Jessica Pitts

LAUNCHPAD REPORTS

FOR

JESSICA PITTS

LaunchPad Reports for Jessica Pitts

Index Page

CAPSULE SUMMARY REPORT 2

BROAD PICTURE REPORT 3

DEVELOPMENT REPORT 4

FILTER REPORT 5

OCCUPATIONAL PREFERENCES REPORT 6

SCORES 7

SECOND ORDER FACTORS 9

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CAPSULE SUMMARY REPORT FOR JESSICA PITTS

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The Capsule Summary report is designed to give you a short summary of assessment results in the psychometric test battery. You will see that the focus is upon behavioural factors identified that may help - or hinder - effective job performance in typical work environments. The report also notes any unusual combinations of such factors, and the possible implications of those combinations.

FACTORS WHICH MAY HELP:-

Critical realist, sees problems and flaws in plans, but criticism may be moderated by some concern for team cohesion.

Faces up to conflict of opinion with tough and assertive style

Responsible, always gives best shot, may be over-committed at times

Likes planning ahead; work environment should cater to this

FACTORS WHICH MAY HINDER:-

May be too quiet and reserved for roles demanding extroverted qualities

May need to plan and organise too much for rapidly-changing situations

High levels of persistence plus strong dedication to own role may cause unwillingness to relinquish tasks

Emotionally rather volatile, may overreact to difficulties

May lack tact and sensitivity at times, particularly when conflict occurs

May be too cautious at times, and could miss opportunities

May be seen as somewhat rigid, uninvolved and lacking in subtlety and sympathy when relationships become inflamed

May need to develop more interest in a chairman-like management style

UNUSUAL COMBINATIONS SUGGEST THE FOLLOWING:-

None found.

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BROAD PICTURE REPORT FOR JESSICA PITTS

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PLEASE NOTE:

The Broad Picture report is designed to give you a comprehensive picture of assessment results in the psychometric test battery. However, it can only deal with the characteristics that were measured in those tests, so that although they range widely, they could not of course describe you in entirety, nor could any other test battery. In interpreting this report, you will also therefore need to consider what your track record indicates, what past appraisals have indicated, and what you know from your own experience to be true.

You will see that comments about specifically psychological qualities are comparatively few or underplayed. The focus instead is upon the kind of work - activities, environment, conditions, challenges, job satisfactions - that are required for effective performance.

If it seems to you that two or more of the items below clash with each other, this will be because there were some contradictory choices in the test battery. The "Unusual Combinations" segment of this report is designed to take into account some of these unusual combinations of results, and may, therefore, resolve earlier contradictions.

ON BALANCE YOU ARE LIKELY TO WORK EFFECTIVELY:-

Where it is quite important that the jobholder possesses the ability to adopt a cool, ultra-realistic, logical and critical approach to problems and to the ideas of others, where you would focus sharply on difficulties and real-world obstacles and press for high standards at all times, in this way preventing unworkable concepts from being implemented, though your natural critical style may be modified by some concerns you have for maintaining cohesion and morale in the team.

Where circumstances dictate that you handle major conflicts in your dealings with others by adopting a tough, determined, persuasive approach, backed up by a willingness to exercise authority and power if absolutely necessary.

Where the work requires you to be a conscientious, dependable person who will persist with tasks even when they are unattractive, who can defer gratifications till fairly well into the future, and who will be earnest about developing both your own skills and the role itself. Such a role should attract someone (like you) who is a hardworking and self-improving person who does not need an injection of daily 'fun'.

Were the role hinges substantially on the need for long-term future planning, and where the work is very largely controlled by plan-able procedures and principles, little being left open to doubt, question, ambiguity or chance.

YOU MAY EXPERIENCE DIFFICULTIES:-

Where the people dealt with by you (in particular those with whom you do not know well) could be somewhat distanced by a reserved, shy quality in your approach.

Where the role demands of you that you take each day as it comes, and do not need to personally plan out long-term events. In such a role there would EITHER be a high level of trouble-shooting and fragmentation of work patterns, OR alternatively an existing and tightly-binding plan that is implemented from above, and within which the jobholder operates comfortably.

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Where it would have a negative effect if you as jobholder - partly due to high levels of dedication to your task or role - over-persisted with your own tasks, showing an over-concern to control results in the workgroup and a certain lack of comfort with the delegation process.

Where you would be required to be a calm type who is unlikely to show mood changes, or to overreact to failure or other personal difficulties.

Where the people with whom you as jobholder deal are either so powerful or so sensitive that you must deal with them in a low key, listening, tactful and diplomatic way whenever a genuinely serious difference of opinion arises.

Where an extremely cautious approach to decision-making would slow down the job, or cause opportunities to be missed.

Where an important requirement in the handling of interpersonal relationships involves high levels of tact and finesse, warmth, empathy, and a real ability to adapt to the needs of the relationship.

Where the independence, the skill and the experience of the staff are such that you would be best advised to operate in a chairman-like way, using democratic procedures, sponsoring group cohesion and morale, and seeing issues wider than your own team, section or departmental concerns.

UNUSUAL COMBINATIONS SUGGEST THE FOLLOWING:-

None found.

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DEVELOPMENT REPORT FOR JESSICA PITTS

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NOTE: Paragraphs based primarily upon Low Scores (Stanines 1 to 3) are not included in this Report.

PLEASE NOTE:

This Development report is designed to analyse the assessment data in two ways - where your qualities are likely to work well, and where they may not work so well. It will also show the downside of some qualities that may otherwise be regarded as strengths and the positive aspects of qualities that are often regarded as weaknesses.

But since LaunchPad cannot know which type of job you currently hold or what your personal experience has been, it will analyse the whole range of possibilities. The recommendations it produces should NOT therefore be seen as prescriptions for wholesale change. The only qualities that you should be interested in changing are those that are actually required for the job you are presently doing or likely to do in the foreseeable future.

WORKING WITH THE TEAM

You display a strong liking for roles which require one to analyse proposals and plans in terms of how well they are likely to function in the real world. You are likely to be a rational person, and although you do appear to have some moderate concern for the way other people feel, it may not always lead to those feelings and susceptibilities being taken sufficiently into account, and you may bruise the more sensitive of your colleagues by seeming to be blunt when you feel that you are merely being logical. It may be worth your while, therefore, drawing upon your background concern for others in order to see what you are doing from the recipient's point of view. It would be worth your while making sure that your alertness to flaws and inadequacies will be well suited to any role that you undertake in the future; by no means all jobs will require this of you, and if this were the case you might find that your Critical Judge style alienated your workmates, and actually reduced the effectiveness of the overall output.

HANDLING CONFLICT SITUATIONS

In general you would appear to have natural levels of assertiveness, especially when things are going fairly smoothly; but when a real and perhaps painful difference of opinion occurs between you and others, you seem likely to respond by taking a somewhat more determined and possibly (at times) even an aggressive line. This forceful line could consist of sustained logical argumentation, confronting the other party with facts or opinion or both, threatening the use of power (if you have any) or even setting out to manoeuvre the other party into giving way. Whichever technique is chosen, the style is an assertive and outspoken one, and is most likely to work well when you are superior to the other person in rank, or when you have superior expertise. When, however, these conditions do not apply, you may find that other people start to resist you, or conversely, lose their confidence and morale; this is obviously a danger of which you should be wary. The kinds of role that would be most amenable to this confrontational style are those where your authority and power is recognised as considerable, or where you are seen to be a highly effective person in your own right. Outside that situation - and in inappropriate situations - the challenging style could be seen as offensive and ill-judged.

Obtaining a low score for the Defusing style - which points up a tendency not to avoid conflict - may indicate that when difficulties and differences occur, you find it hard not to get 'stuck in'. This picture is, therefore, one of someone who might be very prone to go into such situations with considerable firmness, and thus overlook the fact that some situations call out to be handled with discretion and sensitivity, and perhaps with 'looking the other way' as well. The

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result could be that you might step on toes and injure others' susceptibilities in ways that work against your own success in the long run. Asking yourself some questions about how the other person is likely to feel - i.e. getting inside him or her, so to speak - could help you develop a more perceptive and pliable range of conflict-handling skills.

In the face of conflict you do not seem to have the maintenance of the relationship itself as a prime concern. You would seem more likely to take a challenging approach in which efforts would be made to solve (or resolve) the problem firmly one or the other. On occasion you might adopt a distinctly fighting stance even if the other person's view of you is likely to made less positive by the style you are deploying. It may be very worth your while to consider using somewhat more of the Harmonious style when, admittedly, doing so might mean your giving away the point, but, against that, might improve the relationship. Giving way to others judiciously is known to work well as a motivator; it is generally unlikely to damage your image, and may indeed have the opposite effect. Clearly, only the most anxious and underconfident will accommodate to the other person when to do so would damage the interests of the job or organisation, and that would be an unlikely thing to do.

WORK STYLES

Development of your own capabilities and development of your role will loom large for you as important challenges, and indeed, given your high scores on serious- mindedness, you are likely to respond well to most of the challenges that come your way. You are likely to prefer a certain degree of controllability in your work environment so that you can concentrate on what you do, and would be significantly less contented - and arguably less effective - in a role which was constantly fragmented by unpredictable occurrences, whether that disturbance emanated from events or from people. This kind of self-induced hard work and dedication can lead to a sort of grim relentlessness, and this can in turn induce stresses. Given that there is a danger, then, of stress in the future, it would be advisable for you to make sure that your commitment to the role does not steal energy and drive from your out-of-work activities and relationships. It would not be appropriate nor useful, however, to make over radical changes here by venturing into roles which are highly fragmented and which demand high levels of flexibility and short response time. This would also induce stresses - unaccustomed ones too - and lead you towards worsened performance and a desire to return to quieter climes.

PERSONALITY

A comparatively low score for mood stability indicates that you experience ups and downs in mood, and may generally be over-sensitive, overly self-critical and over-reactive. This can have an effect on your social and intellectual confidence, and could trip you up, particularly when you find yourself surprised by events, under stress or under challenge. Finding work which allows you to evade the more obvious sources of stress clearly makes good sense, but equally it would be worthwhile your trying to improve your emotional suppleness and elasticity, since one cannot be permanently protected from stress: there are many different programmes and courses which are designed to help people cope with external stress and their own inner-created conflicts and anxieties; these range from interpersonal skills courses (commonly used) through to personal counselling discussions with someone who is skilful in helping people to enhance their confidence and self esteem. In your case, you might also be well advised to seek a stable environment in which to work, one in which challenges and perhaps even crises can be anticipated well ahead of time, and where a central element of the work is for perseverance with tasks until they are completed. Perhaps too where the work environment offers clear procedures and high levels of security. Do bear in mind, however, that not only is being below average in mood control a very common occurrence, it is also a common occurrence amongst some very successful people - creative and charismatic types being amongst them - and these people will tolerate the bad moments and the self- doubts because the self-same process also allows them to function at a noticeably higher level than their own norm would suggest.

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Persistence will always be a conspicuous feature of the way you operate, both in work and out of it. You would, therefore, tend to be a conscientious individual with a marked sense of duty, and this could lead you to be possessive about those of your tasks for which you believe you have a special aptitude. This in turn may interfere with effective delegation. It would seem sensible overall to go for roles which emphatically require someone who is highly persevering, but if you are a manager, you may need to make a special effort to review the abilities of those who work for you, and if necessary coach them up to a level where you can safely delegate important tasks.

As a cautious individual, you are likely to spend a considerable amount of time thinking about any decision that needs to be taken, and looking at the evidence which underpins the decision. The benefit of such an approach is that the decision is less likely to be flawed, and you will be thus less vulnerable to criticism. Against that we have to weigh the probability of you being too circumspect and guarded to pick up some of the good opportunities when they arise, or make the decision that must be made at the crucial moment. For this reason, you should be discriminating about any new role that is offered to you, making certain that high quality if slow-paced decisions are likely to be more highly valued by the organisation than lively, daring or speculative decisions would be.

Although you score highly on the measure of dominance in this test, there are also indications that you may be a little introverted. This could have the effect of making your management of others seem a little chilly, indifferent and hard, and possibly some effort to get on more familiar and more cordial terms with other people could be an advantage not only to your staff, but also to you yourself, in that your associates or staff would readily keep you informed not only about developments, but also about their own feelings, attitudes and needs.

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FILTER REPORT FOR JESSICA PITTS

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PLEASE NOTE:

This report is primarily designed to be read by the client or manager, as much of the language may be written in fairly direct terms. It must also be remembered that LaunchPad (nor any other type of assessment) does not understand work history, academic level or type of work, therefore recommendations are only to be read with all other factors taken into consideration.

MANAGING THE TASK

You are a persistent individual who will show a strong desire to finish whatever you start. This is of course a useful quality when you are a solo operator or someone whose professional skills, expertise and responsibilities oblige you to see through certain tasks yourself. It may prove somewhat of a handicap, however, in situations where you are expected to delegate certain aspects of your work to others. You are likely to be a person with a strong sense of duty, and if this is appealed to, you are likely to make determined efforts to improve your delegating style; it is not, however, likely to be easy for you. Your high levels of persistence are backed up by only moderate levels of energy, so that while you are likely to get through a good deal of work eventually, you may need some latitude in your timetables if you are to get comfortably through the allocated work; working against constantly urgent deadlines might prove something of a harassment for you. Behind the outward behaviour described above, however, we may see some evidence of unease or anxiety: this may at times (especially when stresses are high) cause some instability of mood, unpredictable lows and highs, rigidity of behaviour, of under-confidence (or in some temperaments, the diametric opposite) and so on. In this particular case, it is possible that the high levels of persistence are protections for the personality - i.e. burying oneself in tasks (however slowly) - and it may well follow from this that you could occasionally prove somewhat inflexible, and in danger of reacting badly if pushed too much. This level of instability indicates that you will do best in a stable environment which offers you a high degree of protection.

HANDLING THE PEOPLE

Your style of dealing with people is characterised by strong dominance. You will always be inclined to want to take the lead, and will be eager at all times to accept leadership roles. This is clearly an asset in many aspects of a manager's role, but if you are not in, or aimed at a managerial role, then such dominance and assertiveness could prove a handicap - particularly when trying to influence bright or very capable people who know their own worth. Assertive people must often learn to listen more effectively, and this could of course offset the impact they would otherwise have. In your case, your dominance is not ameliorated by the presence of 'people-reaching' attributes: this is due to the fact that you appear not to be a sociable individual, nor a trusting one. Indeed, you may - because of your reserve - seem to use power 'from a distance', and this may come across to the receiver as somewhat autocratic. Your low level of trust in others will normally mean that you are rarely disappointed by the behaviour of your colleagues or staff, but the downside could be that because you do not easily trust, you will seem closed and unreachable. You may also be seen to be fairly 'political' at times. Another effect of low trust in dominant people is a tendency not to delegate easily, and since you are also a persistent type this is something you may need to learn to counter.

DECISION MAKING AND PROBLEM SOLVING

None found.

PROFESSIONAL/MANAGERIAL STYLE TEST

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Your scores on the test of Professional/Managerial style lean heavily towards the professional end, which strongly suggests that you should major upon professional activity, and that managerial activities as such should play a lesser role in what you do , and be delegatable to others who lean more towards the managerial end whenever possible. If such delegation skills are developed, and given that other appropriate skills and abilities are present, there is a substantial chance for you to rise in the hierarchy - there are many cases where essentially 'professional' types do reach senior levels in their organisation, though normally, of course, via technical as against people-management routes. The danger for you in promotion is that of accepting a role so extended as to water down the professional component and to load the managerial component to a dangerous degree.

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OCCUPATIONAL PREFERENCES REPORT FOR JESSICA PITTS

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PLEASE NOTE:

The Occupational Preferences report is designed to provide additional insight into the preferences for different types of occupational activity that you expressed in the test battery. This insight may assist you in identifying work activities that give you the greatest satisfaction.

Analytical Activities (9)

Administrative Activities (8)

Persuasive Activities (7)

Implementer Activities (6)

Creative Activities (5)

Caring Activities (4)

The prime area of preference here is Analytical Activities, and this should therefore have the strongest 'guidance' value for attaining job satisfaction, but Administrative Activities and Persuasive Activities are closely within reach, and should be taken very much into account when thinking about ideal future roles.

PRIMARY:

ANALYTICAL ACTIVITIES

Where the individual shows a high choice of analytical activities, they will enjoy using logical capabilities and critical judgment on the problems, processes, issues etc, with which their role typically presents them - such issues may range from market analysis to meteorology, from audits to aerodynamics. These activities normally involve quite complex analytical dissection of the problem at hand, the process of which naturally causes them to want to work where conditions allow them to concentrate. One of the spin-offs from this is that they may quite often come across to others as reserved and lacking in interpersonal warmth.

SECONDARY:

ADMINISTRATIVE ACTIVITIES

A high choice in this area suggests a preference for organising events, for the planning process, for timetabling, for allocating things, people and resources to their most efficient areas, and for doing classifying, orderly work. This may nowadays often involve the use of computers. People who prefer this kind of work tend to be conscientious, painstaking and thorough; and whilst concerns for other people are not uppermost in their minds, they are nonetheless fair in their dealings, a tendency which is useful in dealing with the people being administrated.

PERSUASIVE ACTIVITIES

People who show a high preference for this area enjoy work where influencing others is at the centre of the job. This may range from working as a telephone salesperson through to running a company or government department. Such influence will normally involve a measure of

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dominance and a liking for power, even if the job involves no direct responsibility for managing others - as in sales work, for example. There is often, too, a strong desire to achieve attached to being persuasive, and the end result can be at times a tendency to overwhelm others, not to listen too well, and to be too taken up with one's own objectives. People who chose the Persuasive Activity strongly may also have a liking for taking risks.

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SCORES FOR JESSICA PITTS

TEAM ROLES:

Practical Type

Consulting Type

Driving Type

New Ideas Type

Catalyst Type

Critical Judge Type

Supportive Type

Detail Type

CONFLICT HANDLING:

Challenging Style

Resolving Style

Judicial Style

Defusing Style

Harmonious Style

PERSONALITY:

Dominance

Persistence

Mood Stability

Affiliation

Risk Control

Ingenuity

Openness

Energy

ACTIVITY PREFERENCES:

Implementer Empahsis

Analytical Emphasis

Caring Emphasis

Administrative Emphasis

Persuasive Emphasis

Creative Emphasis

5

3

5

5

4

8

5

5

8

3

5

3

2

8

9

2

1

7

4

1

6

6

9

4

8

7

5

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WORK STYLE:

Stimulus Control Style

Serious Mindedness

Planning Style

REASONING:

Abstract Reasoning

Verbal Reasoning

PROFESSIONAL/MANAGERIAL:

Professional/Managerial

ARITHMETIC:

Arithmetic

LEARNING STYLES:

Active

Reflective

Theoretical

Pragmatic

6

8

9

0

0

2

0

4

6

8

8

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SECOND ORDER FACTORS FOR JESSICA PITTS

Achiever/Leader

Helper/Counsellor

Maker/Doer

Change Agent

Planner/Organizer

Team Developer

Mediator/Negotiator

5

4

5

3

7

4

3

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