In today's work environment, it is a given that we all must take personal responsibility for maintaining and improving our abilities and potential at work -- so that we are prepared to maintain our current value in the workplace and improve our value over time.

Most organizations define what they need from people in terms of competency -- What competencies does a person need to regularly display to be effective in a current position or develop to be effective in a future position?

How do you improve or develop competency? The first step is to understand what competencies are required in your job or the job to which you aspire. This ASSESS report provides the competency model for a specific job (current or future position) as defined by your organization.

The second step is to target and develop some of the building blocks of these competencies. Competency in an area is the result of many factors working together, which include innate characteristics (natural ability, personality) and learned characteristics (knowledge, experience and skills) as is presented in the following chart.

I N N A T E L E A R N E D Natural Ability / Potential Personal Characteristics Knowledge / Experience Skills / Learned Abilities C O M P E T E N C I E S B E H A V I O R S E F F E C T I V E   O U T C O M E S

The ASSESS system evaluates your work personality and (in some cases) abilities and helps you to consider how these innate characteristics impact competency.

Overview of Your Development Report

The first section of this report presents your Competency Model and feedback on your ASSESS results. These results will be interpreted in terms of how your personality and abilities may help or hinder the development or display of each competency.

Next, specific development suggestions are provided to help you develop in the areas highlighted by ASSESS.

Finally, the last section of the report provides you with a framework for setting goals and creating a development action plan.

Who Should See This Report

This report has been written for your personal use. We hope it will help you to think about and plan for your career development. You may want to share all or parts of this report with others, especially if you trust their judgment and wisdom, and if they can assist you with career and development resources or advice. People to consider might include a family member, a current or past manager, a trusted mentor, a Human Resources representative or a career counselor.

Interpretation Assistance

This report is written using a computerized expert system that interprets your results and writes your report in the same manner that a Bigby, Havis & Associates psychologist would. It is designed to be read by you, the person evaluated, without special interpretation by a professional. However, additional assistance from a professional can be provided through your sponsoring organization. See your ASSESS coordinator to make arrangements.

In Reviewing Your Report, Keep The Following In Mind:

The results are based on your self-perceptions and may be influenced by a favorable or unfavorable self-image. Others may see you differently than you see yourself.

We have compared your raw scores on the ability tests and the personality survey to a professional norm group (people who work in jobs which, for the most part, require education or training beyond the high school level) to make the statements and suggestions you will find in this report. It may be useful to think "compared to most professionals" as you read each.

The report does not take into account your background, training, technical skills or experience. Therefore, the results do not measure your personal effectiveness or the quality of your job performance; rather, they describe abilities and characteristics that (along with these other factors) may influence your job performance.

Many of the characteristics described in this report could be assets in some circumstances and liabilities in others. You will notice that a characteristic may appear as a strength in relation to one competency, but a weakness when considered in relation to another competency.

Be careful not to overemphasize specific statements. Instead consider the overall picture and how your assessment results fit with your job, career and personal expectations (how you would like to be).

Take the time to read and consider the ASSESS Report information:

1. Take an open, non-defensive attitude when reviewing the material. Review each section carefully and, as you consider the feedback statements, try to think of specific examples that can confirm which assets and liabilities do or do not apply to you.

2. If you are not sure that a statement in the report describes you, ask someone you feel will give you honest feedback for their opinion.

3. After reviewing your results, use the Goal Setting section of this report and the additional resources provided at http://www.bigby.com/systems/ASSESSv2/resources/employee/ to help you set goals for your development and to construct an action plan for achieving your goals.

Over time, people change. If several years have passed since the date of this report, the results may no longer fit you. Remember, when you completed the assessment instruments you were at a particular age, stage of development, level of experience, etc. With the passage of time, the characteristics measured by ASSESS may have changed.

Since abilities can impact most competencies, they are reported separately here.

The following results are based on your performance on standardized ability tests. They are presented as percentile comparisons to professional norms (people who, for the most part, have an education at or beyond the college undergraduate level) and to general population norms (people who, for the most part, have a high school education).

With few exceptions, if you are in or are considering a position requiring a college degree, you should pay most attention to the professional norm group comparisons. However, if you have limited formal education, the general population comparisons may be more appropriate.

Remember, your results on the intellectual ability tests are only a partial indication of your potential to be successful at a job. Other factors such as education, technical training, job-related experience, personal accomplishments and character are different, but equally important, indicators of potential future success.

Scores were available for the following ability tests:

• The Watson-Glaser Critical Thinking Appraisal is a measure of your ability to reason through complex, multifaceted written information and to draw accurate conclusions. This capacity includes the ability to evaluate information and to recognize assumptions, facts, and situations where there is not enough information to arrive at a valid conclusion.

• The Raven's Standard Progressive Matrices (Abstract Reasoning) is a measure of your ability to reason through complex, abstract, nonverbal information and to grasp new ideas. This capacity includes the ability to solve problems in new situations where one has little experience upon which to draw.

General Population Norms:   0%   100% Critical Thinking       Abstract Reasoning        Professional Norms:         Critical Thinking       Abstract Reasoning

 

You should have little difficulty solving problems that involve complex, abstract information. You should also be quick to grasp new ideas and solve problems that are outside your usual experience.

Quality Improvement Seeking opportunities to improve current processes, systems and methods to promote reliability, quality and efficiency of output. In-Depth Problem Solving And Analysis Solving difficult problems through careful and systematic evaluation of information, possible alternatives and consequences. Planning And Organizing Effectively organizing and planning work according to organizational needs by defining objectives and anticipating needs and priorities. Delivering Results Maintaining a high level of commitment to personally getting things done. Teamwork And Collaboration Effectively working and collaborating with others toward a common goal. Influencing And Persuading Effectively persuades others to follow protocol and inspires accountability throughout the plant. Influential in driving change initiatives for quality improvement. Courage Of Convictions* Having the personal courage to address difficult issues in the face of potential opposition. Quality Control Knowledge And Skills* Having the ability to develop, implement, and audit the quality programs necessary to ensure consistent adherence to established quality specifications.

Reading The Competency Graphs:

• For each personality characteristic, a distribution of possible scores (from less to more) is displayed in deciles (1-10% = 1st decile, 11-20% = 2nd decile, etc.) using ten graph blocks.

• This distribution is based on a professional norm group of approximately 40,000 respondents.

• Your score on each personality characteristic is represented by the graphic character .

• Overlaid on the normative distribution, the colors and shading on the graph represent desirable ranges on each characteristic for a particular competency.

• Ranges in which a characteristic may help are marked with most shading ( ).

• Ranges in which a characteristic may be a potential concern have no shading ( ).

• You will notice from the pattern of shadings that low scores are not necessarily bad and high scores are not necessarily good.

• Also notice that the Helps and Potential Concerns ranges for a characteristic may differ by competency. For example, a higher level of assertiveness may be more desirable for one competency than another.

Seeking opportunities to improve current processes, systems and methods to promote reliability, quality and efficiency of output.

• Your pragmatic orientation should help you to focus on modifications and improvements that are tangible and practical.

Potential Concerns 

• Your strong dislike of the details may be a limitation for this competency. You may have a tendency to overlook the importance of details and the concern for accuracy that are the basis for high standards and continuous improvement.

• Your reluctance to apply organization to your personal work may interfere with your ability to closely follow the types of defined procedures usually associated with process improvement. You may need to exercise self-discipline to counteract your natural tendencies in this area.

• Because of your high need for personal independence and freedom, you may not always accept, or encourage others to accept, the established guidelines or standard procedures that are a part of process improvement. This will be more apparent in situations where you do not agree with the value or necessity of the activity.
   

Solving difficult problems through careful and systematic evaluation of information, possible alternatives and consequences.

• Your reflective style will lead you to delve deeply when analyzing situations. This should help you to recognize important subtleties and better understand underlying issues.

• Your fact-based orientation should be an asset when analyzing complex problems and objectively evaluating the merits of alternative solutions.

Potential Concerns 

• Your strong pragmatism may lead you to overrely on past solutions rather than consider new possibilities. Try to discipline yourself to occasionally look for a new or different approach that is more effective than what has worked before.

• Less restrained and serious-minded than most, you may jump to conclusions or make decisions without sufficient deliberation. Use the suggestions provided later in the report to develop the self-discipline to think through the issues carefully and consider all the consequences before making important decisions.
   

Effectively organizing and planning work according to organizational needs by defining objectives and anticipating needs and priorities.

• You appear to be willing to apply a certain amount of logical and systematic thought to the planning process. This should help you to conceptualize and plan work activities.

• Strongly pragmatic by nature, you should emphasize realistic goals and the development of workable plans.

Potential Concerns 

• Without proper self-discipline, you will not be as organized in your personal work as is needed for this competency.

• Your preference for routine and working on a limited number of tasks at one time may sometimes interfere with your ability to manage the planning and organizational aspects of your job, especially when faced with multiple, competing demands.
   

Maintaining a high level of commitment to personally getting things done.

• Highly self-reliant, you should be comfortable working on your own with little support or direction.

• Practical and pragmatic by nature, you will likely emphasize tangible results and immediate outcomes.

• As resilient as most people, you should be able to remain positive despite frustration in most situations.

Potential Concerns 

• Your slow work pace may interfere with your ability to achieve high levels of personal work output. You should make a special effort to increase your work pace and energy level to be effective at this competency.

• For various reasons, sometimes you may not complete all of the tasks to which you commit. In order to be effective at this competency, you probably should learn to be more disciplined and dependable about completing projects.
   

Effectively working and collaborating with others toward a common goal.

• Your general comfort in most social situations should be an asset for this competency. You are likely to enjoy interacting with team members and should put others at their ease.

• Your outlook should generally contribute to rather than detract from a positive group morale.

Potential Concerns 

• Somewhat more negative and guarded in your view of people than is desired for this competency, your wariness may sometimes interfere with developing and maintaining collaborative work relationships. Remember that positive work relationships are built on an ability to trust others and value their contributions. Try to look for the best in people and acknowledge their efforts rather the criticizing their shortcomings.

• Pleasing others and being liked are not strong concerns for you. For this reason you may sometimes be disagreeable or uncooperative in your work relationships. If you do not manage this characteristic, others may perceive you as a difficult person with whom to work.

• More self-reliant than most, you may do too much on your own and may not collaborate sufficiently with other members of your work group who will be impacted by your actions. Especially when faced with complex situations or important decisions, make a special effort to seek opinions, information and support from co-workers before making decisions or taking action.
   

Effectively persuades others to follow protocol and inspires accountability throughout the plant. Influential in driving change initiatives for quality improvement.

• Your outgoing nature should facilitate your ability to interact with people and build rapport.

Potential Concerns 

• Highly assertive, you may sometimes be too forceful in promoting your point of view. At these times, people may become resistant and perceive your approach as overly aggressive.

• Your slow and unhurried work pace may hinder your ability to actively generate the enthusiasm that is needed to persuade others.
   

In this section of the ASSESS Development Report we provide Development suggestions for minimizing or compensating for potential weaknesses. We highlight these areas because we think, based on your results, you should consider them when you are setting goals and when you are writing an action plan. Some of these probably are areas you have already identified for improvement; others may be new.

For each suggestion, we highlight the competencies that it may impact and give you specific suggestions for action steps you may want to include in your Development Action Plan. These include: on-the-job activities, books to read, tapes to listen to, and/or seminars to attend. Think of these as a starting point and enlist the suggestions of others as you complete your plan in the next section of this report.

Improving Your Critical Thinking Skills

Critical thinking skills are used to sort through complex information and draw conclusions that are correct. The ability to critically evaluate information is often developed as a result of taking college courses in subjects such as logic, decision analysis, scientific methods, and law. If you would like to improve in this area, consider the following suggestions:

Activities

Take some courses or seminars in the above subjects or others that are intellectually challenging and which cause you to really think, question, and analyze information.

Look for educational computer software programs which challenge you to solve problems, weigh alternatives and make decisions in complex situations.

Try solving case studies from popular business magazines or journals.

Books

Consider reading one or more of the following books:

Asking the Right Questions: A Guide to Critical Thinking by M. Browne & Stuart Keeley, Prentice Hall, 1997.

Critical Thinking: Step by Step by Robert Cogan, University Press of America, 1998.

Great Critical Thinking Puzzles by Michael Dispezio, Sterling Publishing Company, Incorporated, 1997.

Smart Choices: A Practical Guide to Making Better Decisions by John Hammond, Ralph Keeney & Howard Raiffa, Harvard Business School Publishing, 1998.

The New Rational Manager by Kepner and Tregoe, Princeton, NJ, Princeton Research Press, 1981. (Out-of-print classic. Look for this book in your local library.)

The Brain Workout Book by Snowdon Parlette, M Evans & Company, 1997.

Thinking from A to Z by Nigel Warburton, Routledge, 1996.

Brain Power: Learn to Improve Your Thinking Skills by Karl Albreckt, Prentice Hall Trade, 1992.

Developing Critical Thinkers: Challenging Adults to Explore Alternative Ways of Thinking and Acting by Stephen Brookfield, Jossey-Bass Inc. Publishers, 1995.

The Art of Problem Solving Accompanied by Ackoff´s Fables by Russell Ackoff, John Wiley & Sons Incorporated, 1987.

Audio

Masterthinkers (Audio Cassette) by Edward deBono, Simon & Schuster Trade, 1989.

Seminars

The Brain Power Course: Learn to Develop Your Thinking Skills provided by American Management Association [http://www.amanet.org/seminars/cmd2/2538.htm]

Critical Thinking: New Paradigm for Peak Performance provided by American Management Association [http://www.amanet.org/seminars/cmd2/2533.htm]

The Problem Solving and Decision Making Workshop provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2504.htm]

Low Serious-Minded Thinking

Competency(ies) This May Impact

• In-Depth Problem Solving And Analysis

Activities

Pause a few minutes to think through your decisions or actions and their implications before reacting. Avoid making snap decisions or quick assumptions.

Develop the habit of reviewing alternatives and their potential consequences before responding.

Especially for important decisions, follow the maxim of "think once, think twice, and sleep on it" before committing yourself.

In general, follow these guidelines for decision making:

• Identify and gather all the information you need.
• Look for the real cause of the problem.
• Weigh different solutions.
• Avoid making snap decisions. Once you have made your decision, keep an open mind to new information.

When implementing an initiative, make sure that you take the time to plan your actions. Before jumping in:

• Identify the issues that may arise during implementation. Who are the affected parties? Who needs to be involved in the process? What type of information do you need to get started?
• Develop a detailed plan and time-line. (What, when, who, and how)

Books

Consider reading one or more of the following books:

Acceptable Risk by Baruch Fischhof, Stephen Derby, & Sarah Lichtenstein, Cambridge University Press, 1984.

Decision Traps: Ten Barriers to Brilliant Decision-Making and How to Overcome Them by Edward Russo & Paul Schoemaker, Fireside, 1990.

Smart Choices: A Practical Guide to Making Better Decisions by John Hammond, Ralph Keeney & Howard Raiffa, Harvard Business School Publishing, 1998.

Seminars

The Problem Solving and Decision Making Workshop provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2504.htm]

Strategic Planning: Processes for Formulating Winning Strategy provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2526.htm]

High Realistic Thinking

Competency(ies) This May Impact

• In-Depth Problem Solving And Analysis

Activities

If you find yourself reluctant to tackle a situation in a new way, make an attempt to be aware of the reasons why you are resistant. Is the old way of doing things really the best way? Keep an open mind and look for alternative ideas rather than settling for the status quo.

When troubleshooting or making an important decision, ask for the input of others and be open to their ideas. Try to implement some of their changes.

Try to take some calculated risks by thinking outside the box. You may want to work with others who are known for their innovation or creativity.

Rather than handling the situation in the same way that has worked in the past, try to be flexible to suggestions of others. Ask a trusted co-worker to highlight times when you are being stubborn or unyielding.

When listening to the ideas of others, make an attempt not to immediately disregard ideas that sound impractical or even radical. Is there a component of the idea that has merit? Is there a way to work together to revise the idea to include a practical implementation and result?

Allow yourself to dream about possibilities. You may be so focused on what needs to happen today that you have not given yourself the opportunity to consider the future. Where would you like to see your job, your group, etc. go in the next two to three years? What would you like to see accomplished? Use these as a starting place to think about different ways of doing things.

Books

Consider reading one or more of the following books:

Innovation: Breakthrough Thinking at 3M, DuPont, GE, Pfizer, and Rubbermaid (Businessmasters Series) by Rosabeth Moss Kanter (Editor), Fred Wiersema (Contributor), John J. Kao, Tom Peters, HarperBusiness, 1997.

The Creative Priority: Putting Innovation to Work in Your Business by Jerry Hirshberg, HarperBusiness, 1997.

Why Didn't I Think of That? Think the Unthinkable and Achieve Creative Greatness by Charles W. McCoy Jr., Prentice Hall Press, 2002.

Jamming: The Art and Discipline of Business Creativity by John Kao, Diane Publishing Co, 1996.

Five Star Mind: Games and Exercises to Stimulate Your Creativity and Imagination by Tom Wujec, Main Street Books, 1995.

75 Cage Rattling Questions to Change the Way You Work: Shake-Em-Up Questions to Open Meetings, Ignite Discussion, and Spark Creativity by Dick Whitney, Melissa Giovagnoli, McGraw-Hill Trade, 1997.

Seminars

The Brain Power Course: Learn to Develop Your Thinking Skills provided by American Management Association [http://www.amanet.org/seminars/cmd2/2538.htm]

Creativity and Innovation: Thinking Creatively provided by Padgett Thompson Seminars, [http://www.click2learn.com/ptseminarsonline/1,2912,catalog!itemdetails!c000000002226151,00.html]

Low Work Pace

Competency(ies) This May Impact

• Delivering Results
• Influencing And Persuading

Activities

Set ambitious, urgent time deadlines in your work. This applies to important decisions as well as projects.

Set intermediate or check point deadlines for lengthy projects to ensure that you complete required steps on schedule.

Take a look at your schedule of physical exercise and make sure that you are doing some type of exercise on a consistent basis. (Be sure to check with your physician before beginning any exercise program.)

If you suffer from "afternoon fatigue," you may want to watch what you eat for lunch. Dietitians often recommend a small, high protein meal at lunchtime while avoiding alcohol and sugary desserts. Also, try to spend a short amount of time doing light aerobic exercise (for example, walking) during your lunch break. Exercising and practicing relaxation techniques on a regular basis may also increase your energy level.

Be aware that there are many time wasting events that disrupt our productivity daily. Use the guidelines below to learn how to handle some common time wasters.

Personal Disorganization:

• Finish what you start, avoid jumping around between several unfinished projects.

• Designate a spot for the paperwork, books, etc. that you use most frequently and keep them there.

• Keep your desk clear of non-current projects and paperwork.

Lack of Objectives, Priorities and Deadlines:

• Make a list of your goals and objectives at the beginning of each day (a "to do" list).

• Break large jobs into smaller pieces. Be sure to get started on parts of the job that you dislike early. Reward yourself periodically by doing a part of the job you really enjoy.

• Attempt your highest priority items at your best time of the day. (Morning is usually best.)

• Set firm deadlines for having a job done.

Indecision or Procrastination:

• Make the decision to get started on a project and go public by announcing it to others.

• Reward yourself for persistent effort with short breaks.

• Set short-term goals that lead to project completion.

• Be willing to make decisions based on partial information.

Fatigue:

• When you find yourself wasting time through daydreaming or other non-productive behavior, take a short break. Get up, walk around, and then go back to work.

• When you are genuinely tired, call it a day. Plan on being productive after you have rested.

Books

Consider reading a book on Time Management:

First Things First Every Day: Because Where You're Headed Is More Important Than How Fast You're Going by Stephen Covey, A. Roger Merrill, & Rebecca R. Merrill, Fireside, 1997.

Managing Management Time by William Oncken, Jr., Englewood Cliffs, NJ, Prentice-Hall, 1989. (Out-of-print classic. Look for it in your local library.)

The Time Trap by Alex MacKenzie, AMACOM, 1997.

How to Get Control of Your Time and Your Life by Alan Lakein, New American Library, 1996.

Books

Read a book on Procrastination or Indecisiveness such as:

The Now Habit: A Strategic Program for Overcoming Procrastination and Enjoying Guilt-Free Play by Neil Fiore, JP Tarcher, 1989.

Overcoming Procrastination; Or How to Think and Act Rationally in Spite of Life's Inevitable Hassles by Albert Ellis, & William Knaus, New American Library, 1983.

The Procrastinator's Handbook: Mastering the Art of Doing It Now by Rita Emmett, Walker & Company, 2000.

Books

There are many good books on Health and Fitness. Some of these include:

The Aerobics Program for Total Well-Being by Kenneth Cooper, Bantam Doubleday Dell Publishing Group, 1985.

14 Days to Wellness: The Easy, Effective, and Fun Way to Optimum Health by Donald Ardell Ph.D., New World Library, 1999

Tired of Being Tired: Overcoming Chronic Fatigue & Low Energy by Michael Schmidt, Frog Ltd, 1995.

The New Fit or Fat by Covert Bailey, Houghton Mifflin Company, 1991.

Tapes

Listen to an audiotape while driving or exercising:

Working Smarter: How to Get More Done in Less Time by Michael Leboeuf, Simon & Schuster (Audio Cassette), 1995.

High Self-Reliance

Competency(ies) This May Impact

• Teamwork And Collaboration

Activities

Convince yourself that you do not need to "do it all." It is okay to rely on others.

Make a conscious effort to involve others in the decision making process. Subordinates (or others less capable or less knowledgeable than you) may not make decisions as good as yours the first time they try. However, they will improve with the practice they will get if you involve them. Furthermore, as they grow in their capabilities, you can spend more of your time on more important issues, more complex problems, etc. Think of this as a short-term investment for long-term gain.

Similar points could be made for sharing or delegating responsibilities. Others may not be able to do the task as well as you, but they will never get better if you continue to do things yourself. You will find that the extra effort you invest in overseeing the work of others while they learn (to do the task as well as you could have) will reap large rewards in the long term. They will become more capable and will need less help, and you will have more time to concentrate on the more important tasks in your job.

Some general suggestions for delegation include:

• Recognize the fact that others can assume responsibilities and can frequently accomplish tasks as well as you can.

• Delegating is an excellent way of training people and developing their skills.

• Avoid delegating only those jobs you do not want to do yourself. When you have to delegate a "dirty job," assure the employee that this job is important and that they will not always get the "dirty jobs" to do.

Steps in the delegation process include:

1. Periodically review your key tasks and evaluate the readiness of your subordinates.

2. Ask yourself which tasks could which subordinates do now, if they stretched themselves a little with your help.

3. Identify tasks suitable for delegation.

4. To each subordinate, communicate the task and your confidence in their ability.

5. Train, coach and offer performance feedback when needed.

6. Check on results or progress.

Books

Consider reading one or more of the following books:

Managing Management Time by William Oncken, Jr., Englewood Cliffs, NJ, Prentice-Hall, 1989. (Out-of-print classic. Look for it in your local library.)

Masterful Coaching: Extraordinary Results by Impacting People and the Way They Think and Work Together by Robert Hargrove, Pfeiffer & Company, 1995.

The One Minute Manager Meets the Monkey by Kenneth Blanchard, William Oncken, Jr. & Hal Burrows, Quill, 1991.

In Search of Excellence: Lessons From America's Best-Run Companies by Tomas Peters & Robert Laterman, Jr., Warner Books, 1988.

Bringing Out the Best in People: How to Enjoy Helping Others To Excel by Alan McGinnis, Augsburg Fortress Publishers, 1985.

The Empowered Manager: Positive Political Skills at Work by Peter Block, Jossey-Bass, 1991.

The One Minute Manager by Spencer Johnson & Kenneth Blanchard, Berkley Publishing Group, 1993.

The 3 Keys to Empowerment: Release the Power Within People for Astonishing Results by Kenneth Blanchard, John Carlos & Alan Randolph, Berrett-Koehler Publishers, Inc., 1999.

Tapes

Do's and Don'ts of Delegation (Audio Cassette) by Gary Fellows, Simon & Schuster, 1988.

The One Minute Manager (Audio Cassette) by Kenneth Blanchard & Spencer Johnson, Simon & Schuster, 1994.

The One Minute Manager (Audio CD) by Spencer Johnson & Kenneth Blanchard, 2001.

Low Work Organization

Competency(ies) This May Impact

• Quality Improvement
• Planning And Organizing

Activities

As you approach projects, make sure you take the time to think through the important steps. Are there things you need to do before you can proceed from one step to another? Are there tasks that can happen at the same time? What should be done during each step?

Take ten minutes at the beginning of each workday to prioritize what you will be doing that day. Keep a short list of things that are necessary to accomplish and work the list.

Once every few weeks clean your office area. File away unnecessary clutter or any finished projects. Keep in reach only the information or paperwork that you will need in the near future.

Use an electronic calendar to remind you about deadlines and to help you remember important meetings. Using the reminder features of these calendars, set intermediate deadlines to ensure that you are progressing toward your goal in a timely fashion.

Identify someone who is organized and good at planning activities. Ask them what tips and strategies they use to maintain organization.

Books

Consider reading the following books:

The Organized Executive: A Program for Productivity: New Ways to Manage Time, Paper, People, and the Electronic Office by Stephanie Winston, Warner Books, 1994.

Stephanie Winston´s Best Organizing Tips Quick, Simple Ways to Get Organized and Get on With Your Life by Stephanie Winston, Fireside, 1996.

Shortcuts for Smart Managers: Checklist, Worksheets, and Action Plans for Managers with No Time to Waste by Lisa Davis, AMACOM, 1998.

Project Skills (New Skills Portfolio) by Sam Elbeik & Mark Thomas, Butterworth-Heinemann, 1999.

Getting Organized: The Easy Way to Put Your Life in Order by Stephanie Winston, Warner Books, 1991.

Organize Your Office!: Simple Routines for Managing Your Workspace by Ronni Eisenberg, Hyperion, 1999.

Seminars

How To Get More Organized provided by Padgett Thompson Seminars. [http://www.pttrain.com/ptPGMO.cfm?Mode=D&Ecode=1218240]

Improving Your Managerial Effectiveness provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2508.htm]

Managing Multiple Projects, Objectives and Deadlines provided by Skillpath Seminars.

Fundamentals of Successful Project Management provided by Skillpath Seminars.

Low Multi-Tasking

Competency(ies) This May Impact

• Planning And Organizing

Activities

At the beginning of each workday, prioritize your tasks and allocate time needed to complete them. Tackle each task according to its order of importance, but make an effort to be flexible if priorities change.

Increase your comfort level by volunteering to work on a few additional projects, but be careful not to overextend yourself. The more experience you gain juggling multiple demands, the better your ability to effectively adjust your goals and priorities will become. Start by handling a few projects and increase these as you feel more comfortable.

Schedule specific time on your calendar to work on each project. Balance your time among activities and block the time on your calendar so that others will know your schedule.

Break projects down into defined work steps so that you can focus and achieve a sense of closure at the completion of each step, rather than at the completion of an entire project.

When you find yourself feeling stressful or frustrated take a few moments to relax. Discover a relaxation method that suits you. There are many techniques that you will find in most books on stress management. For example, meditation techniques, simple stretching, walking or yoga are known to be good relaxation methods.

Books

Consider reading one or more of the following books:

Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People (Jossey-Bass Management Series) by J. Davidson Frame, Jossey-Bass, 1995

1001 Ways to Take Initiative at Work by Bob Nelson & Matt Wawiorka, Workman Publishing Company Inc., 1999.

How to Stay Cool, Calm & Collected When the Pressure's on: A Stress Control Plan for Businesspeople by John E. Newman, AMACOM, 1992.

Seminars

Time Management provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2233.htm]

Dealing with Competing Demands: Mastering the Managerial Balancing Act provided by American Management Association. [http://www.amanet.org/seminars/cmd2/2267.htm]

Managing Multiple Projects, Objectives and Deadlines provided by Skillpath Seminars.

Low Follow-Through

Competency(ies) This May Impact

• Delivering Results

Activities

Organization skills can help you manage your activities. Take 10 minutes at the end of each workday (or first thing in the morning) to make a list of what you will be doing that day. Prioritize your activities and focus on the high priority tasks first.

Make sure that you keep track of deadlines. Use a whiteboard or an electronic calendar to remind you of important deadlines. Set interim deadlines to ensure that you are progressing on tasks.

Always finish what you start. You may find yourself in situations where you have taken on more than you can handle, and so you delay something to do at a later time. For some tasks this may be fine, and even necessary in order to focus on higher priority issues, but make sure you communicate this to others, and make sure that the task you delay is not something that others are depending on.

Try to avoid overcommitting yourself. Do not agree to do something you cannot deliver. Be honest with others. Everyone is busy, and