BIRKMAN REPORT THIS REPORT WAS PREPARED FOR JOHN Q. PUBLIC (D00112) DATE PRINTED | January 11 2017
Birkman Signature Report | JOHN Q. PUBLIC (D00112) | ©2016, Birkman International, Inc. All rights reserved. 3
This section provides backgroundinformation on The Birkman Method® and outlines the purpose and benefitsof your Signature Report.
BIRKMAN COLOR KEY
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We take these four colors seriously at Birkman. Our use of color becomes shorthand forunderstanding fundamental differences between people. Below is a breakdown of thesignificance of each Birkman color.
RED
GR
EENY
ELLO
W BLU
E
DOERRED is the Birkman color for people whoprefer to make quick decisions and getresults. Reds are direct and action-oriented and give full attention to thetask at hand. Reds enjoy building,working with their hands, organizingpeople and projects, solving practicalproblems, and producing an end productthey can see and feel. Reds areobjective, energetic, commanding andenjoy team competition. Reds getresults through action.
COMMUNICATORGREEN is the Birkman color for peoplewith a strong desire to communicateand work with people. Every time yousee a Green, they are selling, persuading,promoting, motivating, counseling,teaching or working with people to getresults. Greens who believe in a product,service or idea can communicate aboutit with ease and a natural confidence. Ifyou want someone to win friends andinfluence people, a Green is your personfor the job.
ANALYZERYELLOW is the Birkman color for peoplewho love working with processes,details, definitions and rules. Yellowsenjoy doing careful and detailedcalculations, scheduling, recordkeeping,and establishing systematic procedures.They are usually comfortable withnumbers, place a high priority on beingfair, and are cautious and thorough inanalysis. Yellows are task-oriented andoften prefer indirect communicationmethods including forms, rules andregulations. If you need to getorganized, find a Yellow.
THINKERBLUE is the Birkman color for theconcept and idea person. Blues loveinnovation, being creative and long-termplanning. They enjoy abstract thinkingand discovering new ways to solveproblems. Blues thrive on generatingfresh ideas and coming up with the mostviable solutions for the problem at hand.Blues tend to be introspective, and whilethey love originality and innovation, theymay need to be around other creativeindividuals to trigger the spark.
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Your Birkman Map® provides an aerialview of who you are and allows you tosee how and where you fit into the bigpicture.
BIRKMAN MAP
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The Symbols on your Birkman Map identify who you are on two key dimensions. The placementof the symbol within a color quadrant represents the degree to which you display similarities tothat color quadrant. The left and the right sides of the map (horizontal axis) represent yourpreference for dealing with tasks or people. The top and the bottom (vertical axis) representwhether you are more extroverted or introverted in your style.
INTERESTS - The Asterisk represents what you like to do and where you gravitate in termsof activities you enjoy.
USUAL BEHAVIOR - The Diamond represents how you usually behave. These are yourstrengths, and they compose your best, most productive style. This is how other peoplesee you. Usual Behavior is how you act when your Needs have been met.
NEEDS - The Circle represents how you need to be or expect to be treated by other peopleand your environment. Needs often remain hidden or invisible to others.
STRESS BEHAVIOR - The Square represents your frustrated behavior. This is yourreactive, unproductive style. Stress Behavior is how you act when your Needs have notbeen met for an extended period of time. You may see some of the challenges you facearise here.
Extrovert
Introvert
Task
People
BIRKMAN MAP
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EXPLANATION OF YOUR INTERESTS (THE ASTERISK)
The kinds of activities you prefer are described by the Asterisk. Your Asterisk is in the GREENquadrant. You probably enjoy very people-centered activities.
Interests in the GREEN quadrant include: Your Asterisk shows that you like to:
selling and promoting persuading motivating people counseling or teaching working with people
sell or promote direct people motivate people build agreement between people persuade, counsel or teach
Extrovert
Introvert
Task
People
BIRKMAN MAP
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EXPLANATION OF YOUR USUAL BEHAVIOR (THE DIAMOND)
The productive way you set about your tasks is described by the Diamond. Your Diamond is inthe GREEN quadrant, but it also lies fairly close to the Red quadrant. When you are workingeffectively, you prefer to be assertive and direct.
Usual Behaviors in the GREEN quadrantinclude being:
Your Diamond shows that you are usually:
competitive assertive flexible enthusiastic about new things
enthusiastic and flexible assertive and competitiveYour Diamond shows that you also tend to be: logical and objective energetic direct and open
Extrovert
Introvert
Task
People
BIRKMAN MAP
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EXPLANATION OF YOUR NEEDS (THE CIRCLE)
The support you need to develop your Usual Behavior is described by the Circle. Your Circle is inthe GREEN quadrant, but it also lies fairly close to the Blue quadrant. To be most effective, yourespond best to people who are persuasive and insightful.
Those with Needs in the GREEN quadrantwant others to:
Your Circle shows you are most comfortablewhen people around you:
encourage competition be assertive allow flexibility introduce novelty and variety
keep unnecessary rules to a minimum give you varied tasksYour Circle shows that you also respond well to people who: give you time for complex decisions don't over-schedule you are interested in feelings as well as logic
Extrovert
Introvert
Task
People
BIRKMAN MAP
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EXPLANATION OF YOUR STRESS BEHAVIOR (THE SQUARE)
Your Stress Behavior is described by the Square. Your Square is in the GREEN quadrant, but italso lies fairly close to the Blue quadrant. When people don't deal with you the way your needssuggest, you may become distracted and indecisive.
Those with Stress Behaviors in the GREENquadrant:
Your Square shows that under stress you maybecome:
are easily distracted distrust others become domineering fail to follow the plan
self-protective argumentativeYour Square shows that you may also become: overly sensitive to criticism easily sidetracked unsociable
Extrovert
Introvert
Task
People
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This section looks at your interests.High scores indicate activities youenjoy. Low scores indicate areas youwould prefer to avoid. Interests do notalways translate to skill but dorepresent important motivators.
BIRKMAN INTERESTS
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98%
LITERARYAppreciation for language
Activities include:Writing, reading, editing
88%
PERSUASIVEPersuading, motivating,selling
Activities include:Debating, influencing,promoting
67%
SOCIAL SERVICEHelping, advocating for people
Activities include:Teaching, counseling,volunteering
64%
TECHNICALHands-on work withtechnology and machinery
Activities include:Programming, assembling,using gadgets
60%
OUTDOORWork in an outdoorenvironment
Activities include:Being outdoors, farming,gardening
46%
ADMINISTRATIVESystems, order and reliability
Activities include:System tracking, recordkeeping, categorizing
21%
SCIENTIFICResearch, analysis,intellectual curiosity
Activities include:Investigating, exploringmedicine, experimenting
17%
ARTISTICCreation, appreciation for arts,aesthetics
Activities include:Painting, appreciating art,designing
17%
NUMERICALWorking with numbers anddata
Activities include:Accounting, investing,analyzing
10%
MUSICALPlaying, singing or listening tomusic
Activities include:Attending concerts, collectingand appreciating music
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This section takes an in-depth look athow you behave and what makes youtick. This section will also explore howyou are likely to react when you findyourself in stressful situations.
BIRKMAN COMPONENTS
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Birkman measures nine components of personality.
Self-ConsciousnessYour use of sensitivity whencommunicating with others
Emotional E
nergy
Your openness and comfort
with expressing emotio
n
Restlessness
How
you prefer to focusattention or change focusand seek varied activities
Incentives
Your drive for personal
rewards or preference to
share in group rewards
Social EnergyYour sociability,
approachability, and
preference for group and
team participation
Assertiveness
Your tendency to speak up
and express opinions
openly and forcefully
Phys
ical
Ene
rgy
Your
pre
ferre
d pa
ce fo
r
actio
n an
d ph
ysic
al
expr
essi
on o
f ene
rgy
Insi
sten
ce
Your
app
roac
h to
det
ails
,
stru
ctur
e, fo
llow
-thro
ugh,
and
rout
ine
Thought
Your decision making
process and concern for
consequences in making
the right decision
BIRKMAN COMPONENT DASHBOARD
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Social Energy
Usual Needs
99 3
Physical Energy
Usual Needs
97 49
Emotional Energy
Usual Needs
12 20
Self-Consciousness
Usual Needs
8 76
Assertiveness
Usual Needs
74 83
Insistence
Usual Needs
99 90
Incentives
Usual Needs
19 64
Restlessness
Usual Needs
67 32
Thought
Usual Needs
51 71
USUAL, NEEDS & STRESS
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SOCIAL ENERGYYour sociability, approachability, and preference for group and team participation
Your generally pleasant and outgoing manner makes you at ease and comfortable in group activities.Your warm and accepting attitude helps you meet people easily, an asset which is put to good use insocial situations.
Usual Behavior:
sociable at ease in groups communicative
Needs:The comfort you display in social settings concealsyour underlying need to spend a considerableamount of time by yourself or in the company ofone or two other significant individuals.
Causes of Stress:Continuous pressure to be involved in social orgroup situations can upset your sense of well-being.Without sufficient time to yourself you are likely tobecome withdrawn, possibly to an extent that willsurprise yourself and others.
Possible Stress Reactions When Needs Are NotMet:
withdrawal tendency to ignore groups becoming impatient
991
99
Usual Behavior
Able to work well alone Friendly and easy to knowBlend
991
3
Needs
Plenty of time alone or in smallgroups
To feel part of the groupBlend
991
3
Stress Behavior
Impatient with group interaction Blend Over-valuing group opinion
USUAL, NEEDS & STRESS
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PHYSICAL ENERGYYour preferred pace for action and physical expression of energy
Your high energy level affords you the considerable assets of vigorous and persuasive reasoning and agenerally forceful and enthusiastic approach to everything you do. You find it easy to be physicallyactive on a regular basis.
Usual Behavior:
enthusiastic energetic forceful
Needs:However, you prefer to be in control regarding thespending of your energies. It is best when yourenvironment neither places the demands of a heavyschedule upon you, nor emphasizes thought andreflection to the exclusion of personal action.
Causes of Stress:External demands on your energies, either physicalor mental, are likely to be frustrating to you. Whenyou are denied the opportunity to balance planningwith action, your naturally high energy level mayresult in unexpected fatigue.
Possible Stress Reactions When Needs Are NotMet:
edginess feeling fatigued
991
97
Usual Behavior
Likes to reflect before acting Takes direct action to getthings done
Blend
991
49Needs
Personal control over scheduling A busy scheduleBlend
991
49Stress Behavior
Putting things off Blend Failing to delegate whennecessary
USUAL, NEEDS & STRESS
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EMOTIONAL ENERGYYour openness and comfort with expressing emotion
You are primarily objective and practical in your outlook. Your empathy toward others diminishes rapidlywhen you perceive they are taking no steps to help themselves. You prefer to keep your emotions incheck.
Usual Behavior:
objective practical logical
Needs:You feel most at ease in surroundings thatemphasize the practical side of things and have anappeal to logic. You need to be treated by others ina low-key, unemotional manner.
Causes of Stress:It is difficult for you to understand the motivationsof people who get carried away with emotion. Whenfeelings and emotions seem to be clouding theissue, you are likely to respond by trying to minimizethose feelings.
Possible Stress Reactions When Needs Are NotMet:
insensitivity to feelings overly definite opinions over-concern for the practical
991
12
Usual Behavior
Objective and detached Sympathetic and warmBlend
991
20
Needs
An unemotional environment An outlet for subjectiveissues
Blend
991
20
Stress Behavior
Discounting people's feelings Blend Worrying unnecessarily
USUAL, NEEDS & STRESS
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SELF-CONSCIOUSNESSYour use of sensitivity when communicating with others
You project a certain ease and confidence as a result of your ability to be direct and to-the-point. Peopletend to notice how relaxed and comfortable you are around others.
Usual Behavior:
frank and direct unevasive matter-of-fact
Needs:In contrast to your usual style of behavior, you havean underlying need to feel the genuine respect andappreciation of those who are close to you. Youmust have ample opportunity to explain and justifyyour point of view.
Causes of Stress:Because your needs are not obvious from yourusual behavior, it is easy for others to mistakenlyassume that you need to be treated in a frank anddirect manner. This may result in your having yourfeelings hurt on occasion.
Possible Stress Reactions When Needs Are NotMet:
embarrassment shyness over-sensitivity
991
8
Usual Behavior
Direct and straightforward Insightful and intuitiveBlend
991
76
Needs
Others to be frank and forthright Respect of key individualsBlend
991
76
Stress Behavior
Being too blunt Blend Feeling unappreciated onoccasions
USUAL, NEEDS & STRESS
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ASSERTIVENESSYour tendency to speak up and express opinions openly and forcefully
You show a healthy respect for established authority, whether verbal or in the form of formal procedureand control. It is relatively easy for you to take charge and direct activities, and see to it that pre-arranged plans are executed.
Usual Behavior:
self-assertive seeks to influence and excel enjoys exercising authority
Needs:From others, you need personal and clearinstructions as to what they expect to have done.You respect people who appear to you to be naturalauthority figures, and expect them to enforcestrictly the boundaries of authority.
Causes of Stress:You can easily lose your respect for those inpositions of authority when it seems that they arehaving difficulty showing strength. Your morale andenthusiasm suffer in these situations.
Possible Stress Reactions When Needs Are NotMet:
provocative statements undue assertiveness becoming bossy or domineering
991
74
Usual Behavior
Low-key in the exercise ofauthority
Directive and commandingBlend
991
83
Needs
A non-directive, democraticenvironment
To know who is in chargeBlend
991
83
Stress Behavior
Failing to address issues ofcontrol
Blend Becoming domineering,controlling
USUAL, NEEDS & STRESS
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INSISTENCEYour approach to details, structure, follow-through, and routine
Few people describe themselves as being so orderly and systematic. By preference, you stay with thetried and proven so that you can give your attention to detail and follow-through.
Usual Behavior:
concerned with detail logical in thought process completion-oriented
Needs:You have a distinct need for predictable situationsin which you can plan and execute activitiesaccording to familiar methods. Reasonably stableand predictable life and work situations provide anemotional anchor.
Causes of Stress:When forced to discard planning methods which arenatural to you, you tend to make big problems out oflittle ones. When things develop differently fromwhat you planned, you may begin to give even un-important detail too much attention.
Possible Stress Reactions When Needs Are NotMet:
over-emphasis on detail fear of uncertainty undue control
991
99
Usual Behavior
Flexible and open to newapproaches
Organized and sequentialBlend
991
90
Needs
Only an outline plan to follow A definite plan in placeBlend
991
90
Stress Behavior
Weakness in follow-through Blend Over-insistence on followingprocedures
USUAL, NEEDS & STRESS
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INCENTIVESYour drive for personal rewards or preference to share in group rewards
As a predominantly idealistic person, you value cooperative effort and the concepts of trust, loyalty andteam spirit. You can think and reason in terms of intangible benefits, and prefer to minimize face-to-face, competitive rivalry.
Usual Behavior:
trustful loyal service-oriented
Needs:Underneath, you expect a certain amount ofcompetition, and need some reassuranceconcerning your personal advancement. While youvalue team effort, it is good for you to receiverecognition for individual effort.
Causes of Stress:Your respectful attitudes can complicate matterswhen you are involved in face-to-face conflicts,since your feelings and opinions are stronger thanthey appear to be. Also, you can find others who areopportunistic or unrealistic a source of discomfort.
Possible Stress Reactions When Needs Are NotMet:
becoming distrustful becoming impractical
991
19
Usual Behavior
Oriented towards general benefit Oriented toward individualadvantage
Blend
991
64
Needs
An environment based on trust A means of measuringpersonal performance
Blend
991
64
Stress Behavior
Becoming too idealistic Blend Focusing too much onpersonal payoff
USUAL, NEEDS & STRESS
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RESTLESSNESSHow you prefer to focus attention or change focus and seek varied activities
You think of yourself as being responsive to change. While you do indeed have strengths in this area,you are also able to resist distractions and focus your attention on the task at hand. Interruptions arehandled by your ability to "compartmentalize."
Usual Behavior:
attentive, yet concentrative not easily distracted adaptable
Needs:A minimum of unexpected change is best. Youneed advance warning and the opportunity to "buyinto" any change that affects your life or worksituation.
Causes of Stress:Disruptions in your schedule tend to weaken yourconcentration and attentiveness. When thesedisruptions make you sense a loss of control, youmay react by becoming resistant to even necessarychanges.
Possible Stress Reactions When Needs Are NotMet:
restlessness difficulty concentrating changing unnecessarily
991
67
Usual Behavior
Concentrates attentions well Likes a variety ofsimultaneous tasks
Blend
991
32
Needs
Adequate notice of any change Plenty of different calls onattention
Blend
991
75
Stress Behavior
Failing to accept necessarychange
Blend Getting distracted too easily
USUAL, NEEDS & STRESS
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THOUGHTYour decision making process and concern for consequences in making the right decision
With primary emphasis on a thoughtful and reflective approach to decision-making, you like to considerdistant as well as immediate consequences of your decisions. However, decisions concerning usual androutine matters can be made rather quickly.
Usual Behavior:
thoughtfully decisive thinks before acting direct, but reflective
Needs:Preferably, your responsibilities and activitiesshould not require quick and decisive action. Underpressure, you need to feel that you have exhaustedall possibilities and consequences.
Causes of Stress:Pressure mounts when you are hurried in youractions and when you are rushed in makingjudgments. Your need for careful thought makesyou dread the unforeseen, and can result inneedlessly postponing or evading a decision.
Possible Stress Reactions When Needs Are NotMet:
becoming indecisive fear of the unknown unnecessary caution
991
51Usual Behavior
Sees issues in terms of black andwhite
Handles ambiguoussituations well
Blend
991
71
Needs
Issues reduced to their simplestform
Plenty of time for complexdecisions
Blend
991
71
Stress Behavior
Being impulsive Blend Indecision when pressured
BIRKMAN INSIGHTS
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YOUR STRENGTHS
Now let's identify the strengths that make you uniquely you. These strengths were generated based onyour Birkman Interests scores and Birkman Component scores. Carefully read each statement andcheck the ones that are most significant to you.
You like influencing people directly, persuading them to your point of view or training them
You like working with the written word, which may involve anything from documentation tothe production of marketing materials
You are straightforward and find it fairly easy to speak your mind, even with superiors
You meet people easily and relate well to others when they are involved in group activities
You are structured and organized in your thinking and approach, and you bring thesetendencies to the work you do
You tend to be something of a natural authority figure; you can take charge when thereseems to be a lack of leadership
You appreciate an environment where everyone wins together
You have a high energy level, and like to be busy doing things rather than thinking aboutthem
You are generally logical and objective, able to get to the heart of the problem faster thanpeople who are more emotional than you are