give him difficulties at executive level. This may also translate into having difficulty with complex situations or concepts, and adequate comprehension of high technology. However, formal education qualifications and work achievements may negate this, and should be discussed before making conclusions based on this report.

Values

Altruism - Secondary

People with a score such as Jon will generally be strong in looking after their own interests at work, and are unlikely to demonstrate much concern for the welfare of others. Jon probably does not regard the workplace as an appropriate forum for caring and emotional interaction, and may consciously keep his distance. (He/ She) may make decisions at an executive level without fully considering their consequences for other people.

Trust - Secondary

Trust and openness has emerged as quite an important issue to many people in the New Millennium workforce. In relation to others, Jon has a normal score for this category. This is likely to mean that Jon regards trust and openness at work as important. Jon is likely to be generally willing to trust, but others may have to earn that trust first.

Loyalty - Secondary

In relation to others Jon has a normal score for this category. This is likely to mean that issues of loyalty at work are of some importance to him, and he is likely to consider loyalty when making decisions on other people. Jon is likely to view loyalty as a two-way street, and would normally return an organisation's loyalty. Similarly if he perceives that an organisation is not doing the right thing by his standards it is likely that he would be dissatisfied.

Conforming - Secondary

Jon has a normal score for this category. This is likely to mean that he balances being pragmatic with conforming to the views of society.

Workplace Management

Conscientious - Primary

Responses show that in line with many other successful executives, Jon has a low need for structure, rules and regulations at work, and may frequently do things in an unorthodox way if he believes this will achieve a better result, or be quicker. Jon is likely to enjoy the multi-tasking challenges that operate in the New Millennium workplace. Jon would be frustrated by bureaucracy and red tape, and is unlikely to show respect to superiors merely because of their position. However, Jon can probably be a champion for reform and an advocate of best practices at an executive level. SHADOW SIDE - Sometimes people with similar scores are seen as an irritation in a large organisation by proposing different ways to do things, and may criticise the way things are done. May need to be more persistent with work, especially non-preferred tasks. Likely to benefit from strong support staff backup.

Detail - Secondary

By focusing mostly on the big picture, and by segregating unimportant detail from important detail, Jon leaves himself free to concentrate on being effective, rather than efficient. Whilst Jon does not prefer detail, at an executive level, he needs the ability to concentrate and work with detail when required, especially for any compliance elements. Jon would tend to have a forgiving attitude towards mistakes, unless they are mistakes of a vital nature that should not have been made. SHADOW SIDE - People with similar scores may be careless, or unable to concentrate, and subsequently make too many mistakes. Unlikely to be suited to positions involving protracted detail.

Self Organisation - Secondary

The multiplicity of demands in the New Millennium workplace requires executives to be more highly self-organised than in the past. Jon places value on being organised, as do many other successful executives. Jon would generally place more priority on getting the job done than on merely being tidy.