YOU ARE VIEWING A DEMO REPORT

Beth Person

Career Advancement Report

Law School Transparency

Introduction 00

The Career Advancement Report is designed to give you a detailed overview of of the specific traits and tendencies that make you who you are and provide the guidance that you need to make the most of those traits throughout your career. This guidance may also help you in school and to pass the bar exam.

Your personalized report contains the following chapters:

Cognitive Super Power: Your dominant Go-to Behavior is your Superpower, one that is fast, easy to use, and you may not even know that you have it or use it.

Distinctive Qualities: These are your most identifying characteristics, or how you're different from the norm as compared to our database of attorneys.

Visual Type & Go-To Behaviors: This is a visual model of Carl Jung’s Psychological Types showing that each person uses all eight behaviors.

Engagement Styles: Describes how you prefer to interact and engage with others you are working with in order to help you visualize how you can make the biggest and most significant contributions.

Four Styles of Working as a Lawyer: A look at your Thinking, Working, Motivational, and Business Development Styles -- all key things to know as a lawyer.

At Work Guidance: Tips to improve interactions with your colleagues, managers and subordinates at work.

Essential Motivator: Your core psychological needs, values, and talents

Essential Motivator Roles: Insight into the kinds of roles you will likely prefer based on what motivates you most.

Work Values: The values you likely seek in a workplace and job role.

Leader Style: Your leadership gifts and challenges.

Meeting Effectiveness: An activity to help you become more effective in meetings.

Building Relationships & Networking: An activity to become a more effective networker and build strong professional relationships.

Evaluating Career Options & Crafting a Career Plan: An activity to help your career search process.

Be sure to also check out your Law Fit report, which will help you discover what practice areas and work settings match your personality and strengths.

Cognitive Super Power - Expanded 01

This section describes your Superpower; your dominant, "go to" behavior that is so natural, fast, and easy to access, you may not even know you have or are using it.

The “superpower” described here is a distinctive personality quality that comes naturally to the person who has it, whereas it would take others a great deal of concerted effort to access the same sort of skill.  This Cognitive Super Power is a reflection of how their specific personality type can be leveraged when working with others to make a large contribution to the group.  This is based on Jungian dominant function.  It represents the preferred and typically strongest function of the individual at their best.
Super Analyzing

Super Analyzing

Beth’s Superpower

"I know how it fits together."
  • Compelled to help by making certain everything is accurate and logically consistent
  • Does everything in her power to ensure things are properly categorized, sorted, identified and labeled
  • Beth may sometimes be overly critical in an earnest attempt to help and make things better
  • She loves analyzing to uncover the one most perfect solution to a problem
  • Beth typically thinks all problems can and should be solved by logic and reasoning

Good Day

Good Day

System Thinker

Bad Day

Bad Day

Sarcastic Critic

personalitywizard-more-info

Super Analyzing

Beth understands logic and analyzes or figures out the essential principles. That is what Super Analyzing is all about. Those with this superpower are constantly evaluating, defining, and identifying if something is correct or incorrect based on the sophisticated logical models and complex mental concepts they use.

For Beth it is very frustrating that most other people do not logically analyze or figure out their decisions. She often can't turn off the need to analyze things. Those with Super Analyzing are often dismayed because almost the entire world seems illogical or 'stupid' to them.

Her sophisticated analysis can sometimes result in a fairly biting wit. And when overused this can result in a perfectionist approach and evaluation of both herself and those around her.

It is also this constant mental sharpening that results in amazing progress on any problem that can be analyzed and solved by principles. Beth often thinks all problems can and should be solved by logic and reasoning.

Cognitive Super Power - Expanded Authors
Original work by: Sterling Bates Gene Bellotti Katherine Hirsh © Step Research Corporation

Distinctive Qualities 02

Based on the Sheffield Assessment, this section identifies your most distinct, "stand out" characteristics, or how you're different from the norm as compared to our database of attorneys.

This section quickly identifies your most distinguishable individual characteristics compared to our world-wide database of lawyers and highlights what makes you "stand out" from the crowd.
  1. First take a moment to study the headings for each of your most distinctive, "stand out" characteristics. As you look at these headings, do you have a rush of recognition, or even a good feeling, knowing that important aspects of who you are being recognized as valuable?
  2. Now read each of the accompanying paragraphs. Use the Polish tool to highlight both the statements that feel especially important or true for you and also those that you believe it might be critical to share with others – your fellow students, your instructors, potential employers, etc. – to help them understand you better.
  3. Use the Polish tool to strikethrough any statements that are not particularly important or true for you.
  4. You can add this “ polished” chapter to your Profile to show others what makes you tick.
  5. Make a more deliberate second pass through these paragraphs looking at the statements you have highlighted for information you can use to show yourself in your best light and make more informed choices about the many options available for enhancing your legal knowledge and skills. For example, you might find:
  6. Information you want to use target your networking – for example, to focus on meeting people with specific skills or who work in specific legal settings or practice areas or attending events that focus on these skills, settings, or practice areas
  7. Information you want to include in your application for a fellowship or grant to underscore areas of strength or to draw attention to your unique talents
  8. Information you might use to help you decide between multiple appealing professors, electives, or clinic courses as you plan your course schedule
  9. Information you might use to help you select from the multitude of more informal learning opportunities such as extracurricular activities, on-campus societies, online interest/affinity groups, etc.
  10. Information you might use as a basis for requesting recognition for your knowledge, skills, and abilities from your connections on LinkedIn or other social media platforms
  11. Flag these highlighted statements for future use in these and other ways with the Developmental Journal function of the Polish tool to help yourself move from surviving to thriving in law school. 
  12. Use the Task function of the Polish tool to make a commitment to being more purposeful and self-aware about your activity choices and how you present yourself to others. Invest your time and energy in things that are most likely to bring you satisfaction and help you grow and develop.
feedbackThese represent the most distinctive qualities that make Beth different from other attorneys.

Self-Starter

Beth frequently takes initiative to complete tasks without requiring instruction or supervision from others. Lawyers with strengths in this area will recognize a need, develop a plan for completing a task, and work towards the completion of the task, all on their own. Lawyers with above average levels of this trait also generally possess higher emotional intelligence, as they generally express their thoughts, feelings, and beliefs in a direct, yet constructive way. One caveat, however, is that Beth should remember to check in with managers and team members to be sure that projects are proceeding as expected and that changes to the original plan have not been made in the interim.

Goal Driven

Beth frequently sets goals for planning purposes or for measuring personal or organizational success. Her goal setting is a powerful process for thinking about her future, and for turning this vision of the future into reality. Multiple studies have shown that explicit goal-setting has been found to be a shared trait among highly successful people.

Predictability

Beth finds comfort in predictable, routine patterns. This is a positive characteristic for work areas that are more stable and systematic in nature.

Distinctive Qualities Authors
Original work by: Sterling Bates Mark Levin Karl Schmitt © Step Research Corporation

Visual Type™ and Go-To Behaviors 03

This section is a visual model of Carl Jung’s Psychological Types showing how you use all eight behaviors and which two are dominant for you.

This section is a visual model of Carl Jung’s Psychological Types.  While each person uses all eight behaviors at some point, people have two "go to" behaviors they use most frequently in approaching life.  One is dominant and the other is supporting.  One is internal and the other is external.

Visual Type™ provides a visual guide to the predictive use and accessibility of each behavior and an instantly recognizable way to see differences between people.  This helps individuals with self-awareness.  It also helps others understand what they can expect from the individual.  The goal of this section is to make it immediately obvious to non experts how the functions relate to each other and the person based on their whole type.

Analyze

Decide based on logically correct or incorrect and evaluate the best approach

Beth uses an internal, logic-based decision-making process that focuses on what is correct or incorrect. Beth looks inside before making decisions, using her mind to create order, to organize and categorize information, identify anomalies, deduce probabilities and understand how things work.

This is where Beth likely starts when interacting with the world. The Primary or Dominant behavior.

Invent

Look to the new and different ideas and explore many possibilities

Beth uses brainstorming, a verbal questioning to identify patterns that provide insight. Beth looks to Invent as her go-to behavior for gathering information, she prefers seeking answers through brainstorming, identifying patterns and innovation. Beth looks outside the box for answers, seeking something new.

If the primary behavior is not enough then this is where Beth likely goes for answers next

Understanding Beth's Visual Type™

  • Beth's largest go-to box is Analyze, showing her strength of doing fact-based analysis of the problem based on data, not conjecture or opinion.
  • What few people see below the line is how analytical she is when making decisions.
  • Beth's supporting go-to box is Invent: brainstorming new ideas, starting new projects, thinking out of the box and finding creative solutions to problems.
  • Beth's other three top boxes - Stabilize, Insight, and Value - are drafted to support her Analyze function, which she experiences as her Superpower of Super Analyzing.
These boxes represent the eight different introverted and extraverted mental functions defined by Carl Jung that determine your personality type. We refer to them as Go-To boxes.

You use all eight Go-To boxes but we expect that you find certain ones easy and fun and others slow and tough.

Think of the box size as telling you how natural you are likely to find activities related to that mental function. The smaller the box, the more energy it will likely take you to do any related activities. The bigger the box, the more likely you are to get energy from doing related activities.

The largest box is your largest function or Superpower.

The boxes above the line are what other people see - they are extraverted. The boxes below the line are introverted and are below the surface.

If your main go-to box is introverted, your most commonly used mental function is invisible to others. If your main go-to box is extraverted, others cannot see your supporting introverted box.
Your browser does not support HTML Canvas 5.

Now

Look to the present and immediate needs and explore what is currently available

Now is very adept at identifying details about something that is happening right now and can be acquired through the five senses. People using NOW tend to be very aware and in the moment, seeking tactics that they can implement right now. Now looks to the present and the immediate moment for solutions.

Now Now Now is about immediately engaging the world around us. We do this by perceiving information through any of our five senses. We might even be using multiple senses simultaneously. Remember we are talking about concrete information; otherwise, it would not be information we perceived through one of the senses.

The Now function triggers an immediate reaction to or an engagement of what is perceived, so it may appear as if one is quickly changing from one activity to another or shifting interest quickly from one thing to another.

People who prefer to or naturally use Now to acquire information report liking to "live life to the fullest" or "live on the edge". Often the physical risks are exciting. They also report doing things or saying things that get a recognition or a reaction from others in the moment.

Stabilize

Look to the past, traditions and what worked and focus on consistency

Stabilize is abot keeping an internal database of details that have been learned in the past. Stabilize compares today's data with past data to make an informed decision. People using Stabilize tend to check their memory, make comparisons to the past, and in general look to the past to verify information.

Stabilize Stabilize Stabilize is about checking out the present information by comparing it to previous experiences with similar information. We do this by recalling and reliving the past experiences in our lives. These are concrete experiences that include the emotional experiences or reactions we had to the experience being recalled. The recalled experiences are recalled from start to finish and if they are shared everything from start to finish must be shared.

When active, Stabilize might appear to be slow in responding or unmoved by the present moment. This is because the focus is not on the present event. Instead it is on examining all past similar experiences.

When people who prefer, or naturally use, this mental function share the experience it is as if they were sharing the video tape that is playing in the brain. They also know that the devil is in the details, so expect them to be uncomfortable leaving out the details when they are talking and wanting you to include the details when you are talking.

Recognize that the experiences being recalled may have occurred eons ago, yet they are being talked about as if they only occurred yesterday.

Invent

Look to the new and different ideas and explore many possibilities

Invent is about brainstorming, a verbal questioning to identify patterns that provide insight. People using Invent tend to prefer seeking answers through brainstorming, identifying patterns and innovation. Invent looks outside the box for answers, seeking something new.

Invent Invent Invent is about identifying possibilities and opportunities related to what is happening in the real world. It is generating new ideas based on old ones. It is creating new ideas based on what someone else has shared. It expands one idea into many possibilities without the need for precision or detail.

Invent when active in a positive way tends to view the opportunities and possibilities positively. Information shared through this function may seem to be superficial or broad brush as the details or what is beneath the surface can be filled in later. The expressions tend to be global in nature.

Insight

Look to how things connect, the future and predict possible outcomes

Insight is about the process of identifying seemingly disconnected patterns to result in instant insight into a problem or situation. When using Insight people tend to visualize their goal or end result, focus on strategy, synthesize data almost unconsciously and predict results with surprising accuracy. Insight looks to and visualizes the future for answers.

Insight Insight Insight identifies the opportunity or possibility that is the "best" without really knowing how it was identified. It is like a receiver getting signals from an unknown TRUSTED source. It tends not to focus on intermediate steps instead focusing on the end goal. One might connect with Covey's "Start with the end in mind" as an introverted intuiting approach.

The insights that are received are like nuggets of gold; however, often the person receiving the nugget does not know how to immediately explain it to others so that they perceive it as a nugget of gold as well. This is often because the nugget appeared as a flash of light or insight without supporting information, so when one attempts to explain why the insight should be trusted the mind is blank. Reflection time is almost always needed to allow some bits of information to drift into consciousness to support the value of the insight. Memory is symbolic and images and ideas are ever-changing.

Execute

Decide based on measurable goals and drive towards objectives

Execute is about plans, organizing, schedules, and measures. Execute structures the decision-making process by directing and interacting with other people. Execute focuses on measurable goals. When using it, people tend to think out loud, notice quickly when something is out of sequence or order, set objectives and criteria for success, and create step-by-step procedures. Execute looks to influence and organize the world, even when not solicited to do so.

Execute Execute Execute uses accepted tools and techniques to evaluate the information much like surveying instruments are used to determine a specific location. This process organizes information in an orderly manner so the information can be analyzed objectively or impersonally.

With Execute everything is supported with logically analyzed data. Execute analyzes information within specific boundaries. Western states are different from northeastern states. We can think of Execute as establishing boundaries for the problem or boundaries regarding information that will be considered. Execute involves living by specific rules, regulations and laws and believing others should, as well.

Analyze

Decide based on logically correct or incorrect and evaluate the best approach

Analzye is about using an internal, logic-based decision-making process that focuses on what is correct or incorrect. When using Analyze people tend to look inside before making decisions, using their mind to create order, to organize and categorize information, identify anomalies, deduce probabilities and understand how things work.

Analyze Analyze Analyze evaluates information based on how consistently and precisely the information fits within established internal systems or frameworks.

These frameworks are built with precision and take a long time to be completed; therefore, they are not going to be quickly discarded in favor of a different framework. Because this is an introverted function the framework or system is not visible to others. Others often do not get a glimpse of the framework until they arrive at a decision that is not consistent with the framework, at which time they get to witness the volcanic explosion.

One can think of Analyze as an internal filing system. Each file contains sub-files, which contain sub-files, and so-on. Thus, when one is using Analyze, the time it takes to evaluate information may take a substantial amount of time, as the person must check to see if the information fits within one's complex filing system. If there is no place in the filing system for the piece of information to go, it will be rejected until more information is received.

Consideration

Decide based on people's needs and empathize with others

Consideration is about giving the other person's personal needs high importance in making a decision. Consideration gives priority to the feelings of others. When using Consideration people then to be friendly and considerate, try to create harmony between other people, act with kindness and will disconnect with people who do not show that they care. Consideration looks to help others grow.

Consideration Consideration Consideration is about tuning in/noticing/reading the mood or the practical needs of others and then addressing or satisfying those needs.

Consideration is genuinely 'other focused.' It is the mental function used to assess how others will react to certain decisions. It involves knowing the appropriate thing to do and is satisfied when others are content and working together.

This function evaluates based on the possible impact on others. It strives for peace externally or peace among others and is about making sure others are not disturbed, annoyed or in conflict. Consideration involves conversing and connecting with others, being with others, appreciating others and celebrating with others. It's all about 'others.'

Value

Decide based on ethically right or wrong and sync with individual values

Value is about aligning personal missions with being understanding. Value decides in a way that promotes win-win solutions with the priority on other people's feelings and their own personal ethics and morals. When using Value people tend to make decisions that focus on what is right or wrong according to their own internal values. They then expresses their internal values through external actions.

Value Value Value evaluates information based on one's unique values. It is easy for one to apply these values to identify what is right, but it is difficult for one to explain to others what one is using to determine what is right.

These values are shielded and protected from attack by others and thus may make us feel alone, vulnerable, or even on the defensive. There is a bit of mystery as to who this person is and there is a sense of tranquility and personal serenity. The values involved change very little, if at all, over time.

When these values are attacked, the reaction is often as shocking to those triggering the reaction as it is to the one who is reacting. It is as if a sudden, unexpected explosion has occurred that is the opposite of the serene inner harmony that is generally sought. Value strives for peace internally or an internal calmness and sense that everything is right.
Visual Type™ and Go-To Behaviors Authors
Original work by: Sterling Bates Gene Bellotti Robert McAlpine © Step Research Corporation

Engagement Styles 04

This section describes how you prefer to interact and engage when you are working with others in order to help you realize how you can make the biggest, most significant contributions.

This section shows how an individual predominantly prefers to do their work and engage with others.  This information can help you realize what sorts of groups you will work best in and what sort of role you should try to adopt when working with others in order to make your best contribution possible.  This is built on Jungian psychology and is about how you prefer to engage with the world around you. 

Beth's Engagement Style:

Refine for Perfection

  • Your dominant engagement style describes how you prefer to interact and engage with others, especially when working on a project.
  • Your engagement style can be helpful in identifying how you prefer to interact with teammates and how you make your best contributions.
  • Each engagement style has several key opportunities for making a project successful.
  • When an engagement style is overused, then that style can create threats to a project's success.
Carefully Understand
Opportunities
Understand ramifications

Making the plan
Threats
Analysis paralysis

Refusal to change plan
30
Refine for Perfection
Opportunities
Tweak to improve 
Quietly fixing things
Threats
Never finished updating

Lack of decision
55
Dynamically Explore
Opportunities
Energetic discovery

Building enthusiasm
Threats
Unnecessary changes

Not completing
10
Organize and Direct
Opportunities
Move others forward

Achieving goals
Threats
Badgering

Hasty decisions
5
Engagement Styles Authors
Original work by: Sterling Bates Gene Bellotti © Step Research Corporation

Four Styles of Working as a Lawyer 05

This section takes a look at your Thinking, Working, Motivational, and Business Development Styles to highlight your natural abilities, core values, preferred work environments, and how these fit within the practice of law.

This section details a person's natural abilities, core values and preferred work environments, including the cultural factors and management styles that will lead to a good fit.

A list of the natural talents and abilities common to individuals with this person's personality type is listed below; any new job, career, or work setting that they are considering will hopefully leverage many of these natural talents and abilities.

Peak Experience: Taking an Appreciative Approach to Performance Improvement

  1. Read through Four Styles of Working as a Lawyer and use the Polish tool to highlight both the statements that feel especially important or true for you and also those that you believe it might be critical to share with others – your fellow students, your instructors, potential employers, etc. – to help you work together more effectively.
  2. Use the Polish tool to strikethrough any statements that are not particularly important or true for you.
  3. You can add this “ polished” chapter to your Profile to show others what works for you at work.
  4. Looking at what has gone well and thinking about what you might do to make things go even better is a great strategy for building your confidence and increasing your competence. With this appreciative, “glass half full” approach to skill-building in mind, take another look at the statements you highlighted and think about a time when your work made you feel alive, energized, and excited about what you were doing. This might be a particularly fulfilling work or school situation, or an especially meaningful event from your personal life. Ask yourself what made this such a positive experience.
  5. What were you doing? 
  6. Who else was involved and what were they doing? 
  7. What kind of support did you have that helped this to go so well? 
  8. What were the setting and circumstances? 
  9. How did the environment affect your experience? 
  10. Record the key details of this peak experience revealed by your answers to the questions above in your report with the Developmental Journal function of the Polish tool.
  11. Examine this detailed description of your peak experience and ask yourself what you might do when you have another chance to apply yourself in this way, especially in environments that support you in using it or where it is most needed, so that your next experience is even richer and more successful.

Thinking Style

  • Comfortable in the abstract & concrete: Beth is comfortable working through complex, multidimensional issues as well as simple, more concrete problems.
  • Straight-forward: She prefers to work on matters that follow a straight-forward path or fall within a pre-defined, predictable scope.
  • Habitual, routine: Beth exhibits comfort in following a predictable or routine pattern over seeking new experiences.
  • Logical: Beth defaults to logic and critical thinking when analyzing an issue. She is adept at pattern recognition and reasoning.
  • Optimistic: Beth tends to have a positive outlook towards life and events and she focuses in on the good in people or situations. This disposition is helpful for getting along with others and often leads to general happiness with one's career and life. Caution -- Beth must remember to consider what might go wrong (play devil's advocate) when advocating legal issues or working on business transactions to ensure she is properly representing the client fully. Only focusing on the positive outcome will negatively affect one's representation of the client's best interest.
  • Risk-Averse: Beth tends to prefer conventional or well-established methods that will produce an expected outcome to a matter or transaction as opposed to methods that may potentially lead to failure.
  • Skeptical but not jaded: She tends to be somewhat skeptical, particularly when considering the motives of opposing parties/counsel. This is an important trait for making informed judgments in client situations.

Working Style

  • Can perform with or without direction: Beth is able to get the job done with minimal input but will not resist direction or guidance.
  • Respectful debater: Beth enjoys the challenge of convincing others but will allow them to maintain their point of view. She does not necessarily need to believe in the arguments she makes, but it helps.
  • More sympathetic than empathetic: Beth is capable of intellectually appreciating another person's experience, but is less adept at genuinely connecting with another's experience emotionally. She may not recognize more subtle aspects of communication.
  • Can solve problems in group or alone: Beth is comfortable solving problems in either a group setting or alone, depending upon the situation and availability of others.
  • Collegial: Beth performs well as a teammate but can also step away from the group and continue to perform well on her own.
  • Prefer closure on tasks before changing gears: Beth is capable of multitasking but her preferred work style is one or two important initiatives at a time. Beth can demonstrate urgency, but prefers to work at a steady pace.
motivation

Motivational Style

  • Strong facade: Beth is capable of handling criticism or rejection but may question her convictions and experience some feelings of insecurity.
  • Goal-setter: Beth frequently sets goals for planning purposes or for measuring personal or organizational success. For her, goal setting is a powerful process for thinking about the future, and for motivating herself to turn this vision of the future into reality. Multiple studies have shown that goal-setting has been found to be common among highly successful people.
  • Diligent: She tends to persevere through difficult circumstances in life and career. This is an important trait in the practice of law and especially for working in the large law firm environment.
  • Confident: She is confident in her abilities but occasionally will seek validation from others.
  • Proactive: Beth frequently takes initiative on tasks without requiring instruction or supervision of others. A lawyer with strengths in this area will frequently recognize the need to complete a task, develop a plan for completing the task and begin executing towards completion of the task all on one's own.

Business Development Style

  • Client sympathetic when focused: Beth is capable of recognizing and understanding another's experience but does not always leave them with a genuine sense of having been understood. She can adjust her behavior based on the interpersonal situation but this requires a conscious effort.
  • Can listen well when focused: Although Beth listens to others and may pick up the facts in a conversation, she may miss the subtleties and may be inclined to fill in any gaps with her own assumptions.
  • Poised, commanding: Beth exhibits a sense of ease, poise, and self-assurance. She can 'turn it on' to command a room or conversation with an attracting energy and attitude. When used purposefully this can be a highly effective tool for professional interactions.
  • Sociable when needed: Beth is comfortable in social situations and she appreciates the benefit of networking, but both require effort.
Four Styles of Working as a Lawyer Authors
Original work by: Sterling Bates Mark Levin Karl Schmitt © Step Research Corporation

At Work Guidance 06

This section gives you tips about how to improve interactions with your colleagues, managers and subordinates at work.

This section provides personalized guidance for ten common “at work” scenarios.  This guidance is written to be helpful for both individuals and their managers or colleagues.  For each scenario, this section provides a personalized advisory narrative.  It also includes topics that will be an “Energizer” and “Stressor” for the individual as well as a scenario-related strength and weakness.  Finally, this section includes a personalized tip for the individual on how to perform best in the scenario.

Why it is important: Many people crave personalized guidance and mentoring at work - and this section provides just that in an automated fashion that is available on demand anytime a need arises.  This guidance will help individuals, and their managers, be more effective at work.

Communication At Work Guidance

Talking to their Manager

Beth typically loves to be able to share in discussion of the theories and models she is using. It also works well for Beth to have her manager identify the theory or model being used as long as it is a logically accurate fit. Beth's pursuit of perfection, using the right models and holding herself to higher standards means that sometimes it is hard for her to provide deadlines for when tasks will be done.

Energizer Evaluating which theory and model best applies to the situation Strength Determining the best theory by which future action will be made
Talking to your manager
Stressor Lack of a solid theory and model being addressed Challenge Providing clear deadlines for tasks
Tip Beth should work to answer those questions that have tighter deadlines

Talking to Colleagues and Staff

Beth is typically great with helping colleagues develop their competence and understanding the theories of why they are doing it the way they are. Her focus on abstract theories sometimes misses the emotional support that certain coworkers need.

Energizer Discussing the theories relevant to a coworker's job Strength Communicating the overall reasons
Talking to Colleagues and Staff
Stressor Colleagues who keep bringing up illogical reasons Challenge Overloading a colleague with theory
Tip Beth should spend less time on theory

Difficult Conversations

For Beth, she will often find a creative logical solution to implement rather than have the argument directly. When the argument does come up, then Beth is likely to focus on logical methods to finding a solution. If she has not found a workaround solution and the issue is left to fester, then sometimes it can result in an explosive argument.

Energizer A common criteria for evaluating success Strength Focusing on the logical ramifications
Difficult Conversations
Stressor Illogical arguments Challenge Holding in problems so long that there is the risk of an explosion
Tip Beth should acknowledge the value of others' emotions

Doing Presentations

Beth is typically very good at taking complex theories and finding ways to display and share them very effectively in her presentations. She typically does her best work on her presentation while alone or with only one or two other experts. If there are too many people involved in building the presentation or lots of emotional issues than Beth is likely to find working on the presentation very taxing.

Energizer Dealing with interesting theoretical topics Strength A presentation that links clearly to logical processes
Doing Presentations
Stressor Having to deal with lots of people to build the presentation Challenge Presentations with a strong emotional appeal
Tip Beth should take time to connect the material to the people

Managing At Work Guidance

Setting Goals

For Beth, it is typically very important that any goals being set fit into the logical situation at her work. Beth likely prefers focusing on goals that directly relate to her and her projects. If either setting the goals or achieving the goals requires a lot of interaction with others and is dependent on their success then Beth will likely be frustrated.

Energizer Goals which require learning and increasing competency Strength Knowing which goals make the most future logical sense
Setting Goals
Stressor Illogical goals with no clear way to determine accuracy Challenge Setting goals that increase interaction with others
Tip Beth should work to set deadlines and increase cooperation for her goals

Team Building

Beth is typically very good at understanding the correct ideal theoretical arrangement for the team. She is very good at understanding the logical order for the team that allows each person to expand their skills and still get the job done effectively. While Beth is typically patient with people as they learn new skills if a team member continues to make the same mistake repeatedly than Beth can become very frustrated.

Energizer Architecting how the team can be its most effective Strength Advising and guiding the team to be more effective
Team Building
Stressor Having team members who are illogical Challenge Having patience for team members who repeat the same mistake
Tip Beth should take more time socializing with team members

Leading

Beth is likely to prefer leading by doing her best to help make sure each person is doing their best. She will probably have a focus on leading through a logical and rational approach. Sometimes her preference for logical approaches can leave others feeling disconnected.

Energizer Considering the logical approaches and models used for the mission Strength Making sure that things are logically aligned with the mission
Leading
Stressor Too many illogical objectives involved in the mission Challenge Creating an emotional connection with those involved
Tip Beth should take extra time understanding what people involved with the mission need

Delegating

Beth is likely to prefer delegating by gathering information and then determining what makes the most logical sense before delegating. Beth is probably most comfortable when everyone keeps things at a logical level. Her approach to gather information and confirm accuracy can sometimes not enough attention is paid to dates and deadlines.

Energizer Having space to determine the best process for the delegated tasks Strength Creating logical guidelines for the person being delegated to
Delegating
Stressor Too much strong emotional response to the delegated tasks Challenge Setting specific deadlines
Tip Beth should take extra time to set final and intermediary deadlines

Growing At Work Guidance

Time Management

Beth is likely to work well with a high degree of independent time to refine the her projects. All her work towards perfection is likely to mean that when suddenly presented with a deadline she can adapt and produce well.

Energizer Having plenty of private time to refine the ideas and projects Strength Taking as much time as needed to refine projects
Time Management
Stressor Being pressured to rush important projects Challenge Laying out clear timelines for when to stop working on projects
Tip Beth should work on defining a few key intermediary deadlines

Getting Feedback

Beth is likely to really appreciate being given feedback that is logical and relates to process at hand. Beth is probably very good and continually refining her thinking as she gets more data. Beth may sometimes fail to give an appropriate reaction to emotional feedback.

Energizer Clear logical reasons for what they need to improve Strength Correcting and making improvements based on logical feedback
Stressor Lots of emotional content in the feedback Challenge Providing emotional support to the person giving feedback
Tip Beth should try to give positive support to the person providing feedback
At Work Guidance Authors
Original work by: Sterling Bates Gene Bellotti © Step Research Corporation

Essential Motivator - Expanded 07

Essential Motivators, your core psychological needs, values and talents as described by Linda Berens

What are your core psychological needs, values and talents? What needs are so essential to your existence that you will go to great lengths to get them met? Your core psychological needs and values have been with you from the beginning as well as the talents that help you scratch the itch that the needs create. This is the heart of who we are, so you will learn more about the essence of the roots of your personality as well as of those around you. This will open up a deep understanding of different perspectives, different talent agendas, and sources of conflict and stress. The Essential Motivators aspect of the Berens CORE™ lenses is grounded in the patterns David Keirsey called temperament and that were further differentiated and refined by Linda Berens.
Theorist

Theorist

Beth’s Essential Motivator

Understanding and developing theories provides the basis for mastery and competence.
Businesses are built on scientific discoveries and innovations.
Theory is the means to understanding the objective truth on which to build a path to achievement.
  • Beth prefers using her gifts of strategic analysis to approach all situations
  • She constantly examines the relationship of the means to the overall vision and goal
  • No stranger to complexity, theories, and models, Beth likes to think of all possible contingencies and develop multiple plans for handling them
  • She abstractly analyzes a situation and considers previously unthought-of possibilities
  • Researching, analyzing, searching for patterns, and developing hypotheses are quite likely to be Beth's natural modus operandi.

Goals

Competence

Stressors

Powerlessness

Incompetence

Lack of knowledge

personalitywizard-more-info

Theorist

Beth wants knowledge and to be competent, to achieve mastery. Beth seeks expertise to understand how the world and things in it work. She is theory oriented. Beth sees everything as conditional and relative. She is oriented to the infinite. She trusts logic and reason. She wants to have a rationale for everything. She is skeptical. Beth thinks in terms of differences, delineating categories, definitions, structures, and functions. She has hunger for precision, especially in thought and language. Usually Beth is skilled at long-range planning, inventing, designing, and defining. Generally she is calm. Beth fosters individualism. She frequently gravitates toward technology and the sciences. She tends to be well suited for engineering and devising strategy, whether in the social sciences or physical sciences.

Needs & Values

Beth's core needs are for mastery of concepts, knowledge, and competence. She wants to understand the operating principles of the universe and to learn or even develop theories for everything. Beth values expertise, logical consistency, concepts, and ideas and seeks progress. She tends toward pragmatic, utilitarian actions with a technology focus. She trusts logic above all else. Beth tends to be skeptical and highly value precision in language. Beth's learning style is conceptual, and she wants to know the underlying principles that generate the details and facts rather than the details alone.

Skill Set

  • Strategic Skill Set
  • Think of and explain all the possible contingencies and influencing factors and then design processes for achieving the objectives
  • Abstractly analyze a situation and consider previously unthought-of possibilities
  • Look at the relationships between the goals and the means for unintended consequences
  • Identify ways to improve and make progress relative to long-term goals
  • Integrate ideas into cohesive theories and design processes that strategically meet the wants and needs of others
  • Implement a vision of the future—conceiving of a way to be in the future as well as the action steps needed to get there
  • Generate and share a multitude of ideas and possibilities for action
  • Mobilize and coordinate the actions of others to implement a strategy
Essential Motivator - Expanded Authors
Original work by: Linda Berens © Step Research Corporation

Essential Motivator Roles 08

Your preferred roles based on your essential motivator

Preferred Roles With Opportunities

More Beth

Less Beth

Theorist

Beth Prefers A Role With Opportunity For:

  • Being competent and curious
  • Having intellectual independence
  • Finding a better way

Less Beth

Catalyst

  • Feeling unique or special
  • Having a purpose or meaning
  • Making a difference

Improviser

  • Fun, freedom and variety
  • Doing it with style
  • Making an impact

Stabilizer

  • Achieving concrete results
  • Taking responsibility
  • Belonging and contributing
Essential Motivator Roles Authors
Original work by: Susan Nash © Step Research Corporation

Work Values 09

This section uses your personality type to help illustrate what sort of values you likely support for work.

  • You can go through the list of work values below and use Polish to highlight the values that matter most to you and put a strikethrough on values that don't matter as much.
  • Many people find that when they are stressed at work or having trouble, it is because one of their core work values is being violated.
  • This can become an opportunity to have a discussion with co-workers about how work might be adapted.
  • Failing that, this may be a sign to consider changing work teams, places or jobs.

Beth's likely core values include:

For maximum job satisfaction and success, her job and her work environment should align with her core values. The list below represents common core values for her personality type.

  • Demonstrated competence
  • Achievement
  • Creativity
  • Ingenuity
  • Knowledge
  • Constant learning
  • Excellence
  • Perfection
  • Independence
  • New challenges
  • Being calm, emotion free
  • Logic
  • Minimal repetitive work
  • Rewards and recognition are for problem solving in creative and innovative ways
  • The ability to work without much direction is appreciated
Work Values Authors
Original work by: Michael Robinson © Step Research Corporation

Leader Style 010

This chapter helps you understand your leader style gifts and challenges

Beth's Leader Style

Expansive Analyzer

What People See

Beth doesn't seem like a typical leader. She comes across as experts engaged in debating and refining complex ideas, and uninterested in authority, structure, staffing or schedules.

Beth's Gift as a Leader

Nothing inspires Beth more than finding an elegant, systemic solution that shifts a paradigm. Beth is often a reluctant leader, as she doesn't like the messiness of people's feelings, and can be intolerant of less competent people. She is happiest operating below the radar, and are proud of being unconventional. Beth's expertise can make her perfect for leading expert teams solving complex problems.

What Beth Might Miss

Many of Beth's blindspots involve people, politics, and communication. Deep in her thoughts, Beth can seem to ignore other people, answer abruptly, or forget to keep others informed, even when she likes her colleagues.

Beth's Leadership Self-Development Activity

Beth does best when she takes plenty of alone time to recharge, especially before meeting with her teams. Beth would benefit by telling team members that's what she is doing, to avoid misunderstandings.
Leader Style Authors
Original work by: Sharon Richmond © Step Research Corporation

Meeting Effectiveness 011

These describe various ways to become more effective in meetings

This section describes various ways to be more effective in meetings with others.

Practice new skills: Homework/In-Session Activity

Develop meeting and team work skills
  1. Look through the 4 preference sections below, scanning the ways to be more effective.
  2. Choose one of the 4 preferences to work from.
  3. Choose 3 of the "Ways to be more effective" in that preference to practice.
  4. Create an action plan for applying these suggestions:
    1. When can I practice this suggestion...
    2. What specific actions will I do differently in a meeting...
  5. Continue to try out these specific action plan for a month and then repeat again with a different preference or suggestions.

Preference for Introversion

The opposite is called Extraversion

Ways to be more effective in meetings:

  • Prepare
    Ask for an agenda and the meeting material before the meeting so that you can prepare how you will contribute to the conversation.
  • Talk more
    Speak up. Share your point of view. Do not wait too long. Interrupt when it is necessary, even if it feels uncomfortable. Show your enthusiasm – do not keep it to yourself.
  • Resist pressure
    Be patient if others try to finish your sentences or insist that you say something. Point out that you need a moment to think.
  • Be patient with thinking out loud
    Do not assume that those who talk a lot during meetings are not interested in your input. They are probably working through an idea by talking about it, or they expect you to contribute when you have something to say.
  • Use your body language
    Maintain eye contact with the person speaking, and show with your body language that you are interested in what he or she is saying. Nod, smile, lean forward.
  • Engage
    Accept that sometimes the best way to understand a new situation is to engage in it and learn from the experience.
  • Accept the need for a meeting
    Remember that people who prefer E are energised by social interaction, and that they think best when talking or sharing with other people. They may also want to meet face to face to ensure that everyone is on the same side. Accept it, even if you do not yourself consider it necessary to meet.


Preference for Intuition

The opposite is called Sensing

Ways to be more effective in meetings:

  • Stick to the point
    Restrain your urge to look for associations, related topics and “what-if”s during discussions. Stay focused on the specific issue under consideration.
  • Stay attentive
    Focus on the discussion and the meeting also while discussing specific, concrete issues and facts. Do not let your thoughts wander off.
  • Be realistic
    Even though you believe that something is not working as well as it could, be open to a discussion of whether the benefits of the change outweigh the costs. Remember also that small changes are easier to implement than big ones.
  • Draw on experience
    Include past experience and expertise in discussions when something needs to be changed. Ask about others’ experience.
  • Listen to objections
    If others are hesitant about changes, assume that they have a good reason, and encourage them to express their concerns. Take objections about feasibility seriously.
  • Explain more
    Put more words on your insights than you find necessary. People who prefer S tend to think that the contributions of those who prefer N are too jumpy and incoherent. Help them understand how your ideas will work in practice.
  • Leave time for concrete information
    Be sure to provide enough details to the people who prefer S at the meeting to ensure they have an adequate basis for discussion. Be patient with their need to talk about the details, and then gently bring the discussion back to the task at hand.


Preference for Thinking

The opposite is called Feeling

Ways to be more effective in meetings:

  • Create a good setting
    Start the meeting by making an effort to create the right atmosphere. Do not jump right in. Allow the participants to find their legs.
  • Soften your language
    Avoid blunt communication unless the situation requires it. Tone down your language so that others do not switch off because you said it “that way”. Be friendly.
  • Establish ”common ground”
    In a discussion firstly talk about areas of agreement that way establishing ”common ground” maintaining a good atmosphere. Focus on expressing the positives before the negatives – otherwise people who prefer F may believe you are opposed to an idea, which can demotivate them.
  • Allow room for values and subjective data
    Remember that those who prefer F tend to make better decisions when they include personal values. Accommodate this at the meeting.
  • Pay attention to feelings
    Focus on others’ feelings and needs, both at the meeting and in regard to the decisions being made. Make an effort to understand and incorporate others’ points of view when making a decision, even if you disagree with what they have said.
  • Combine logic with values
    Use your own personal values to complement your logical arguments and analyses, especially when discussing decisions that affect people. People who prefer F are more likely to be persuaded by arguments which incorporate values and not just pure logic.


Preference for Perceiving

The opposite is called Judging

Ways to be more effective in meetings:

  • Be on time or before
    Have a list of small tasks on you mobile you can work on to avoid the feeling of ”wasting your time” before the meeting starts.
  • Decide
    Do not let your desire to gather more information and keep your options open keep you from making a timely decision.
  • Leave time to organise
    Understand that your need to try several different approaches can overwhelm people who prefer J. Allow time for a discussion on how to organise, so they do not switch off.
  • Control the improviser
    Try not to rely so much on your ability to improvise that you reach the point where you avoid planning. Remember that people who prefer J take plans seriously.
  • Volunteer to initiate the process
    Offer to take on tasks in the initial phase of a project when your energy level and your enthusiasm are at their peak.
  • Control your inner time optimist
    Be realistic about the time it will take for you to complete a task, so you can keep your promises.
  • Keep an eye on the agenda and the time
    Be careful not to stray too much from the agenda, and do not reopen decisions unless it is crucial. Be realistic about what you can achieve at the meeting. Sometimes there is no time to consider a subject from all angles.
  • Be aware of deadlines
    Listen for agreements on deadlines at the meeting and write them down. Ask when others expect your input.


Meeting Effectiveness Authors
Original work by: Mette Babitzkow Boje Tina Brøndum Kristjánsson © Step Research Corporation

Building Relationships & Networking 012

Helping a student maximize their strengths in building relationships and networking

It is not uncommon for students (and legal professionals!) to resist networking. Unpacking Beth’s assumptions around networking can assist her in finding an approach that will feel less stressful more sure-footed. The following are common beliefs that may keep people like Beth from engaging in effective networking as well as suggestions on how Beth can address these misconceptions by adopting out a new mindset.

Troubleshooting Common Problem Behaviors and Shifting Perspectives

Limiting belief about networking that may be holding Beth back:
Networking means I have to make small talk and socialize with strangers and this feels awkward and I don’t really see the point of doing it.

Beth can address her limiting belief by taking a proactive approach. When taking part in a discussion, she can say:

  • "What brought you here today and what makes being at this event worth your time?"
  • "What’s most challenging about this subject, what do people struggle to master when looking into this topic?"
  • "What is the most surprising thing you have seen or heard so far today and what makes you curious to learn more?"

Beth can show interest this way even if she feels out of place making casual conversation. She can also use other peoples’ responses as a basis for her next comments or to spur conversation.

Another limiting belief Beth may hold:
Networking means that I can’t be myself.
  • Explain to Beth that people often feel that they need to act out of character to succeed in networking situations. Although it’s important to put one’s best foot forward, this can be achieved without trying to act like someone else. To help Beth resist the temptation to put up a false front when meeting new people, encourage Beth to develop an alternative mindset.
  • Tell Beth “Networking is a low stakes but high potential opportunity to form and/or strengthen helpful connections. You will be most successful when you practice being professional by:
    • Being yourself, realizing that this is the best way to find and match yourself to those who can use and appreciate your special characteristics.
    • Valuing others’ input while recognizing that no matter the result or ultimate benefit to you of any interaction, it’s always best to approach the process with courtesy and respect.
    • Politely excusing yourself if a conversation doesn’t seem fruitful by thanking others for their time before moving on to find another person to speak to – knowing that this is perfectly acceptable and that your courtesy is not only the right thing to do, but can result in your being remembered favorably, helping you in the future.
  • Along with practicing professionalism, support Beth’s efforts to adopt this new mindset by suggesting she adds her “special sauce” to the networking experience by:
    • Listening, keeping the conversation going by asking questions which call for more information and showing interest by giving others time to speak.
    • Making the most of the conversation by asking questions about general themes and sharing ideas and inspirations.
    • Analyzing the logic behind any data presented and striving for, as well as seeking, precision and clarity when sharing ideas or considering the ideas of others.
    • Helping others through sharing expertise.

Bonus Tip:

A simple strategy that can help Beth be more confident in networking is for her to be ready to share some of her best qualities. Having prepared a quick, simple statement about what makes her special is a great help to both Beth and the person with whom she is trying to network. It adds clarity to the interaction and helps put people at greater ease.

Three adjectives likely to describe Beth well are:
Analytical, truth seeking and rational

Tell Beth that being able to identify and talk about her unique strengths is more meaningful and powerful than merely reciting from her resume or simply listing her skills. Encourage Beth to use these three words when asked to share something about herself, preparing examples from her own life to illustrate these characteristics.

Practice new skills: Homework/In-Session Activity

Because networking is so often misunderstood, it’s important to demystify it. These activities will help Beth become more skillful at, and less intimidated by networking – challenging her assumptions and showing her how to apply what she has learned. Networking, by its very nature, is about doing. The two activities provide a starting place for Beth to develop, and hopefully enjoy, this highly useful practice – giving her a means to tap into resources she might not have realized she has.

Activity 1: Networking Really Is About Who You Know
  1. Tell Beth that networking isn’t just about going to large gatherings and talking to strangers. Networking is happening anytime and anywhere people are connecting and learning more about each other. Brainstorm a list of her connections with Beth to help her see that she already has a network, one made up of people such as in the list below.
  2. Ask Beth to select three or four items from the list of questions below and then tell Beth to try them out the next time she meets with someone from the list of people just generated. Tell Beth to use this as a way to learn more about the people she knows and deepen her connections with them.
  3. Use the results of this exercise to show Beth that she has many more resources than she might have thought and that there are always new things to learn from the people she already knows. Taking the opportunity to begin networking with people who already care about her can help Beth to feel more poised and positive about her relationship-building and networking skills.

Beth Person

Networking Really Is About Who You Know

Instructions For Using This

  1. Networking isn’t just about going to large gatherings and talking to strangers. Networking is happening anytime and anywhere people are connecting and learning more about each other.
  2. Brainstorm a list of your connections:
    1. Write them out on the bottom half of the page or use Polish
    2. Start with any people who fit into the categories below:
      • Relatives
      • Friends and acquaintances, including neighbors past and present
      • Teachers past and present
      • Coaches past and present
      • Fellow members of her/his faith community, club, sports team, hobby group, community organization, social media platforms, etc.
    3. Who else might be part of your network, people that you already know?
  3. Ask people in your network questions from the list below:
    1. Select three or four items from the list of questions below
    2. Try them out the next time you meet anyone from the list of people just generated.
    3. Use this as a way to learn more about the people you know and deepen your connections with them.
  4. Use the results of this exercise to show yourself that you have many more resources than you might have thought and that there are always new things to learn from the people you already know.
  5. Take the opportunity to begin networking with people who already care about you and that can help you to feel more poised and positive about your relationship-building and networking skills.

I can enhance my connection with others using the following questions:

  • What helped them to stick with classes where they didn’t respect the teacher?
  • What helped them to stick with classes with a boring teacher?
  • What helped them to stick with classes with a disorganized teacher?
  • What helped them to stick with classes where they didn’t like the teacher?
  • How did they figure out how to convince people that they had a good idea?
  • How did they figure out how to convince others to take action?
  • How did they figure out how to stand up for what they believe in when others disagreed?
  • How did they figure out how to convince others that it is important to pay attention to how people feel about a plan?
  • What helped them to be more disciplined about...?
  • What helped them to be more relaxed about...?



Activity 2: An Appreciative Approach to Networking
  1. Tell Beth that a great way to increase her networking skills is to look at what is already going well for her and then make an effort to do more of those things that make her feel good and have led to successful results. This sort of appreciative, glass-half-full approach, with its focus on the positive, typically energizes people much more than looking at what’s wrong or not working.
  2. Ask Beth to complete the two stems below by selecting two or three items from the list of verbs, and two or three from the list of adjectives that describe her behavior when she felt really engaged in and excited about building relationships and/or networking.
  3. Have Beth choose one item from her list of verbs and one item from her list of adjectives and describe two ways she can practice these two approaches to building relationships and networking more often. Having a plan of action to develop the networking skills that Beth sees as vital should increase her confidence and make her networking more authentic and effective. This can be homework or you can work on it together in the session.
  4. Use the results of this exercise to show Beth that she has reasons to feel more poised and positive about her relationship building and networking skills.
  5. As a follow-up you may want to ask Beth about those areas that she finds difficult or less natural when networking. One way to facilitate this is to ask Beth about some of the verbs and adjectives that she did NOT choose in step 2. Often the things that are off-putting to us can help us learn about both our blind spots and our fears and serve as a means to figuring out how to manage them, as well as open us up to considering areas that seem like a stretch, but if given the opportunity, might be interesting and fun to try out.

Beth Person

An Appreciative Approach to Networking

Instructions For Using This

  1. A great way to increase your networking skills is to look at what is already going well for yourself and then make an effort to do more of those things that make you feel good and have led to successful results. This sort of appreciative, glass-half-full approach, with its focus on the positive, typically energizes people much more than looking at what’s wrong or not working.
  2. Complete the two stems below by selecting two or three items from the list of verbs, and two or three from the list of adjectives that describe your behavior when you felt really engaged in and excited about building relationships and/or networking.
  3. Choose one item from her list of verbs and one item from her list of adjectives:
    1. Describe two ways you can practice these two approaches to building relationships and networking more often.
    2. Having a plan of action to develop the networking skills that you see as vital should increase your confidence and make your networking more authentic and effective.
  4. What reasons do you have to feel more poised and positive about your relationship building and networking skills?
  5. Follow up:
    1. Which of the verbs or adjectives do you find more difficult or less natural when networking?
    2. It might be easier to start this by thinking about the verbs and adjectives that you did NOT choose in step 2
    3. Often the things that are off-putting to us can help us learn about both our blind spots and our fears and serve as a means to figuring out how to manage them, as well as open us up to considering areas that seem like a stretch, but if given the opportunity, might be interesting and fun to try out.

I can enhance my networking by appreciating my strengths:

When I feel best about networking, I am...

VERBS:

listening
talking
sharing general impressions
sharing details and specifics
searching for inconsistencies
searching for points of agreement

During networking it is very important for me to be…

ADJECTIVES:

receptive
expressive
task-focused
people-oriented
flexible
structured
Building Relationships & Networking Authors
Original work by: Elizabeth Hirsh Katherine Hirsh © Step Research Corporation

Evaluating Career Options & Crafting a Career Plan 013

The career search process is not a one-size-fits-all proposition and therefore an important initial step for a person is finding an approach that works for them.

The career search process is not a one-size-fits-all proposition and therefore an important initial step for a person is finding an approach that works for them. Learning more about one’s natural decision-making style as part of a career search is an investment that will have a lifelong positive pay-off across personal and work domains.

Evaluating Career Options & Crafting a Career Plan

A successful search process for Beth is likely to allow her to:
  • Reflect on her own and choose just a few career options to research in depth.
  • Look at her dreams, hunches, and off-the-wall ideas for clues about which career options to consider more deeply.
  • Ask herself whether the possible career choices she has identified have more positives than negatives.
  • Respond to new information, chance meetings, or spontaneous opportunities that keep her career search fresh.
A “yes” answer to these four questions suggests that a particular career option might be satisfying to Beth:
  • Do people in this field value autonomy, independent work, and in-depth consideration of issues?
  • Do people in this field value imagination, insight, and reaching toward an ideal future?
  • Do people in this field value objectivity, critical analysis, and data?
  • Do people in this field value freedom, adaptability, and openness?
feedbackIf a job or practice area doesn’t have these features, Beth will likely find it more difficult to get ahead. However, if she is aware of this and feels ready to handle the challenges that may come with her choice, she may very well make a special contribution through her unique approach to the job, practice area or field.

Practice new skills: Homework/In-Session Activity

Decision-Making Strengths and Blind Spots
  1. Show Beth the Z-Model Handout below, and call out that the processes she likely uses effectively (these are highlighted in blue).
  2. Ask Beth to pick out at least two items that most surprised her from the processes she is less likely to utilize.
  3. Have Beth create an action plan for applying these questions:
    1. When I am selecting which careers to explore, I need to ask myself...
    2. When I am evaluating of the appeal of different careers, I need to ask myself...
    This can be homework or you can work on it together in the session.
  4. Encourage Beth to continue testing her assumptions about what makes for a good career by asking new questions about her career options.

Z-Model Handout

Beth Person

Career Decision-Making

  • How does this career option take advantage of skills I already have?
  • What direct experience do I need?
  • What existing knowledge will I be able to apply?
  • What is the customary entry point for this career?
  • How does this career option stretch abilities I already have?
  • What experiences of mine might be transferable?
  • What new knowledge will I be able to obtain?
  • What alternative entry points exist for this career?
  • What are the advantages and disadvantages of this career option?
  • What reasons support choosing this career?
  • What parts of this career would I find most challenging?
  • How does this career promote competence?
  • What are the most rewarding and most stressful aspects of this career option?
  • Would choosing this career fit my values?
  • What parts of this career would I find most meaningful?
  • How does this career promote personal satisfaction?
Evaluating Career Options & Crafting a Career Plan Authors
Original work by: Elizabeth Hirsh Katherine Hirsh © Step Research Corporation