Maximizing Your
Personal Effectiveness
Setting and Achieving Your
Development Goals
Participant Guide
Bill Wagner, CSP
ACCORD MANAGEMENT SYSTEMS, INC.
Organizational and Leadership Development
1459 E. Thousand Oaks Blvd., Bldg. G
Thousand Oaks, CA 91362
Phone: (805) 230-2100 FAX: (805) 230-2186 Email: info@accordsyst.com
www.AccordSyst.com www.TheEntrepreneurNextDoor.com www.EmployeeCompliance.com
He who knows others
is learned;
He who knows himself
is wise.
Lao Tse, b. 604 BC
Chinese Philosopher
Page 2
Table of Contents
Session Agenda and Objectives
4
Learning From Past Experiences
6
Understanding Temperament
9
Introduction to The McQuaig Self-Development Survey®
10
Reviewing Your Own Profile Summary
17
Understanding Interactions Between the Four Dimensions
26
Understanding Strengths and Weaknesses of Each Dimension
32
Developing a “User’s Guide” for Your Most Dominant Trait
34
Developing Your Personal Action Plan
36
Requesting and Securing Your Boss’ Support
37
Key Points
38
Page 3
Maximizing Your Personal Effectiveness
Session Objectives
Session Objectives:

Gain insight into your personal strengths and
developmental areas as revealed by your McQuaig
Self-Development Survey

Apply your understanding of individual behavioral traits
to practical, on-the-job situations

Identify several key actions you will take to leverage
your strengths and manage your developmental areas
back on the job

Develop skills to help you seek the coaching and
support you need from your own managers
Personal Objectives:
Page 4
How effective are you in your current job?
Not Effective
1
2
Somewhat Effective
3
4
5
6
Very Effective
7
8
9
10
What’s working well for you?
What are your challenges?
Page 5
Learning From Past Experiences
Activity Instructions
•
Describe a time in the past when you were engaged in an work
related task you enjoyed.
•
With your partner, discuss…
–
What was the task you were working on?
–
What did you enjoy about doing this task?
–
How did you feel as you were performing this task?
Page 6
Learning From Past Experiences
Activity Instructions
•
Now describe a time when you were involved in a work related
task that you found de-motivating, a task that you hated.
•
With your partner, discuss…
–
What was the task you were working on?
–
What did you hate?
–
How did you feel as you were performing this task?
Page 7
Background
How would your parents describe you?
Are you the same today?
Page 8
Understanding Temperament
The McQuaig Self-Development Survey® will help you understand your
temperament. You will identify your strengths and become aware of those areas
that decrease your effectiveness. This knowledge will enable you to improve your
performance, increase your job satisfaction and achieve greater success.
Page 9
Introduction to The McQuaig Self-Development Survey®
Defining Temperament, Personality and Behavior
Temperament

Established by the time you are 3-4 years old

Enduring dispositional qualities that remain stable over time
Personality

“Who we are” as a result of how we were parented, the environment in which we
grew up and circumstances that may have occurred as we were growing up

A mix of intelligence, values, world-views, experiences, and responses which are
relatively enduring aspects of the individual
Behavior

“What we do”

A mix of observable responses to situations that convey our values, beliefs,
experiences, attitudes, etc.
Points to Ponder

People do not change much with respect to their temperament, but they can
make the most of their behavioral patterns.

Highly successful people know how to make the best use of their talents and
how to avoid the pitfalls that could limit their success.
Page 10
Background

The McQuaig Institute was established by Industrial Psychologist and
Executive Coach, Jack H. McQuaig, in 1966.

At that time, four factor models of temperament and their application in the
workplace were becoming widely accepted by psychologists and managers.

Jack H. McQuaig developed The McQuaig Word Survey, ® an assessment
tool, based on this four factor temperament model, to be used for hiring and
coaching.

The McQuaig System™ is built on a three-step process, as outlined below:
The McQuaig Word Survey®
Used to assess job candidates
The McQuaig Job Survey®
Used to profile the behavioral
requirements for a specific job
The
McQuaig
System™
The McQuaig Self-Development Survey®
Used to for self-development, career counselling &
succession planning.
Today we will focus on The McQuaig Self-Development Survey®
Page 11
Introduction to The McQuaig Self-Development Survey®
What Does The McQuaig Self-Development Survey Measure?
The McQuaig Self-Development Survey measures temperament, based on a four
factor model. Each factor corresponds to a trait scale. Your scores are determined
by your responses to a 42-question survey.
Competitive  Accommodating
Preferring to work as part of a team,
to seek consensus, to be helpful.
Demonstrating the desire to win, to
assert yourself and to influence others.
Sociable  Analytical
Objective, logical, basing decisions
more on facts, numbers.
Empathetic, outgoing and factoring
others' feelings into your decisions.
Patient  Restless
Remaining calm, planning ahead and
allowing for contingencies.
Having a sense or urgency, the desire
for change and a pressure-orientation.
Structured  Independent
Systems-oriented, precise, operating
within guidelines and policy.
Preferring room to maneuver and
make decisions; strong-willed.
Page 12
Introduction to The McQuaig Self-Development Survey®
Place an X along the scale below to indicate where you believe your own score lies.
Competitive  Accommodating
Preferring to work as part of a team,
to seek consensus, to be helpful.
Demonstrating the desire to win, to assert
yourself and to influence others.
Competitive (Do)
Observable behaviors
Accommodating (Ac)
Observable behaviors

Goal-oriented

Agreeable

Steps in to take charge

Seeks consensus

Needs to win


Relishes having
authority and influence
over others
Approaches decisions
and risks with caution

Works behind the
scene to resolve issues

Avoids conflict and
compromises to keep
the peace

Good team player

Seeks out challenges
and tough problems

Takes risks

Assertive
Page 13
Introduction to The McQuaig Self-Development Survey®
Place an X along the scale below to indicate where you believe your own score lies .
Sociable  Analytical
Objective, logical, basing decisions
more on facts, numbers.
Empathetic, outgoing and factoring
others' feelings into your decisions.
Sociable (So)
Observable behaviors
Analytical (An)
Observable behaviors

Friendly and outgoing


Enjoys plenty of
interaction with others
Prefers to use logic
when making decisions

Focuses on objective
factors when
communicating

Reviews new ideas
impartially

Looks for the best in
others
Avoids getting caught
up in the hype

Has a critical eye
Empathetic & caring

Analytical, problem
solver

Develops relationships
easily

Makes decisions
intuitively, giving weight
to people implications


Page 14
Introduction to The McQuaig Self-Development Survey®
Place an X along the scale below to indicate where you believe your own score lies .
Patient  Restless
Having a sense or urgency, the desire
for change and a pressure-orientation.
Remaining calm, planning ahead and
allowing for contingencies.
Patient (Re)
Observable behaviors
Restless (Dr)
Observable behaviors

Steady and deliberate

Highly energetic

Does not get agitated
easily

Takes action quickly
when things go wrong

Provides a calming
influence


Approaches work
methodically
Change oriented;
actively seeks out new
projects

Sets ambitious
deadlines

Flourishes in pressurefilled environments

Enjoys multi-tasking


Avoids putting
pressure on others;
easy-going and
approachable
Respects the status
quo
Page 15
Introduction to The McQuaig Self-Development Survey®
Place an X along the scale below to indicate where you believe your own score lies .
Structured  Independent
Preferring room to maneuver and
make decisions; strong-willed.
Systems-oriented, precise, operating
within guidelines and policy.
Structured (Co)
Observable behaviors
Independent (In)
Observable behaviors

Puts a high emphasis
on quality of work

Takes a big-picture
approach

Researches and
understands systems,
policies, and
procedures

Enjoys making
decisions based on
own judgment

Disregards precedent if
it does not suit the
situation

Detailed-oriented

Appreciates structure
and clear directions

Excels at implementing
plans
Persistent & strongwilled

Needs room to
maneuver


Respects authority
Page 16
Reviewing Your Own Profile Summary
Activity Instructions

Review your personal Graphical Summary. This summary provides an
overview of your scores on each of the four dimensions previously described.

Compare your scores on the summary profile with your perceived scores
documented on pages 14-17.
Answer the questions below.
Consider…

How do your scores on the Graphical Summary compare to your perceived
scores?
Page 17
Reviewing Your Own Profile Summary
Activity Instructions cont’d
Consider…

What was confirmed by the Graphical Summary?

What surprised you about your results?
Make note of the point you especially wish to remember when you return to work.
Page 18
The Generalist Profiles
The Go-Getter
Ac
x
Do
So
An
x
Re
Dr
x
Co
x
•
•
•
•
•
•
•
In
Bill Clinton
Assertive
Persuasive
Driving
“Big Picture” thinker
Independent
High sense of urgency
Decisive
Oprah Winfrey
The Entrepreneur Next Door p. 75-77
Page 19
The Generalist Profiles
The Trailblazer
x
Do
Ac
x
So
Re
Dr
x
Co
x
•
•
•
•
•
•
An
In
Jack Welch
Commanding
Results-driven
Direct
Pressure-oriented
Independent
Determined
Margaret Thatcher
The Entrepreneur Next Door p. 74-75
Page 20
The Generalist Profiles
The Manager
Do
Ac
x
So
An
x
Re
Dr
x
Co
x
•
•
•
•
•
•
•
In
Bill Gates
Ambitious
Realistic
Patient
Independent
Results-oriented
Practical
Long-term planner
Indira Gandhi
The Entrepreneur Next Door p. 77-79
Page 21
The Generalist Profiles
The Motivator
x
Do
So
Ac
x
An
Re
x
Co
x
•
•
•
•
•
•
•
•
Congenial
Optimistic
Innovative
Persuasive
Confident
Results-oriented
Persistent
Restless
Dr
In
Jay Leno
Ellen DeGeneres
The Entrepreneur Next Door p. 79-81
Page 22
The Specialist Profiles
The Authority
x
Do
x
So
Re
Ac
An
Dr
x
Co
In
x
•
•
•
•
•
•
•
Alan Greenspan
Organized
Structured
Accurate
Analytical
Steady
Detail-oriented
Consensus- seeking
Mother Teresa
The Entrepreneur Next Door p. 81-82
Page 23
The Specialist Profiles
The Collaborator
x
Do
x
So
Re
An
x
Co
Dr
In
x
•
•
•
•
•
•
•
Ac
Gray Davis
Accepting
Thoughtful
Easy-going
Patient
Friendly
Conscientious
Considerate
Sally Ride
The Entrepreneur Next Door p. 82-84
Page 24
The Specialist Profiles
The Diplomat
So
Ac
x
Do
An
x
Re
x
Dr
Mr. Rogers
Co
x
•
•
•
•
•
•
•
Cooperative
Team Player
Energetic
Outgoing
Sensitive
Caring
Enthusiastic
In
Vanna White
The Entrepreneur Next Door p. 84-85
Page 25
Understanding Interactions Between the Four Dimensions
Trait Adjustments
Trait adjustments occur when an individual perceives that they are behaving
differently in their current role (on-the-job), compared to how they would behave
naturally (without outside influence). Trait adjustments are indicated by arrows on
the scales.
Competitive  Accommodating
X
Preferring to work as part of a team,
to seek consensus, to be helpful.
Demonstrating the desire to win, to
assert yourself and to influence others.
Sociable
 Analytical
X
Empathetic, outgoing and factoring
others' feelings into your decisions.
Objective, logical, basing decisions
more on facts, numbers.
Patient  Restless
X
Remaining calm, planning ahead and
allowing for contingencies.
Having a sense or urgency, the desire
for change and a pressure-orientation.
Structured  Independent
X
Systems-oriented, precise, operating
within guidelines and policy.
Preferring room to maneuver and
make decisions; strong-willed.
This person is behaving more competitive and more analytical on the job. Under
what circumstances might this change arise?
Page 26
Understanding Interactions Between the Four Dimensions
The Transition Profile:
If an individual has similar scores on the Competitive  Accommodating Scale
and the Structured  Independent Scale we refer to this is a Transition profile.
This profile is called a transition because, based on our research, it is more likely
to change over time.
It is unusual that an individual will display equal amounts of Competitiveness and
Structure over time as these traits are, to a large extent, opposites. Similarly, an
individual is unlikely to be equally accommodating and Independent for the same
reasons.
An individual with a transition profile may be exhibiting some contradictory
behaviors at this time and some Action Items that may sound opposite to each
other.
Competitive  Accommodating
Demonstrating the assert self…
Preferring to work in team…
X
X
Operating within guidelines and
policy
Structured  Independent
Preferring room to maneuver
and make decisions…
Sociable  Analytical
X
Empathetic, outgoing and factoring
others' feelings into your decisions.
Objective, logical, basing decisions
more on facts, numbers.
Patient  Restless
X
Remaining calm, planning ahead and
allowing for contingencies.
Having a sense or urgency, the desire
for change and a pressure-orientation.
Page 27
Understanding Interactions Between the Four Dimensions
Slightly Contradictory behaviors
High Structured and Restless scores (or high Patient and Independent
scores) indicate slightly contradictory behaviors.
Individuals who have a high sense of urgency and need to get things
done quickly (Restless) are typically not detail and process-oriented
(Structured).
The individual portrayed by the graph below will do everything at the last
minute, but needs it done exactly right – a uncommon combination.
X
Demonstrating the desire to win, to
assert yourself and to influence others
Preferring to work as part of a team,
to seek consensus, to be helpful.
Sociable
 Analytical
X
Empathetic, outgoing and factoring
others' feelings into your decisions.
Objective, logical, basing decisions
more on facts, numbers.
Patient  Restless
X
Remaining calm, planning ahead and
allowing for contingencies.
Having a sense or urgency, the desire
for change and a pressure-orientation.
Structured  Independent
X
Systems-oriented, precise, operating
within guidelines and policy
Preferring room to maneuver and
make decisions; strong-willed.
Page 28
Understanding Interactions Between the Four Dimensions
The Trailblazer
Competitive  Accommodating
X
Preferring to work as part of a team,
to seek consensus, to be helpful.
Demonstrating the desire to win, to
assert yourself and to influence others.
Sociable  Analytical
X
Empathetic, outgoing and factoring
others' feelings into your decisions.
Objective, logical, basing decisions
more on facts, numbers.
Patient  Restless
X
Remaining calm, planning ahead and
allowing for contingencies.
Having a sense or urgency, the desire
for change and a pressure-orientation.
Structured  Independent
X
Systems-oriented, precise, operating
within guidelines and policy.
Preferring room to maneuver and
make decisions; strong-willed.
Above, we have the graph for a Trailblazer (commanding, results-driven, direct, pressure-oriented,
independent, realistic, determined).
How would this person give feedback to a staff member who is underperforming. What behaviors
would you expect to see this person display?
Page 29
Understanding Interactions Between the Four Dimensions
The Go-Getter
Competitive  Accommodating
X
Demonstrating the desire to win, to
assert yourself and to influence others.
Preferring to work as part of a team,
to seek consensus, to be helpful.
Sociable  Analytical
X
Empathetic, outgoing and factoring
others' feelings into your decisions.
Objective, logical, basing decisions
more on facts, numbers.
Patient  Restless
X
Remaining calm, planning ahead and
allowing for contingencies.
Having a sense or urgency, the desire
for change and a pressure-orientation.
Structured  Independent
X
Systems-oriented, precise, operating
within guidelines and policy.
Preferring room to maneuver and
make decisions; strong-willed.
Above, we have the graph for a Go-Getter (assertive, persuasive, driving, big picture thinker,
independent, high sense of urgency, decisive).
How would this person give feedback to a staff member who is underperforming. What behaviors
would you expect to see this person display?
Page 30
Understanding Interactions Between the Four Dimensions
The Authority
Competitive  Accommodating
X
Demonstrating the desire to win, to
assert yourself and to influence others.
Preferring to work as part of a team,
to seek consensus, to be helpful.
Sociable  Analytical
X
Empathetic, outgoing and factoring
others' feelings into your decisions.
Objective, logical, basing decisions
more on facts, numbers.
Patient  Restless
X
Remaining calm, planning ahead and
allowing for contingencies.
Having a sense or urgency, the desire
for change and a pressure-orientation.
Structured  Independent
X
Systems-oriented, precise, operating
within guidelines and policy.
Preferring room to maneuver and
make decisions; strong-willed.
Above, we have the graph for an Authority (organized, structured, analytical, steady, cautious,
consensus-seeking).
This person is going to ask her boss for a raise. What behaviors would you expect to see this person
display?
Page 31
Understanding Strengths and Weaknesses of Each Dimension
WE’RE GREAT BECAUSE/WE DRIVE OTHERS CRAZY
COMPETITIVE (Do)
COMPETITIVE (Do)
WE’RE GREAT BECAUSE….
WE DRIVE OTHERS CRAZY
BECAUSE…
Y we take charge
Y we’re confident
Y we love to make decisions
M we’re bossy
M we’re controlling
M we always hog the remote
ACCOMMODATING (Ac)
ACCOMMODATING (Ac)
WE’RE GREAT BECAUSE….
WE DRIVE OTHERS CRAZY
BECAUSE...
Y we compromise
Y we get along with everybody
Y we’re team players
M we won’t rock the boat
M we let others push us around
M we stay away from tough
decisions
SOCIABLE (So)
SOCIABLE (So)
WE’RE GREAT BECAUSE….
WE DRIVE OTHERS CRAZY
BECAUSE...
Y we’re optimistic
Y we see the bright side
Y we’re people people
M we can’t keep a secret
M we overlook details
M we won’t shut up
ANALYTICAL (An)
ANALYTICAL (An)
WE’RE GREAT BECAUSE….
WE DRIVE OTHER CRAZY
BECAUSE...
Y we tell it like it is
Y we give you the Cliff’s notes
version
Y we don’t shower you with
superficial compliments
M we can be blunt
M we take this “devil’s advocate”
thing a bit too far
M we don’t shower you with
superficial compliments
Page 32
WE’RE GREAT BECAUSE/WE DRIVE OTHERS CRAZY
PATIENT (Re)
WE’RE GREAT BECAUSE….
Y we’re laid-back
Y we take things in stride
Y we don’t create unwanted
pressure
PATIENT (Re)
WE DRIVE OTHERS CRAZY
BECAUSE...
M we procrastinate
M it’s hard to get us excited
M you can’t always tell if we’re
awake
RESTLESS (Dr)
RESTLESS (Dr)
WE’RE GREAT BECAUSE….
WE DRIVE OTHERS CRAZY
BECAUSE...
Y we’re full of energy & dive right in
Y we like variety
Y we ”just do it”
M we can’t keep still
M we don’t always finish things
we start
M you’re afraid we’re going to
spontaneously combust
STRUCTURED (Co)
STRUCTURED (Co)
WE’RE GREAT BECAUSE….
WE DRIVE OTHERS CRAZY
BECAUSE...
Y we’re so organized
Y we play by the rules
Y we make sure all the “i”s are
dotted and “t”s crossed
M we’re always correcting you
M we need everything “just so”
M we never get parking tickets
INDEPENDENT (In)
INDEPENDENT (In)
WE’RE GREAT BECAUSE….
WE DRIVE OTHERS CRAZY
BECAUSE...
Y we’re self-reliant
Y we’re adventurous
Y we’re big-picture thinkers
M we’re bad with details
M we keep losing things
M getting us to change our minds
is like pulling teeth
Page 33
User’s Guide
Working Effectively With Those Whose Dominant Trait Is _____________
We prefer to contribute to the team by…
We handle conflict by…
If you want to persuade us, you should…
If you want to annoy us, all you have to do is…
Page 34
User Guide – When Dealing with me…
COMPETITIVE (Do)
ACCOMMODATING (Ac)
• Focus on Results
• Request Feedback
• Expect to be Challenged
• Try to Get Buy-in
• Feed the Ego
• Avoid Confrontational Tactics
• Let me Win
• Provide Assurances
SOCIABLE (So)
ANALYTICAL (An)
• Focus on People Benefits
• Just the Facts, Jack
• Paint a Rosy Picture
• Present the pros & cons
• Leave Time for Small Talk
• Expect Critical Assessment
• Make it Fun
• Be Credible
PATIENT (Re)
RESTLESS (Dr)
• Take your time, Define all areas
• Get to the Point
• Don’t wander
• Focus on Change
• Involve me in planning
• Create Excitement
• Earn my trust
• Expect Disruptions
STRUCTURED (Co)
INDEPENDENT (In)
• Don’t be Vague
• Start with the Big Picture
• Answer all questions
• Minimize details
• Provide Privacy
• Expect Radical Ideas
• Don’t get too close
• Expect Stubbornness
Page 35
Developing Your Personal Action Plan
Activity Instructions

Work on your own to develop an action plan for your development.

Turn to Section B of The McQuaig Self-Development Survey – Summary of
Your Strengths.
– Review your strengths as they are listed on the page.
– Based on your assessment of organizational, career, and motivational
factors identified at the top of the page, select 2 or 3 strengths on
which you would like to focus.
– Choose the 1 strength on which you would like to focus immediately.
– Consider the situation back on the job where you can apply your
strength.
– Select the actions you would like to take to leverage this strength and
write them into your action plan.
– Ensure you have written SMART goals.
•
S specific
•
M measurable
•
A achievable
•
R realistic
•
T time-bound
– Consider potential obstacles that may hinder your ability to take action;
how will you overcome them?

Turn to Section C of The McQuaig Self-Development Survey® – Summary of
Your Developmental Needs

Repeat the process.
Page 36
Requesting and Securing Your Boss’ Support
Set Goals
What Next?
GROW
Reality
Check
Consider
Options
You may use the GROW approach when asking your boss to coach you. While he or
she may be coaching, you will be leading the discussion using this model.
1. Set Goals

Identify your goal for the discussion.

Articulate your goals for developing yourself… What do you
want to improve upon? What do you want to learn?

Ask your boss for his/her input and confirm your goals.
2. Reality Check

Describe your perception of current reality (refer to your SelfDevelopment Survey, personal experience, and past
feedback).

Solicit your boss’ opinion. Ask for his/her perception of your
current performance.
3. Consider Options

Note the options you believe are open to you. Consider the
action items you have selected.

Ask your boss for his/her ideas and suggestions.
4. What Next?

Together with your boss, confirm your priorities.

Agree on the actions and time frame and level of support you
will need.

Schedule a follow-up meeting to check on progress.
Page 37
KEY POINTS
We are all born with a natural temperament – a comfort zone that determines our
behavior patterns.
Some of these behavior patterns make us great – but may also drive others crazy.
Every team will consist of individuals with different temperament types, each will
have their own user guide.
Although it is difficult to change who you are, there are definite actions that you can
take to make the most of your temperament.
In developing yourself further, it is an important to sit down with your boss to ensure
that your developmental goals are aligned with those of the organizations.
Page 38
NEXT STEPS
Based on what you have learned today,
what will you…
Start:
Stop:
Continue to do:
Page 39
NEXT STEPS & IMPLEMENTATION
Our programs are completely customized and
affordable. We coordinate your desired
outcomes and always exceed the client’s
expectation by providing succinct, sustainable
take home value.
PROGRAMS & OFFERINGS INCLUDE:
One on One’s
Corporate Retreats
Strategic Talent Triage
Organizational Development
Tactical Implementation for Selection
360° Leadership Surveys
Employee Engagement or Climate Surveys
Page 40
1459 Thousand Oaks Blvd. Building G Thousand Oaks, CA 91362
Phone: (805) 230-2100 Fax: (805) 230-2186 info@accordsyst.com
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© Copyright 2009 Accord Management Systems, Inc.