1. law, govt and politics
2. politics
3. elections

PAT A. SAMPLE
as described by others
This report is designed for your own private use. It is intended to assist
you in identifying your personal strengths and developmental needs.
This report is not intended for, nor has it been developed to make
personnel decisions such as compensation decisions, performance
decisions or promotion decisions.
It is within your rights to keep this report confidential; it should be looked
at as one piece of information within your overall self-discovery process.
TABLE OF CONTENTS
Overview
Introduction to Your Report ................................................................ 2
Behavioral Outcomes........................................................................... 3
As Others See You: You Want Things Your Way ............................. 4
Consistency Among Your Respondents .............................................. 6
Strongest Influences
Primary Style: Competitive ................................................................. 9
Backup Style: Perfectionistic............................................................. 14
Development Opportunities
Consistency Between Self and Other's Report .................................. 21
Graphic Profiles ................................................................................. 23
Stumbling Block
Affiliative .................................................................................... 24
Perfectionistic............................................................................. 28
Power.......................................................................................... 32
Oppositional ............................................................................... 36
Competitive................................................................................. 40
Unrecognized Strength
Humanistic-Encouraging ........................................................... 44
Moderate Strength
Self-Actualizing........................................................................... 47
Avoidance ................................................................................... 48
Confirmed Strength
Achievement................................................................................ 49
Conventional............................................................................... 50
Approval ..................................................................................... 51
Dependent................................................................................... 52
Development Contract ....................................................................... 53
Copyright © 1991 Human Synergistics Inc.
LSI STYLUS® 2
OVERVIEW
PAT A. SAMPLE
as of November 7, 2006
PAT A. SAMPLE
as of November 7, 2006
INTRODUCTION TO YOUR REPORT
Looking at yourself through others’ eyes provides critical insight into how people
interpret the things you do and say. You can combine these insights with what
you know about yourself to more accurately assess your strengths—as well as
areas in which you may want to improve.
Your report is the result of a systematic, reliable process for gathering feedback
on your behavior from individuals you select. This process is structured so that
it’s completely confidential, which increases the likelihood that those you’ve
chosen will respond openly and honestly.
Using the information in your report, you can achieve the following benefits:
1. Greater self-understanding. Learning how others see you increases what you
know about yourself.
2. Improved ability to work as part of a team. Knowing how others perceive you
can point to changes that can help you improve the way you work with
people.
3. Knowledge of the impact your behavior has on others. Being aware of any
differences between your intentions and others’ perceptions is the first step in
understanding your behavior’s effect on people.
4. Increased productivity. Knowing how others perceive your ability to get
things done can alert you to changes you might make in your approach to
completing tasks.
5. Fresh perspective on your potential strengths and areas of difficulty. Seeing
yourself through others’ eyes presents previously unexplored opportunities for
improvement.
We encourage you to write in this report. Specifically, highlight those statements
you wish to remember—those that identify strengths and development needs, and
those you wish to analyze further. Use the facing pages to write your reactions to
these statements.
You will be using your notes to complete your own “Development Contract.”
From your written comments and reactions, you will develop a plan of action for
personal change. This plan is intended to help you improve your level of
effectiveness, both in how you deal with others and in how you handle yourself in
various situations.
© 1991 Human Synergistics Inc.
Overview
2
PAT A. SAMPLE
as of November 7, 2006
BEHAVIORAL OUTCOMES
The people who described you answered the same 240 items as you did as well as
additional key questions. While the majority of this report is based on the
responses to the 240 items, the responses to these additional key questions will
help you to keep this report in perspective. The following four paragraphs
summarize their responses.
As Others See You
The 5 people who described you have frequent contact with you. These
individuals reported having no problem being truthful when describing you. They
found it easy to evaluate you using this survey. In fact, they feel that you are
somewhat consistent and predictable.
Your Reaction to Feedback and Interest in Self-Development
Others feel that you can become somewhat defensive when given negative
feedback, and that you might deny the truth of some of the information in this
report. They also see you as interested in improving yourself and as actively
seeking input to help you in this quest. As such, you should find the information
in this report very helpful.
Your On-the-Job Performance
Others see you as being effective in your current assignment. You are perceived
by others as a very effective manager of your time. Others describe you as having
good working relationships; you work well with others. Others feel that you are
capable of assuming additional responsibility. In fact, they feel that you might be
ready for a promotion.
Your Level of Stress and Job Satisfaction
It is perceived by others that you experience a moderate amount of stress and
tension at work. They feel that your current level of job satisfaction is neither high
nor low. They see you as fitting into the organization very well. It would seem
that your organization is providing you with ample support and encouragement.
© 1991 Human Synergistics Inc.
Overview
3
PAT A. SAMPLE
as of November 7, 2006
AS OTHERS SEE YOU:
YOU WANT THINGS YOUR WAY
According to others, you appear to be concerned with performing well, possibly
in order to gain recognition, or perhaps to elevate your status in the organization.
You express a need for status, power, prestige, influence, and control.
Others describe you as a LEADER; you do not appear to feel comfortable or
helpful in the role of follower. Your profile indicates some strong behavioral
styles. On the one hand, others describe you as being moderately achievementoriented (i.e., able to set and accomplish personal goals). On the other hand,
others see you as one who likes to control and direct the activities of others. You
may be inclined to overvalue control, perhaps to the point where you are
perceived as too aggressive.
In general, others describe you as:
Able to manage tasks well;
Being critical of others;
Able to provoke mixed feelings in others, namely respect tinged with
suspicion;
Tending toward aggressive behavior;
Appreciating sarcastic humor, possibly being biting and belittling at times;
and
Willing to receive and give feedback, although inclined to become defensive
and hostile in the face of negative feedback.
Others describe you as one who likes to keep a tight grip on the managerial reins.
You may tend to “rule with an iron hand,” a tendency which could have evolved
from your professional development under authoritative leadership. This tendency
to over-control can interfere with, and may eventually begin to erode, what others
see as your more positive, constructive characteristics.
According to others, you possess the ability to get things done and work hard at
what you do. As others see it, you may appear to be a good coach or mentor when
things are going well for you, although you tend to depart from this role when
circumstances deviate from your expectations. However, while others describe
you as able to you manage efficiently most of the time, they see your tendency to
act aggressively as impairing your “people” skills to some extent: As a result, you
may not always be respected or trusted by your peers and subordinates.
Others perceive you as capable of balancing your decision- making by displaying
equal regard for the facts and people involved; however, they see you as less
likely to express an interest in and desire to know people’s feelings. Choosing to
strengthen your concern for people and working on minimizing your tendency
© 1991 Human Synergistics Inc.
Overview
4
PAT A. SAMPLE
as of November 7, 2006
toward aggressive behavior would enable you to improve your managerial skills
considerably.
This report contains some critical opinions of you. Please realize that these
comments are not designed to attack you but to help you improve yourself.
In reading your report, you may find yourself feeling angry over certain
statements or comments that you feel don’t accurately describe you. Before you
disregard these statements, jot them down. Then review this list with someone
who knows you well and is willing to give you honest feedback.
If you find yourself feeling resistant to comment on what you’re reading at any
given point, put the report away for a short while and return to it when you’ve had
some time to think about what it says or to seek additional input. However, keep
in mind that in the long run, your persistence in considering and understanding
your report will benefit your personal and professional effectiveness.
© 1991 Human Synergistics Inc.
Overview
5
PAT A. SAMPLE
as of November 7, 2006
CONSISTENCY AMONG YOUR RESPONDENTS
An important consideration in reviewing your Stylus Report is how consistently
you were described by your 5 observers. That is, did your observers agree with
each other as to how you typically act and behave? Or did some of your observers
see you as one way, while others saw you another way?
The circular graph at the end of this section shows you how consistent your
respondents were in describing you along the 12 styles measured by the LSI
Stylus. The following information explains the degree of consistency among your
respondents by style.
In your case, your observers showed moderate consistency in their description.
While they agree in their overall impressions of your behaviors and actions, they
do not display marked agreement in several key areas. There is disagreement in
their perception of you on the following styles:
Affiliative - You are perceived as being sociable and concerned with
developing and maintaining relationships by some more than others.
Approval - Some view you as having an over-concern with what people think.
Others do not see these characteristics in you to the same degree, if at all.
Oppositional - You are seen by some as cynical, suspicious and negative,
while others describe you as exhibiting these characteristics to a lesser degree,
if at all.
Power -There is some disagreement among others as to whether or not you
tend to control and dominate.
The lack of agreement on the above styles suggests you are displaying a range of
behaviors to those who observe you. This range may be explained, in part, by the
extent to which your observers know you well and like you, and the specific
situations in which they observe you. In particular, the less well you are known to
your observers, the less you are liked, and the more likely it is that your observers
see you in different situations, the more likely you are to be observed differently
by them.
While your behaviors are not always viewed consistently by others, their
responses suggest the potential for improvement. That is, the strength is there, but
you may need to apply it more consistently.
Displaying this kind of behavioral range makes it somewhat more difficult to
describe you with absolute certainty. Instead, your behaviors and reactions to
some events are likely to depend on the particular situation in which you find
yourself.
© 1991 Human Synergistics Inc.
Overview
6
PAT A. SAMPLE
as of November 7, 2006
Consistency Among Raters
The consistency among your respondents is an important consideration as you
learn about the LSI STYLUS® results. It's normal for different people to describe
you differently. Some people know you better than others. Some people come into
contact with you in just a few situations, while others see you in a variety of
situations. Their description of you is based on these circumstances as well as
others. The consistency or amount of agreement among your respondents should
not be thought of as validating or invalidating your results. Rather, consistency
provides an index of the similarity in different peoples' perceptions of you. Thus,
the smaller the shadings on each of the 12 styles, the more consistent your
respondents are in their description of you. The larger bands indicate that your
respondents see you differently on those styles.
Developed by J. Clayton Lafferty, Ph.D.
Copyright © 1971, 1973, 1987, 1989, 1991
© 1991 Human Synergistics Inc.
Overview
7
LSI STYLUS® 2
STRONGEST INFLUENCES
COMPETITIVE
PERFECTIONISTIC
PAT A. SAMPLE
as of November 7, 2006
PAT A. SAMPLE
as of November 7, 2006
PRIMARY STYLE:
COMPETITIVE
This section begins with a summary of how others described what they view as
your primary, or strongest behavioral style.
What Others Say About Your…
...Preoccupation with status
You are inclined to make every effort to ensure that others are aware of your
successes and strengths. It is highly likely that one of your primary motivations is
to be respected and looked up to. You thrive on the recognition and admiration of
others. You are looked at as one who attempts to put on airs in order to feel above
others. You may come off as condescending. When you don't win, it seems that
you have the tendency to become agitated. Others may see you as overly
ambitious.
...Assertion
You are inclined to pit yourself against others. In many ways, life is a contest for
you. Others see you as being bold and unafraid to go after what you want. Others
see you as having a great deal of self-respect and independence. There's no doubt
in others' minds that you like to compete and come out on top. Others do not see
you as modest. You can be very vocal about your accomplishments. You tend to
exaggerate your positive traits in an effort to inflate others' image of you, as well
as your own feelings of self worth.
As a result of these comments, you score at the 92nd percentile as compared to
the other managers. The following pages describe what it means to score at this
level.
Copyright © 1991 Human Synergistics Inc.
Strongest Influences
9
PAT A. SAMPLE
as of November 7, 2006
Others See You as Highly Competitive
The way others described you on the Competitive scale indicates that you appear
to be motivated by a need to be seen as “the best” and may be preoccupied with
winning and “beating” others.
The Competitive scale measures the need to establish a sense of self worth by
winning, seeking recognition and gaining attention by competing against others.
The idea that winning equals a sense of worth is central to persons scoring high
on the Competitive scale. Because such individuals adopt winning as a key idea,
losing at anything diminishes their sense of worth.
Competition is widely accepted and receives daily attention in the media, in
various contexts within organizations and in the way we generally account for
success or failures. Yet, interestingly enough, having a competitive style is not an
effective predictor of success in business, sports or life.
According to others, you seem to have a love affair with the idea of being a
competitive person. It would be reasonable to assume you have adopted the view
that highly competitive people are effective; however, as a style of thinking in
management, sales and life in general, competition is not associated with effective
performance. In fact, competitiveness actually detracts from the very thing it
seems to court: Success.
As others see it, you are very likely to associate your sense of self worth with
winning or losing. In other words, you feel great when you win and depressed and
angry when you lose.
Others see you as having a constant need to prove yourself. You appear to need
continual recognition and praise from others, which you seek through engaging in
competitive activities. Others perceive you as able to turn every encounter into a
competitive situation. This extends to situations involving your spouse, children,
friends, subordinates, and other acquaintances.
According to others, you are very likely to have a severe win/lose orientation:
You are capable of distorting real goals and turning life into a game. You may
tend to be aggressive or at least capable of putting down others. In others’ view,
you appear to see the world as divided into “winners” and “losers,” although your
black-and-white distinction may not be an accurate interpretation of reality.
Excessive competitiveness often reveals a fear of failure. You appear to
compensate for this fear by engaging in competitive activities. According to
others, you also frequently overestimate your skills, abilities and experience in
your efforts to impress them. As a result, you appear to rush into projects without
fully realizing their complexity.
Copyright © 1991 Human Synergistics Inc.
Strongest Influences
10
PAT A. SAMPLE
as of November 7, 2006
As others see it, you seem to have a strong need to be recognized as “the best,”
and your behavior is likely to come across as self- enhancing. It appears to others
that you like to be the center of attention and are therefore susceptible to feelings
of jealousy and envy when others draw attention from you. Rather than working
with others cooperatively to achieve a goal, you tend to work against them in the
hopes of emerging as “better” than they are. This can put considerable strain on
your relationships.
Others see you as securely hooked on competition, and as motivated to compete
in order to gain admiration and attention from others, as well as feelings of
superiority.
How Others Describe Your Competitive Characteristics
Your score on the Competitive scale indicates that others see you as having the
following characteristics:
The tendency to associate self worth with winning and losing.
A need for recognition and praise from others.
A tendency toward aggressiveness.
Reckless “hip-shooting” behavior and unnecessary risk- taking.
A “win-lose” orientation that distorts perspective and goals.
An extreme fear of failure.
Understanding Your Score
Perhaps answering a few questions can help you determine the degree to which
the self-defeating aspects of competition might be fully operating in yourself.
Read the following descriptions and decide which, if any, apply to you.
1. You will tend to use the language of competition: Your speech will have
many references to the issue of winners vs. losers. You will see the world
divided that way. Your speech patterns will reflect that winning is everything
and losing is nothing. These are more than just habits—they reflect your basic
ideas about the nature of things.
Like me
Not Like me
2. Even over the most trivial things or in the most friendly, cooperative
situations, you will take a position of needing to be better than the other
person: To win, or to show your superiority. You may get polite feedback
from others about this which you will tend to ignore
Like me
Copyright © 1991 Human Synergistics Inc.
Not Like me
Strongest Influences
11
PAT A. SAMPLE
as of November 7, 2006
3. Despite your concentration on competition, you probably have some proof
that you are not top-ranked in what you do for a living: You are not a star
performer.
Like me
Not Like me
4. You tend to compete even in the most intimate situations. You need to keep
proving yourself, over and over again. You are competitive with your spouse/
significant other, children, parents, neighbors, colleagues, even your own
subordinates. To you, everything is a contest
Like me
Not Like me
5. If the full truth were known, you actually enjoy being seen as competitive.
You like the image, the assumed proof of your pride and self-sufficiency.
Like me
Not Like me
How Others See You on the Job
According to others, you seem to strive to create a climate of competition that
filters down through the ranks. As others see it, your win-lose orientation causes
you to treat associates as opponents rather than allies, which can lead to an
atmosphere of mistrust among the people with whom you work. In others’ view, it
appears that you seldom listen to others’ ideas and are quick to interrupt to sell
your own.
Improving Your Performance
The way others describe you on the Competitive scale is one indication that you
may be overly competitive.
A tendency to rely on winning to build self-esteem can reduce your effectiveness
in the long run. Although you may be using this behavior with satisfactory results,
you have alternatives that could lead to greater success.
If you agree that your behavior is overly competitive, the following suggestions
can help you to reduce this potentially harmful tendency:
Try to use achievement-oriented thinking instead of competitive thinking. Set
goals for yourself that have nothing to do with emerging as “better” than
someone else. In work situations, focus on your performance and the quality
of the end result, rather comparing yourself to others.
Take on a challenge in an unknown area, where chance for success is not
stacked in your favor. Think about how it feels to simply do your best, even if
you don’t win.
Copyright © 1991 Human Synergistics Inc.
Strongest Influences
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PAT A. SAMPLE
as of November 7, 2006
Volunteer to be a teacher or mentor to someone. Use your expert knowledge
in an area to help someone in your organization succeed. Experience the sense
of satisfaction that comes from helping or working with another toward a
common goal.
Pursue a hobby that doesn’t involve competition. Learn a foreign language,
take up painting, join a book club— the point isn’t so much what you do as
why you do it. Be careful not to allow a sense of being in competition with
others to creep in—this should be an activity you pursue strictly for
enjoyment.
Make an effort to collaborate more with others. Watch how others work
together and try to imitate their cooperation skills. Enlist help and advice from
others whom you feel possess these skills.
Copyright © 1991 Human Synergistics Inc.
Strongest Influences
13
PAT A. SAMPLE
as of November 7, 2006
BACKUP STYLE:
PERFECTIONISTIC
This section begins with a summary of how others described what they view as
your “backup”, or secondary behavioral style.
What Others Say About Your…
...Systematic approach
You appear to handle your affairs in a very matter-of-fact way. Others see you as
conducting yourself in a professional manner. You tend to want things to be
functional, factual and realistic. You are seen as one who is highly capable of
getting the job done--and doing it right. You tend to be a person who expects
anything worthwhile to be difficult to reach. You look for opportunities that may
elude others. You seem to be a task-oriented person. When you get going on a
project, you are single-minded and do not want interference. You would rather be
"doing" than talking.
...Recognition
You feel it is important to achieve acknowledgement and appreciation for the
effort you put into what you do. It seems important to you to do things well and to
be better than anyone else. The signals that you send suggest that you are
ambitious and obsessed with accomplishment. You are seen as being sly and
crafty. You approach much of what you do like a chess game--always
contemplating your next move and those of your opponents. You have a low
tolerance for making mistakes, sometimes to the point of obsession. When you do
make mistakes, you become very annoyed with yourself.
...Insistence
Others see you as a strict task master, but one who can be reasonable and just.
You are seen as one who does not give up easily. You will go beyond what most
people will endure to reach your goal.
Copyright © 1991 Human Synergistics Inc.
Strongest Influences
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PAT A. SAMPLE
as of November 7, 2006
...Self-confirming tendencies
You never seem to let up on yourself. You are constantly attempting to
demonstrate your abilities and worth as a person. People see you as setting
extremely high standards for yourself and others.
As a result of these comments, you score at the 91st percentile as compared to the
other managers. The following pages describe what it means to score at this level.
Copyright © 1991 Human Synergistics Inc.
Strongest Influences
15
PAT A. SAMPLE
as of November 7, 2006
Others See You as Striving to be Seen as Perfect
The way others described you on the Perfectionistic scale indicates that you
appear to feel a driven need to be seen by others as perfect.
According to others, you seem to work tirelessly on tasks, tend to make excessive
demands on people and set unrealistically high goals and performance standards.
It appears to others that you are driven by the idea nothing you ever do is good
enough. If you have adopted and choose to sustain this style of thinking, you will
pay a very high price: Namely, increased physical symptoms, alienation in
personal relationships and distorted perspective on priorities and details.
The perfectionistic behavior others observe in you could mean you believe that
unless you are “perfect,” you are nothing. This belief may cause you to be overly
controlling and obsessively concerned with details. You may also appear to have
difficulty delegating responsibility.
Your need for perfection may begin in an inordinately strong fear of failure. If
this is true for you, your fear of failure continues to generate your perfectionistic
behavior. In turn, the purpose of your perfectionistic behavior is to mask the fear
and keep it from intruding on your daily activities. Keep in mind that it will be
easier for you to confront and deal with this unrealistic fear than to just work on
reducing your perfectionistic behavior.
Others see you as appearing to be unable to ease up on many things. You may
have difficulty relaxing because of a nagging feeling that there is still more to do.
Choose to do it if you wish, but realize that you are placing unrealistic demands
on yourself.
As others see it, you have a strong need to control things. It’s possible that you
have a hard time letting go of the need to control everything because, to you, not
being in control means risking the chance of error. Any error, no matter how
small, means that you failed. You must, therefore, feel compelled to anticipate
everything, for the chance for failure exists everywhere. By over-controlling,
over-anticipating and overreacting, you experience only this fear of failure—with
little chance for success.
While striving for excellent results and producing quality work can contribute to
one’s success, feeling compelled to do everything flawlessly can be selfdefeating, and might even prove harmful to one’s physical and mental health.
A dramatic difference exists between the act of perfecting something and the
concept of perfectionism. Rather than working to make things the best they can
be, perfectionists need to seek flawless results. They perform at very high levels
to attain feelings of self worth.
Copyright © 1991 Human Synergistics Inc.
Strongest Influences
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PAT A. SAMPLE
as of November 7, 2006
In general, society rewards the perfectionist’s diligent approach to task
accomplishment, although the results produced by perfectionists are often
disappointing. When measured for management effectiveness, perfectionistic
managers tend to rate significantly below the average as seen by others, but far
above average as they see themselves. Perfectionistic thinking creates this
unrealistic gap.
Perfectionism is a defensive system, not a positive motivational system. It is not a
trait to be fostered or admired but one to be reduced, for your own well being and
personal effectiveness. Although perfectionism gives the illusion of perfection, it
seldom represents the attainment of that state.
Extreme perfectionistic behavior can result in stress-related medical symptoms
characteristic of the cardiac-prone “Type A” personality. This style that others see
as predominant in you is linked to a rate of illness, from various causes, that is
more than seven times the normal rate. Because your body interprets what you
think as reality and reacts accordingly, if you maintain this style of thinking, you
will be under constant and unrelenting stress and self-manufactured pressure.
How Others Describe Your Perfectionistic Characteristics
Your score on the Perfectionistic scale indicates that others see you as having the
following characteristics:
A tendency to attach self worth to accomplishment of tasks.
Repetitive, sometimes ritualistic behavior.
Low self esteem.
A tendency to place excessive demands on self and others.
A preoccupation with detail that distorts perspective and judgment.
An excessive concern with avoiding mistakes.
An inability to deal with, or express, emotion.
Competition with Perfectionistic
Others see you as having a preference for competing, which is accompanied by
your need to be seen as “perfect.” You may be a very difficult person to deal with.
Because you appear driven to perform tasks flawlessly, you may find it important
and necessary to constantly compare yourself to others to see how you measure
up. If you do not emerge as superior to others, you might fear that they will
discover your “imperfections” and think less of you. Both styles indicate that you
appear to be firmly attaching your feelings of self worth to how you appear to
others.
Copyright © 1991 Human Synergistics Inc.
Strongest Influences
17
PAT A. SAMPLE
as of November 7, 2006
Understanding Your Score
Others see perfectionism as a driving force in you. Scores as high as yours can
have serious implications for your effectiveness and health, now and in the future.
Perhaps answering a few questions can help you to determine the degree to which
the self-defeating aspects of perfectionism might be fully operating in you. Read
the following descriptions and decide which, if any, apply to you:
1. Do others make reference to the idea that you are perfectionistic?
2. Do you feel that being a perfectionist serves your best interests?
3. Do you have any indication that you have a somewhat inflated idea of your
effectiveness as a manager?
4. Are you experiencing any symptoms such as headaches, sleeplessness,
irritability, impatience, or strain upon personal relationships?
5. Do you recognize any potential problems in using this thinking pattern as a
consistent response to events and situations around you?
6. Do you feel that your perfectionism can be reduced with positive results?
7. Have you tried to reduce your perfectionism?
How Others See You on the Job
According to others, you may allow a preoccupation with detail to distort your
perspective and judgment. What others view as your inability to see the forest for
the trees can cause you to lose sight of a project’s initial objective. Instead, you
probably focus on details, perfecting even the most insignificant aspects until you
become so overwhelmed by the task that you wind up accomplishing much less
than you would have otherwise.
It appears to others that you feel things won’t get done correctly unless you do
them. You may try to do everything yourself, which results in ineffective time
usage. In others’ view, you discourage self-directness in those who report to you.
Your staff members may see you as overly rigid and difficult to approach.
Improving Your Performance
The way others describe you on the Perfectionistic scale is one indication that you
may be overly perfectionistic.
Copyright © 1991 Human Synergistics Inc.
Strongest Influences
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PAT A. SAMPLE
as of November 7, 2006
While some perfectionism may reflect a desire to improve things, too much can
cause stress. If you agree that your behavior reflects perfectionistic inclinations,
you may want to explore ways of thinking that are less defeating to you. The
following suggestions will get you started:
Learn to delegate and then let go. Enlist the help of staff members to share
your load: this not only improves your time management skills, but also
provides your associates with space to grow. Don’t expect them to do things
exactly as you do, and accept that they will make mistakes. Tell them what
has to be done, then step back and let them work out the best way to do it.
Do you have trouble admitting when you aren’t good at something or when
you don’t know everything about a subject If so, observe the times when you
hesitate to say “I don’t know,” and pretend to be well-informed on a subject
you know little about. Then, try admitting your shortcomings and see how
people react—they’ll probably appreciate you more for admitting to human
failings.
To help you set more realistic goals, think in terms of minimum: what’s the
smallest goal you can set that will give you a sense of progress and
accomplishment Aim for the least, and consider anything over that a bonus.
Try to separate satisfaction from perfection. Write down a list of activities—
things like mowing the lawn, preparing a meal, writing a report. Rate each
from 0 to 100 according to the satisfaction you feel when the activity is done.
Then rate each on the same scale according to how well you do them. Perhaps
the activity you derive the most satisfaction from doing isn’t the one at which
you excel. This illustrates that you don’t have to be good at something to
enjoy doing it.
Recognize the difference between striving for excellence and pushing yourself
too hard.
Suppose you’re asked to prepare a report for your boss: If you’re striving for
excellence, you’ll do the necessary research, work hard on it, have it on his
desk by the deadline, and feel good about what you produce. If you’re pushing
yourself, you’ll stay up late for two nights and still miss the deadline because
you’re hung up on less significant details that delay you. You’ll turn it in
reluctantly and feel depressed over your effort.
Copyright © 1991 Human Synergistics Inc.
Strongest Influences
19
LSI STYLUS® 2
DEVELOPMENT OPPORTUNITIES
PAT A. SAMPLE
as of November 7, 2006
PAT A. SAMPLE
as of November 7, 2006
Consistency Between Self and Other’s Report
Overall, the way you see your behaviors and thinking styles is moderately
consistent with how others see them. You should have an easier time accepting
what you read in this report. This overall consistency suggests that the messages
you intend to send are being received accurately—that the “real you” is coming
through.
Only you can truly evaluate the accuracy of others’ perceptions of you. How
strongly you rely on this information depends on the extent to which those you
selected were motivated to respond accurately, know you well, and are credible in
your eyes.
The next section reviews your Development Opportunities—behaviors and
thinking styles you may want to explore for personal growth and development. Of
particular interest are those styles described as Blind Spots and Unrecognized
Strengths. These are the styles in which the greatest discrepancy between your
self-description and the description by others exists.
Development Opportunities
The styles listed below represent development opportunities for you. They fall
into one of five categories: “Blind Spots,” “Stumbling Blocks,” “Unrecognized
Strengths,” “Moderate Strengths,” and “Confirmed Strengths.” Although
“Moderate Strengths” and “Confirmed Strengths” are not usually marked for
personal growth and development, they are described here for completeness and
clarity.
Although the situation may vary from one person to another, we have arranged
the development opportunities in a specific order. If we were to recommend an
order of styles to invest development time into, we would suggest the order as
they appear below.
You may not always agree with this ordering. For example, you may already
know which styles you want to develop or, what we are calling a “Stumbling
Block” may not be one in your mind and experience. If this is so, follow your own
strategy for developing particular styles.
Even so, please read this section with an eye toward understanding the interaction
between your self-perceptions and the perceptions of your co-workers and,
perhaps, friends.
© 1991 Human Synergistics Inc.
Development Opportunities
21
PAT A. SAMPLE
as of November 7, 2006
Stumbling Block -You and those who described you agree that your tendency
toward less effective characteristics is preventing you from fulfilling your
potential.
Affiliative
Perfectionistic
Power
Oppositional
Competitive
Unrecognized Strength - Others observe a strength in you that you do not
observe in yourself.
Humanistic-Encouraging
Moderate Strength - You and those who described you agree that these styles
are a potential strength for you.
Self-Actualizing
Avoidance
Confirmed Strength - You and those who described you agree that these styles
are a strength for you.
Achievement
Conventional
Approval
Dependent
On the following page you will find graphic representations of how you see
yourself and how others see you along the 12 styles measured by the Life Styles
Inventory.
© 1991 Human Synergistics Inc.
Development Opportunities
22
PAT A. SAMPLE
as of November 7, 2006
How You See Yourself
How Others See You
© 1999 Source Publishing, LLC;
© 1989, 1990 Human Synergistics, Inc.
© 1991 Human Synergistics Inc.
Development Opportunities
23
PAT A. SAMPLE
as of November 7, 2006
STUMBLING BLOCK
Affiliative
Your “self” and “others” scores for the Affiliative style indicate that your
behavior in this area may be limiting your effectiveness. You and those who
described you agree that the positive characteristics associated with this style do
not tend to characterize you at this time.
To begin to analyze this barrier, below you will find listed characteristics that
both you and your respondents do not currently see in you.
likes to share feelings & thoughts
sees best in others
judgement influenced by liking for people
diplomatic, tactful
warm, open
General Style Characteristics
The Affiliative scale measures your degree of commitment to forming and
sustaining meaningful, reciprocal relationships. This style represents a need for
social interaction and interpersonal contact.
Those scoring higher on this scale are seen as warm, trusting and socially skilled.
In general, they appreciate people and enjoy being in the company of others.
Through their ability to share thoughts and feelings, affiliative people seek out,
value and maintain close associations with others.
Affiliative individuals help others to feel important and worthwhile. They openly
express their liking for people, and expect to be liked and appreciated in return.
Management-Related Characteristics
Affiliative managers are generally well-liked by both subordinates and associates.
They tend to emphasize teamwork and cooperation, and believe that personal
satisfaction contributes to performance. It’s important that affiliative managers
balance their considerable “people” skills with a concern for completing projects;
otherwise, they may have difficulty encouraging and sustaining productivity.
Exploration
You and those who described you agree that you generally DON’T demonstrate
the positive characteristics associated with the Affiliative style.
© 1991 Human Synergistics Inc.
Development Opportunities
24
PAT A. SAMPLE
as of November 7, 2006
What can you do to eliminate this potential barrier to your effectiveness? To take
a closer look at the behavioral cues you may be sending, review the following list
of behaviors to identify any which may be limiting your Affiliative style. Keep in
mind that this is a partial list; space is provided below to write in other behaviors
that apply directly to you.
Do you. . .
. . . act uncomfortable when you meet someone new?
. . . have difficulty sustaining conversations with casual acquaintances?
. . . hang back at meetings and social gatherings, waiting to bespoken to?
. . . spend most of your work day alone in your office, avoiding coffee breaks
and other opportunities to socialize?
. . . talk more about getting the job done than about the personal satisfaction
to be gained from doing it?
. . . frequently feel that you have nothing worthwhile to contribute when
conversing?
. . . think of dealing with people as a “necessary evil” in getting the job done?
. . . feel that force is necessary in order to get results through people?
. . . cultivate only those relationships that enable you to improve your status
or position?
Can you think of behaviors you exhibit which limit your Affiliative style?
Recognizing your behaviors and actions is the initial step to change; the next step
is to identify what you can do differently to influence this change. The following
section will help you begin this process.
© 1991 Human Synergistics Inc.
Development Opportunities
25
PAT A. SAMPLE
as of November 7, 2006
Improving Your Performance: Change Suggestions
The following suggestions will help you to more strongly demonstrate affiliative
behavior.
Analyze how others respond to you. Do they smile openly when you approach
them, or look tentative as if “testing the waters” with you? When you speak to
others, do they give you their full attention, or seem in a hurry to get away?
Once you’ve used this “mirror” to analyze your approach, work on changing it
if necessary. You’ll probably notice a difference in others’ reactions.
Practice improving your social skills, one step at a time. When you find
yourself among strangers at a meeting or party, be the first to introduce
yourself. Join a group of people talking informally, tactfully wait for a lull in
the conversation, then introduce yourself and ask about them.
Share your thoughts and feelings more often. Begin by expressing a genuine
feeling once in a while without worrying about what others will think of you.
Do this more and more frequently until it becomes comfortable.
Demonstrate your appreciation of people. Give a co-worker a plant or fun gift
after completing a project together. Clip a cartoon you think a friend would
like and drop it by. You’ll be surprised at the response you get when you do
even the smallest thing to let people know you appreciate them.
Strike up conversations with people you see every day but have never really
gotten to know. Make the first move toward becoming better acquainted.
Think of someone whom you admire for his or her friendliness and
sociability. Observe this person in action, and try to emulate the qualities you
most admire.
Make a conscious effort to create a cooperative spirit among your co-workers.
Do this by asking for people’s opinions, sharing information, providing praise
regularly, and expressing enthusiasm openly.
As the final step to change, below briefly list your goal and plan of action for
making the change happen.
You can refer back to this information when you write your Development
Contract later in this report.
Self-Development Plan
From what you’ve read in this interpretation or from your own experiences, what
action steps can you take to increase your affiliative behaviors? (Briefly list two
or three specific changes you want to make.)
© 1991 Human Synergistics Inc.
Development Opportunities
26
PAT A. SAMPLE
as of November 7, 2006
How might others’ observations of these changes in your behavior affect their
reactions to you?
(Keep in mind that it takes time and consistent effort on your part before others
notice changes in you.)
© 1991 Human Synergistics Inc.
Development Opportunities
27
PAT A. SAMPLE
as of November 7, 2006
STUMBLING BLOCK
Perfectionistic
Though others indicate that the Perfectionistic style is one of your strongest
influences, it is also a stumbling block for you.
Your “self” and “others” scores for the Perfectionistic style indicate that your
behavior in this area may be limiting your effectiveness. You and those who
described you agree that the less effective characteristics associated with this style
tend to characterize you at this time.
To begin to analyze this barrier, below you will find listed characteristics that
both you and your respondents currently see in you.
seems to be driven to succeed
looks for challenges
competent
persistent, enduring
practical
General Style Characteristics
The Perfectionistic scale measures the degree to which you feel a need to be seen
by others as perfect. While striving for excellent results and producing quality
work can contribute to one’s success, feeling compelled to do everything
flawlessly can be self-defeating, and might even prove harmful to one’s physical
and mental health.
Those scoring higher on this scale typically tie perfection to their self worth,
relating their level of self-esteem to how perfectly they can accomplish tasks.
They may fear failure so strongly that they develop an excessive concern with
avoiding mistakes.
Perfectionists create a vicious, damaging circle for themselves: they set
unrealistically high performance standards and work unceasingly to reach them,
then berate themselves for falling short of their over-inflated goals—even though
the quality of their work may be exceptional. Some perfectionists become
paralyzed by their drive for perfection and are unable to produce anything. They
tend to get caught up in an all-or-nothing trap, feeling that unless their work is
perfect by others, it’s no good at all.
© 1991 Human Synergistics Inc.
Development Opportunities
28
PAT A. SAMPLE
as of November 7, 2006
Management-Related Characteristics
As managers, perfectionists often allow their excessive preoccupation with detail
to distort their perspective and judgment. Their inability to see the forest for the
trees often causes these managers to lose sight of a project’s initial objective.
Instead they focus on details, perfecting even the most insignificant aspects until
they become so overwhelmed by the task that they wind up accomplishing much
less than they would have otherwise.
Because they feel things won’t get done correctly unless they do them,
perfectionistic managers try to do everything themselves, which results in
ineffective time usage. These managers discourage self-directness in those who
report to them, and staff members tend to see them as overly rigid and difficult to
approach.
Exploration
You and those who described you agree that you generally do demonstrate the
less effective characteristics associated with the Perfectionistic style.
What can you do to eliminate this potential barrier to your effectiveness? To take
a closer look at the behavioral cues you may be sending, review the following list
of behaviors to identify any which may be encouraging your Perfectionistic style.
Keep in mind that this is a partial list; space is provided below to write in other
behaviors that apply directly to you.
Do you . . .
. . . feel driven to prove yourself?
. . . rarely feel a true sense of accomplishment?
. . . become irritated with what you perceive as the in competencies of others?
. . . keep your dealings with others on a strictly professional level?
. . . prefer not to do something if you can’t do it perfectly?
. . . find displays of emotion embarrassing?
. . . pride yourself on your willingness to spend long hours on a project,
attending to every detail no matter how minor?
Can you think of behaviors you exhibit which encourage your Perfectionistic
style?
© 1991 Human Synergistics Inc.
Development Opportunities
29
PAT A. SAMPLE
as of November 7, 2006
Recognizing your behaviors and actions is the initial step to change. The next step
is to identify what you can do differently to influence this change. The following
section will help you begin this process.
Improving Your Performance: Change Suggestions
The following suggestions will help you to modify your perfectionistic behavior.
Learn to delegate and then let go. Enlist the help of staff members to share
your load: this not only improves your time management skills, but also
provides your associates with space to grow. Don’t expect them to do things
exactly as you do, and accept that they will make mistakes. Tell them what
has to be done, then step back and let them work out the best way to do it.
Do you have trouble admitting when you aren’t good at something or when
you don’t know everything about a subject? If so, observe the times when you
hesitate to say “I don’t know,” and pretend to be well-informed on a subject
you know little about. Then, try admitting your shortcomings and see how
people react—they’ll probably appreciate you more for admitting to human
failings.
To help you set more realistic goals, think in terms of minimum: what’s the
smallest goal you can set that will give you a sense of progress and
accomplishment? Aim for the least, and consider anything over that a bonus.
Try to separate satisfaction from perfection. Write down a list of activities—
things like mowing the lawn, preparing a meal, writing a report. Rate each
from 0 to 100 according to the satisfaction you feel when the activity is done.
Then rate each on the same scale according to how well you do them. Perhaps
the activity you derive the most satisfaction from doing isn’t the one you’re
best at. This illustrates that you don’t have to be good at something to enjoy
doing it.
Recognize the difference between striving for excellence and pushing yourself
too hard. Suppose you’re asked to prepare a report for your boss: If you’re
striving for excellence, you’ll do the necessary research, work hard on it, have
it on his desk by the deadline, and feel good about what you produce. If
you’re pushing yourself, you’ll stay up late for two nights and still miss the
deadline because you’re hung up on less significant details that delay you.
You’ll turn it in reluctantly and feel depressed over your effort.
© 1991 Human Synergistics Inc.
Development Opportunities
30
PAT A. SAMPLE
as of November 7, 2006
As the final step to change, below briefly list your goal and plan of action for
making the change happen.
You can refer back to this information when you write your Development
Contract later in this report.
Self-Development Plan
From what you’ve read in this interpretation or from your own experiences, what
action steps can you take to reduce your perfectionistic behaviors? (Briefly list
two or three specific changes you want to make.)
How might others’ observations of these changes in your behavior affect their
reactions to you?
(Keep in mind that it takes time and consistent effort on your part before others
notice changes in you.)
© 1991 Human Synergistics Inc.
Development Opportunities
31
PAT A. SAMPLE
as of November 7, 2006
STUMBLING BLOCK
Power
Your “self” and “others” scores for the Power style indicate that your behavior in
this area may be limiting your effectiveness. You and those who described you
agree that the less effective characteristics associated with this style tend to
characterize you at this time.
To begin to analyze this barrier, below you will find listed characteristics that
both you and your respondents currently see in you.
hard, tough
runs things by self
critical of others
believes in force
argumentative
General Style Characteristics
The Power scale measures your tendency to associate self-worth with the degree
to which you can control and dominate others. Those scoring higher on this scale
are concerned with gaining prestige, status and influence over others. They see
authority as something inherent in their work place positions, and seldom feel
they need to earn respect and cooperation to get what they want from others.
The Power style is characterized by a need to control for control’s sake—to
establish feelings of self-importance. People scoring higher on this scale need to
be “in charge” at all times, and are likely to feel threatened and helpless when not
in absolute control. Because they tend to lack confidence in others, those who
demonstrate the Power style feel strongly that force and intimidation are
necessary to get results.
Power seekers may see people as objects to be maneuvered and manipulated.
They might show disregard for people’s feelings, causing others to see them as
insensitive, quick to anger, irritable, and unapproachable. Power-oriented
behavior may mask a specific fear or insecurity.
Management-Related Characteristics
Use of the Power style in management is characterized by unquestioned authority,
which can severely damage creativity, communication and productivity within an
organization. In fact, those who report to Power-oriented managers often become
overly dependent on their bosses and are afraid to make a move without
managerial approval.
© 1991 Human Synergistics Inc.
Development Opportunities
32
PAT A. SAMPLE
as of November 7, 2006
Their tendency to feel threatened by the unknown leads Power-oriented managers
to take a rigid, “black or white” approach to their responsibilities: they see
demanding a “yes” or “no” answer to every question as yet another way of letting
others know who’s in charge. They typically label and judge people hastily and
often harshly, seldom taking the time to get to know those with whom they work.
Exploration
You and those who described you agree that you generally DO demonstrate the
less effective characteristics associated with the Power style.
What can you do to eliminate this potential barrier to your effectiveness? To take
a closer look at the behavioral cues you may be sending, review the following list
of behaviors to identify any which may be encouraging your Power style. Keep in
mind that this is a partial list; space is provided below to write in other behaviors
that apply directly to you.
Do you . . .
. . . like to be the one in charge?
. . . feel as if you deserve more respect than you receive from others?
. . . have a “short fuse”; become angry easily and often?
. . . panic when you think about not having absolute control over something?
. . . become impatient and irritable when things don’t go your way?
. . . see obtaining prestige and status as one of your most important needs in
life?
. . . equate success with wealth?
. . . prefer giving orders to working with others cooperatively?
Can you think of behaviors you exhibit which encourage your Power style?
© 1991 Human Synergistics Inc.
Development Opportunities
33
PAT A. SAMPLE
as of November 7, 2006
Recognizing your behaviors and actions is the initial step to change. The next step
is to identify what you can do differently to influence this change. The following
section will help you begin this process.
Improving Your Performance: Change Suggestions
The following suggestions will help you to modify your Power-oriented behavior.
Take a close look at how you treat others. For one week, keep a tape recorder
on your desk to record conversations that take place in your office. At week’s
end, play back the tape and listen to yourself objectively. Ask yourself if
you’d like to be spoken to in the same manner as you hear on the tape. If not,
think about how you’d like to be spoken to and try to imitate that approach in
your dealings with others. Assess the difference in their reaction to you.
Work on improving your listening skills. Start by asking questions that
encourage others to express themselves (“What do you think?”, “How do you
feel about my suggestion?”). Instead of talking at people, try to talk with
them.
Move away from “either/or” thinking. Accept the fact that not everything is
either “black” or “white”: learn to tolerate the ambiguous shades of gray.
When tempted to label someone (“He’s lazy”), think about what you’re about
to say. Ask yourself if your thought is a true, fair description of the real person
or if your judgment is too harsh or rigid. Giving some thought to the statement
will probably lead you to amend it. Also, remember that people can change.
When stating your opinions, learn to qualify them with openers like, “It seems
to me...,” or “In my opinion...” instead of “This is how it is. ”Recognize that
your opinions aren’t necessarily facts, nor are they “better” or more important
than the opinions of others.
Think about the “status enhancers” in your life: the massive desk, booming
voice or designer-conscious clothes. Are you using these things to
communicate “don’t mess with me,” or because you really like them?
Learn to delegate and allow others to share ownership of projects. Besides
being counterproductive, doing everything yourself communicates to your
staff that you lack confidence in them.
Think about the weight you give to external ranking systems. List all the
awards and honors you’ve accumulated, along with the titles you’ve held in
your career. Assess each honestly. Ask yourself if you received the award or
title through pursuing something you really wanted to do, or if you went after
each for the power and prestige you felt you’d gain.
As the final step to change, below briefly list your goal and plan of action for
making the change happen.
You can refer back to this information when you write your Development
Contract later in this report.
© 1991 Human Synergistics Inc.
Development Opportunities
34
PAT A. SAMPLE
as of November 7, 2006
Self-Development Plan
From what you’ve read in this interpretation or from your own experiences, what
action steps can you take to reduce your power-oriented behaviors? (Briefly list
two or three specific changes you want to make.)
How might others’ observations of these changes in your behavior affect their
reactions to you?
(Keep in mind that it takes time and consistent effort on your part before others
notice changes in you.)
© 1991 Human Synergistics Inc.
Development Opportunities
35
PAT A. SAMPLE
as of November 7, 2006
STUMBLING BLOCK
Oppositional
Your “self” and “others” scores for the Oppositional style indicate that your
behavior in this area may be limiting your effectiveness. You and those who
described you agree that the less effective characteristics associated with this style
tend to characterize you at this time.
To begin to analyze this barrier, below you will find listed characteristics that
both you and your respondents currently see in you.
stubborn
doesn’t accept criticism well
cynical
hard to impress
critical of others behind their backs
General Style Characteristics
The Oppositional scale measures your tendency to take a critical, questioning, and
somewhat cynical attitude to mask feelings of insecurity. In general, oppositional
people seek attention by disagreeing with others. Those who score at the highest
level on the Oppositional scale assume a negative attitude toward almost
everything and everyone, focusing more intently on problems than solutions and
being the first to place blame when things go wrong.
Instead of using constructive questioning techniques to clarify or refine
something, people scoring higher on this scale oppose things to gain feelings of
importance and self-satisfaction. Their aloof, detached nature can hide a fear of
getting too close to people, while their drive to look for flaws typically creates a
wall between themselves and others. By behaving in ways that cause others to feel
defensive, oppositional individuals succeed in pushing people away.
Low self-esteem is often the motive behind the behavior of oppositional people.
Their tendency to oppose things indirectly can be a particular source of frustration
to others. Because they prefer to criticize in a roundabout way, oppositional
individuals can be seen as manipulative and conniving.
Management-Related Characteristics
Oppositional managers typically use an authoritarian approach, giving orders and
correcting behavior and work habits. While they do challenge people, it’s
generally to discourage rather than encourage them.
© 1991 Human Synergistics Inc.
Development Opportunities
36
PAT A. SAMPLE
as of November 7, 2006
Subordinates can find it extremely frustrating to work for oppositional managers.
Such managers assume the role of “watchdog,” relentlessly questioning and
shooting down staff ideas. Their rigid stance can severely limit their capacity to
be creative; they prefer criticizing others to offering their own input.
Exploration
You and those who described you agree that you generally DO demonstrate the
less effective characteristics associated with the Oppositional style.
What can you do to eliminate this potential barrier to your effectiveness? To take
a closer look at the behavioral cues you may be sending, review the following list
of behaviors to identify any which may be encouraging your Oppositional style.
Keep in mind that this is a partial list; space is provided below to write in other
behaviors that apply directly to you.
Do you . . .
. . . enjoy playing the “devil’s advocate” and finding flaws in others’ ideas?
. . . usually see what’s wrong with something before seeing what’s right with
it?
. . . like to be noticed and recognized?
. . . find yourself being the first to point out why an idea won’t work?
. . . look for others to blame when things go wrong?
. . . ask tough, probing questions?
. . . think of yourself as an effective critic?
. . . wish you had more close relationships, but find it difficult to get close to
others?
. . . frequently put others on the defensive by acting skeptical and cynical?
. . . have a sarcastic sense of humor?
Can you think of behaviors you exhibit which encourage your Oppositional style?
© 1991 Human Synergistics Inc.
Development Opportunities
37
PAT A. SAMPLE
as of November 7, 2006
Recognizing your behaviors and actions is the initial step to change. The next step
is to identify what you can do differently to influence this change. The following
section will help you begin this process.
Improving Your Performance: Change Suggestions
The following suggestions will help you to modify your oppositional behavior.
Use your oppositional tendencies to get to the heart of the matter, but don’t
personalize things. Ask appropriate questions to get others to think more
clearly, but avoid doing it in a negative way. Watch a debate and analyze how
an effective debater attacks issues without attacking people.
Never criticize in public, and keep your criticism as positive as possible. Offer
criticism privately in the form of constructive suggestions for improvement.
Ask people for their input—don’t tell them what they must or should do.
Learn to separate problems and mistakes from the people connected with
them. A person who displays a selfish attitude in one situation isn’t
necessarily a selfish person. Catch yourself before making generalized
statements. Instead of saying, “She’s stupid,” (which focuses on the person)
you might say, “She made a mistake on the figures” (which focuses on the
problem).
Express appreciation for jobs well done and make an effort to offer sincere
compliments. This will help you learn to accentuate the positive aspect of
things, rather than the negative.
Begin demonstrating an interest in people and their ideas. Instead of putting
others on the defensive by being critical, really listen to them and encourage
their input by using supportive language (“I’m intrigued—I’d like to hear
more about your idea,” “Sounds like you’ve put a lot of thought into this”).
Accept the fact that others may not see things the same way you do—and that
they may be as “right” in their way as you are in yours.
Show more consideration for the feelings of others. Don’t ignore people, take
them for granted, or insult them.
As the final step to change, below briefly list your goal and plan of action for
making the change happen.
© 1991 Human Synergistics Inc.
Development Opportunities
38
PAT A. SAMPLE
as of November 7, 2006
You can refer back to this information when you write your Development
Contract later in this report.
Self-Development Plan
From what you’ve read in this interpretation or from your own experiences, what
action steps can you take to reduce your oppositional behaviors? (Briefly list two
or three specific changes you want to make.)
How might others’ observations of these changes in your behavior affect their
reactions to you?
(Keep in mind that it takes time and consistent effort on your part before others
notice changes in you.)
© 1991 Human Synergistics Inc.
Development Opportunities
39
PAT A. SAMPLE
as of November 7, 2006
STUMBLING BLOCK
Competitive
Though others indicate that the Competitive style is one of your strongest
influences, it is also a stumbling block for you.
Your “self” and “others” scores for the Competitive style indicate that your
behavior in this area may be limiting your effectiveness. You and those who
described you agree that the less effective characteristics associated with this style
tend to characterize you at this time.
To begin to analyze this barrier, below you will find listed characteristics that
both you and your respondents currently see in you.
proud, self-sufficient
strong need to win
likes to compete
likes to be seen and noticed
gets upset over losing
General Style Characteristics
The Competitive scale measures your tendency to compete against and compare
yourself to others. While widely recognized and frequently rewarded in business,
competitiveness is not always an effective predictor of achievement. Those
scoring higher on this scale seem to be overly preoccupied with how others see
them—only when they are admired and praised do they feel truly successful.
Competitive people tend to see things in strictly “win-lose” terms. To them, not
“winning” automatically means that they “lost,” no matter how well they actually
performed. Paradoxically, fiercely competitive people are typically unsure of
themselves and their abilities, although they appear to be overconfident. They
may suspect that they really aren’t as good as others, and compete to compensate
for their lower self-esteem.
To competitive individuals, every situation is a potential contest; every person a
possible opponent. They fear failure so strongly that they can’t bear the idea of
being “one-upped” by some one else. This frequently leads those who are most
competitive to behave aggressively and take unnecessary risks, sometimes
jeopardizing the quality of the end result—all for the chance to come out ahead.
© 1991 Human Synergistics Inc.
Development Opportunities
40
PAT A. SAMPLE
as of November 7, 2006
Management-Related Characteristics
Within their organizations, competitive leaders often strive to create a climate of
competition that filters down through the ranks. Their win-lose orientation causes
them to treat associates as opponents rather than allies, which can lead to an
atmosphere of mistrust among the people with whom they work. Competitive
leaders seldom listen to others’ ideas and are quick to interrupt to sell their own.
Exploration
You and those who described you agree that you generally DO demonstrate the
less effective characteristics associated with the Competitive style.
What can you do to eliminate this potential barrier to your effectiveness? To take
a closer look at the behavioral cues you may be sending, review the following list
of behaviors to identify any which may be encouraging your Competitive style.
Keep in mind that this is a partial list; space is provided below to write in other
behaviors that apply directly to you.
Do you . . .
. . . “play to win” in all areas of life?
. . . find you can set up competitions around almost anything?
. . . tend to rationalize and discount competitors when you neglect to come
out ahead?
. . . like to be seen and noticed?
. . . feel less worthwhile when you “lose” instead of “win” when playing in
competitive sports?
. . . constantly compare yourself to others?
. . . always have to be right?
Can you think of other behaviors you exhibit which influence your Competitive
style?
© 1991 Human Synergistics Inc.
Development Opportunities
41
PAT A. SAMPLE
as of November 7, 2006
Recognizing your behaviors and actions is the initial step to change. The next step
is to identify what you can do differently to influence this change. The following
section will help you begin this process.
Improving Your Performance: Change Suggestions
The following suggestions will help you to modify your competitive behavior.
Try to use achievement-oriented thinking instead of competitive thinking. Set
goals for yourself that have nothing to do with emerging as “better” than
someone else. In work situations, focus on your performance and the quality
of the end result, rather comparing yourself to others.
Take on a challenge in an unknown area, where chance for success is not
stacked in your favor. Think about how it feels to simply do your best, even if
you don’t win.
Volunteer to be a teacher or mentor to someone. Use your expert knowledge
in an area to help someone in your organization succeed. Experience the sense
of satisfaction that comes from helping or working with another toward a
common goal.
Pursue a hobby that doesn’t involve competition. Learn a foreign language,
take up painting, join a book club— the point isn’t so much what you do as
why you do it. Be careful not to allow a sense of being in competition with
others to creep in—this should be an activity you pursue strictly for
enjoyment.
Make an effort to collaborate more with others. Watch how others work
together and try to imitate their cooperation skills. Enlist help and advice from
others whom you feel possess these skills.
As the final step to change, below briefly list your goal and plan of action for
making the change happen.
You can refer back to this information when you write your Development
Contract later in this report.
© 1991 Human Synergistics Inc.
Development Opportunities
42
PAT A. SAMPLE
as of November 7, 2006
Self-Development Plan
From what you’ve read in this interpretation or from your own experiences, what
action steps can you take to reduce your competitive behaviors? (Briefly list two
or three specific changes you want to make.)
How might others’ observations of these changes in your behavior affect their
reactions to you?
(Keep in mind that it takes time and consistent effort on your part before others
notice changes in you.)
© 1991 Human Synergistics Inc.
Development Opportunities
43
PAT A. SAMPLE
as of November 7, 2006
UNRECOGNIZED STRENGTH
Humanistic-Encouraging
You and your LSI 2 respondents are in disagreement with regard to your
Humanistic-Encouraging characteristics. This means that others observe a
strength in you that you do not see in yourself: In other words, you see yourself as
demonstrating the positive characteristics associated with this style to a LESSER
degree than do your respondents.
To begin to analyze this difference, below you will find listed characteristics your
respondents see in you, but that you do not see in yourself.
enjoys settling disputes
makes others think for themselves
develops others
thinks of others
thoughtful
General Style Characteristics
The Humanistic-Encouraging scale measures your interest in assisting people’s
self-improvement efforts, tendency to be patient and supportive, and inclination to
see the best in others.
Those scoring higher on this scale work to understand people and have a focused
concern for the growth and development of those around them. Possessing the
ability to inspire and motivate, these individuals actively demonstrate their belief
in people and in what others can accomplish.
Humanistic-Encouraging individuals are able to combine an acceptance of others
as they are with the inspiration and encouragement they need to become even
better. They are typically valued and admired mentors, managers, co-workers, and
friends.
Management-Related Characteristics
Humanistic-Encouraging managers believe in participative leadership. They
provide a supportive climate that inspires self-improvement by teaching
subordinates to think for themselves, and build problem-solving skills and
confidence by asking insightful questions. For these managers, planning, goal
setting and decision making are typically a team effort, with a high level of
subordinate involvement. Such participation serves to train and develop
individuals within the group, and allows the group to profit from each others’
ideas.
© 1991 Human Synergistics Inc.
Development Opportunities
44
PAT A. SAMPLE
as of November 7, 2006
Exploration
According to others, you demonstrate a belief that you can help people improve,
and seem to enjoy guiding and supporting their efforts. This style represents the
most effective use of such human relations skills as listening and demonstrating
genuine concern for people: Your “others” score indicates that you are seen as
one who tends to use these skills proficiently and well.
Others indicate that seeing the best in people appears to be important to you. In
others’ eyes, your ability to combine an acceptance of others as they are with the
inspiration and encouragement they need to become even better makes you a
valuable mentor, manager and co-worker.
You see yourself as demonstrating the positive characteristics of the HumanisticEncouraging style LESS consistently than do your LSI 2 respondents.
Why might others see this strength in you when you don’t see it in yourself? Give
some thought to your actions and how others might be interpreting them.
Is it possible that you are being too hard on yourself (i.e., that you aren’t
recognizing the significance of your humanistic deeds)? For example, people in
the helping professions, such as nursing or education, may regard their helping
behaviors as a routine part of their job.
Think of someone you are familiar with who exemplifies the HumanisticEncouraging style. Write a brief description of how you feel he/she demonstrates
this style.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Do you recognize any similarities between this individual’s approach and your
own?
If so, list them below.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
© 1991 Human Synergistics Inc.
Development Opportunities
45
PAT A. SAMPLE
as of November 7, 2006
Are others reading you “loud and clear?”
After reading about the Humanistic-Encouraging style, can you think of things
you do or say that are causing others to see this strength in you more strongly than
you see it in yourself? (You may want to refer to others’ responses to the list of
items measuring this style at the beginning of this section.)
List these behaviors below.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
© 1991 Human Synergistics Inc.
Development Opportunities
46
PAT A. SAMPLE
as of November 7, 2006
MODERATE STRENGTH
Self-Actualizing
You and those who described you agree that you possess certain positive
characteristics of the Self-Actualizing style. However, your score is not as high as
it might be and the absence of strong Self-Actualizing is considered a potential
weakness in you. There is room for improvement, although it is probably not an
immediate priority. The following attitudes and behaviors may represent how you
feel and act:
Excel in those activities you find most rewarding.
Show a more casual interest in your own growth and development.
Feel confident that you can bring about positive change and improvement.
Like to be spontaneous; welcome the unexpected.
Are capable of using new and different approaches to solving problems.
Suggestions:
Do things you enjoy regularly. Make it a point to pursue activities you find
interesting and rewarding.
Habitually explore new ways to do things. Take a fresh, creative approach as
often as possible.
See problems as opportunities for growth and development. Approach
problems positively and try to solve them creatively.
© 1991 Human Synergistics Inc.
Development Opportunities
47
PAT A. SAMPLE
as of November 7, 2006
MODERATE STRENGTH
Avoidance
You and those who described you agree that you possess certain characteristics of
the Avoidance style. However, your score is not excessive and the absence of
strong Avoidance is considered a potential strength in you. There is room for
improvement, although it is probably not an immediate priority. The following
attitudes and behaviors may represent how you feel and act:
Doubt yourself occasionally.
Feel somewhat hesitant when asked to take on a new responsibility.
Sometimes appear preoccupied with personal concerns.
Can be critical of yourself when you make a mistake.
Suggestions:
Accomplish one small task a day. Make it something you’re tempted to avoid.
Focus on thoroughly completing it.
Volunteer to do something you’ve never tried before but have always wanted
to.
Deal with self-doubt by using positive self-talk. When feeling dissatisfied
with yourself, list all of your positive characteristics so that you are thinking
about yourself realistically—not just dwelling on the negative.
© 1991 Human Synergistics Inc.
Development Opportunities
48
PAT A. SAMPLE
as of November 7, 2006
CONFIRMED STRENGTH
Achievement
You and those who described you agree that you possess the characteristics of the
Achievement style. This means that you are likely to do the following:
Act on the belief that your effort makes a significant difference in the outcome
of things.
Define your own standards of excellence and allow them to guide everything
you do.
Set your own goals and work to accomplish them-with minimal to no
direction from others.
Teach others your positive behaviors by acting as a role model.
Take well-calculated risks.
Actively seek out competent, achievement-oriented people to work with.
Describe your work as highly fulfilling.
Are efficient when planning projects and highly effective when solving
problems.
© 1991 Human Synergistics Inc.
Development Opportunities
49
PAT A. SAMPLE
as of November 7, 2006
CONFIRMED STRENGTH
Conventional
You and those who described you agree that you do not possess the characteristics
of the Conventional style. This means that you are likely to do the following:
Solve problems and approach tasks creatively.
Express a preference for fresh, interesting ways of doing things.
Try to change rules and routines you see as ineffective.
Feel confident enough to rely on your own judgment.
Listen to others' input, but ultimately make your own decisions.
Demonstrate your individuality and maintain your own interests.
© 1991 Human Synergistics Inc.
Development Opportunities
50
PAT A. SAMPLE
as of November 7, 2006
CONFIRMED STRENGTH
Approval
You and those who described you agree that you do not possess the characteristics
of the Approval style. This means that you are likely to do the following:
Feel comfortable expressing your own opinions.
Think and act independently and confidently.
Consider others' input but make your own decisions.
Allow yourself to be guided by your own judgment and instincts.
Refrain from actively seeking approval.
© 1991 Human Synergistics Inc.
Development Opportunities
51
PAT A. SAMPLE
as of November 7, 2006
CONFIRMED STRENGTH
Dependent
You and those who described you agree that you do not possess the characteristics
of the Dependent style. This means that you are likely to do the following:
Allow your own beliefs and values to guide your thoughts and actions.
Feel comfortable taking charge of situations.
Act independently; dislike feeling constrained or dominated.
Rely on your own judgment when making decisions.
© 1991 Human Synergistics Inc.
Development Opportunities
52
DEVELOPMENT CONTRACT
The success of your development is dependent on the strength of your support
system. Your support system includes your significant other, peers, superiors,
subordinates, friends, and family. If you take the initiative by asking for their help,
these individuals can provide you with encouragement, support and ongoing feedback
as you work to accomplish your self-development goals.
By enabling you to share your report findings, conclusions and goals, this
development contract is one method of initiating a dialogue with a member of your
support system. Although your report is confidential, using this contract allows you
to share only the information you choose to share.
We encourage you to review your development contract with your manager. Doing
so provides an opportunity to discuss development sessions you’ve attended, your
reactions to your Stylus report, insights you’ve gained, and personal development
goals you’ve selected. Sharing this contract with your manager opens up meaningful
lines of communication that can greatly enhance your working relationship.
To complete this development contract, please respond to the questions on the
following page. Base your responses on what you learned through your Stylus report.
Space is provided for you to add additional information that you feel is beneficial.
When you have completed the contract, you’ll need to make a copy (or copies) to
distribute.
Development Contract for PAT A. SAMPLE as of November 7, 2006
1. Please summarize your strengths as explained in your report.
2. Please summarize your counterproductive tendencies as explained in your report.
3. Based on the above information, what are your self-development goals?
4. What will you do to reach your goals? Please list specific actions you will take.
5. When will you review your progress? Please list a date within six months of
completing this contract.
6. Who will support you as you work toward your goals?
7. How can this person best help you?
Other Information
Contract Commitment
Support Person
Signature
Your Signature
246 James St., South,
P.O. Box 2380,
St. Marys, Ontario,
Canada. N4X 1A2
Telephone: (519) 284-4135
Facsimile: (519) 284-4272
Email: info@hscanada.ca
Copyright © 1991 Human Synergistics Inc. All rights reserved. No part of this work may be reproduced, stored in a retrieval system,
transcribed in any form or by any means, including, but not limited to electronic, mechanical, photocopying, recording, or other means, without
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Human Synergistics , LSI STYLUS and While we're not vengeful, we are provokable. are trademarks owned and registered by Human
Synergistics, Inc. and shall not be used without the express written permission of Human Synergistics, Inc.