(10092,500,'500145chart.jpg','<p><strong>The Three Primary Learning Styles&nbsp; &nbsp;&nbsp;</strong></p>\r\n<p>Children develop their preferred learning style as they grow older. As children grow up&sbquo; they develop their own style and preference of learning based on three different primary learning styles. Most people favor one style of learning&sbquo; but can learn to adapt to other styles. However&sbquo; if you notice a student struggling in class&sbquo; it could mean that he is not getting enough stimulation in his preferred style of learning&sbquo; or that he has trouble learning in the way the teacher prefers. Learning to identify your own personal learning style or those of your students will help you make the academic setting more effective and beneficial for everyone involved.</p>\r\n<p><br /><strong>The Three Learning Styles Assessment of Learning Styles</strong></p>\r\n<p><strong>Kinesthetic/Tactile</strong></p>\r\n<p>According to MindWorks Resources&sbquo; 5 percent of adults are primarily kinesthetic (also called tactile) learners&sbquo; even though everyone initially starts out as a kinesthetic learner. Babies and young children learn by touching things and engaging their bodies in activity. Older children and adults who are tactile learners also need to have a hands-on environment and prefer to learn by doing. If a kinesthetic learner gets bored in the classroom or is unable to engage in her preferred learning style&sbquo; she may start fidgeting and find reasons to move around.</p>\r\n<p><br /><strong>Auditory</strong></p>\r\n<p>By adulthood&sbquo; 30 percent of people prefer the auditory learning style. This means they learn by hearing&sbquo; even if they have to learn by listening to themselves talk. They prefer to hear their professors lecture instead of copying notes from a projector or reading textbook material quietly. If an auditory learner has to sit in a quiet learning atmosphere for too long&sbquo; he may begin to talk softly to himself or his neighbor.</p>\r\n<p><br /><strong>Visual</strong></p>\r\n<p>The majority of adults&sbquo; 65 percent according to MindWorks Resources&sbquo; need to observe and watch information in order to digest it properly. Visual learners would rather read information for themselves rather than listen to a lecture or have someone read it to them. They also tend to take detailed&sbquo; organized notes to refer to later. They may even incorporate different colors in their note-taking to help special or difficult information stand out to them. If a visual student sits in a classroom with no visual stimulation&sbquo; his eyes may wander around the room or out a window.</p>\r\n<p><br /><strong>Mixed/Percentages</strong></p>\r\n<p>Most adults will favor one of the three primary learning styles and have a secondary style that also works for them&sbquo; just not as well as their first preference. They may also have an even blend of two different learning types&sbquo; or have an even preference of all three learning styles. This benefits the individuals because it gives them more versatility in their ability to learn from different types of teachers.</p>\r\n<p><em>By Chelsea Baldwin&sbquo; eHow Contributor</em><span style=\"font-size: small;\"><br /></span></p>'),(10093,500,'500143chart.jpg','<p><strong>Personal Orientation</strong></p>\r\n<p>Two people can read the same poem and view it differently&sbquo; it is the same poem&sbquo; we just interpret it differently from others.&nbsp;We tend to view life from different perspectives depending upon how we are designed. This chart identifies how you look at or view things&sbquo; from what perspective.</p>\r\n<p><strong>There are seven domains being evaluated in this chart/report.</strong></p>\r\n<p><strong>Futuristic </strong>&ndash; Goal Oriented Futuristic leaders use their ideas and intellect to develop concrete strategic initiatives. They are hard workers who resonate with others to get things done as they promote a positive outlook for the future. They tend to have faith in what they perceive the future to hold&sbquo; they have the ability to move forward regardless of the lack of data because they can perceive from the world around them that things are moving in a certain direction.&nbsp;</p>\r\n<p><strong>Executive </strong>- Outcome Oriented Outcome oriented leaders are hard working&sbquo; Consistent&sbquo; responsible&sbquo; focused and disciplined leaders. They promote action and achievement on initiatives which they are carefully and strategically focused on to achieve the desired results. They support others in the accomplishment of their goals&sbquo; helping them to achieve the desired outcome. They are devoted to those who they lead&sbquo; they give and expect loyalty.</p>\r\n<p><strong>Methodical </strong>&ndash; Diligence Oriented Diligence oriented leaders are focused analytical leaders who are consistent and disciplined in keeping commitments. They keep the past in mind as they seek to mitigate the risks in initiatives they are responsible for; always seeking to restore what is broken&sbquo; including relationships. They tend to be objective perfectionists who excel in education and the sciences as practitioners and scientists.</p>\r\n<p><strong>Inspirational </strong>- Vision Oriented Inspirational leaders are highly adaptable promoters with great people and communication skills. They keep a positive attitude as they build relationships through their confidence in self and others. They tend to promote themselves as they work to develop others through persuasion&sbquo; inspiring them to see their vision for the future as they work toward the results that fulfill their vision.</p>\r\n<p><strong>Relational </strong>&ndash; People Oriented&nbsp;People oriented leaders grow their circle of influence through their ability to read people and engage them through their consistent caring personalities. They love people and will adapt to win others over to their cause. They are giving leaders with good communication skills who keep the past in mind as they promote their initiatives. They are objective thinkers who care for&sbquo; protect&sbquo; develop and nurture others.</p>\r\n<p><strong>Intellectual </strong>- Philosophically&nbsp;Oriented Thought leadership oriented leaders are visionaries and change agents with the ability to persuade others with what they learn through their objective approach to life. They are analytical by nature and develop deep convictions about what they believe. They are deep thinkers who understand how people and things are connected in life and they focus on the ideas that come out of that understanding to excite them for the future.</p>\r\n<p><strong>Influential </strong>&ndash; Charisma Oriented Charisma oriented leaders have a dramatic approach to life. They love people and have deep convictions about connecting with others through their superior communication skills. They see the potential in others as they resonate with them and seek to win them over through their positive yet persuasive approach to life. They promote themselves and others as they others develop and restore broken relationships.</p>'),(10094,500,'5008chart.jpg','<p><strong>Leaders</strong></p>\r\n<p>Leaders - they are identified by the leadership chart as being vision driven. Responsible for getting the right people in the right place (10% of the people.) They know how to figure out what and why initiatives needs to be done and can articulate it to the troops. Leaders create vision for change; they develop initiatives that bring about change. Doing the right things (30% of the people.)</p>\r\n<p><strong>Managers</strong></p>\r\n<p>Managers - they are identified by the leadership chart as being mission driven (30% of the people.) They can understand why and what needs to be done and can understand how to get it done. Plan change and prepare others for change and measure change. They collaborate with leaders to develop an understanding of why an initiative has to be done. They collaborate on the knowledge required to know how to do the initiative to workers.</p>\r\n<p><strong>Practitioners&sbquo; Technicians and Workers</strong></p>\r\n<p>Practitioners&sbquo; technicians and workers - doing things the right way (60% of the people.) They are identified by the leadership chart as being people driven. Know or can learn how to do what needs to be done. Execute change&sbquo; maintain standards and report execution to standard. Report what they did and how well they did to standard.</p>\r\n<p><strong>Understanding Leaders&sbquo; Managers and Practitioners/Knowledge Workers</strong></p>\r\n<table border=\"1\" cellspacing=\"5\" cellpadding=\"0\" align=\"left\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Life Role Legend</strong></p>\r\n<p><strong>&nbsp;</strong></p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Leaders</strong></p>\r\n<p>Making sure the right things are done</p>\r\n<p>(10% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Managers</strong></p>\r\n<p>Making sure things are done right</p>\r\n<p>(30% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Practitioners</strong></p>\r\n<p>Know how to do things</p>\r\n<p>(60% of the people)</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Who   does it</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Leaders   - They are identified by the leadership chart as being Vision driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Managers   - They are identified by the leadership chart as being Mission driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Workers   - They are identified by the leadership chart as being People or Task &nbsp;   driven</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they know</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   know how to figure out what and why initiatives needs to be done and can   articulate it to the troops</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   can understand why and what needs to be done and can understand how to get it   done</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Know or   can learn how to do what needs to be done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they are commissioned to do</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   develop initiatives that bring about change</p>\r\n<p>Create   Vision for change.</p>\r\n<p>Develop   and Articulate</p>\r\n<p>-Strategic   objective<br /> -Vision<br /> -Mission<br /> -Strategy<br /> -Core Practices</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Plan   Change</p>\r\n<p>Prepare   others for change</p>\r\n<p>Measure   change</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Execute   Change</p>\r\n<p>Maintain   standards</p>\r\n<p>Report   execution to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they communicate</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Why an   Initiative has to be done and wisdom behind doing it</p>\r\n<p>They   collaborate on what has to be done with managers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   collaborate with leaders to develop an understanding of why an initiative has   to be done</p>\r\n<p>They   collaborate on the knowledge required to know how to do the initiative to   workers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they did and how well they did to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   are their tools</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Strategy<br /> -Vision<br /> -Emotion<br /> -Wisdom<br /> -Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Tactics<br /> -Mission<br /> -Logic<br /> -Understanding<br /> -Leadership and<br /> -Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Execution<br /> -Duty<br /> -Skills<br /> -Knowledge<br /> -Production Systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How are   they measured</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Achieving   the strategic objective<br /> -Effectivity<br /> -On how well they plan&sbquo; prepare&sbquo; measure and report.<br /> -Created efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>On how   well they plan&sbquo; prepare&sbquo; measure and report.</p>\r\n<p>Created   efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How   well they execute<br /> Efficiency</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lead   with</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Emotion   that conveys Hope Through Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Reason   that conveys Faith by Merging Leadership and Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Relationships   that convey Charity through action driven production systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Accountability</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Vision. Trusted with why&sbquo; what and how</p>\r\n<p>Accountable   for why&sbquo; what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Mission. Trusted with what</p>\r\n<p>Accountable   for what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Work. Trusted to do the what Accountable for how things are done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Greatest   Obstacles&nbsp;</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Wisdom   of why</p>\r\n<p>Wisdom   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Understanding   of why</p>\r\n<p>Understanding   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Knowledge   of why</p>\r\n<p>Knowledge   of what</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Potential</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Exponential   growth of the organization by leveraging organization Vision&sbquo; Value and Core   Competencies to accomplish the strategic objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Multiplier   of time and material by leveraging resources to accomplish the strategic   objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Adds   leverage by knowing how to accomplish what needs to be done to accomplish the   strategic objective</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Allignment   responsibilities</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to motivating passion. Tendency to migrate toward   reactionary activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to Mission. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Mission   and strategic objective to Activity. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Growth</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   grow in wisdom understanding and knowledge to raise leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more wisdom understanding and knowledge to lead</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more knowledge and understanding to manage</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Gravity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   wisdom migrates leaders toward management and set low leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   understanding creates micro management</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   knowledge creates poor results</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>'),(10095,500,'50050chart.jpg','<p>In the book &ldquo;Primal Leadership&sbquo;&rdquo; Daniel Goleman&sbquo; who popularized the notion of &ldquo;Emotional Intelligence&sbquo;&rdquo; describes six different styles of leadership.&nbsp;Based in part on research data from 3&sbquo;871 executives&sbquo; the authors distill all leadership roles into six distinct styles--which effective leaders switch between depending upon circumstances--then explains the role of each style.</p>\r\n<p>The most effective leaders can move among these styles&sbquo; adopting the one that meets the needs of the moment. They can all become part of the leader&rsquo;s repertoire.</p>\r\n<p><strong>Visionary</strong><br />A visionary leader articulates a shared vision and gives clear direction and really helps people move toward a shared hope or dream. This is the classic model of leadership. It creates an immensely positive impact on the team\'s emotional climate. For example&sbquo; a visionary leader clarifies where the team is going but not how it will get there. This sets people free to innovate&sbquo; experiment&sbquo; and take calculated risks.&nbsp;<br /><br /><strong>Coaching</strong><br />The coaching style involves talking to someone off line&sbquo; outside the team setting. You have a one-on-one conversation&sbquo; not about your shared task&sbquo; not about the job&sbquo; but about the person. Who are you? I\'d like to get to know you; I\'d like to understand you. What do you want in your life? What\'s your life like? What do you want for your career? What do you want from your job? How can I help you get what you want&sbquo; go where you want to go?<br />This conversation opens up an ongoing dialogue letting the leader &lsquo;feedback&rsquo; the task in ways that make sense to that person&sbquo; in terms of where they want to go&sbquo; or to find a stretch task for that person&sbquo; to give them a challenge leading them in the direction they want to be moving anyway.&nbsp;<br /><br /><strong>Affiliating</strong><br />The affiliating style creates harmony in the group by getting people to connect with each other. Affiliating leaders create settings in which people can spend time together&sbquo; get to know each other&sbquo; and then bond together. They focus on people&rsquo;s feelings more than on tasks and goals and use praise lavishly.&nbsp;<br /><br /><strong>Democratic</strong><br />The democratic leader is a consensus builder&sbquo; the person who really listens to other people&sbquo; who takes their opinions into account in making a decision. In situations where the path ahead is unclear&sbquo; a Democratic leader can say in all honesty&sbquo; \"You know&sbquo; you folks know more about this than I do. What do you think I should do?\" The ability to listen gets people on board and makes each person feel they matter.&nbsp;<br /><br /><strong>Pacesetting</strong><br />The pacesetter leads by example and becomes very impatient when people can\'t meet that standard&sbquo; which is very high because pacesetters are very good. They don\'t give positive feedback&sbquo; only negative feedback. &nbsp;They make people feel guilty&sbquo; and that\'s why it lowers the emotional climate instead of raising it.&nbsp;<br /><br /><strong>Commanding</strong><br />The commanding style takes its name from the old command-and-control model&sbquo; the military model. &ldquo;Do it because I say so&sbquo; I\'m the boss.&rdquo;</p>\r\n<p><em>Purchase Primal Leadership by Daniel Goleman for more information on how understanding your leadership style can help you become a more effective leader.</em></p>'),(10096,500,'500142chart.jpg','<p>This chart identifies the potential an individual has in each of six important areas of leadership on a team. It does not identify the knowledge or skills required to master each category&sbquo; just the potential to be naturally good at it.</p>\r\n<p><strong>Developing Others</strong></p>\r\n<p>People high in this category are able to develop others&sbquo; to help them move from one level of performance&sbquo; knowledge or skill to another. They act as mentors to other team members in their areas of expertise.</p>\r\n<p><strong>Team Building</strong></p>\r\n<p>Team builders can help influence others to engage in the efforts of the team. They are also naturally proficient in assembling members into a team.</p>\r\n<p><strong>Helping Others Succeed</strong></p>\r\n<p>People high in this category come along side others and help them to achieve their objective&sbquo; they are selfless team members with the desire to see others accomplish their goals and succeed at whatever they do.</p>\r\n<p><strong>Encouraging Others to Succeed</strong></p>\r\n<p>People high in this category are natural encouragers; they act as cheer leaders&sbquo; encouraging others to succeed.</p>\r\n<p><strong>Likes Working With Talented People</strong></p>\r\n<p>People in this category seek out talented members of the team and attempt to work together with them to achieve common goals.</p>\r\n<p><strong>Builds Whats Best for Others</strong></p>\r\n<p>This category of team member seeks to understand the needs of other members of the team and attempts to build upon their goals.</p>'),(10097,500,'50045chart.jpg','<p>Gallup Consulting has found that l<a></a>eaders operate most effectively when they focus on their primary area of leadership strength within the leadership team. The four areas are Executing&sbquo; Influencing&sbquo; Relationship Building and Strategic Thinking. This report/chart identifies your primary areas of leadership strength.</p>\r\n<p>Effective leaders surround themselves with the right people and build on each person\'s strengths. Yet in most cases&sbquo; leadership teams are a product of circumstance more than design.</p>\r\n<p>The vast majority of the time&sbquo; we recruit by job function - and all but ignore individuals\' strengths. . As we worked with these leadership teams&sbquo; we began to see that while each member had his or her own unique strengths&sbquo; the most cohesive and successful teams possessed broader groupings of strengths. So we went back and initiated our most thorough review of this research to date. From this dataset&sbquo; four distinct domains of leadership strength emerged: Executing&sbquo; Influencing&sbquo; Relationship Building&sbquo; and Strategic Thinking. &nbsp;&nbsp;&nbsp;&nbsp;</p>\r\n<p><strong>The Four Domains of Leadership Strength</strong></p>\r\n<p>Instead of one dominant leader who tries to do everything or individuals who all have similar strengths&sbquo; contributions from all four domains lead to a strong and cohesive team. Although individual&rsquo;s need not be well-rounded&sbquo; teams should be.</p>\r\n<p><strong>EXECUTING</strong></p>\r\n<p>Leaders with dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution&sbquo; these are the people who will work tirelessly to get it done. Leaders with strength to execute have the ability to \"catch\" an idea and make it a reality.</p>\r\n<p><strong>INFLUENCING</strong></p>\r\n<p>Those who lead by Influencing help their team reach a much broader audience. People with strength in this domain are always selling the team\'s ideas inside and outside the organization. When you need someone to take charge&sbquo; speakup&sbquo; and make sure your group is heard&sbquo; look to someone with the strength to influence.</p>\r\n<p><strong>RELATIONSHIP BUILDING</strong></p>\r\n<p>Those who lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team&sbquo; in many cases&sbquo; the group is simply a composite of individuals. In contrast&sbquo; leaders with exceptional &nbsp;Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum .</p>\r\n<p><strong>STRATEGIC THINKING</strong></p>\r\n<p>Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People with strength in this domain continually stretch our thinking for the future.</p>\r\n<p><em>Copyright &copy; 2008 Gallup&sbquo; Inc.</em></p>'),(10098,500,'500140chart.jpg','<p><strong>From the book Discover Your Sales Strengths</strong></p>\r\n<p>We know from research that sales success stems from patterns of thought&sbquo; feeling&sbquo; and behavior that explain&sbquo;</p>\r\n<p>Our motivation&sbquo;</p>\r\n<p>The way we build relationships&sbquo;</p>\r\n<p>The way we gain commitments&sbquo;</p>\r\n<p>The structure we need to get our work done&sbquo; and</p>\r\n<p>Our ability to understand and solve customers&rsquo; needs.</p>\r\n<p>These are the five critical dimensions of fit for a sales role. In selection we don\'t use themes; rather&sbquo; we look at very discrete role-specific behaviors that can be narrowly defined and that are very specific to a particular sales role. StrengthsFinder themes are much broader than these role-specific behaviors&sbquo; however&sbquo; and cannot always be easily categorized.</p>\r\n<p><strong>Motivation</strong></p>\r\n<p>We are going to look first at motivation because it is the most Important dimension. The best salespeople we have studied are simply much more motivated than most of the population. And while simply being highly motivated isn\'t enough to be a good salesperson&sbquo; it is absolutely important to have enough motivation. Even before you read this book or took your StrengthsFinder interview&sbquo; you probably had a good idea of how strongly motivated you are. But your StrengthsFinder results can help you understand your particular motivation and how it applies to fit. Our studies suggest that 40 percent at salespeople&rsquo;s success stems directly from being in a situation in which their motivational needs are a good match. That\'s roughly twice as important as any of the other dimensions of fit.</p>\r\n<p><strong>Building Relationships</strong></p>\r\n<p>Although skills and knowledge are crucial to strengths building&sbquo; you must first possess the natural talent for the ability. Smiling&sbquo; or asking probing questions to override your inherent patterns when it comes to reacting to human beings. Since a good part of your success in sales rests on the productive relationships you can create&sbquo; understanding your talents in this area is critical.</p>\r\n<p>If you naturally develop deep relationships with customers for only fifteen minutes and then never see them again&sbquo; you t are squandering a valuable talent.</p>\r\n<p><strong>Gaining Commitments</strong></p>\r\n<p>Customer Commitment = (Content + Relationship) x Asking</p>\r\n<p>In order to gain customer commitment&sbquo; we have to provide some information that is relevant to the customer\'s needs. This is the content part of the equation. A customer\'s willingness to accept information is heavily influenced by her relationship with a salesperson. In essence we tend to accept Information more readily from someone if we have a positive relationship with. This combination of information and relationship is what primes the pump for a customer purchase. But in most cases&sbquo; more is required in order to turn that agreement into a purchase. That \"more\" takes the form of asking. Some sales books like to use the expression \"closing.\"</p>\r\n<p><strong>Structure</strong></p>\r\n<p>We all don\'t work equally well in the same structure. Some people can work at home&sbquo; and some people need the surroundings of an office to be productive. When we look at sales jobs&sbquo; we find many different structural components. Some sales representatives are required to check in to an office every day and to check back in at the end of the day. Others may work primarily from an office and visit customers only when specific appointments are set.</p>\r\n<p><strong>Solving Customer Problems</strong></p>\r\n<p>The last dimension of fit involves recognizing and solving customer problems. These talents can be enor mously helpful when customers have complicated problems that need to be addressed. Most sales roles do not have these requirements to a great degree.</p>\r\n<p>Lately it has become fashionable for many companies to refer to their salespeople as advisers&sbquo; consultants&sbquo; or business specialists as a way to elevate their stature in the eyes of their customers. Since customers all want to deal with vice presidents&sbquo; we will just call all of our sales reps vice presidents&sbquo; or so the thinking goes.</p>\r\n<p>However&sbquo; when we look at the day-to-day activities &middot; of many of these jobs&sbquo; they are more involved in selling routine solutions for routine problems. There is nothing wrong with that. Most large businesses have become large because they have figured out a common solution that will help a majority of customers. Most of these products still need to be sold&sbquo; but often do not require considerable problem solving. So&sbquo; if you&rsquo;re looking to improve your fit in a way that uses thinking themes&sbquo; be careful of taking a job just because of a title. Financial advisers&sbquo; for example&sbquo; can find themselves spending a lot more time on cold calls than on giving financial aid.</p>\r\n<p><em>Copyright &copy; 2003 by the Gallup Organization</em></p>'),(10099,500,'500141chart.jpg','<p><strong>From the book Discover Your Sales Strengths.</strong></p>\r\n<p><br /> Gallup\'s researchers have identified four emotional dimensions that comprise customer engagement. These dimensions begin with confidence and move on in order to Integrity&sbquo; pride&sbquo; and passion. Together&sbquo; these are the building blocks of customer engagement. Without question&sbquo; high levels of customer engagement represent &nbsp;a tough benchmark to meet. In the various industries we studied&sbquo; the number of \"fully engaged\" customers has ranged from the single digits (around 6 to 8 percent) to as high as 35 to 40 percent. Contrast that with the 80 percent of customers reportedly \"satisfied\" in these same industries.&nbsp;</p>\r\n<p><br /> 1. <strong>Confidence&nbsp;</strong>- Customers feel that the brand or com&bull; pany is trustworthy and that it keeps its promises.</p>\r\n<p>2. <strong>Integrity&nbsp;</strong>- Customers feel that the company treats them fairly.</p>\r\n<p>3. <strong>Pride&nbsp;</strong>- Customers feel good about the product or service and also feel that using the product reflects well on them.</p>\r\n<p>4. <strong>Passion&nbsp;</strong>- Now&sbquo; there\'s a word that scares many people! What we are getting at is the strong relationship that exists between a company and a client \'when the latter views the former as irreplaceable.&nbsp;</p>'),(10100,500,'50022chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10101,500,'50028chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10102,500,'50035chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10103,500,'50039chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10104,500,'50041chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10105,500,'50032chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10106,500,'500106chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10107,500,'500100chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10108,500,'50098chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10109,500,'500101chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10110,500,'500102chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10111,500,'500107chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10112,500,'500122chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>\r\n<p>The 1990 Perkins Act defines vocational education as \"organized educational programs offering a sequence of courses which are directly related to the preparation of individuals in paid or unpaid employment in current or emerging occupations requiring other than a baccalaureate or advanced degree.\"</p>'),(10113,484,'484145chart.jpg','<p><strong>The Three Primary Learning Styles&nbsp; &nbsp;&nbsp;</strong></p>\r\n<p>Children develop their preferred learning style as they grow older. As children grow up&sbquo; they develop their own style and preference of learning based on three different primary learning styles. Most people favor one style of learning&sbquo; but can learn to adapt to other styles. However&sbquo; if you notice a student struggling in class&sbquo; it could mean that he is not getting enough stimulation in his preferred style of learning&sbquo; or that he has trouble learning in the way the teacher prefers. Learning to identify your own personal learning style or those of your students will help you make the academic setting more effective and beneficial for everyone involved.</p>\r\n<p><br /><strong>The Three Learning Styles Assessment of Learning Styles</strong></p>\r\n<p><strong>Kinesthetic/Tactile</strong></p>\r\n<p>According to MindWorks Resources&sbquo; 5 percent of adults are primarily kinesthetic (also called tactile) learners&sbquo; even though everyone initially starts out as a kinesthetic learner. Babies and young children learn by touching things and engaging their bodies in activity. Older children and adults who are tactile learners also need to have a hands-on environment and prefer to learn by doing. If a kinesthetic learner gets bored in the classroom or is unable to engage in her preferred learning style&sbquo; she may start fidgeting and find reasons to move around.</p>\r\n<p><br /><strong>Auditory</strong></p>\r\n<p>By adulthood&sbquo; 30 percent of people prefer the auditory learning style. This means they learn by hearing&sbquo; even if they have to learn by listening to themselves talk. They prefer to hear their professors lecture instead of copying notes from a projector or reading textbook material quietly. If an auditory learner has to sit in a quiet learning atmosphere for too long&sbquo; he may begin to talk softly to himself or his neighbor.</p>\r\n<p><br /><strong>Visual</strong></p>\r\n<p>The majority of adults&sbquo; 65 percent according to MindWorks Resources&sbquo; need to observe and watch information in order to digest it properly. Visual learners would rather read information for themselves rather than listen to a lecture or have someone read it to them. They also tend to take detailed&sbquo; organized notes to refer to later. They may even incorporate different colors in their note-taking to help special or difficult information stand out to them. If a visual student sits in a classroom with no visual stimulation&sbquo; his eyes may wander around the room or out a window.</p>\r\n<p><br /><strong>Mixed/Percentages</strong></p>\r\n<p>Most adults will favor one of the three primary learning styles and have a secondary style that also works for them&sbquo; just not as well as their first preference. They may also have an even blend of two different learning types&sbquo; or have an even preference of all three learning styles. This benefits the individuals because it gives them more versatility in their ability to learn from different types of teachers.</p>\r\n<p><em>By Chelsea Baldwin&sbquo; eHow Contributor</em><span style=\"font-size: small;\"><br /></span></p>'),(10114,484,'484143chart.jpg','<p><strong>Personal Orientation</strong></p>\r\n<p>Two people can read the same poem and view it differently&sbquo; it is the same poem&sbquo; we just interpret it differently from others.&nbsp;We tend to view life from different perspectives depending upon how we are designed. This chart identifies how you look at or view things&sbquo; from what perspective.</p>\r\n<p><strong>There are seven domains being evaluated in this chart/report.</strong></p>\r\n<p><strong>Futuristic </strong>&ndash; Goal Oriented Futuristic leaders use their ideas and intellect to develop concrete strategic initiatives. They are hard workers who resonate with others to get things done as they promote a positive outlook for the future. They tend to have faith in what they perceive the future to hold&sbquo; they have the ability to move forward regardless of the lack of data because they can perceive from the world around them that things are moving in a certain direction.&nbsp;</p>\r\n<p><strong>Executive </strong>- Outcome Oriented Outcome oriented leaders are hard working&sbquo; Consistent&sbquo; responsible&sbquo; focused and disciplined leaders. They promote action and achievement on initiatives which they are carefully and strategically focused on to achieve the desired results. They support others in the accomplishment of their goals&sbquo; helping them to achieve the desired outcome. They are devoted to those who they lead&sbquo; they give and expect loyalty.</p>\r\n<p><strong>Methodical </strong>&ndash; Diligence Oriented Diligence oriented leaders are focused analytical leaders who are consistent and disciplined in keeping commitments. They keep the past in mind as they seek to mitigate the risks in initiatives they are responsible for; always seeking to restore what is broken&sbquo; including relationships. They tend to be objective perfectionists who excel in education and the sciences as practitioners and scientists.</p>\r\n<p><strong>Inspirational </strong>- Vision Oriented Inspirational leaders are highly adaptable promoters with great people and communication skills. They keep a positive attitude as they build relationships through their confidence in self and others. They tend to promote themselves as they work to develop others through persuasion&sbquo; inspiring them to see their vision for the future as they work toward the results that fulfill their vision.</p>\r\n<p><strong>Relational </strong>&ndash; People Oriented&nbsp;People oriented leaders grow their circle of influence through their ability to read people and engage them through their consistent caring personalities. They love people and will adapt to win others over to their cause. They are giving leaders with good communication skills who keep the past in mind as they promote their initiatives. They are objective thinkers who care for&sbquo; protect&sbquo; develop and nurture others.</p>\r\n<p><strong>Intellectual </strong>- Philosophically&nbsp;Oriented Thought leadership oriented leaders are visionaries and change agents with the ability to persuade others with what they learn through their objective approach to life. They are analytical by nature and develop deep convictions about what they believe. They are deep thinkers who understand how people and things are connected in life and they focus on the ideas that come out of that understanding to excite them for the future.</p>\r\n<p><strong>Influential </strong>&ndash; Charisma Oriented Charisma oriented leaders have a dramatic approach to life. They love people and have deep convictions about connecting with others through their superior communication skills. They see the potential in others as they resonate with them and seek to win them over through their positive yet persuasive approach to life. They promote themselves and others as they others develop and restore broken relationships.</p>'),(10115,484,'4848chart.jpg','<p><strong>Leaders</strong></p>\r\n<p>Leaders - they are identified by the leadership chart as being vision driven. Responsible for getting the right people in the right place (10% of the people.) They know how to figure out what and why initiatives needs to be done and can articulate it to the troops. Leaders create vision for change; they develop initiatives that bring about change. Doing the right things (30% of the people.)</p>\r\n<p><strong>Managers</strong></p>\r\n<p>Managers - they are identified by the leadership chart as being mission driven (30% of the people.) They can understand why and what needs to be done and can understand how to get it done. Plan change and prepare others for change and measure change. They collaborate with leaders to develop an understanding of why an initiative has to be done. They collaborate on the knowledge required to know how to do the initiative to workers.</p>\r\n<p><strong>Practitioners&sbquo; Technicians and Workers</strong></p>\r\n<p>Practitioners&sbquo; technicians and workers - doing things the right way (60% of the people.) They are identified by the leadership chart as being people driven. Know or can learn how to do what needs to be done. Execute change&sbquo; maintain standards and report execution to standard. Report what they did and how well they did to standard.</p>\r\n<p><strong>Understanding Leaders&sbquo; Managers and Practitioners/Knowledge Workers</strong></p>\r\n<table border=\"1\" cellspacing=\"5\" cellpadding=\"0\" align=\"left\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Life Role Legend</strong></p>\r\n<p><strong>&nbsp;</strong></p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Leaders</strong></p>\r\n<p>Making sure the right things are done</p>\r\n<p>(10% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Managers</strong></p>\r\n<p>Making sure things are done right</p>\r\n<p>(30% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Practitioners</strong></p>\r\n<p>Know how to do things</p>\r\n<p>(60% of the people)</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Who   does it</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Leaders   - They are identified by the leadership chart as being Vision driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Managers   - They are identified by the leadership chart as being Mission driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Workers   - They are identified by the leadership chart as being People or Task &nbsp;   driven</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they know</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   know how to figure out what and why initiatives needs to be done and can   articulate it to the troops</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   can understand why and what needs to be done and can understand how to get it   done</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Know or   can learn how to do what needs to be done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they are commissioned to do</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   develop initiatives that bring about change</p>\r\n<p>Create   Vision for change.</p>\r\n<p>Develop   and Articulate</p>\r\n<p>-Strategic   objective<br /> -Vision<br /> -Mission<br /> -Strategy<br /> -Core Practices</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Plan   Change</p>\r\n<p>Prepare   others for change</p>\r\n<p>Measure   change</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Execute   Change</p>\r\n<p>Maintain   standards</p>\r\n<p>Report   execution to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they communicate</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Why an   Initiative has to be done and wisdom behind doing it</p>\r\n<p>They   collaborate on what has to be done with managers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   collaborate with leaders to develop an understanding of why an initiative has   to be done</p>\r\n<p>They   collaborate on the knowledge required to know how to do the initiative to   workers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they did and how well they did to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   are their tools</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Strategy<br /> -Vision<br /> -Emotion<br /> -Wisdom<br /> -Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Tactics<br /> -Mission<br /> -Logic<br /> -Understanding<br /> -Leadership and<br /> -Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Execution<br /> -Duty<br /> -Skills<br /> -Knowledge<br /> -Production Systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How are   they measured</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Achieving   the strategic objective<br /> -Effectivity<br /> -On how well they plan&sbquo; prepare&sbquo; measure and report.<br /> -Created efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>On how   well they plan&sbquo; prepare&sbquo; measure and report.</p>\r\n<p>Created   efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How   well they execute<br /> Efficiency</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lead   with</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Emotion   that conveys Hope Through Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Reason   that conveys Faith by Merging Leadership and Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Relationships   that convey Charity through action driven production systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Accountability</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Vision. Trusted with why&sbquo; what and how</p>\r\n<p>Accountable   for why&sbquo; what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Mission. Trusted with what</p>\r\n<p>Accountable   for what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Work. Trusted to do the what Accountable for how things are done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Greatest   Obstacles&nbsp;</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Wisdom   of why</p>\r\n<p>Wisdom   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Understanding   of why</p>\r\n<p>Understanding   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Knowledge   of why</p>\r\n<p>Knowledge   of what</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Potential</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Exponential   growth of the organization by leveraging organization Vision&sbquo; Value and Core   Competencies to accomplish the strategic objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Multiplier   of time and material by leveraging resources to accomplish the strategic   objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Adds   leverage by knowing how to accomplish what needs to be done to accomplish the   strategic objective</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Allignment   responsibilities</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to motivating passion. Tendency to migrate toward   reactionary activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to Mission. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Mission   and strategic objective to Activity. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Growth</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   grow in wisdom understanding and knowledge to raise leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more wisdom understanding and knowledge to lead</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more knowledge and understanding to manage</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Gravity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   wisdom migrates leaders toward management and set low leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   understanding creates micro management</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   knowledge creates poor results</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>'),(10116,484,'48450chart.jpg','<p>In the book &ldquo;Primal Leadership&sbquo;&rdquo; Daniel Goleman&sbquo; who popularized the notion of &ldquo;Emotional Intelligence&sbquo;&rdquo; describes six different styles of leadership.&nbsp;Based in part on research data from 3&sbquo;871 executives&sbquo; the authors distill all leadership roles into six distinct styles--which effective leaders switch between depending upon circumstances--then explains the role of each style.</p>\r\n<p>The most effective leaders can move among these styles&sbquo; adopting the one that meets the needs of the moment. They can all become part of the leader&rsquo;s repertoire.</p>\r\n<p><strong>Visionary</strong><br />A visionary leader articulates a shared vision and gives clear direction and really helps people move toward a shared hope or dream. This is the classic model of leadership. It creates an immensely positive impact on the team\'s emotional climate. For example&sbquo; a visionary leader clarifies where the team is going but not how it will get there. This sets people free to innovate&sbquo; experiment&sbquo; and take calculated risks.&nbsp;<br /><br /><strong>Coaching</strong><br />The coaching style involves talking to someone off line&sbquo; outside the team setting. You have a one-on-one conversation&sbquo; not about your shared task&sbquo; not about the job&sbquo; but about the person. Who are you? I\'d like to get to know you; I\'d like to understand you. What do you want in your life? What\'s your life like? What do you want for your career? What do you want from your job? How can I help you get what you want&sbquo; go where you want to go?<br />This conversation opens up an ongoing dialogue letting the leader &lsquo;feedback&rsquo; the task in ways that make sense to that person&sbquo; in terms of where they want to go&sbquo; or to find a stretch task for that person&sbquo; to give them a challenge leading them in the direction they want to be moving anyway.&nbsp;<br /><br /><strong>Affiliating</strong><br />The affiliating style creates harmony in the group by getting people to connect with each other. Affiliating leaders create settings in which people can spend time together&sbquo; get to know each other&sbquo; and then bond together. They focus on people&rsquo;s feelings more than on tasks and goals and use praise lavishly.&nbsp;<br /><br /><strong>Democratic</strong><br />The democratic leader is a consensus builder&sbquo; the person who really listens to other people&sbquo; who takes their opinions into account in making a decision. In situations where the path ahead is unclear&sbquo; a Democratic leader can say in all honesty&sbquo; \"You know&sbquo; you folks know more about this than I do. What do you think I should do?\" The ability to listen gets people on board and makes each person feel they matter.&nbsp;<br /><br /><strong>Pacesetting</strong><br />The pacesetter leads by example and becomes very impatient when people can\'t meet that standard&sbquo; which is very high because pacesetters are very good. They don\'t give positive feedback&sbquo; only negative feedback. &nbsp;They make people feel guilty&sbquo; and that\'s why it lowers the emotional climate instead of raising it.&nbsp;<br /><br /><strong>Commanding</strong><br />The commanding style takes its name from the old command-and-control model&sbquo; the military model. &ldquo;Do it because I say so&sbquo; I\'m the boss.&rdquo;</p>\r\n<p><em>Purchase Primal Leadership by Daniel Goleman for more information on how understanding your leadership style can help you become a more effective leader.</em></p>'),(10117,484,'484142chart.jpg','<p>This chart identifies the potential an individual has in each of six important areas of leadership on a team. It does not identify the knowledge or skills required to master each category&sbquo; just the potential to be naturally good at it.</p>\r\n<p><strong>Developing Others</strong></p>\r\n<p>People high in this category are able to develop others&sbquo; to help them move from one level of performance&sbquo; knowledge or skill to another. They act as mentors to other team members in their areas of expertise.</p>\r\n<p><strong>Team Building</strong></p>\r\n<p>Team builders can help influence others to engage in the efforts of the team. They are also naturally proficient in assembling members into a team.</p>\r\n<p><strong>Helping Others Succeed</strong></p>\r\n<p>People high in this category come along side others and help them to achieve their objective&sbquo; they are selfless team members with the desire to see others accomplish their goals and succeed at whatever they do.</p>\r\n<p><strong>Encouraging Others to Succeed</strong></p>\r\n<p>People high in this category are natural encouragers; they act as cheer leaders&sbquo; encouraging others to succeed.</p>\r\n<p><strong>Likes Working With Talented People</strong></p>\r\n<p>People in this category seek out talented members of the team and attempt to work together with them to achieve common goals.</p>\r\n<p><strong>Builds Whats Best for Others</strong></p>\r\n<p>This category of team member seeks to understand the needs of other members of the team and attempts to build upon their goals.</p>'),(10118,484,'48445chart.jpg','<p>Gallup Consulting has found that l<a></a>eaders operate most effectively when they focus on their primary area of leadership strength within the leadership team. The four areas are Executing&sbquo; Influencing&sbquo; Relationship Building and Strategic Thinking. This report/chart identifies your primary areas of leadership strength.</p>\r\n<p>Effective leaders surround themselves with the right people and build on each person\'s strengths. Yet in most cases&sbquo; leadership teams are a product of circumstance more than design.</p>\r\n<p>The vast majority of the time&sbquo; we recruit by job function - and all but ignore individuals\' strengths. . As we worked with these leadership teams&sbquo; we began to see that while each member had his or her own unique strengths&sbquo; the most cohesive and successful teams possessed broader groupings of strengths. So we went back and initiated our most thorough review of this research to date. From this dataset&sbquo; four distinct domains of leadership strength emerged: Executing&sbquo; Influencing&sbquo; Relationship Building&sbquo; and Strategic Thinking. &nbsp;&nbsp;&nbsp;&nbsp;</p>\r\n<p><strong>The Four Domains of Leadership Strength</strong></p>\r\n<p>Instead of one dominant leader who tries to do everything or individuals who all have similar strengths&sbquo; contributions from all four domains lead to a strong and cohesive team. Although individual&rsquo;s need not be well-rounded&sbquo; teams should be.</p>\r\n<p><strong>EXECUTING</strong></p>\r\n<p>Leaders with dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution&sbquo; these are the people who will work tirelessly to get it done. Leaders with strength to execute have the ability to \"catch\" an idea and make it a reality.</p>\r\n<p><strong>INFLUENCING</strong></p>\r\n<p>Those who lead by Influencing help their team reach a much broader audience. People with strength in this domain are always selling the team\'s ideas inside and outside the organization. When you need someone to take charge&sbquo; speakup&sbquo; and make sure your group is heard&sbquo; look to someone with the strength to influence.</p>\r\n<p><strong>RELATIONSHIP BUILDING</strong></p>\r\n<p>Those who lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team&sbquo; in many cases&sbquo; the group is simply a composite of individuals. In contrast&sbquo; leaders with exceptional &nbsp;Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum .</p>\r\n<p><strong>STRATEGIC THINKING</strong></p>\r\n<p>Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People with strength in this domain continually stretch our thinking for the future.</p>\r\n<p><em>Copyright &copy; 2008 Gallup&sbquo; Inc.</em></p>'),(10119,484,'484140chart.jpg','<p><strong>From the book Discover Your Sales Strengths</strong></p>\r\n<p>We know from research that sales success stems from patterns of thought&sbquo; feeling&sbquo; and behavior that explain&sbquo;</p>\r\n<p>Our motivation&sbquo;</p>\r\n<p>The way we build relationships&sbquo;</p>\r\n<p>The way we gain commitments&sbquo;</p>\r\n<p>The structure we need to get our work done&sbquo; and</p>\r\n<p>Our ability to understand and solve customers&rsquo; needs.</p>\r\n<p>These are the five critical dimensions of fit for a sales role. In selection we don\'t use themes; rather&sbquo; we look at very discrete role-specific behaviors that can be narrowly defined and that are very specific to a particular sales role. StrengthsFinder themes are much broader than these role-specific behaviors&sbquo; however&sbquo; and cannot always be easily categorized.</p>\r\n<p><strong>Motivation</strong></p>\r\n<p>We are going to look first at motivation because it is the most Important dimension. The best salespeople we have studied are simply much more motivated than most of the population. And while simply being highly motivated isn\'t enough to be a good salesperson&sbquo; it is absolutely important to have enough motivation. Even before you read this book or took your StrengthsFinder interview&sbquo; you probably had a good idea of how strongly motivated you are. But your StrengthsFinder results can help you understand your particular motivation and how it applies to fit. Our studies suggest that 40 percent at salespeople&rsquo;s success stems directly from being in a situation in which their motivational needs are a good match. That\'s roughly twice as important as any of the other dimensions of fit.</p>\r\n<p><strong>Building Relationships</strong></p>\r\n<p>Although skills and knowledge are crucial to strengths building&sbquo; you must first possess the natural talent for the ability. Smiling&sbquo; or asking probing questions to override your inherent patterns when it comes to reacting to human beings. Since a good part of your success in sales rests on the productive relationships you can create&sbquo; understanding your talents in this area is critical.</p>\r\n<p>If you naturally develop deep relationships with customers for only fifteen minutes and then never see them again&sbquo; you t are squandering a valuable talent.</p>\r\n<p><strong>Gaining Commitments</strong></p>\r\n<p>Customer Commitment = (Content + Relationship) x Asking</p>\r\n<p>In order to gain customer commitment&sbquo; we have to provide some information that is relevant to the customer\'s needs. This is the content part of the equation. A customer\'s willingness to accept information is heavily influenced by her relationship with a salesperson. In essence we tend to accept Information more readily from someone if we have a positive relationship with. This combination of information and relationship is what primes the pump for a customer purchase. But in most cases&sbquo; more is required in order to turn that agreement into a purchase. That \"more\" takes the form of asking. Some sales books like to use the expression \"closing.\"</p>\r\n<p><strong>Structure</strong></p>\r\n<p>We all don\'t work equally well in the same structure. Some people can work at home&sbquo; and some people need the surroundings of an office to be productive. When we look at sales jobs&sbquo; we find many different structural components. Some sales representatives are required to check in to an office every day and to check back in at the end of the day. Others may work primarily from an office and visit customers only when specific appointments are set.</p>\r\n<p><strong>Solving Customer Problems</strong></p>\r\n<p>The last dimension of fit involves recognizing and solving customer problems. These talents can be enor mously helpful when customers have complicated problems that need to be addressed. Most sales roles do not have these requirements to a great degree.</p>\r\n<p>Lately it has become fashionable for many companies to refer to their salespeople as advisers&sbquo; consultants&sbquo; or business specialists as a way to elevate their stature in the eyes of their customers. Since customers all want to deal with vice presidents&sbquo; we will just call all of our sales reps vice presidents&sbquo; or so the thinking goes.</p>\r\n<p>However&sbquo; when we look at the day-to-day activities &middot; of many of these jobs&sbquo; they are more involved in selling routine solutions for routine problems. There is nothing wrong with that. Most large businesses have become large because they have figured out a common solution that will help a majority of customers. Most of these products still need to be sold&sbquo; but often do not require considerable problem solving. So&sbquo; if you&rsquo;re looking to improve your fit in a way that uses thinking themes&sbquo; be careful of taking a job just because of a title. Financial advisers&sbquo; for example&sbquo; can find themselves spending a lot more time on cold calls than on giving financial aid.</p>\r\n<p><em>Copyright &copy; 2003 by the Gallup Organization</em></p>'),(10120,484,'484141chart.jpg','<p><strong>From the book Discover Your Sales Strengths.</strong></p>\r\n<p><br /> Gallup\'s researchers have identified four emotional dimensions that comprise customer engagement. These dimensions begin with confidence and move on in order to Integrity&sbquo; pride&sbquo; and passion. Together&sbquo; these are the building blocks of customer engagement. Without question&sbquo; high levels of customer engagement represent &nbsp;a tough benchmark to meet. In the various industries we studied&sbquo; the number of \"fully engaged\" customers has ranged from the single digits (around 6 to 8 percent) to as high as 35 to 40 percent. Contrast that with the 80 percent of customers reportedly \"satisfied\" in these same industries.&nbsp;</p>\r\n<p><br /> 1. <strong>Confidence&nbsp;</strong>- Customers feel that the brand or com&bull; pany is trustworthy and that it keeps its promises.</p>\r\n<p>2. <strong>Integrity&nbsp;</strong>- Customers feel that the company treats them fairly.</p>\r\n<p>3. <strong>Pride&nbsp;</strong>- Customers feel good about the product or service and also feel that using the product reflects well on them.</p>\r\n<p>4. <strong>Passion&nbsp;</strong>- Now&sbquo; there\'s a word that scares many people! What we are getting at is the strong relationship that exists between a company and a client \'when the latter views the former as irreplaceable.&nbsp;</p>'),(10121,484,'48412chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10122,484,'48413chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10123,484,'4841chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>\r\n<p>1 -2 Not a fit</p>\r\n<p>3-4 Poor Fit</p>\r\n<p>5 -&nbsp;6 = Avg Potential</p>\r\n<p>7-8 Above Average Potential and Drive</p>\r\n<p>9-10 High Level of&nbsp;Potential and Very good fit</p>\r\n<p>11-12 As good as it gets</p>'),(10124,484,'48448chart.jpg',''),(10125,484,'48424chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10126,484,'48428chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10127,484,'48431chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10128,484,'48435chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10129,484,'48437chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10130,484,'48438chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10131,484,'48439chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10132,484,'48440chart.jpg','<p><span style=\"font-size: small;\">Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</span></p>\r\n<p><span style=\"font-size: small;\">This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</span></p>\r\n<p><span style=\"font-size: small;\">Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</span></p>\r\n<p><span style=\"font-size: small;\">Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</span></p>\r\n<p><span style=\"font-size: small;\">For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</span></p>\r\n<p><span style=\"font-size: small;\">Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</span></p>'),(10133,484,'484106chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10134,484,'484100chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10135,484,'48498chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10136,484,'484101chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10137,484,'484102chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10138,484,'484107chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10139,484,'484122chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>\r\n<p>The 1990 Perkins Act defines vocational education as \"organized educational programs offering a sequence of courses which are directly related to the preparation of individuals in paid or unpaid employment in current or emerging occupations requiring other than a baccalaureate or advanced degree.\"</p>'),(10140,484,'484145chart.jpg','<p><strong>The Three Primary Learning Styles&nbsp; &nbsp;&nbsp;</strong></p>\r\n<p>Children develop their preferred learning style as they grow older. As children grow up&sbquo; they develop their own style and preference of learning based on three different primary learning styles. Most people favor one style of learning&sbquo; but can learn to adapt to other styles. However&sbquo; if you notice a student struggling in class&sbquo; it could mean that he is not getting enough stimulation in his preferred style of learning&sbquo; or that he has trouble learning in the way the teacher prefers. Learning to identify your own personal learning style or those of your students will help you make the academic setting more effective and beneficial for everyone involved.</p>\r\n<p><br /><strong>The Three Learning Styles Assessment of Learning Styles</strong></p>\r\n<p><strong>Kinesthetic/Tactile</strong></p>\r\n<p>According to MindWorks Resources&sbquo; 5 percent of adults are primarily kinesthetic (also called tactile) learners&sbquo; even though everyone initially starts out as a kinesthetic learner. Babies and young children learn by touching things and engaging their bodies in activity. Older children and adults who are tactile learners also need to have a hands-on environment and prefer to learn by doing. If a kinesthetic learner gets bored in the classroom or is unable to engage in her preferred learning style&sbquo; she may start fidgeting and find reasons to move around.</p>\r\n<p><br /><strong>Auditory</strong></p>\r\n<p>By adulthood&sbquo; 30 percent of people prefer the auditory learning style. This means they learn by hearing&sbquo; even if they have to learn by listening to themselves talk. They prefer to hear their professors lecture instead of copying notes from a projector or reading textbook material quietly. If an auditory learner has to sit in a quiet learning atmosphere for too long&sbquo; he may begin to talk softly to himself or his neighbor.</p>\r\n<p><br /><strong>Visual</strong></p>\r\n<p>The majority of adults&sbquo; 65 percent according to MindWorks Resources&sbquo; need to observe and watch information in order to digest it properly. Visual learners would rather read information for themselves rather than listen to a lecture or have someone read it to them. They also tend to take detailed&sbquo; organized notes to refer to later. They may even incorporate different colors in their note-taking to help special or difficult information stand out to them. If a visual student sits in a classroom with no visual stimulation&sbquo; his eyes may wander around the room or out a window.</p>\r\n<p><br /><strong>Mixed/Percentages</strong></p>\r\n<p>Most adults will favor one of the three primary learning styles and have a secondary style that also works for them&sbquo; just not as well as their first preference. They may also have an even blend of two different learning types&sbquo; or have an even preference of all three learning styles. This benefits the individuals because it gives them more versatility in their ability to learn from different types of teachers.</p>\r\n<p><em>By Chelsea Baldwin&sbquo; eHow Contributor</em><span style=\"font-size: small;\"><br /></span></p>'),(10141,484,'484143chart.jpg','<p><strong>Personal Orientation</strong></p>\r\n<p>Two people can read the same poem and view it differently&sbquo; it is the same poem&sbquo; we just interpret it differently from others.&nbsp;We tend to view life from different perspectives depending upon how we are designed. This chart identifies how you look at or view things&sbquo; from what perspective.</p>\r\n<p><strong>There are seven domains being evaluated in this chart/report.</strong></p>\r\n<p><strong>Futuristic </strong>&ndash; Goal Oriented Futuristic leaders use their ideas and intellect to develop concrete strategic initiatives. They are hard workers who resonate with others to get things done as they promote a positive outlook for the future. They tend to have faith in what they perceive the future to hold&sbquo; they have the ability to move forward regardless of the lack of data because they can perceive from the world around them that things are moving in a certain direction.&nbsp;</p>\r\n<p><strong>Executive </strong>- Outcome Oriented Outcome oriented leaders are hard working&sbquo; Consistent&sbquo; responsible&sbquo; focused and disciplined leaders. They promote action and achievement on initiatives which they are carefully and strategically focused on to achieve the desired results. They support others in the accomplishment of their goals&sbquo; helping them to achieve the desired outcome. They are devoted to those who they lead&sbquo; they give and expect loyalty.</p>\r\n<p><strong>Methodical </strong>&ndash; Diligence Oriented Diligence oriented leaders are focused analytical leaders who are consistent and disciplined in keeping commitments. They keep the past in mind as they seek to mitigate the risks in initiatives they are responsible for; always seeking to restore what is broken&sbquo; including relationships. They tend to be objective perfectionists who excel in education and the sciences as practitioners and scientists.</p>\r\n<p><strong>Inspirational </strong>- Vision Oriented Inspirational leaders are highly adaptable promoters with great people and communication skills. They keep a positive attitude as they build relationships through their confidence in self and others. They tend to promote themselves as they work to develop others through persuasion&sbquo; inspiring them to see their vision for the future as they work toward the results that fulfill their vision.</p>\r\n<p><strong>Relational </strong>&ndash; People Oriented&nbsp;People oriented leaders grow their circle of influence through their ability to read people and engage them through their consistent caring personalities. They love people and will adapt to win others over to their cause. They are giving leaders with good communication skills who keep the past in mind as they promote their initiatives. They are objective thinkers who care for&sbquo; protect&sbquo; develop and nurture others.</p>\r\n<p><strong>Intellectual </strong>- Philosophically&nbsp;Oriented Thought leadership oriented leaders are visionaries and change agents with the ability to persuade others with what they learn through their objective approach to life. They are analytical by nature and develop deep convictions about what they believe. They are deep thinkers who understand how people and things are connected in life and they focus on the ideas that come out of that understanding to excite them for the future.</p>\r\n<p><strong>Influential </strong>&ndash; Charisma Oriented Charisma oriented leaders have a dramatic approach to life. They love people and have deep convictions about connecting with others through their superior communication skills. They see the potential in others as they resonate with them and seek to win them over through their positive yet persuasive approach to life. They promote themselves and others as they others develop and restore broken relationships.</p>'),(10142,484,'4848chart.jpg','<p><strong>Leaders</strong></p>\r\n<p>Leaders - they are identified by the leadership chart as being vision driven. Responsible for getting the right people in the right place (10% of the people.) They know how to figure out what and why initiatives needs to be done and can articulate it to the troops. Leaders create vision for change; they develop initiatives that bring about change. Doing the right things (30% of the people.)</p>\r\n<p><strong>Managers</strong></p>\r\n<p>Managers - they are identified by the leadership chart as being mission driven (30% of the people.) They can understand why and what needs to be done and can understand how to get it done. Plan change and prepare others for change and measure change. They collaborate with leaders to develop an understanding of why an initiative has to be done. They collaborate on the knowledge required to know how to do the initiative to workers.</p>\r\n<p><strong>Practitioners&sbquo; Technicians and Workers</strong></p>\r\n<p>Practitioners&sbquo; technicians and workers - doing things the right way (60% of the people.) They are identified by the leadership chart as being people driven. Know or can learn how to do what needs to be done. Execute change&sbquo; maintain standards and report execution to standard. Report what they did and how well they did to standard.</p>\r\n<p><strong>Understanding Leaders&sbquo; Managers and Practitioners/Knowledge Workers</strong></p>\r\n<table border=\"1\" cellspacing=\"5\" cellpadding=\"0\" align=\"left\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Life Role Legend</strong></p>\r\n<p><strong>&nbsp;</strong></p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Leaders</strong></p>\r\n<p>Making sure the right things are done</p>\r\n<p>(10% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Managers</strong></p>\r\n<p>Making sure things are done right</p>\r\n<p>(30% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Practitioners</strong></p>\r\n<p>Know how to do things</p>\r\n<p>(60% of the people)</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Who   does it</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Leaders   - They are identified by the leadership chart as being Vision driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Managers   - They are identified by the leadership chart as being Mission driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Workers   - They are identified by the leadership chart as being People or Task &nbsp;   driven</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they know</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   know how to figure out what and why initiatives needs to be done and can   articulate it to the troops</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   can understand why and what needs to be done and can understand how to get it   done</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Know or   can learn how to do what needs to be done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they are commissioned to do</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   develop initiatives that bring about change</p>\r\n<p>Create   Vision for change.</p>\r\n<p>Develop   and Articulate</p>\r\n<p>-Strategic   objective<br /> -Vision<br /> -Mission<br /> -Strategy<br /> -Core Practices</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Plan   Change</p>\r\n<p>Prepare   others for change</p>\r\n<p>Measure   change</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Execute   Change</p>\r\n<p>Maintain   standards</p>\r\n<p>Report   execution to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they communicate</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Why an   Initiative has to be done and wisdom behind doing it</p>\r\n<p>They   collaborate on what has to be done with managers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   collaborate with leaders to develop an understanding of why an initiative has   to be done</p>\r\n<p>They   collaborate on the knowledge required to know how to do the initiative to   workers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they did and how well they did to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   are their tools</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Strategy<br /> -Vision<br /> -Emotion<br /> -Wisdom<br /> -Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Tactics<br /> -Mission<br /> -Logic<br /> -Understanding<br /> -Leadership and<br /> -Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Execution<br /> -Duty<br /> -Skills<br /> -Knowledge<br /> -Production Systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How are   they measured</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Achieving   the strategic objective<br /> -Effectivity<br /> -On how well they plan&sbquo; prepare&sbquo; measure and report.<br /> -Created efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>On how   well they plan&sbquo; prepare&sbquo; measure and report.</p>\r\n<p>Created   efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How   well they execute<br /> Efficiency</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lead   with</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Emotion   that conveys Hope Through Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Reason   that conveys Faith by Merging Leadership and Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Relationships   that convey Charity through action driven production systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Accountability</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Vision. Trusted with why&sbquo; what and how</p>\r\n<p>Accountable   for why&sbquo; what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Mission. Trusted with what</p>\r\n<p>Accountable   for what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Work. Trusted to do the what Accountable for how things are done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Greatest   Obstacles&nbsp;</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Wisdom   of why</p>\r\n<p>Wisdom   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Understanding   of why</p>\r\n<p>Understanding   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Knowledge   of why</p>\r\n<p>Knowledge   of what</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Potential</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Exponential   growth of the organization by leveraging organization Vision&sbquo; Value and Core   Competencies to accomplish the strategic objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Multiplier   of time and material by leveraging resources to accomplish the strategic   objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Adds   leverage by knowing how to accomplish what needs to be done to accomplish the   strategic objective</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Allignment   responsibilities</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to motivating passion. Tendency to migrate toward   reactionary activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to Mission. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Mission   and strategic objective to Activity. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Growth</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   grow in wisdom understanding and knowledge to raise leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more wisdom understanding and knowledge to lead</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more knowledge and understanding to manage</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Gravity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   wisdom migrates leaders toward management and set low leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   understanding creates micro management</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   knowledge creates poor results</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>'),(10143,484,'48450chart.jpg','<p>In the book &ldquo;Primal Leadership&sbquo;&rdquo; Daniel Goleman&sbquo; who popularized the notion of &ldquo;Emotional Intelligence&sbquo;&rdquo; describes six different styles of leadership.&nbsp;Based in part on research data from 3&sbquo;871 executives&sbquo; the authors distill all leadership roles into six distinct styles--which effective leaders switch between depending upon circumstances--then explains the role of each style.</p>\r\n<p>The most effective leaders can move among these styles&sbquo; adopting the one that meets the needs of the moment. They can all become part of the leader&rsquo;s repertoire.</p>\r\n<p><strong>Visionary</strong><br />A visionary leader articulates a shared vision and gives clear direction and really helps people move toward a shared hope or dream. This is the classic model of leadership. It creates an immensely positive impact on the team\'s emotional climate. For example&sbquo; a visionary leader clarifies where the team is going but not how it will get there. This sets people free to innovate&sbquo; experiment&sbquo; and take calculated risks.&nbsp;<br /><br /><strong>Coaching</strong><br />The coaching style involves talking to someone off line&sbquo; outside the team setting. You have a one-on-one conversation&sbquo; not about your shared task&sbquo; not about the job&sbquo; but about the person. Who are you? I\'d like to get to know you; I\'d like to understand you. What do you want in your life? What\'s your life like? What do you want for your career? What do you want from your job? How can I help you get what you want&sbquo; go where you want to go?<br />This conversation opens up an ongoing dialogue letting the leader &lsquo;feedback&rsquo; the task in ways that make sense to that person&sbquo; in terms of where they want to go&sbquo; or to find a stretch task for that person&sbquo; to give them a challenge leading them in the direction they want to be moving anyway.&nbsp;<br /><br /><strong>Affiliating</strong><br />The affiliating style creates harmony in the group by getting people to connect with each other. Affiliating leaders create settings in which people can spend time together&sbquo; get to know each other&sbquo; and then bond together. They focus on people&rsquo;s feelings more than on tasks and goals and use praise lavishly.&nbsp;<br /><br /><strong>Democratic</strong><br />The democratic leader is a consensus builder&sbquo; the person who really listens to other people&sbquo; who takes their opinions into account in making a decision. In situations where the path ahead is unclear&sbquo; a Democratic leader can say in all honesty&sbquo; \"You know&sbquo; you folks know more about this than I do. What do you think I should do?\" The ability to listen gets people on board and makes each person feel they matter.&nbsp;<br /><br /><strong>Pacesetting</strong><br />The pacesetter leads by example and becomes very impatient when people can\'t meet that standard&sbquo; which is very high because pacesetters are very good. They don\'t give positive feedback&sbquo; only negative feedback. &nbsp;They make people feel guilty&sbquo; and that\'s why it lowers the emotional climate instead of raising it.&nbsp;<br /><br /><strong>Commanding</strong><br />The commanding style takes its name from the old command-and-control model&sbquo; the military model. &ldquo;Do it because I say so&sbquo; I\'m the boss.&rdquo;</p>\r\n<p><em>Purchase Primal Leadership by Daniel Goleman for more information on how understanding your leadership style can help you become a more effective leader.</em></p>'),(10144,484,'484142chart.jpg','<p>This chart identifies the potential an individual has in each of six important areas of leadership on a team. It does not identify the knowledge or skills required to master each category&sbquo; just the potential to be naturally good at it.</p>\r\n<p><strong>Developing Others</strong></p>\r\n<p>People high in this category are able to develop others&sbquo; to help them move from one level of performance&sbquo; knowledge or skill to another. They act as mentors to other team members in their areas of expertise.</p>\r\n<p><strong>Team Building</strong></p>\r\n<p>Team builders can help influence others to engage in the efforts of the team. They are also naturally proficient in assembling members into a team.</p>\r\n<p><strong>Helping Others Succeed</strong></p>\r\n<p>People high in this category come along side others and help them to achieve their objective&sbquo; they are selfless team members with the desire to see others accomplish their goals and succeed at whatever they do.</p>\r\n<p><strong>Encouraging Others to Succeed</strong></p>\r\n<p>People high in this category are natural encouragers; they act as cheer leaders&sbquo; encouraging others to succeed.</p>\r\n<p><strong>Likes Working With Talented People</strong></p>\r\n<p>People in this category seek out talented members of the team and attempt to work together with them to achieve common goals.</p>\r\n<p><strong>Builds Whats Best for Others</strong></p>\r\n<p>This category of team member seeks to understand the needs of other members of the team and attempts to build upon their goals.</p>'),(10145,484,'48445chart.jpg','<p>Gallup Consulting has found that l<a></a>eaders operate most effectively when they focus on their primary area of leadership strength within the leadership team. The four areas are Executing&sbquo; Influencing&sbquo; Relationship Building and Strategic Thinking. This report/chart identifies your primary areas of leadership strength.</p>\r\n<p>Effective leaders surround themselves with the right people and build on each person\'s strengths. Yet in most cases&sbquo; leadership teams are a product of circumstance more than design.</p>\r\n<p>The vast majority of the time&sbquo; we recruit by job function - and all but ignore individuals\' strengths. . As we worked with these leadership teams&sbquo; we began to see that while each member had his or her own unique strengths&sbquo; the most cohesive and successful teams possessed broader groupings of strengths. So we went back and initiated our most thorough review of this research to date. From this dataset&sbquo; four distinct domains of leadership strength emerged: Executing&sbquo; Influencing&sbquo; Relationship Building&sbquo; and Strategic Thinking. &nbsp;&nbsp;&nbsp;&nbsp;</p>\r\n<p><strong>The Four Domains of Leadership Strength</strong></p>\r\n<p>Instead of one dominant leader who tries to do everything or individuals who all have similar strengths&sbquo; contributions from all four domains lead to a strong and cohesive team. Although individual&rsquo;s need not be well-rounded&sbquo; teams should be.</p>\r\n<p><strong>EXECUTING</strong></p>\r\n<p>Leaders with dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution&sbquo; these are the people who will work tirelessly to get it done. Leaders with strength to execute have the ability to \"catch\" an idea and make it a reality.</p>\r\n<p><strong>INFLUENCING</strong></p>\r\n<p>Those who lead by Influencing help their team reach a much broader audience. People with strength in this domain are always selling the team\'s ideas inside and outside the organization. When you need someone to take charge&sbquo; speakup&sbquo; and make sure your group is heard&sbquo; look to someone with the strength to influence.</p>\r\n<p><strong>RELATIONSHIP BUILDING</strong></p>\r\n<p>Those who lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team&sbquo; in many cases&sbquo; the group is simply a composite of individuals. In contrast&sbquo; leaders with exceptional &nbsp;Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum .</p>\r\n<p><strong>STRATEGIC THINKING</strong></p>\r\n<p>Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People with strength in this domain continually stretch our thinking for the future.</p>\r\n<p><em>Copyright &copy; 2008 Gallup&sbquo; Inc.</em></p>'),(10146,484,'484140chart.jpg','<p><strong>From the book Discover Your Sales Strengths</strong></p>\r\n<p>We know from research that sales success stems from patterns of thought&sbquo; feeling&sbquo; and behavior that explain&sbquo;</p>\r\n<p>Our motivation&sbquo;</p>\r\n<p>The way we build relationships&sbquo;</p>\r\n<p>The way we gain commitments&sbquo;</p>\r\n<p>The structure we need to get our work done&sbquo; and</p>\r\n<p>Our ability to understand and solve customers&rsquo; needs.</p>\r\n<p>These are the five critical dimensions of fit for a sales role. In selection we don\'t use themes; rather&sbquo; we look at very discrete role-specific behaviors that can be narrowly defined and that are very specific to a particular sales role. StrengthsFinder themes are much broader than these role-specific behaviors&sbquo; however&sbquo; and cannot always be easily categorized.</p>\r\n<p><strong>Motivation</strong></p>\r\n<p>We are going to look first at motivation because it is the most Important dimension. The best salespeople we have studied are simply much more motivated than most of the population. And while simply being highly motivated isn\'t enough to be a good salesperson&sbquo; it is absolutely important to have enough motivation. Even before you read this book or took your StrengthsFinder interview&sbquo; you probably had a good idea of how strongly motivated you are. But your StrengthsFinder results can help you understand your particular motivation and how it applies to fit. Our studies suggest that 40 percent at salespeople&rsquo;s success stems directly from being in a situation in which their motivational needs are a good match. That\'s roughly twice as important as any of the other dimensions of fit.</p>\r\n<p><strong>Building Relationships</strong></p>\r\n<p>Although skills and knowledge are crucial to strengths building&sbquo; you must first possess the natural talent for the ability. Smiling&sbquo; or asking probing questions to override your inherent patterns when it comes to reacting to human beings. Since a good part of your success in sales rests on the productive relationships you can create&sbquo; understanding your talents in this area is critical.</p>\r\n<p>If you naturally develop deep relationships with customers for only fifteen minutes and then never see them again&sbquo; you t are squandering a valuable talent.</p>\r\n<p><strong>Gaining Commitments</strong></p>\r\n<p>Customer Commitment = (Content + Relationship) x Asking</p>\r\n<p>In order to gain customer commitment&sbquo; we have to provide some information that is relevant to the customer\'s needs. This is the content part of the equation. A customer\'s willingness to accept information is heavily influenced by her relationship with a salesperson. In essence we tend to accept Information more readily from someone if we have a positive relationship with. This combination of information and relationship is what primes the pump for a customer purchase. But in most cases&sbquo; more is required in order to turn that agreement into a purchase. That \"more\" takes the form of asking. Some sales books like to use the expression \"closing.\"</p>\r\n<p><strong>Structure</strong></p>\r\n<p>We all don\'t work equally well in the same structure. Some people can work at home&sbquo; and some people need the surroundings of an office to be productive. When we look at sales jobs&sbquo; we find many different structural components. Some sales representatives are required to check in to an office every day and to check back in at the end of the day. Others may work primarily from an office and visit customers only when specific appointments are set.</p>\r\n<p><strong>Solving Customer Problems</strong></p>\r\n<p>The last dimension of fit involves recognizing and solving customer problems. These talents can be enor mously helpful when customers have complicated problems that need to be addressed. Most sales roles do not have these requirements to a great degree.</p>\r\n<p>Lately it has become fashionable for many companies to refer to their salespeople as advisers&sbquo; consultants&sbquo; or business specialists as a way to elevate their stature in the eyes of their customers. Since customers all want to deal with vice presidents&sbquo; we will just call all of our sales reps vice presidents&sbquo; or so the thinking goes.</p>\r\n<p>However&sbquo; when we look at the day-to-day activities &middot; of many of these jobs&sbquo; they are more involved in selling routine solutions for routine problems. There is nothing wrong with that. Most large businesses have become large because they have figured out a common solution that will help a majority of customers. Most of these products still need to be sold&sbquo; but often do not require considerable problem solving. So&sbquo; if you&rsquo;re looking to improve your fit in a way that uses thinking themes&sbquo; be careful of taking a job just because of a title. Financial advisers&sbquo; for example&sbquo; can find themselves spending a lot more time on cold calls than on giving financial aid.</p>\r\n<p><em>Copyright &copy; 2003 by the Gallup Organization</em></p>'),(10147,484,'484141chart.jpg','<p><strong>From the book Discover Your Sales Strengths.</strong></p>\r\n<p><br /> Gallup\'s researchers have identified four emotional dimensions that comprise customer engagement. These dimensions begin with confidence and move on in order to Integrity&sbquo; pride&sbquo; and passion. Together&sbquo; these are the building blocks of customer engagement. Without question&sbquo; high levels of customer engagement represent &nbsp;a tough benchmark to meet. In the various industries we studied&sbquo; the number of \"fully engaged\" customers has ranged from the single digits (around 6 to 8 percent) to as high as 35 to 40 percent. Contrast that with the 80 percent of customers reportedly \"satisfied\" in these same industries.&nbsp;</p>\r\n<p><br /> 1. <strong>Confidence&nbsp;</strong>- Customers feel that the brand or com&bull; pany is trustworthy and that it keeps its promises.</p>\r\n<p>2. <strong>Integrity&nbsp;</strong>- Customers feel that the company treats them fairly.</p>\r\n<p>3. <strong>Pride&nbsp;</strong>- Customers feel good about the product or service and also feel that using the product reflects well on them.</p>\r\n<p>4. <strong>Passion&nbsp;</strong>- Now&sbquo; there\'s a word that scares many people! What we are getting at is the strong relationship that exists between a company and a client \'when the latter views the former as irreplaceable.&nbsp;</p>'),(10148,484,'48412chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10149,484,'48413chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10150,484,'4841chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>\r\n<p>1 -2 Not a fit</p>\r\n<p>3-4 Poor Fit</p>\r\n<p>5 -&nbsp;6 = Avg Potential</p>\r\n<p>7-8 Above Average Potential and Drive</p>\r\n<p>9-10 High Level of&nbsp;Potential and Very good fit</p>\r\n<p>11-12 As good as it gets</p>'),(10151,484,'48448chart.jpg',''),(10152,484,'48424chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10153,484,'48428chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10154,484,'48431chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10155,484,'48435chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10156,484,'48437chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10157,484,'48438chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10158,484,'48439chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10159,484,'48440chart.jpg','<p><span style=\"font-size: small;\">Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</span></p>\r\n<p><span style=\"font-size: small;\">This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</span></p>\r\n<p><span style=\"font-size: small;\">Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</span></p>\r\n<p><span style=\"font-size: small;\">Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</span></p>\r\n<p><span style=\"font-size: small;\">For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</span></p>\r\n<p><span style=\"font-size: small;\">Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</span></p>'),(10160,484,'484106chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10161,484,'484100chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10162,484,'48498chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10163,484,'484101chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10164,484,'484102chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10165,484,'484107chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10166,484,'484122chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>\r\n<p>The 1990 Perkins Act defines vocational education as \"organized educational programs offering a sequence of courses which are directly related to the preparation of individuals in paid or unpaid employment in current or emerging occupations requiring other than a baccalaureate or advanced degree.\"</p>'),(10167,484,'484145chart.jpg','<p><strong>The Three Primary Learning Styles&nbsp; &nbsp;&nbsp;</strong></p>\r\n<p>Children develop their preferred learning style as they grow older. As children grow up&sbquo; they develop their own style and preference of learning based on three different primary learning styles. Most people favor one style of learning&sbquo; but can learn to adapt to other styles. However&sbquo; if you notice a student struggling in class&sbquo; it could mean that he is not getting enough stimulation in his preferred style of learning&sbquo; or that he has trouble learning in the way the teacher prefers. Learning to identify your own personal learning style or those of your students will help you make the academic setting more effective and beneficial for everyone involved.</p>\r\n<p><br /><strong>The Three Learning Styles Assessment of Learning Styles</strong></p>\r\n<p><strong>Kinesthetic/Tactile</strong></p>\r\n<p>According to MindWorks Resources&sbquo; 5 percent of adults are primarily kinesthetic (also called tactile) learners&sbquo; even though everyone initially starts out as a kinesthetic learner. Babies and young children learn by touching things and engaging their bodies in activity. Older children and adults who are tactile learners also need to have a hands-on environment and prefer to learn by doing. If a kinesthetic learner gets bored in the classroom or is unable to engage in her preferred learning style&sbquo; she may start fidgeting and find reasons to move around.</p>\r\n<p><br /><strong>Auditory</strong></p>\r\n<p>By adulthood&sbquo; 30 percent of people prefer the auditory learning style. This means they learn by hearing&sbquo; even if they have to learn by listening to themselves talk. They prefer to hear their professors lecture instead of copying notes from a projector or reading textbook material quietly. If an auditory learner has to sit in a quiet learning atmosphere for too long&sbquo; he may begin to talk softly to himself or his neighbor.</p>\r\n<p><br /><strong>Visual</strong></p>\r\n<p>The majority of adults&sbquo; 65 percent according to MindWorks Resources&sbquo; need to observe and watch information in order to digest it properly. Visual learners would rather read information for themselves rather than listen to a lecture or have someone read it to them. They also tend to take detailed&sbquo; organized notes to refer to later. They may even incorporate different colors in their note-taking to help special or difficult information stand out to them. If a visual student sits in a classroom with no visual stimulation&sbquo; his eyes may wander around the room or out a window.</p>\r\n<p><br /><strong>Mixed/Percentages</strong></p>\r\n<p>Most adults will favor one of the three primary learning styles and have a secondary style that also works for them&sbquo; just not as well as their first preference. They may also have an even blend of two different learning types&sbquo; or have an even preference of all three learning styles. This benefits the individuals because it gives them more versatility in their ability to learn from different types of teachers.</p>\r\n<p><em>By Chelsea Baldwin&sbquo; eHow Contributor</em><span style=\"font-size: small;\"><br /></span></p>'),(10168,484,'484143chart.jpg','<p><strong>Personal Orientation</strong></p>\r\n<p>Two people can read the same poem and view it differently&sbquo; it is the same poem&sbquo; we just interpret it differently from others.&nbsp;We tend to view life from different perspectives depending upon how we are designed. This chart identifies how you look at or view things&sbquo; from what perspective.</p>\r\n<p><strong>There are seven domains being evaluated in this chart/report.</strong></p>\r\n<p><strong>Futuristic </strong>&ndash; Goal Oriented Futuristic leaders use their ideas and intellect to develop concrete strategic initiatives. They are hard workers who resonate with others to get things done as they promote a positive outlook for the future. They tend to have faith in what they perceive the future to hold&sbquo; they have the ability to move forward regardless of the lack of data because they can perceive from the world around them that things are moving in a certain direction.&nbsp;</p>\r\n<p><strong>Executive </strong>- Outcome Oriented Outcome oriented leaders are hard working&sbquo; Consistent&sbquo; responsible&sbquo; focused and disciplined leaders. They promote action and achievement on initiatives which they are carefully and strategically focused on to achieve the desired results. They support others in the accomplishment of their goals&sbquo; helping them to achieve the desired outcome. They are devoted to those who they lead&sbquo; they give and expect loyalty.</p>\r\n<p><strong>Methodical </strong>&ndash; Diligence Oriented Diligence oriented leaders are focused analytical leaders who are consistent and disciplined in keeping commitments. They keep the past in mind as they seek to mitigate the risks in initiatives they are responsible for; always seeking to restore what is broken&sbquo; including relationships. They tend to be objective perfectionists who excel in education and the sciences as practitioners and scientists.</p>\r\n<p><strong>Inspirational </strong>- Vision Oriented Inspirational leaders are highly adaptable promoters with great people and communication skills. They keep a positive attitude as they build relationships through their confidence in self and others. They tend to promote themselves as they work to develop others through persuasion&sbquo; inspiring them to see their vision for the future as they work toward the results that fulfill their vision.</p>\r\n<p><strong>Relational </strong>&ndash; People Oriented&nbsp;People oriented leaders grow their circle of influence through their ability to read people and engage them through their consistent caring personalities. They love people and will adapt to win others over to their cause. They are giving leaders with good communication skills who keep the past in mind as they promote their initiatives. They are objective thinkers who care for&sbquo; protect&sbquo; develop and nurture others.</p>\r\n<p><strong>Intellectual </strong>- Philosophically&nbsp;Oriented Thought leadership oriented leaders are visionaries and change agents with the ability to persuade others with what they learn through their objective approach to life. They are analytical by nature and develop deep convictions about what they believe. They are deep thinkers who understand how people and things are connected in life and they focus on the ideas that come out of that understanding to excite them for the future.</p>\r\n<p><strong>Influential </strong>&ndash; Charisma Oriented Charisma oriented leaders have a dramatic approach to life. They love people and have deep convictions about connecting with others through their superior communication skills. They see the potential in others as they resonate with them and seek to win them over through their positive yet persuasive approach to life. They promote themselves and others as they others develop and restore broken relationships.</p>'),(10169,484,'4848chart.jpg','<p><strong>Leaders</strong></p>\r\n<p>Leaders - they are identified by the leadership chart as being vision driven. Responsible for getting the right people in the right place (10% of the people.) They know how to figure out what and why initiatives needs to be done and can articulate it to the troops. Leaders create vision for change; they develop initiatives that bring about change. Doing the right things (30% of the people.)</p>\r\n<p><strong>Managers</strong></p>\r\n<p>Managers - they are identified by the leadership chart as being mission driven (30% of the people.) They can understand why and what needs to be done and can understand how to get it done. Plan change and prepare others for change and measure change. They collaborate with leaders to develop an understanding of why an initiative has to be done. They collaborate on the knowledge required to know how to do the initiative to workers.</p>\r\n<p><strong>Practitioners&sbquo; Technicians and Workers</strong></p>\r\n<p>Practitioners&sbquo; technicians and workers - doing things the right way (60% of the people.) They are identified by the leadership chart as being people driven. Know or can learn how to do what needs to be done. Execute change&sbquo; maintain standards and report execution to standard. Report what they did and how well they did to standard.</p>\r\n<p><strong>Understanding Leaders&sbquo; Managers and Practitioners/Knowledge Workers</strong></p>\r\n<table border=\"1\" cellspacing=\"5\" cellpadding=\"0\" align=\"left\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Life Role Legend</strong></p>\r\n<p><strong>&nbsp;</strong></p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Leaders</strong></p>\r\n<p>Making sure the right things are done</p>\r\n<p>(10% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Managers</strong></p>\r\n<p>Making sure things are done right</p>\r\n<p>(30% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Practitioners</strong></p>\r\n<p>Know how to do things</p>\r\n<p>(60% of the people)</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Who   does it</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Leaders   - They are identified by the leadership chart as being Vision driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Managers   - They are identified by the leadership chart as being Mission driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Workers   - They are identified by the leadership chart as being People or Task &nbsp;   driven</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they know</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   know how to figure out what and why initiatives needs to be done and can   articulate it to the troops</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   can understand why and what needs to be done and can understand how to get it   done</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Know or   can learn how to do what needs to be done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they are commissioned to do</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   develop initiatives that bring about change</p>\r\n<p>Create   Vision for change.</p>\r\n<p>Develop   and Articulate</p>\r\n<p>-Strategic   objective<br /> -Vision<br /> -Mission<br /> -Strategy<br /> -Core Practices</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Plan   Change</p>\r\n<p>Prepare   others for change</p>\r\n<p>Measure   change</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Execute   Change</p>\r\n<p>Maintain   standards</p>\r\n<p>Report   execution to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they communicate</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Why an   Initiative has to be done and wisdom behind doing it</p>\r\n<p>They   collaborate on what has to be done with managers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   collaborate with leaders to develop an understanding of why an initiative has   to be done</p>\r\n<p>They   collaborate on the knowledge required to know how to do the initiative to   workers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they did and how well they did to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   are their tools</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Strategy<br /> -Vision<br /> -Emotion<br /> -Wisdom<br /> -Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Tactics<br /> -Mission<br /> -Logic<br /> -Understanding<br /> -Leadership and<br /> -Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Execution<br /> -Duty<br /> -Skills<br /> -Knowledge<br /> -Production Systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How are   they measured</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Achieving   the strategic objective<br /> -Effectivity<br /> -On how well they plan&sbquo; prepare&sbquo; measure and report.<br /> -Created efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>On how   well they plan&sbquo; prepare&sbquo; measure and report.</p>\r\n<p>Created   efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How   well they execute<br /> Efficiency</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lead   with</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Emotion   that conveys Hope Through Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Reason   that conveys Faith by Merging Leadership and Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Relationships   that convey Charity through action driven production systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Accountability</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Vision. Trusted with why&sbquo; what and how</p>\r\n<p>Accountable   for why&sbquo; what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Mission. Trusted with what</p>\r\n<p>Accountable   for what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Work. Trusted to do the what Accountable for how things are done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Greatest   Obstacles&nbsp;</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Wisdom   of why</p>\r\n<p>Wisdom   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Understanding   of why</p>\r\n<p>Understanding   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Knowledge   of why</p>\r\n<p>Knowledge   of what</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Potential</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Exponential   growth of the organization by leveraging organization Vision&sbquo; Value and Core   Competencies to accomplish the strategic objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Multiplier   of time and material by leveraging resources to accomplish the strategic   objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Adds   leverage by knowing how to accomplish what needs to be done to accomplish the   strategic objective</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Allignment   responsibilities</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to motivating passion. Tendency to migrate toward   reactionary activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to Mission. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Mission   and strategic objective to Activity. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Growth</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   grow in wisdom understanding and knowledge to raise leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more wisdom understanding and knowledge to lead</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more knowledge and understanding to manage</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Gravity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   wisdom migrates leaders toward management and set low leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   understanding creates micro management</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   knowledge creates poor results</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>'),(10170,484,'48450chart.jpg','<p>In the book &ldquo;Primal Leadership&sbquo;&rdquo; Daniel Goleman&sbquo; who popularized the notion of &ldquo;Emotional Intelligence&sbquo;&rdquo; describes six different styles of leadership.&nbsp;Based in part on research data from 3&sbquo;871 executives&sbquo; the authors distill all leadership roles into six distinct styles--which effective leaders switch between depending upon circumstances--then explains the role of each style.</p>\r\n<p>The most effective leaders can move among these styles&sbquo; adopting the one that meets the needs of the moment. They can all become part of the leader&rsquo;s repertoire.</p>\r\n<p><strong>Visionary</strong><br />A visionary leader articulates a shared vision and gives clear direction and really helps people move toward a shared hope or dream. This is the classic model of leadership. It creates an immensely positive impact on the team\'s emotional climate. For example&sbquo; a visionary leader clarifies where the team is going but not how it will get there. This sets people free to innovate&sbquo; experiment&sbquo; and take calculated risks.&nbsp;<br /><br /><strong>Coaching</strong><br />The coaching style involves talking to someone off line&sbquo; outside the team setting. You have a one-on-one conversation&sbquo; not about your shared task&sbquo; not about the job&sbquo; but about the person. Who are you? I\'d like to get to know you; I\'d like to understand you. What do you want in your life? What\'s your life like? What do you want for your career? What do you want from your job? How can I help you get what you want&sbquo; go where you want to go?<br />This conversation opens up an ongoing dialogue letting the leader &lsquo;feedback&rsquo; the task in ways that make sense to that person&sbquo; in terms of where they want to go&sbquo; or to find a stretch task for that person&sbquo; to give them a challenge leading them in the direction they want to be moving anyway.&nbsp;<br /><br /><strong>Affiliating</strong><br />The affiliating style creates harmony in the group by getting people to connect with each other. Affiliating leaders create settings in which people can spend time together&sbquo; get to know each other&sbquo; and then bond together. They focus on people&rsquo;s feelings more than on tasks and goals and use praise lavishly.&nbsp;<br /><br /><strong>Democratic</strong><br />The democratic leader is a consensus builder&sbquo; the person who really listens to other people&sbquo; who takes their opinions into account in making a decision. In situations where the path ahead is unclear&sbquo; a Democratic leader can say in all honesty&sbquo; \"You know&sbquo; you folks know more about this than I do. What do you think I should do?\" The ability to listen gets people on board and makes each person feel they matter.&nbsp;<br /><br /><strong>Pacesetting</strong><br />The pacesetter leads by example and becomes very impatient when people can\'t meet that standard&sbquo; which is very high because pacesetters are very good. They don\'t give positive feedback&sbquo; only negative feedback. &nbsp;They make people feel guilty&sbquo; and that\'s why it lowers the emotional climate instead of raising it.&nbsp;<br /><br /><strong>Commanding</strong><br />The commanding style takes its name from the old command-and-control model&sbquo; the military model. &ldquo;Do it because I say so&sbquo; I\'m the boss.&rdquo;</p>\r\n<p><em>Purchase Primal Leadership by Daniel Goleman for more information on how understanding your leadership style can help you become a more effective leader.</em></p>'),(10171,484,'484142chart.jpg','<p>This chart identifies the potential an individual has in each of six important areas of leadership on a team. It does not identify the knowledge or skills required to master each category&sbquo; just the potential to be naturally good at it.</p>\r\n<p><strong>Developing Others</strong></p>\r\n<p>People high in this category are able to develop others&sbquo; to help them move from one level of performance&sbquo; knowledge or skill to another. They act as mentors to other team members in their areas of expertise.</p>\r\n<p><strong>Team Building</strong></p>\r\n<p>Team builders can help influence others to engage in the efforts of the team. They are also naturally proficient in assembling members into a team.</p>\r\n<p><strong>Helping Others Succeed</strong></p>\r\n<p>People high in this category come along side others and help them to achieve their objective&sbquo; they are selfless team members with the desire to see others accomplish their goals and succeed at whatever they do.</p>\r\n<p><strong>Encouraging Others to Succeed</strong></p>\r\n<p>People high in this category are natural encouragers; they act as cheer leaders&sbquo; encouraging others to succeed.</p>\r\n<p><strong>Likes Working With Talented People</strong></p>\r\n<p>People in this category seek out talented members of the team and attempt to work together with them to achieve common goals.</p>\r\n<p><strong>Builds Whats Best for Others</strong></p>\r\n<p>This category of team member seeks to understand the needs of other members of the team and attempts to build upon their goals.</p>'),(10172,484,'48445chart.jpg','<p>Gallup Consulting has found that l<a></a>eaders operate most effectively when they focus on their primary area of leadership strength within the leadership team. The four areas are Executing&sbquo; Influencing&sbquo; Relationship Building and Strategic Thinking. This report/chart identifies your primary areas of leadership strength.</p>\r\n<p>Effective leaders surround themselves with the right people and build on each person\'s strengths. Yet in most cases&sbquo; leadership teams are a product of circumstance more than design.</p>\r\n<p>The vast majority of the time&sbquo; we recruit by job function - and all but ignore individuals\' strengths. . As we worked with these leadership teams&sbquo; we began to see that while each member had his or her own unique strengths&sbquo; the most cohesive and successful teams possessed broader groupings of strengths. So we went back and initiated our most thorough review of this research to date. From this dataset&sbquo; four distinct domains of leadership strength emerged: Executing&sbquo; Influencing&sbquo; Relationship Building&sbquo; and Strategic Thinking. &nbsp;&nbsp;&nbsp;&nbsp;</p>\r\n<p><strong>The Four Domains of Leadership Strength</strong></p>\r\n<p>Instead of one dominant leader who tries to do everything or individuals who all have similar strengths&sbquo; contributions from all four domains lead to a strong and cohesive team. Although individual&rsquo;s need not be well-rounded&sbquo; teams should be.</p>\r\n<p><strong>EXECUTING</strong></p>\r\n<p>Leaders with dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution&sbquo; these are the people who will work tirelessly to get it done. Leaders with strength to execute have the ability to \"catch\" an idea and make it a reality.</p>\r\n<p><strong>INFLUENCING</strong></p>\r\n<p>Those who lead by Influencing help their team reach a much broader audience. People with strength in this domain are always selling the team\'s ideas inside and outside the organization. When you need someone to take charge&sbquo; speakup&sbquo; and make sure your group is heard&sbquo; look to someone with the strength to influence.</p>\r\n<p><strong>RELATIONSHIP BUILDING</strong></p>\r\n<p>Those who lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team&sbquo; in many cases&sbquo; the group is simply a composite of individuals. In contrast&sbquo; leaders with exceptional &nbsp;Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum .</p>\r\n<p><strong>STRATEGIC THINKING</strong></p>\r\n<p>Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People with strength in this domain continually stretch our thinking for the future.</p>\r\n<p><em>Copyright &copy; 2008 Gallup&sbquo; Inc.</em></p>'),(10173,484,'484140chart.jpg','<p><strong>From the book Discover Your Sales Strengths</strong></p>\r\n<p>We know from research that sales success stems from patterns of thought&sbquo; feeling&sbquo; and behavior that explain&sbquo;</p>\r\n<p>Our motivation&sbquo;</p>\r\n<p>The way we build relationships&sbquo;</p>\r\n<p>The way we gain commitments&sbquo;</p>\r\n<p>The structure we need to get our work done&sbquo; and</p>\r\n<p>Our ability to understand and solve customers&rsquo; needs.</p>\r\n<p>These are the five critical dimensions of fit for a sales role. In selection we don\'t use themes; rather&sbquo; we look at very discrete role-specific behaviors that can be narrowly defined and that are very specific to a particular sales role. StrengthsFinder themes are much broader than these role-specific behaviors&sbquo; however&sbquo; and cannot always be easily categorized.</p>\r\n<p><strong>Motivation</strong></p>\r\n<p>We are going to look first at motivation because it is the most Important dimension. The best salespeople we have studied are simply much more motivated than most of the population. And while simply being highly motivated isn\'t enough to be a good salesperson&sbquo; it is absolutely important to have enough motivation. Even before you read this book or took your StrengthsFinder interview&sbquo; you probably had a good idea of how strongly motivated you are. But your StrengthsFinder results can help you understand your particular motivation and how it applies to fit. Our studies suggest that 40 percent at salespeople&rsquo;s success stems directly from being in a situation in which their motivational needs are a good match. That\'s roughly twice as important as any of the other dimensions of fit.</p>\r\n<p><strong>Building Relationships</strong></p>\r\n<p>Although skills and knowledge are crucial to strengths building&sbquo; you must first possess the natural talent for the ability. Smiling&sbquo; or asking probing questions to override your inherent patterns when it comes to reacting to human beings. Since a good part of your success in sales rests on the productive relationships you can create&sbquo; understanding your talents in this area is critical.</p>\r\n<p>If you naturally develop deep relationships with customers for only fifteen minutes and then never see them again&sbquo; you t are squandering a valuable talent.</p>\r\n<p><strong>Gaining Commitments</strong></p>\r\n<p>Customer Commitment = (Content + Relationship) x Asking</p>\r\n<p>In order to gain customer commitment&sbquo; we have to provide some information that is relevant to the customer\'s needs. This is the content part of the equation. A customer\'s willingness to accept information is heavily influenced by her relationship with a salesperson. In essence we tend to accept Information more readily from someone if we have a positive relationship with. This combination of information and relationship is what primes the pump for a customer purchase. But in most cases&sbquo; more is required in order to turn that agreement into a purchase. That \"more\" takes the form of asking. Some sales books like to use the expression \"closing.\"</p>\r\n<p><strong>Structure</strong></p>\r\n<p>We all don\'t work equally well in the same structure. Some people can work at home&sbquo; and some people need the surroundings of an office to be productive. When we look at sales jobs&sbquo; we find many different structural components. Some sales representatives are required to check in to an office every day and to check back in at the end of the day. Others may work primarily from an office and visit customers only when specific appointments are set.</p>\r\n<p><strong>Solving Customer Problems</strong></p>\r\n<p>The last dimension of fit involves recognizing and solving customer problems. These talents can be enor mously helpful when customers have complicated problems that need to be addressed. Most sales roles do not have these requirements to a great degree.</p>\r\n<p>Lately it has become fashionable for many companies to refer to their salespeople as advisers&sbquo; consultants&sbquo; or business specialists as a way to elevate their stature in the eyes of their customers. Since customers all want to deal with vice presidents&sbquo; we will just call all of our sales reps vice presidents&sbquo; or so the thinking goes.</p>\r\n<p>However&sbquo; when we look at the day-to-day activities &middot; of many of these jobs&sbquo; they are more involved in selling routine solutions for routine problems. There is nothing wrong with that. Most large businesses have become large because they have figured out a common solution that will help a majority of customers. Most of these products still need to be sold&sbquo; but often do not require considerable problem solving. So&sbquo; if you&rsquo;re looking to improve your fit in a way that uses thinking themes&sbquo; be careful of taking a job just because of a title. Financial advisers&sbquo; for example&sbquo; can find themselves spending a lot more time on cold calls than on giving financial aid.</p>\r\n<p><em>Copyright &copy; 2003 by the Gallup Organization</em></p>'),(10174,484,'484141chart.jpg','<p><strong>From the book Discover Your Sales Strengths.</strong></p>\r\n<p><br /> Gallup\'s researchers have identified four emotional dimensions that comprise customer engagement. These dimensions begin with confidence and move on in order to Integrity&sbquo; pride&sbquo; and passion. Together&sbquo; these are the building blocks of customer engagement. Without question&sbquo; high levels of customer engagement represent &nbsp;a tough benchmark to meet. In the various industries we studied&sbquo; the number of \"fully engaged\" customers has ranged from the single digits (around 6 to 8 percent) to as high as 35 to 40 percent. Contrast that with the 80 percent of customers reportedly \"satisfied\" in these same industries.&nbsp;</p>\r\n<p><br /> 1. <strong>Confidence&nbsp;</strong>- Customers feel that the brand or com&bull; pany is trustworthy and that it keeps its promises.</p>\r\n<p>2. <strong>Integrity&nbsp;</strong>- Customers feel that the company treats them fairly.</p>\r\n<p>3. <strong>Pride&nbsp;</strong>- Customers feel good about the product or service and also feel that using the product reflects well on them.</p>\r\n<p>4. <strong>Passion&nbsp;</strong>- Now&sbquo; there\'s a word that scares many people! What we are getting at is the strong relationship that exists between a company and a client \'when the latter views the former as irreplaceable.&nbsp;</p>'),(10175,484,'48412chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>');
INSERT INTO `downloadedpdfdata` VALUES (10176,484,'48413chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10177,484,'4841chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>\r\n<p>1 -2 Not a fit</p>\r\n<p>3-4 Poor Fit</p>\r\n<p>5 -&nbsp;6 = Avg Potential</p>\r\n<p>7-8 Above Average Potential and Drive</p>\r\n<p>9-10 High Level of&nbsp;Potential and Very good fit</p>\r\n<p>11-12 As good as it gets</p>'),(10178,484,'48448chart.jpg',''),(10179,484,'48424chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10180,484,'48428chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10181,484,'48431chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10182,484,'48435chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10183,484,'48437chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10184,484,'48438chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10185,484,'48439chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10186,484,'48440chart.jpg','<p><span style=\"font-size: small;\">Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</span></p>\r\n<p><span style=\"font-size: small;\">This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</span></p>\r\n<p><span style=\"font-size: small;\">Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</span></p>\r\n<p><span style=\"font-size: small;\">Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</span></p>\r\n<p><span style=\"font-size: small;\">For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</span></p>\r\n<p><span style=\"font-size: small;\">Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</span></p>'),(10187,484,'484106chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10188,484,'484100chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10189,484,'48498chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10190,484,'484101chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10191,484,'484102chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10192,484,'484107chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10193,484,'484122chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>\r\n<p>The 1990 Perkins Act defines vocational education as \"organized educational programs offering a sequence of courses which are directly related to the preparation of individuals in paid or unpaid employment in current or emerging occupations requiring other than a baccalaureate or advanced degree.\"</p>'),(10194,484,'484145chart.jpg','<p><strong>The Three Primary Learning Styles&nbsp; &nbsp;&nbsp;</strong></p>\r\n<p>Children develop their preferred learning style as they grow older. As children grow up&sbquo; they develop their own style and preference of learning based on three different primary learning styles. Most people favor one style of learning&sbquo; but can learn to adapt to other styles. However&sbquo; if you notice a student struggling in class&sbquo; it could mean that he is not getting enough stimulation in his preferred style of learning&sbquo; or that he has trouble learning in the way the teacher prefers. Learning to identify your own personal learning style or those of your students will help you make the academic setting more effective and beneficial for everyone involved.</p>\r\n<p><br /><strong>The Three Learning Styles Assessment of Learning Styles</strong></p>\r\n<p><strong>Kinesthetic/Tactile</strong></p>\r\n<p>According to MindWorks Resources&sbquo; 5 percent of adults are primarily kinesthetic (also called tactile) learners&sbquo; even though everyone initially starts out as a kinesthetic learner. Babies and young children learn by touching things and engaging their bodies in activity. Older children and adults who are tactile learners also need to have a hands-on environment and prefer to learn by doing. If a kinesthetic learner gets bored in the classroom or is unable to engage in her preferred learning style&sbquo; she may start fidgeting and find reasons to move around.</p>\r\n<p><br /><strong>Auditory</strong></p>\r\n<p>By adulthood&sbquo; 30 percent of people prefer the auditory learning style. This means they learn by hearing&sbquo; even if they have to learn by listening to themselves talk. They prefer to hear their professors lecture instead of copying notes from a projector or reading textbook material quietly. If an auditory learner has to sit in a quiet learning atmosphere for too long&sbquo; he may begin to talk softly to himself or his neighbor.</p>\r\n<p><br /><strong>Visual</strong></p>\r\n<p>The majority of adults&sbquo; 65 percent according to MindWorks Resources&sbquo; need to observe and watch information in order to digest it properly. Visual learners would rather read information for themselves rather than listen to a lecture or have someone read it to them. They also tend to take detailed&sbquo; organized notes to refer to later. They may even incorporate different colors in their note-taking to help special or difficult information stand out to them. If a visual student sits in a classroom with no visual stimulation&sbquo; his eyes may wander around the room or out a window.</p>\r\n<p><br /><strong>Mixed/Percentages</strong></p>\r\n<p>Most adults will favor one of the three primary learning styles and have a secondary style that also works for them&sbquo; just not as well as their first preference. They may also have an even blend of two different learning types&sbquo; or have an even preference of all three learning styles. This benefits the individuals because it gives them more versatility in their ability to learn from different types of teachers.</p>\r\n<p><em>By Chelsea Baldwin&sbquo; eHow Contributor</em><span style=\"font-size: small;\"><br /></span></p>'),(10195,484,'484143chart.jpg','<p><strong>Personal Orientation</strong></p>\r\n<p>Two people can read the same poem and view it differently&sbquo; it is the same poem&sbquo; we just interpret it differently from others.&nbsp;We tend to view life from different perspectives depending upon how we are designed. This chart identifies how you look at or view things&sbquo; from what perspective.</p>\r\n<p><strong>There are seven domains being evaluated in this chart/report.</strong></p>\r\n<p><strong>Futuristic </strong>&ndash; Goal Oriented Futuristic leaders use their ideas and intellect to develop concrete strategic initiatives. They are hard workers who resonate with others to get things done as they promote a positive outlook for the future. They tend to have faith in what they perceive the future to hold&sbquo; they have the ability to move forward regardless of the lack of data because they can perceive from the world around them that things are moving in a certain direction.&nbsp;</p>\r\n<p><strong>Executive </strong>- Outcome Oriented Outcome oriented leaders are hard working&sbquo; Consistent&sbquo; responsible&sbquo; focused and disciplined leaders. They promote action and achievement on initiatives which they are carefully and strategically focused on to achieve the desired results. They support others in the accomplishment of their goals&sbquo; helping them to achieve the desired outcome. They are devoted to those who they lead&sbquo; they give and expect loyalty.</p>\r\n<p><strong>Methodical </strong>&ndash; Diligence Oriented Diligence oriented leaders are focused analytical leaders who are consistent and disciplined in keeping commitments. They keep the past in mind as they seek to mitigate the risks in initiatives they are responsible for; always seeking to restore what is broken&sbquo; including relationships. They tend to be objective perfectionists who excel in education and the sciences as practitioners and scientists.</p>\r\n<p><strong>Inspirational </strong>- Vision Oriented Inspirational leaders are highly adaptable promoters with great people and communication skills. They keep a positive attitude as they build relationships through their confidence in self and others. They tend to promote themselves as they work to develop others through persuasion&sbquo; inspiring them to see their vision for the future as they work toward the results that fulfill their vision.</p>\r\n<p><strong>Relational </strong>&ndash; People Oriented&nbsp;People oriented leaders grow their circle of influence through their ability to read people and engage them through their consistent caring personalities. They love people and will adapt to win others over to their cause. They are giving leaders with good communication skills who keep the past in mind as they promote their initiatives. They are objective thinkers who care for&sbquo; protect&sbquo; develop and nurture others.</p>\r\n<p><strong>Intellectual </strong>- Philosophically&nbsp;Oriented Thought leadership oriented leaders are visionaries and change agents with the ability to persuade others with what they learn through their objective approach to life. They are analytical by nature and develop deep convictions about what they believe. They are deep thinkers who understand how people and things are connected in life and they focus on the ideas that come out of that understanding to excite them for the future.</p>\r\n<p><strong>Influential </strong>&ndash; Charisma Oriented Charisma oriented leaders have a dramatic approach to life. They love people and have deep convictions about connecting with others through their superior communication skills. They see the potential in others as they resonate with them and seek to win them over through their positive yet persuasive approach to life. They promote themselves and others as they others develop and restore broken relationships.</p>'),(10196,484,'4848chart.jpg','<p><strong>Leaders</strong></p>\r\n<p>Leaders - they are identified by the leadership chart as being vision driven. Responsible for getting the right people in the right place (10% of the people.) They know how to figure out what and why initiatives needs to be done and can articulate it to the troops. Leaders create vision for change; they develop initiatives that bring about change. Doing the right things (30% of the people.)</p>\r\n<p><strong>Managers</strong></p>\r\n<p>Managers - they are identified by the leadership chart as being mission driven (30% of the people.) They can understand why and what needs to be done and can understand how to get it done. Plan change and prepare others for change and measure change. They collaborate with leaders to develop an understanding of why an initiative has to be done. They collaborate on the knowledge required to know how to do the initiative to workers.</p>\r\n<p><strong>Practitioners&sbquo; Technicians and Workers</strong></p>\r\n<p>Practitioners&sbquo; technicians and workers - doing things the right way (60% of the people.) They are identified by the leadership chart as being people driven. Know or can learn how to do what needs to be done. Execute change&sbquo; maintain standards and report execution to standard. Report what they did and how well they did to standard.</p>\r\n<p><strong>Understanding Leaders&sbquo; Managers and Practitioners/Knowledge Workers</strong></p>\r\n<table border=\"1\" cellspacing=\"5\" cellpadding=\"0\" align=\"left\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Life Role Legend</strong></p>\r\n<p><strong>&nbsp;</strong></p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Leaders</strong></p>\r\n<p>Making sure the right things are done</p>\r\n<p>(10% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Managers</strong></p>\r\n<p>Making sure things are done right</p>\r\n<p>(30% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Practitioners</strong></p>\r\n<p>Know how to do things</p>\r\n<p>(60% of the people)</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Who   does it</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Leaders   - They are identified by the leadership chart as being Vision driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Managers   - They are identified by the leadership chart as being Mission driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Workers   - They are identified by the leadership chart as being People or Task &nbsp;   driven</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they know</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   know how to figure out what and why initiatives needs to be done and can   articulate it to the troops</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   can understand why and what needs to be done and can understand how to get it   done</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Know or   can learn how to do what needs to be done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they are commissioned to do</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   develop initiatives that bring about change</p>\r\n<p>Create   Vision for change.</p>\r\n<p>Develop   and Articulate</p>\r\n<p>-Strategic   objective<br /> -Vision<br /> -Mission<br /> -Strategy<br /> -Core Practices</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Plan   Change</p>\r\n<p>Prepare   others for change</p>\r\n<p>Measure   change</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Execute   Change</p>\r\n<p>Maintain   standards</p>\r\n<p>Report   execution to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they communicate</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Why an   Initiative has to be done and wisdom behind doing it</p>\r\n<p>They   collaborate on what has to be done with managers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   collaborate with leaders to develop an understanding of why an initiative has   to be done</p>\r\n<p>They   collaborate on the knowledge required to know how to do the initiative to   workers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they did and how well they did to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   are their tools</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Strategy<br /> -Vision<br /> -Emotion<br /> -Wisdom<br /> -Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Tactics<br /> -Mission<br /> -Logic<br /> -Understanding<br /> -Leadership and<br /> -Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Execution<br /> -Duty<br /> -Skills<br /> -Knowledge<br /> -Production Systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How are   they measured</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Achieving   the strategic objective<br /> -Effectivity<br /> -On how well they plan&sbquo; prepare&sbquo; measure and report.<br /> -Created efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>On how   well they plan&sbquo; prepare&sbquo; measure and report.</p>\r\n<p>Created   efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How   well they execute<br /> Efficiency</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lead   with</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Emotion   that conveys Hope Through Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Reason   that conveys Faith by Merging Leadership and Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Relationships   that convey Charity through action driven production systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Accountability</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Vision. Trusted with why&sbquo; what and how</p>\r\n<p>Accountable   for why&sbquo; what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Mission. Trusted with what</p>\r\n<p>Accountable   for what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Work. Trusted to do the what Accountable for how things are done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Greatest   Obstacles&nbsp;</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Wisdom   of why</p>\r\n<p>Wisdom   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Understanding   of why</p>\r\n<p>Understanding   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Knowledge   of why</p>\r\n<p>Knowledge   of what</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Potential</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Exponential   growth of the organization by leveraging organization Vision&sbquo; Value and Core   Competencies to accomplish the strategic objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Multiplier   of time and material by leveraging resources to accomplish the strategic   objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Adds   leverage by knowing how to accomplish what needs to be done to accomplish the   strategic objective</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Allignment   responsibilities</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to motivating passion. Tendency to migrate toward   reactionary activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to Mission. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Mission   and strategic objective to Activity. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Growth</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   grow in wisdom understanding and knowledge to raise leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more wisdom understanding and knowledge to lead</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more knowledge and understanding to manage</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Gravity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   wisdom migrates leaders toward management and set low leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   understanding creates micro management</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   knowledge creates poor results</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>'),(10197,484,'48450chart.jpg','<p>In the book &ldquo;Primal Leadership&sbquo;&rdquo; Daniel Goleman&sbquo; who popularized the notion of &ldquo;Emotional Intelligence&sbquo;&rdquo; describes six different styles of leadership.&nbsp;Based in part on research data from 3&sbquo;871 executives&sbquo; the authors distill all leadership roles into six distinct styles--which effective leaders switch between depending upon circumstances--then explains the role of each style.</p>\r\n<p>The most effective leaders can move among these styles&sbquo; adopting the one that meets the needs of the moment. They can all become part of the leader&rsquo;s repertoire.</p>\r\n<p><strong>Visionary</strong><br />A visionary leader articulates a shared vision and gives clear direction and really helps people move toward a shared hope or dream. This is the classic model of leadership. It creates an immensely positive impact on the team\'s emotional climate. For example&sbquo; a visionary leader clarifies where the team is going but not how it will get there. This sets people free to innovate&sbquo; experiment&sbquo; and take calculated risks.&nbsp;<br /><br /><strong>Coaching</strong><br />The coaching style involves talking to someone off line&sbquo; outside the team setting. You have a one-on-one conversation&sbquo; not about your shared task&sbquo; not about the job&sbquo; but about the person. Who are you? I\'d like to get to know you; I\'d like to understand you. What do you want in your life? What\'s your life like? What do you want for your career? What do you want from your job? How can I help you get what you want&sbquo; go where you want to go?<br />This conversation opens up an ongoing dialogue letting the leader &lsquo;feedback&rsquo; the task in ways that make sense to that person&sbquo; in terms of where they want to go&sbquo; or to find a stretch task for that person&sbquo; to give them a challenge leading them in the direction they want to be moving anyway.&nbsp;<br /><br /><strong>Affiliating</strong><br />The affiliating style creates harmony in the group by getting people to connect with each other. Affiliating leaders create settings in which people can spend time together&sbquo; get to know each other&sbquo; and then bond together. They focus on people&rsquo;s feelings more than on tasks and goals and use praise lavishly.&nbsp;<br /><br /><strong>Democratic</strong><br />The democratic leader is a consensus builder&sbquo; the person who really listens to other people&sbquo; who takes their opinions into account in making a decision. In situations where the path ahead is unclear&sbquo; a Democratic leader can say in all honesty&sbquo; \"You know&sbquo; you folks know more about this than I do. What do you think I should do?\" The ability to listen gets people on board and makes each person feel they matter.&nbsp;<br /><br /><strong>Pacesetting</strong><br />The pacesetter leads by example and becomes very impatient when people can\'t meet that standard&sbquo; which is very high because pacesetters are very good. They don\'t give positive feedback&sbquo; only negative feedback. &nbsp;They make people feel guilty&sbquo; and that\'s why it lowers the emotional climate instead of raising it.&nbsp;<br /><br /><strong>Commanding</strong><br />The commanding style takes its name from the old command-and-control model&sbquo; the military model. &ldquo;Do it because I say so&sbquo; I\'m the boss.&rdquo;</p>\r\n<p><em>Purchase Primal Leadership by Daniel Goleman for more information on how understanding your leadership style can help you become a more effective leader.</em></p>'),(10198,484,'484142chart.jpg','<p>This chart identifies the potential an individual has in each of six important areas of leadership on a team. It does not identify the knowledge or skills required to master each category&sbquo; just the potential to be naturally good at it.</p>\r\n<p><strong>Developing Others</strong></p>\r\n<p>People high in this category are able to develop others&sbquo; to help them move from one level of performance&sbquo; knowledge or skill to another. They act as mentors to other team members in their areas of expertise.</p>\r\n<p><strong>Team Building</strong></p>\r\n<p>Team builders can help influence others to engage in the efforts of the team. They are also naturally proficient in assembling members into a team.</p>\r\n<p><strong>Helping Others Succeed</strong></p>\r\n<p>People high in this category come along side others and help them to achieve their objective&sbquo; they are selfless team members with the desire to see others accomplish their goals and succeed at whatever they do.</p>\r\n<p><strong>Encouraging Others to Succeed</strong></p>\r\n<p>People high in this category are natural encouragers; they act as cheer leaders&sbquo; encouraging others to succeed.</p>\r\n<p><strong>Likes Working With Talented People</strong></p>\r\n<p>People in this category seek out talented members of the team and attempt to work together with them to achieve common goals.</p>\r\n<p><strong>Builds Whats Best for Others</strong></p>\r\n<p>This category of team member seeks to understand the needs of other members of the team and attempts to build upon their goals.</p>'),(10199,484,'48445chart.jpg','<p>Gallup Consulting has found that l<a></a>eaders operate most effectively when they focus on their primary area of leadership strength within the leadership team. The four areas are Executing&sbquo; Influencing&sbquo; Relationship Building and Strategic Thinking. This report/chart identifies your primary areas of leadership strength.</p>\r\n<p>Effective leaders surround themselves with the right people and build on each person\'s strengths. Yet in most cases&sbquo; leadership teams are a product of circumstance more than design.</p>\r\n<p>The vast majority of the time&sbquo; we recruit by job function - and all but ignore individuals\' strengths. . As we worked with these leadership teams&sbquo; we began to see that while each member had his or her own unique strengths&sbquo; the most cohesive and successful teams possessed broader groupings of strengths. So we went back and initiated our most thorough review of this research to date. From this dataset&sbquo; four distinct domains of leadership strength emerged: Executing&sbquo; Influencing&sbquo; Relationship Building&sbquo; and Strategic Thinking. &nbsp;&nbsp;&nbsp;&nbsp;</p>\r\n<p><strong>The Four Domains of Leadership Strength</strong></p>\r\n<p>Instead of one dominant leader who tries to do everything or individuals who all have similar strengths&sbquo; contributions from all four domains lead to a strong and cohesive team. Although individual&rsquo;s need not be well-rounded&sbquo; teams should be.</p>\r\n<p><strong>EXECUTING</strong></p>\r\n<p>Leaders with dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution&sbquo; these are the people who will work tirelessly to get it done. Leaders with strength to execute have the ability to \"catch\" an idea and make it a reality.</p>\r\n<p><strong>INFLUENCING</strong></p>\r\n<p>Those who lead by Influencing help their team reach a much broader audience. People with strength in this domain are always selling the team\'s ideas inside and outside the organization. When you need someone to take charge&sbquo; speakup&sbquo; and make sure your group is heard&sbquo; look to someone with the strength to influence.</p>\r\n<p><strong>RELATIONSHIP BUILDING</strong></p>\r\n<p>Those who lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team&sbquo; in many cases&sbquo; the group is simply a composite of individuals. In contrast&sbquo; leaders with exceptional &nbsp;Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum .</p>\r\n<p><strong>STRATEGIC THINKING</strong></p>\r\n<p>Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People with strength in this domain continually stretch our thinking for the future.</p>\r\n<p><em>Copyright &copy; 2008 Gallup&sbquo; Inc.</em></p>'),(10200,484,'484140chart.jpg','<p><strong>From the book Discover Your Sales Strengths</strong></p>\r\n<p>We know from research that sales success stems from patterns of thought&sbquo; feeling&sbquo; and behavior that explain&sbquo;</p>\r\n<p>Our motivation&sbquo;</p>\r\n<p>The way we build relationships&sbquo;</p>\r\n<p>The way we gain commitments&sbquo;</p>\r\n<p>The structure we need to get our work done&sbquo; and</p>\r\n<p>Our ability to understand and solve customers&rsquo; needs.</p>\r\n<p>These are the five critical dimensions of fit for a sales role. In selection we don\'t use themes; rather&sbquo; we look at very discrete role-specific behaviors that can be narrowly defined and that are very specific to a particular sales role. StrengthsFinder themes are much broader than these role-specific behaviors&sbquo; however&sbquo; and cannot always be easily categorized.</p>\r\n<p><strong>Motivation</strong></p>\r\n<p>We are going to look first at motivation because it is the most Important dimension. The best salespeople we have studied are simply much more motivated than most of the population. And while simply being highly motivated isn\'t enough to be a good salesperson&sbquo; it is absolutely important to have enough motivation. Even before you read this book or took your StrengthsFinder interview&sbquo; you probably had a good idea of how strongly motivated you are. But your StrengthsFinder results can help you understand your particular motivation and how it applies to fit. Our studies suggest that 40 percent at salespeople&rsquo;s success stems directly from being in a situation in which their motivational needs are a good match. That\'s roughly twice as important as any of the other dimensions of fit.</p>\r\n<p><strong>Building Relationships</strong></p>\r\n<p>Although skills and knowledge are crucial to strengths building&sbquo; you must first possess the natural talent for the ability. Smiling&sbquo; or asking probing questions to override your inherent patterns when it comes to reacting to human beings. Since a good part of your success in sales rests on the productive relationships you can create&sbquo; understanding your talents in this area is critical.</p>\r\n<p>If you naturally develop deep relationships with customers for only fifteen minutes and then never see them again&sbquo; you t are squandering a valuable talent.</p>\r\n<p><strong>Gaining Commitments</strong></p>\r\n<p>Customer Commitment = (Content + Relationship) x Asking</p>\r\n<p>In order to gain customer commitment&sbquo; we have to provide some information that is relevant to the customer\'s needs. This is the content part of the equation. A customer\'s willingness to accept information is heavily influenced by her relationship with a salesperson. In essence we tend to accept Information more readily from someone if we have a positive relationship with. This combination of information and relationship is what primes the pump for a customer purchase. But in most cases&sbquo; more is required in order to turn that agreement into a purchase. That \"more\" takes the form of asking. Some sales books like to use the expression \"closing.\"</p>\r\n<p><strong>Structure</strong></p>\r\n<p>We all don\'t work equally well in the same structure. Some people can work at home&sbquo; and some people need the surroundings of an office to be productive. When we look at sales jobs&sbquo; we find many different structural components. Some sales representatives are required to check in to an office every day and to check back in at the end of the day. Others may work primarily from an office and visit customers only when specific appointments are set.</p>\r\n<p><strong>Solving Customer Problems</strong></p>\r\n<p>The last dimension of fit involves recognizing and solving customer problems. These talents can be enor mously helpful when customers have complicated problems that need to be addressed. Most sales roles do not have these requirements to a great degree.</p>\r\n<p>Lately it has become fashionable for many companies to refer to their salespeople as advisers&sbquo; consultants&sbquo; or business specialists as a way to elevate their stature in the eyes of their customers. Since customers all want to deal with vice presidents&sbquo; we will just call all of our sales reps vice presidents&sbquo; or so the thinking goes.</p>\r\n<p>However&sbquo; when we look at the day-to-day activities &middot; of many of these jobs&sbquo; they are more involved in selling routine solutions for routine problems. There is nothing wrong with that. Most large businesses have become large because they have figured out a common solution that will help a majority of customers. Most of these products still need to be sold&sbquo; but often do not require considerable problem solving. So&sbquo; if you&rsquo;re looking to improve your fit in a way that uses thinking themes&sbquo; be careful of taking a job just because of a title. Financial advisers&sbquo; for example&sbquo; can find themselves spending a lot more time on cold calls than on giving financial aid.</p>\r\n<p><em>Copyright &copy; 2003 by the Gallup Organization</em></p>'),(10201,484,'484141chart.jpg','<p><strong>From the book Discover Your Sales Strengths.</strong></p>\r\n<p><br /> Gallup\'s researchers have identified four emotional dimensions that comprise customer engagement. These dimensions begin with confidence and move on in order to Integrity&sbquo; pride&sbquo; and passion. Together&sbquo; these are the building blocks of customer engagement. Without question&sbquo; high levels of customer engagement represent &nbsp;a tough benchmark to meet. In the various industries we studied&sbquo; the number of \"fully engaged\" customers has ranged from the single digits (around 6 to 8 percent) to as high as 35 to 40 percent. Contrast that with the 80 percent of customers reportedly \"satisfied\" in these same industries.&nbsp;</p>\r\n<p><br /> 1. <strong>Confidence&nbsp;</strong>- Customers feel that the brand or com&bull; pany is trustworthy and that it keeps its promises.</p>\r\n<p>2. <strong>Integrity&nbsp;</strong>- Customers feel that the company treats them fairly.</p>\r\n<p>3. <strong>Pride&nbsp;</strong>- Customers feel good about the product or service and also feel that using the product reflects well on them.</p>\r\n<p>4. <strong>Passion&nbsp;</strong>- Now&sbquo; there\'s a word that scares many people! What we are getting at is the strong relationship that exists between a company and a client \'when the latter views the former as irreplaceable.&nbsp;</p>'),(10202,484,'48412chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10203,484,'48413chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10204,484,'4841chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>\r\n<p>1 -2 Not a fit</p>\r\n<p>3-4 Poor Fit</p>\r\n<p>5 -&nbsp;6 = Avg Potential</p>\r\n<p>7-8 Above Average Potential and Drive</p>\r\n<p>9-10 High Level of&nbsp;Potential and Very good fit</p>\r\n<p>11-12 As good as it gets</p>'),(10205,484,'48448chart.jpg',''),(10206,484,'48424chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10207,484,'48428chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10208,484,'48431chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10209,484,'48435chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10210,484,'48437chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10211,484,'48438chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10212,484,'48439chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10213,484,'48440chart.jpg','<p><span style=\"font-size: small;\">Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</span></p>\r\n<p><span style=\"font-size: small;\">This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</span></p>\r\n<p><span style=\"font-size: small;\">Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</span></p>\r\n<p><span style=\"font-size: small;\">Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</span></p>\r\n<p><span style=\"font-size: small;\">For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</span></p>\r\n<p><span style=\"font-size: small;\">Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</span></p>'),(10214,484,'484106chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10215,484,'484100chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10216,484,'48498chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10217,484,'484101chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10218,484,'484102chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10219,484,'484107chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10220,484,'484122chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>\r\n<p>The 1990 Perkins Act defines vocational education as \"organized educational programs offering a sequence of courses which are directly related to the preparation of individuals in paid or unpaid employment in current or emerging occupations requiring other than a baccalaureate or advanced degree.\"</p>'),(10221,484,'484145chart.jpg','<p><strong>The Three Primary Learning Styles&nbsp; &nbsp;&nbsp;</strong></p>\r\n<p>Children develop their preferred learning style as they grow older. As children grow up&sbquo; they develop their own style and preference of learning based on three different primary learning styles. Most people favor one style of learning&sbquo; but can learn to adapt to other styles. However&sbquo; if you notice a student struggling in class&sbquo; it could mean that he is not getting enough stimulation in his preferred style of learning&sbquo; or that he has trouble learning in the way the teacher prefers. Learning to identify your own personal learning style or those of your students will help you make the academic setting more effective and beneficial for everyone involved.</p>\r\n<p><br /><strong>The Three Learning Styles Assessment of Learning Styles</strong></p>\r\n<p><strong>Kinesthetic/Tactile</strong></p>\r\n<p>According to MindWorks Resources&sbquo; 5 percent of adults are primarily kinesthetic (also called tactile) learners&sbquo; even though everyone initially starts out as a kinesthetic learner. Babies and young children learn by touching things and engaging their bodies in activity. Older children and adults who are tactile learners also need to have a hands-on environment and prefer to learn by doing. If a kinesthetic learner gets bored in the classroom or is unable to engage in her preferred learning style&sbquo; she may start fidgeting and find reasons to move around.</p>\r\n<p><br /><strong>Auditory</strong></p>\r\n<p>By adulthood&sbquo; 30 percent of people prefer the auditory learning style. This means they learn by hearing&sbquo; even if they have to learn by listening to themselves talk. They prefer to hear their professors lecture instead of copying notes from a projector or reading textbook material quietly. If an auditory learner has to sit in a quiet learning atmosphere for too long&sbquo; he may begin to talk softly to himself or his neighbor.</p>\r\n<p><br /><strong>Visual</strong></p>\r\n<p>The majority of adults&sbquo; 65 percent according to MindWorks Resources&sbquo; need to observe and watch information in order to digest it properly. Visual learners would rather read information for themselves rather than listen to a lecture or have someone read it to them. They also tend to take detailed&sbquo; organized notes to refer to later. They may even incorporate different colors in their note-taking to help special or difficult information stand out to them. If a visual student sits in a classroom with no visual stimulation&sbquo; his eyes may wander around the room or out a window.</p>\r\n<p><br /><strong>Mixed/Percentages</strong></p>\r\n<p>Most adults will favor one of the three primary learning styles and have a secondary style that also works for them&sbquo; just not as well as their first preference. They may also have an even blend of two different learning types&sbquo; or have an even preference of all three learning styles. This benefits the individuals because it gives them more versatility in their ability to learn from different types of teachers.</p>\r\n<p><em>By Chelsea Baldwin&sbquo; eHow Contributor</em><span style=\"font-size: small;\"><br /></span></p>'),(10222,484,'484143chart.jpg','<p><strong>Personal Orientation</strong></p>\r\n<p>Two people can read the same poem and view it differently&sbquo; it is the same poem&sbquo; we just interpret it differently from others.&nbsp;We tend to view life from different perspectives depending upon how we are designed. This chart identifies how you look at or view things&sbquo; from what perspective.</p>\r\n<p><strong>There are seven domains being evaluated in this chart/report.</strong></p>\r\n<p><strong>Futuristic </strong>&ndash; Goal Oriented Futuristic leaders use their ideas and intellect to develop concrete strategic initiatives. They are hard workers who resonate with others to get things done as they promote a positive outlook for the future. They tend to have faith in what they perceive the future to hold&sbquo; they have the ability to move forward regardless of the lack of data because they can perceive from the world around them that things are moving in a certain direction.&nbsp;</p>\r\n<p><strong>Executive </strong>- Outcome Oriented Outcome oriented leaders are hard working&sbquo; Consistent&sbquo; responsible&sbquo; focused and disciplined leaders. They promote action and achievement on initiatives which they are carefully and strategically focused on to achieve the desired results. They support others in the accomplishment of their goals&sbquo; helping them to achieve the desired outcome. They are devoted to those who they lead&sbquo; they give and expect loyalty.</p>\r\n<p><strong>Methodical </strong>&ndash; Diligence Oriented Diligence oriented leaders are focused analytical leaders who are consistent and disciplined in keeping commitments. They keep the past in mind as they seek to mitigate the risks in initiatives they are responsible for; always seeking to restore what is broken&sbquo; including relationships. They tend to be objective perfectionists who excel in education and the sciences as practitioners and scientists.</p>\r\n<p><strong>Inspirational </strong>- Vision Oriented Inspirational leaders are highly adaptable promoters with great people and communication skills. They keep a positive attitude as they build relationships through their confidence in self and others. They tend to promote themselves as they work to develop others through persuasion&sbquo; inspiring them to see their vision for the future as they work toward the results that fulfill their vision.</p>\r\n<p><strong>Relational </strong>&ndash; People Oriented&nbsp;People oriented leaders grow their circle of influence through their ability to read people and engage them through their consistent caring personalities. They love people and will adapt to win others over to their cause. They are giving leaders with good communication skills who keep the past in mind as they promote their initiatives. They are objective thinkers who care for&sbquo; protect&sbquo; develop and nurture others.</p>\r\n<p><strong>Intellectual </strong>- Philosophically&nbsp;Oriented Thought leadership oriented leaders are visionaries and change agents with the ability to persuade others with what they learn through their objective approach to life. They are analytical by nature and develop deep convictions about what they believe. They are deep thinkers who understand how people and things are connected in life and they focus on the ideas that come out of that understanding to excite them for the future.</p>\r\n<p><strong>Influential </strong>&ndash; Charisma Oriented Charisma oriented leaders have a dramatic approach to life. They love people and have deep convictions about connecting with others through their superior communication skills. They see the potential in others as they resonate with them and seek to win them over through their positive yet persuasive approach to life. They promote themselves and others as they others develop and restore broken relationships.</p>'),(10223,484,'4848chart.jpg','<p><strong>Leaders</strong></p>\r\n<p>Leaders - they are identified by the leadership chart as being vision driven. Responsible for getting the right people in the right place (10% of the people.) They know how to figure out what and why initiatives needs to be done and can articulate it to the troops. Leaders create vision for change; they develop initiatives that bring about change. Doing the right things (30% of the people.)</p>\r\n<p><strong>Managers</strong></p>\r\n<p>Managers - they are identified by the leadership chart as being mission driven (30% of the people.) They can understand why and what needs to be done and can understand how to get it done. Plan change and prepare others for change and measure change. They collaborate with leaders to develop an understanding of why an initiative has to be done. They collaborate on the knowledge required to know how to do the initiative to workers.</p>\r\n<p><strong>Practitioners&sbquo; Technicians and Workers</strong></p>\r\n<p>Practitioners&sbquo; technicians and workers - doing things the right way (60% of the people.) They are identified by the leadership chart as being people driven. Know or can learn how to do what needs to be done. Execute change&sbquo; maintain standards and report execution to standard. Report what they did and how well they did to standard.</p>\r\n<p><strong>Understanding Leaders&sbquo; Managers and Practitioners/Knowledge Workers</strong></p>\r\n<table border=\"1\" cellspacing=\"5\" cellpadding=\"0\" align=\"left\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Life Role Legend</strong></p>\r\n<p><strong>&nbsp;</strong></p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Leaders</strong></p>\r\n<p>Making sure the right things are done</p>\r\n<p>(10% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Managers</strong></p>\r\n<p>Making sure things are done right</p>\r\n<p>(30% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Practitioners</strong></p>\r\n<p>Know how to do things</p>\r\n<p>(60% of the people)</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Who   does it</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Leaders   - They are identified by the leadership chart as being Vision driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Managers   - They are identified by the leadership chart as being Mission driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Workers   - They are identified by the leadership chart as being People or Task &nbsp;   driven</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they know</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   know how to figure out what and why initiatives needs to be done and can   articulate it to the troops</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   can understand why and what needs to be done and can understand how to get it   done</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Know or   can learn how to do what needs to be done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they are commissioned to do</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   develop initiatives that bring about change</p>\r\n<p>Create   Vision for change.</p>\r\n<p>Develop   and Articulate</p>\r\n<p>-Strategic   objective<br /> -Vision<br /> -Mission<br /> -Strategy<br /> -Core Practices</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Plan   Change</p>\r\n<p>Prepare   others for change</p>\r\n<p>Measure   change</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Execute   Change</p>\r\n<p>Maintain   standards</p>\r\n<p>Report   execution to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they communicate</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Why an   Initiative has to be done and wisdom behind doing it</p>\r\n<p>They   collaborate on what has to be done with managers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   collaborate with leaders to develop an understanding of why an initiative has   to be done</p>\r\n<p>They   collaborate on the knowledge required to know how to do the initiative to   workers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they did and how well they did to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   are their tools</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Strategy<br /> -Vision<br /> -Emotion<br /> -Wisdom<br /> -Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Tactics<br /> -Mission<br /> -Logic<br /> -Understanding<br /> -Leadership and<br /> -Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Execution<br /> -Duty<br /> -Skills<br /> -Knowledge<br /> -Production Systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How are   they measured</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Achieving   the strategic objective<br /> -Effectivity<br /> -On how well they plan&sbquo; prepare&sbquo; measure and report.<br /> -Created efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>On how   well they plan&sbquo; prepare&sbquo; measure and report.</p>\r\n<p>Created   efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How   well they execute<br /> Efficiency</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lead   with</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Emotion   that conveys Hope Through Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Reason   that conveys Faith by Merging Leadership and Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Relationships   that convey Charity through action driven production systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Accountability</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Vision. Trusted with why&sbquo; what and how</p>\r\n<p>Accountable   for why&sbquo; what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Mission. Trusted with what</p>\r\n<p>Accountable   for what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Work. Trusted to do the what Accountable for how things are done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Greatest   Obstacles&nbsp;</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Wisdom   of why</p>\r\n<p>Wisdom   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Understanding   of why</p>\r\n<p>Understanding   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Knowledge   of why</p>\r\n<p>Knowledge   of what</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Potential</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Exponential   growth of the organization by leveraging organization Vision&sbquo; Value and Core   Competencies to accomplish the strategic objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Multiplier   of time and material by leveraging resources to accomplish the strategic   objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Adds   leverage by knowing how to accomplish what needs to be done to accomplish the   strategic objective</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Allignment   responsibilities</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to motivating passion. Tendency to migrate toward   reactionary activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to Mission. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Mission   and strategic objective to Activity. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Growth</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   grow in wisdom understanding and knowledge to raise leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more wisdom understanding and knowledge to lead</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more knowledge and understanding to manage</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Gravity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   wisdom migrates leaders toward management and set low leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   understanding creates micro management</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   knowledge creates poor results</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>'),(10224,484,'48450chart.jpg','<p>In the book &ldquo;Primal Leadership&sbquo;&rdquo; Daniel Goleman&sbquo; who popularized the notion of &ldquo;Emotional Intelligence&sbquo;&rdquo; describes six different styles of leadership.&nbsp;Based in part on research data from 3&sbquo;871 executives&sbquo; the authors distill all leadership roles into six distinct styles--which effective leaders switch between depending upon circumstances--then explains the role of each style.</p>\r\n<p>The most effective leaders can move among these styles&sbquo; adopting the one that meets the needs of the moment. They can all become part of the leader&rsquo;s repertoire.</p>\r\n<p><strong>Visionary</strong><br />A visionary leader articulates a shared vision and gives clear direction and really helps people move toward a shared hope or dream. This is the classic model of leadership. It creates an immensely positive impact on the team\'s emotional climate. For example&sbquo; a visionary leader clarifies where the team is going but not how it will get there. This sets people free to innovate&sbquo; experiment&sbquo; and take calculated risks.&nbsp;<br /><br /><strong>Coaching</strong><br />The coaching style involves talking to someone off line&sbquo; outside the team setting. You have a one-on-one conversation&sbquo; not about your shared task&sbquo; not about the job&sbquo; but about the person. Who are you? I\'d like to get to know you; I\'d like to understand you. What do you want in your life? What\'s your life like? What do you want for your career? What do you want from your job? How can I help you get what you want&sbquo; go where you want to go?<br />This conversation opens up an ongoing dialogue letting the leader &lsquo;feedback&rsquo; the task in ways that make sense to that person&sbquo; in terms of where they want to go&sbquo; or to find a stretch task for that person&sbquo; to give them a challenge leading them in the direction they want to be moving anyway.&nbsp;<br /><br /><strong>Affiliating</strong><br />The affiliating style creates harmony in the group by getting people to connect with each other. Affiliating leaders create settings in which people can spend time together&sbquo; get to know each other&sbquo; and then bond together. They focus on people&rsquo;s feelings more than on tasks and goals and use praise lavishly.&nbsp;<br /><br /><strong>Democratic</strong><br />The democratic leader is a consensus builder&sbquo; the person who really listens to other people&sbquo; who takes their opinions into account in making a decision. In situations where the path ahead is unclear&sbquo; a Democratic leader can say in all honesty&sbquo; \"You know&sbquo; you folks know more about this than I do. What do you think I should do?\" The ability to listen gets people on board and makes each person feel they matter.&nbsp;<br /><br /><strong>Pacesetting</strong><br />The pacesetter leads by example and becomes very impatient when people can\'t meet that standard&sbquo; which is very high because pacesetters are very good. They don\'t give positive feedback&sbquo; only negative feedback. &nbsp;They make people feel guilty&sbquo; and that\'s why it lowers the emotional climate instead of raising it.&nbsp;<br /><br /><strong>Commanding</strong><br />The commanding style takes its name from the old command-and-control model&sbquo; the military model. &ldquo;Do it because I say so&sbquo; I\'m the boss.&rdquo;</p>\r\n<p><em>Purchase Primal Leadership by Daniel Goleman for more information on how understanding your leadership style can help you become a more effective leader.</em></p>'),(10225,484,'484142chart.jpg','<p>This chart identifies the potential an individual has in each of six important areas of leadership on a team. It does not identify the knowledge or skills required to master each category&sbquo; just the potential to be naturally good at it.</p>\r\n<p><strong>Developing Others</strong></p>\r\n<p>People high in this category are able to develop others&sbquo; to help them move from one level of performance&sbquo; knowledge or skill to another. They act as mentors to other team members in their areas of expertise.</p>\r\n<p><strong>Team Building</strong></p>\r\n<p>Team builders can help influence others to engage in the efforts of the team. They are also naturally proficient in assembling members into a team.</p>\r\n<p><strong>Helping Others Succeed</strong></p>\r\n<p>People high in this category come along side others and help them to achieve their objective&sbquo; they are selfless team members with the desire to see others accomplish their goals and succeed at whatever they do.</p>\r\n<p><strong>Encouraging Others to Succeed</strong></p>\r\n<p>People high in this category are natural encouragers; they act as cheer leaders&sbquo; encouraging others to succeed.</p>\r\n<p><strong>Likes Working With Talented People</strong></p>\r\n<p>People in this category seek out talented members of the team and attempt to work together with them to achieve common goals.</p>\r\n<p><strong>Builds Whats Best for Others</strong></p>\r\n<p>This category of team member seeks to understand the needs of other members of the team and attempts to build upon their goals.</p>'),(10226,484,'48445chart.jpg','<p>Gallup Consulting has found that l<a></a>eaders operate most effectively when they focus on their primary area of leadership strength within the leadership team. The four areas are Executing&sbquo; Influencing&sbquo; Relationship Building and Strategic Thinking. This report/chart identifies your primary areas of leadership strength.</p>\r\n<p>Effective leaders surround themselves with the right people and build on each person\'s strengths. Yet in most cases&sbquo; leadership teams are a product of circumstance more than design.</p>\r\n<p>The vast majority of the time&sbquo; we recruit by job function - and all but ignore individuals\' strengths. . As we worked with these leadership teams&sbquo; we began to see that while each member had his or her own unique strengths&sbquo; the most cohesive and successful teams possessed broader groupings of strengths. So we went back and initiated our most thorough review of this research to date. From this dataset&sbquo; four distinct domains of leadership strength emerged: Executing&sbquo; Influencing&sbquo; Relationship Building&sbquo; and Strategic Thinking. &nbsp;&nbsp;&nbsp;&nbsp;</p>\r\n<p><strong>The Four Domains of Leadership Strength</strong></p>\r\n<p>Instead of one dominant leader who tries to do everything or individuals who all have similar strengths&sbquo; contributions from all four domains lead to a strong and cohesive team. Although individual&rsquo;s need not be well-rounded&sbquo; teams should be.</p>\r\n<p><strong>EXECUTING</strong></p>\r\n<p>Leaders with dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution&sbquo; these are the people who will work tirelessly to get it done. Leaders with strength to execute have the ability to \"catch\" an idea and make it a reality.</p>\r\n<p><strong>INFLUENCING</strong></p>\r\n<p>Those who lead by Influencing help their team reach a much broader audience. People with strength in this domain are always selling the team\'s ideas inside and outside the organization. When you need someone to take charge&sbquo; speakup&sbquo; and make sure your group is heard&sbquo; look to someone with the strength to influence.</p>\r\n<p><strong>RELATIONSHIP BUILDING</strong></p>\r\n<p>Those who lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team&sbquo; in many cases&sbquo; the group is simply a composite of individuals. In contrast&sbquo; leaders with exceptional &nbsp;Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum .</p>\r\n<p><strong>STRATEGIC THINKING</strong></p>\r\n<p>Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People with strength in this domain continually stretch our thinking for the future.</p>\r\n<p><em>Copyright &copy; 2008 Gallup&sbquo; Inc.</em></p>'),(10227,484,'484140chart.jpg','<p><strong>From the book Discover Your Sales Strengths</strong></p>\r\n<p>We know from research that sales success stems from patterns of thought&sbquo; feeling&sbquo; and behavior that explain&sbquo;</p>\r\n<p>Our motivation&sbquo;</p>\r\n<p>The way we build relationships&sbquo;</p>\r\n<p>The way we gain commitments&sbquo;</p>\r\n<p>The structure we need to get our work done&sbquo; and</p>\r\n<p>Our ability to understand and solve customers&rsquo; needs.</p>\r\n<p>These are the five critical dimensions of fit for a sales role. In selection we don\'t use themes; rather&sbquo; we look at very discrete role-specific behaviors that can be narrowly defined and that are very specific to a particular sales role. StrengthsFinder themes are much broader than these role-specific behaviors&sbquo; however&sbquo; and cannot always be easily categorized.</p>\r\n<p><strong>Motivation</strong></p>\r\n<p>We are going to look first at motivation because it is the most Important dimension. The best salespeople we have studied are simply much more motivated than most of the population. And while simply being highly motivated isn\'t enough to be a good salesperson&sbquo; it is absolutely important to have enough motivation. Even before you read this book or took your StrengthsFinder interview&sbquo; you probably had a good idea of how strongly motivated you are. But your StrengthsFinder results can help you understand your particular motivation and how it applies to fit. Our studies suggest that 40 percent at salespeople&rsquo;s success stems directly from being in a situation in which their motivational needs are a good match. That\'s roughly twice as important as any of the other dimensions of fit.</p>\r\n<p><strong>Building Relationships</strong></p>\r\n<p>Although skills and knowledge are crucial to strengths building&sbquo; you must first possess the natural talent for the ability. Smiling&sbquo; or asking probing questions to override your inherent patterns when it comes to reacting to human beings. Since a good part of your success in sales rests on the productive relationships you can create&sbquo; understanding your talents in this area is critical.</p>\r\n<p>If you naturally develop deep relationships with customers for only fifteen minutes and then never see them again&sbquo; you t are squandering a valuable talent.</p>\r\n<p><strong>Gaining Commitments</strong></p>\r\n<p>Customer Commitment = (Content + Relationship) x Asking</p>\r\n<p>In order to gain customer commitment&sbquo; we have to provide some information that is relevant to the customer\'s needs. This is the content part of the equation. A customer\'s willingness to accept information is heavily influenced by her relationship with a salesperson. In essence we tend to accept Information more readily from someone if we have a positive relationship with. This combination of information and relationship is what primes the pump for a customer purchase. But in most cases&sbquo; more is required in order to turn that agreement into a purchase. That \"more\" takes the form of asking. Some sales books like to use the expression \"closing.\"</p>\r\n<p><strong>Structure</strong></p>\r\n<p>We all don\'t work equally well in the same structure. Some people can work at home&sbquo; and some people need the surroundings of an office to be productive. When we look at sales jobs&sbquo; we find many different structural components. Some sales representatives are required to check in to an office every day and to check back in at the end of the day. Others may work primarily from an office and visit customers only when specific appointments are set.</p>\r\n<p><strong>Solving Customer Problems</strong></p>\r\n<p>The last dimension of fit involves recognizing and solving customer problems. These talents can be enor mously helpful when customers have complicated problems that need to be addressed. Most sales roles do not have these requirements to a great degree.</p>\r\n<p>Lately it has become fashionable for many companies to refer to their salespeople as advisers&sbquo; consultants&sbquo; or business specialists as a way to elevate their stature in the eyes of their customers. Since customers all want to deal with vice presidents&sbquo; we will just call all of our sales reps vice presidents&sbquo; or so the thinking goes.</p>\r\n<p>However&sbquo; when we look at the day-to-day activities &middot; of many of these jobs&sbquo; they are more involved in selling routine solutions for routine problems. There is nothing wrong with that. Most large businesses have become large because they have figured out a common solution that will help a majority of customers. Most of these products still need to be sold&sbquo; but often do not require considerable problem solving. So&sbquo; if you&rsquo;re looking to improve your fit in a way that uses thinking themes&sbquo; be careful of taking a job just because of a title. Financial advisers&sbquo; for example&sbquo; can find themselves spending a lot more time on cold calls than on giving financial aid.</p>\r\n<p><em>Copyright &copy; 2003 by the Gallup Organization</em></p>'),(10228,484,'484141chart.jpg','<p><strong>From the book Discover Your Sales Strengths.</strong></p>\r\n<p><br /> Gallup\'s researchers have identified four emotional dimensions that comprise customer engagement. These dimensions begin with confidence and move on in order to Integrity&sbquo; pride&sbquo; and passion. Together&sbquo; these are the building blocks of customer engagement. Without question&sbquo; high levels of customer engagement represent &nbsp;a tough benchmark to meet. In the various industries we studied&sbquo; the number of \"fully engaged\" customers has ranged from the single digits (around 6 to 8 percent) to as high as 35 to 40 percent. Contrast that with the 80 percent of customers reportedly \"satisfied\" in these same industries.&nbsp;</p>\r\n<p><br /> 1. <strong>Confidence&nbsp;</strong>- Customers feel that the brand or com&bull; pany is trustworthy and that it keeps its promises.</p>\r\n<p>2. <strong>Integrity&nbsp;</strong>- Customers feel that the company treats them fairly.</p>\r\n<p>3. <strong>Pride&nbsp;</strong>- Customers feel good about the product or service and also feel that using the product reflects well on them.</p>\r\n<p>4. <strong>Passion&nbsp;</strong>- Now&sbquo; there\'s a word that scares many people! What we are getting at is the strong relationship that exists between a company and a client \'when the latter views the former as irreplaceable.&nbsp;</p>'),(10229,484,'48412chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10230,484,'48413chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10231,484,'4841chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>\r\n<p>1 -2 Not a fit</p>\r\n<p>3-4 Poor Fit</p>\r\n<p>5 -&nbsp;6 = Avg Potential</p>\r\n<p>7-8 Above Average Potential and Drive</p>\r\n<p>9-10 High Level of&nbsp;Potential and Very good fit</p>\r\n<p>11-12 As good as it gets</p>'),(10232,484,'48448chart.jpg',''),(10233,484,'48424chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10234,484,'48428chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10235,484,'48431chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10236,484,'48435chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10237,484,'48437chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10238,484,'48438chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10239,484,'48439chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10240,484,'48440chart.jpg','<p><span style=\"font-size: small;\">Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</span></p>\r\n<p><span style=\"font-size: small;\">This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</span></p>\r\n<p><span style=\"font-size: small;\">Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</span></p>\r\n<p><span style=\"font-size: small;\">Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</span></p>\r\n<p><span style=\"font-size: small;\">For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</span></p>\r\n<p><span style=\"font-size: small;\">Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</span></p>'),(10241,484,'484106chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10242,484,'484100chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10243,484,'48498chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10244,484,'484101chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10245,484,'484102chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10246,484,'484107chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10247,484,'484122chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>\r\n<p>The 1990 Perkins Act defines vocational education as \"organized educational programs offering a sequence of courses which are directly related to the preparation of individuals in paid or unpaid employment in current or emerging occupations requiring other than a baccalaureate or advanced degree.\"</p>'),(10248,484,'484145chart.jpg','<p><strong>The Three Primary Learning Styles&nbsp; &nbsp;&nbsp;</strong></p>\r\n<p>Children develop their preferred learning style as they grow older. As children grow up&sbquo; they develop their own style and preference of learning based on three different primary learning styles. Most people favor one style of learning&sbquo; but can learn to adapt to other styles. However&sbquo; if you notice a student struggling in class&sbquo; it could mean that he is not getting enough stimulation in his preferred style of learning&sbquo; or that he has trouble learning in the way the teacher prefers. Learning to identify your own personal learning style or those of your students will help you make the academic setting more effective and beneficial for everyone involved.</p>\r\n<p><br /><strong>The Three Learning Styles Assessment of Learning Styles</strong></p>\r\n<p><strong>Kinesthetic/Tactile</strong></p>\r\n<p>According to MindWorks Resources&sbquo; 5 percent of adults are primarily kinesthetic (also called tactile) learners&sbquo; even though everyone initially starts out as a kinesthetic learner. Babies and young children learn by touching things and engaging their bodies in activity. Older children and adults who are tactile learners also need to have a hands-on environment and prefer to learn by doing. If a kinesthetic learner gets bored in the classroom or is unable to engage in her preferred learning style&sbquo; she may start fidgeting and find reasons to move around.</p>\r\n<p><br /><strong>Auditory</strong></p>\r\n<p>By adulthood&sbquo; 30 percent of people prefer the auditory learning style. This means they learn by hearing&sbquo; even if they have to learn by listening to themselves talk. They prefer to hear their professors lecture instead of copying notes from a projector or reading textbook material quietly. If an auditory learner has to sit in a quiet learning atmosphere for too long&sbquo; he may begin to talk softly to himself or his neighbor.</p>\r\n<p><br /><strong>Visual</strong></p>\r\n<p>The majority of adults&sbquo; 65 percent according to MindWorks Resources&sbquo; need to observe and watch information in order to digest it properly. Visual learners would rather read information for themselves rather than listen to a lecture or have someone read it to them. They also tend to take detailed&sbquo; organized notes to refer to later. They may even incorporate different colors in their note-taking to help special or difficult information stand out to them. If a visual student sits in a classroom with no visual stimulation&sbquo; his eyes may wander around the room or out a window.</p>\r\n<p><br /><strong>Mixed/Percentages</strong></p>\r\n<p>Most adults will favor one of the three primary learning styles and have a secondary style that also works for them&sbquo; just not as well as their first preference. They may also have an even blend of two different learning types&sbquo; or have an even preference of all three learning styles. This benefits the individuals because it gives them more versatility in their ability to learn from different types of teachers.</p>\r\n<p><em>By Chelsea Baldwin&sbquo; eHow Contributor</em><span style=\"font-size: small;\"><br /></span></p>'),(10249,484,'484143chart.jpg','<p><strong>Personal Orientation</strong></p>\r\n<p>Two people can read the same poem and view it differently&sbquo; it is the same poem&sbquo; we just interpret it differently from others.&nbsp;We tend to view life from different perspectives depending upon how we are designed. This chart identifies how you look at or view things&sbquo; from what perspective.</p>\r\n<p><strong>There are seven domains being evaluated in this chart/report.</strong></p>\r\n<p><strong>Futuristic </strong>&ndash; Goal Oriented Futuristic leaders use their ideas and intellect to develop concrete strategic initiatives. They are hard workers who resonate with others to get things done as they promote a positive outlook for the future. They tend to have faith in what they perceive the future to hold&sbquo; they have the ability to move forward regardless of the lack of data because they can perceive from the world around them that things are moving in a certain direction.&nbsp;</p>\r\n<p><strong>Executive </strong>- Outcome Oriented Outcome oriented leaders are hard working&sbquo; Consistent&sbquo; responsible&sbquo; focused and disciplined leaders. They promote action and achievement on initiatives which they are carefully and strategically focused on to achieve the desired results. They support others in the accomplishment of their goals&sbquo; helping them to achieve the desired outcome. They are devoted to those who they lead&sbquo; they give and expect loyalty.</p>\r\n<p><strong>Methodical </strong>&ndash; Diligence Oriented Diligence oriented leaders are focused analytical leaders who are consistent and disciplined in keeping commitments. They keep the past in mind as they seek to mitigate the risks in initiatives they are responsible for; always seeking to restore what is broken&sbquo; including relationships. They tend to be objective perfectionists who excel in education and the sciences as practitioners and scientists.</p>\r\n<p><strong>Inspirational </strong>- Vision Oriented Inspirational leaders are highly adaptable promoters with great people and communication skills. They keep a positive attitude as they build relationships through their confidence in self and others. They tend to promote themselves as they work to develop others through persuasion&sbquo; inspiring them to see their vision for the future as they work toward the results that fulfill their vision.</p>\r\n<p><strong>Relational </strong>&ndash; People Oriented&nbsp;People oriented leaders grow their circle of influence through their ability to read people and engage them through their consistent caring personalities. They love people and will adapt to win others over to their cause. They are giving leaders with good communication skills who keep the past in mind as they promote their initiatives. They are objective thinkers who care for&sbquo; protect&sbquo; develop and nurture others.</p>\r\n<p><strong>Intellectual </strong>- Philosophically&nbsp;Oriented Thought leadership oriented leaders are visionaries and change agents with the ability to persuade others with what they learn through their objective approach to life. They are analytical by nature and develop deep convictions about what they believe. They are deep thinkers who understand how people and things are connected in life and they focus on the ideas that come out of that understanding to excite them for the future.</p>\r\n<p><strong>Influential </strong>&ndash; Charisma Oriented Charisma oriented leaders have a dramatic approach to life. They love people and have deep convictions about connecting with others through their superior communication skills. They see the potential in others as they resonate with them and seek to win them over through their positive yet persuasive approach to life. They promote themselves and others as they others develop and restore broken relationships.</p>'),(10250,484,'4848chart.jpg','<p><strong>Leaders</strong></p>\r\n<p>Leaders - they are identified by the leadership chart as being vision driven. Responsible for getting the right people in the right place (10% of the people.) They know how to figure out what and why initiatives needs to be done and can articulate it to the troops. Leaders create vision for change; they develop initiatives that bring about change. Doing the right things (30% of the people.)</p>\r\n<p><strong>Managers</strong></p>\r\n<p>Managers - they are identified by the leadership chart as being mission driven (30% of the people.) They can understand why and what needs to be done and can understand how to get it done. Plan change and prepare others for change and measure change. They collaborate with leaders to develop an understanding of why an initiative has to be done. They collaborate on the knowledge required to know how to do the initiative to workers.</p>\r\n<p><strong>Practitioners&sbquo; Technicians and Workers</strong></p>\r\n<p>Practitioners&sbquo; technicians and workers - doing things the right way (60% of the people.) They are identified by the leadership chart as being people driven. Know or can learn how to do what needs to be done. Execute change&sbquo; maintain standards and report execution to standard. Report what they did and how well they did to standard.</p>\r\n<p><strong>Understanding Leaders&sbquo; Managers and Practitioners/Knowledge Workers</strong></p>\r\n<table border=\"1\" cellspacing=\"5\" cellpadding=\"0\" align=\"left\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Life Role Legend</strong></p>\r\n<p><strong>&nbsp;</strong></p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Leaders</strong></p>\r\n<p>Making sure the right things are done</p>\r\n<p>(10% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Managers</strong></p>\r\n<p>Making sure things are done right</p>\r\n<p>(30% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Practitioners</strong></p>\r\n<p>Know how to do things</p>\r\n<p>(60% of the people)</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Who   does it</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Leaders   - They are identified by the leadership chart as being Vision driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Managers   - They are identified by the leadership chart as being Mission driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Workers   - They are identified by the leadership chart as being People or Task &nbsp;   driven</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they know</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   know how to figure out what and why initiatives needs to be done and can   articulate it to the troops</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   can understand why and what needs to be done and can understand how to get it   done</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Know or   can learn how to do what needs to be done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they are commissioned to do</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   develop initiatives that bring about change</p>\r\n<p>Create   Vision for change.</p>\r\n<p>Develop   and Articulate</p>\r\n<p>-Strategic   objective<br /> -Vision<br /> -Mission<br /> -Strategy<br /> -Core Practices</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Plan   Change</p>\r\n<p>Prepare   others for change</p>\r\n<p>Measure   change</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Execute   Change</p>\r\n<p>Maintain   standards</p>\r\n<p>Report   execution to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they communicate</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Why an   Initiative has to be done and wisdom behind doing it</p>\r\n<p>They   collaborate on what has to be done with managers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   collaborate with leaders to develop an understanding of why an initiative has   to be done</p>\r\n<p>They   collaborate on the knowledge required to know how to do the initiative to   workers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they did and how well they did to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   are their tools</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Strategy<br /> -Vision<br /> -Emotion<br /> -Wisdom<br /> -Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Tactics<br /> -Mission<br /> -Logic<br /> -Understanding<br /> -Leadership and<br /> -Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Execution<br /> -Duty<br /> -Skills<br /> -Knowledge<br /> -Production Systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How are   they measured</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Achieving   the strategic objective<br /> -Effectivity<br /> -On how well they plan&sbquo; prepare&sbquo; measure and report.<br /> -Created efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>On how   well they plan&sbquo; prepare&sbquo; measure and report.</p>\r\n<p>Created   efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How   well they execute<br /> Efficiency</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lead   with</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Emotion   that conveys Hope Through Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Reason   that conveys Faith by Merging Leadership and Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Relationships   that convey Charity through action driven production systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Accountability</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Vision. Trusted with why&sbquo; what and how</p>\r\n<p>Accountable   for why&sbquo; what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Mission. Trusted with what</p>\r\n<p>Accountable   for what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Work. Trusted to do the what Accountable for how things are done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Greatest   Obstacles&nbsp;</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Wisdom   of why</p>\r\n<p>Wisdom   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Understanding   of why</p>\r\n<p>Understanding   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Knowledge   of why</p>\r\n<p>Knowledge   of what</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Potential</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Exponential   growth of the organization by leveraging organization Vision&sbquo; Value and Core   Competencies to accomplish the strategic objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Multiplier   of time and material by leveraging resources to accomplish the strategic   objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Adds   leverage by knowing how to accomplish what needs to be done to accomplish the   strategic objective</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Allignment   responsibilities</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to motivating passion. Tendency to migrate toward   reactionary activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to Mission. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Mission   and strategic objective to Activity. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Growth</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   grow in wisdom understanding and knowledge to raise leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more wisdom understanding and knowledge to lead</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more knowledge and understanding to manage</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Gravity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   wisdom migrates leaders toward management and set low leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   understanding creates micro management</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   knowledge creates poor results</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>'),(10251,484,'48450chart.jpg','<p>In the book &ldquo;Primal Leadership&sbquo;&rdquo; Daniel Goleman&sbquo; who popularized the notion of &ldquo;Emotional Intelligence&sbquo;&rdquo; describes six different styles of leadership.&nbsp;Based in part on research data from 3&sbquo;871 executives&sbquo; the authors distill all leadership roles into six distinct styles--which effective leaders switch between depending upon circumstances--then explains the role of each style.</p>\r\n<p>The most effective leaders can move among these styles&sbquo; adopting the one that meets the needs of the moment. They can all become part of the leader&rsquo;s repertoire.</p>\r\n<p><strong>Visionary</strong><br />A visionary leader articulates a shared vision and gives clear direction and really helps people move toward a shared hope or dream. This is the classic model of leadership. It creates an immensely positive impact on the team\'s emotional climate. For example&sbquo; a visionary leader clarifies where the team is going but not how it will get there. This sets people free to innovate&sbquo; experiment&sbquo; and take calculated risks.&nbsp;<br /><br /><strong>Coaching</strong><br />The coaching style involves talking to someone off line&sbquo; outside the team setting. You have a one-on-one conversation&sbquo; not about your shared task&sbquo; not about the job&sbquo; but about the person. Who are you? I\'d like to get to know you; I\'d like to understand you. What do you want in your life? What\'s your life like? What do you want for your career? What do you want from your job? How can I help you get what you want&sbquo; go where you want to go?<br />This conversation opens up an ongoing dialogue letting the leader &lsquo;feedback&rsquo; the task in ways that make sense to that person&sbquo; in terms of where they want to go&sbquo; or to find a stretch task for that person&sbquo; to give them a challenge leading them in the direction they want to be moving anyway.&nbsp;<br /><br /><strong>Affiliating</strong><br />The affiliating style creates harmony in the group by getting people to connect with each other. Affiliating leaders create settings in which people can spend time together&sbquo; get to know each other&sbquo; and then bond together. They focus on people&rsquo;s feelings more than on tasks and goals and use praise lavishly.&nbsp;<br /><br /><strong>Democratic</strong><br />The democratic leader is a consensus builder&sbquo; the person who really listens to other people&sbquo; who takes their opinions into account in making a decision. In situations where the path ahead is unclear&sbquo; a Democratic leader can say in all honesty&sbquo; \"You know&sbquo; you folks know more about this than I do. What do you think I should do?\" The ability to listen gets people on board and makes each person feel they matter.&nbsp;<br /><br /><strong>Pacesetting</strong><br />The pacesetter leads by example and becomes very impatient when people can\'t meet that standard&sbquo; which is very high because pacesetters are very good. They don\'t give positive feedback&sbquo; only negative feedback. &nbsp;They make people feel guilty&sbquo; and that\'s why it lowers the emotional climate instead of raising it.&nbsp;<br /><br /><strong>Commanding</strong><br />The commanding style takes its name from the old command-and-control model&sbquo; the military model. &ldquo;Do it because I say so&sbquo; I\'m the boss.&rdquo;</p>\r\n<p><em>Purchase Primal Leadership by Daniel Goleman for more information on how understanding your leadership style can help you become a more effective leader.</em></p>'),(10252,484,'484142chart.jpg','<p>This chart identifies the potential an individual has in each of six important areas of leadership on a team. It does not identify the knowledge or skills required to master each category&sbquo; just the potential to be naturally good at it.</p>\r\n<p><strong>Developing Others</strong></p>\r\n<p>People high in this category are able to develop others&sbquo; to help them move from one level of performance&sbquo; knowledge or skill to another. They act as mentors to other team members in their areas of expertise.</p>\r\n<p><strong>Team Building</strong></p>\r\n<p>Team builders can help influence others to engage in the efforts of the team. They are also naturally proficient in assembling members into a team.</p>\r\n<p><strong>Helping Others Succeed</strong></p>\r\n<p>People high in this category come along side others and help them to achieve their objective&sbquo; they are selfless team members with the desire to see others accomplish their goals and succeed at whatever they do.</p>\r\n<p><strong>Encouraging Others to Succeed</strong></p>\r\n<p>People high in this category are natural encouragers; they act as cheer leaders&sbquo; encouraging others to succeed.</p>\r\n<p><strong>Likes Working With Talented People</strong></p>\r\n<p>People in this category seek out talented members of the team and attempt to work together with them to achieve common goals.</p>\r\n<p><strong>Builds Whats Best for Others</strong></p>\r\n<p>This category of team member seeks to understand the needs of other members of the team and attempts to build upon their goals.</p>'),(10253,484,'48445chart.jpg','<p>Gallup Consulting has found that l<a></a>eaders operate most effectively when they focus on their primary area of leadership strength within the leadership team. The four areas are Executing&sbquo; Influencing&sbquo; Relationship Building and Strategic Thinking. This report/chart identifies your primary areas of leadership strength.</p>\r\n<p>Effective leaders surround themselves with the right people and build on each person\'s strengths. Yet in most cases&sbquo; leadership teams are a product of circumstance more than design.</p>\r\n<p>The vast majority of the time&sbquo; we recruit by job function - and all but ignore individuals\' strengths. . As we worked with these leadership teams&sbquo; we began to see that while each member had his or her own unique strengths&sbquo; the most cohesive and successful teams possessed broader groupings of strengths. So we went back and initiated our most thorough review of this research to date. From this dataset&sbquo; four distinct domains of leadership strength emerged: Executing&sbquo; Influencing&sbquo; Relationship Building&sbquo; and Strategic Thinking. &nbsp;&nbsp;&nbsp;&nbsp;</p>\r\n<p><strong>The Four Domains of Leadership Strength</strong></p>\r\n<p>Instead of one dominant leader who tries to do everything or individuals who all have similar strengths&sbquo; contributions from all four domains lead to a strong and cohesive team. Although individual&rsquo;s need not be well-rounded&sbquo; teams should be.</p>\r\n<p><strong>EXECUTING</strong></p>\r\n<p>Leaders with dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution&sbquo; these are the people who will work tirelessly to get it done. Leaders with strength to execute have the ability to \"catch\" an idea and make it a reality.</p>\r\n<p><strong>INFLUENCING</strong></p>\r\n<p>Those who lead by Influencing help their team reach a much broader audience. People with strength in this domain are always selling the team\'s ideas inside and outside the organization. When you need someone to take charge&sbquo; speakup&sbquo; and make sure your group is heard&sbquo; look to someone with the strength to influence.</p>\r\n<p><strong>RELATIONSHIP BUILDING</strong></p>\r\n<p>Those who lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team&sbquo; in many cases&sbquo; the group is simply a composite of individuals. In contrast&sbquo; leaders with exceptional &nbsp;Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum .</p>\r\n<p><strong>STRATEGIC THINKING</strong></p>\r\n<p>Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People with strength in this domain continually stretch our thinking for the future.</p>\r\n<p><em>Copyright &copy; 2008 Gallup&sbquo; Inc.</em></p>'),(10254,484,'484140chart.jpg','<p><strong>From the book Discover Your Sales Strengths</strong></p>\r\n<p>We know from research that sales success stems from patterns of thought&sbquo; feeling&sbquo; and behavior that explain&sbquo;</p>\r\n<p>Our motivation&sbquo;</p>\r\n<p>The way we build relationships&sbquo;</p>\r\n<p>The way we gain commitments&sbquo;</p>\r\n<p>The structure we need to get our work done&sbquo; and</p>\r\n<p>Our ability to understand and solve customers&rsquo; needs.</p>\r\n<p>These are the five critical dimensions of fit for a sales role. In selection we don\'t use themes; rather&sbquo; we look at very discrete role-specific behaviors that can be narrowly defined and that are very specific to a particular sales role. StrengthsFinder themes are much broader than these role-specific behaviors&sbquo; however&sbquo; and cannot always be easily categorized.</p>\r\n<p><strong>Motivation</strong></p>\r\n<p>We are going to look first at motivation because it is the most Important dimension. The best salespeople we have studied are simply much more motivated than most of the population. And while simply being highly motivated isn\'t enough to be a good salesperson&sbquo; it is absolutely important to have enough motivation. Even before you read this book or took your StrengthsFinder interview&sbquo; you probably had a good idea of how strongly motivated you are. But your StrengthsFinder results can help you understand your particular motivation and how it applies to fit. Our studies suggest that 40 percent at salespeople&rsquo;s success stems directly from being in a situation in which their motivational needs are a good match. That\'s roughly twice as important as any of the other dimensions of fit.</p>\r\n<p><strong>Building Relationships</strong></p>\r\n<p>Although skills and knowledge are crucial to strengths building&sbquo; you must first possess the natural talent for the ability. Smiling&sbquo; or asking probing questions to override your inherent patterns when it comes to reacting to human beings. Since a good part of your success in sales rests on the productive relationships you can create&sbquo; understanding your talents in this area is critical.</p>\r\n<p>If you naturally develop deep relationships with customers for only fifteen minutes and then never see them again&sbquo; you t are squandering a valuable talent.</p>\r\n<p><strong>Gaining Commitments</strong></p>\r\n<p>Customer Commitment = (Content + Relationship) x Asking</p>\r\n<p>In order to gain customer commitment&sbquo; we have to provide some information that is relevant to the customer\'s needs. This is the content part of the equation. A customer\'s willingness to accept information is heavily influenced by her relationship with a salesperson. In essence we tend to accept Information more readily from someone if we have a positive relationship with. This combination of information and relationship is what primes the pump for a customer purchase. But in most cases&sbquo; more is required in order to turn that agreement into a purchase. That \"more\" takes the form of asking. Some sales books like to use the expression \"closing.\"</p>\r\n<p><strong>Structure</strong></p>\r\n<p>We all don\'t work equally well in the same structure. Some people can work at home&sbquo; and some people need the surroundings of an office to be productive. When we look at sales jobs&sbquo; we find many different structural components. Some sales representatives are required to check in to an office every day and to check back in at the end of the day. Others may work primarily from an office and visit customers only when specific appointments are set.</p>\r\n<p><strong>Solving Customer Problems</strong></p>\r\n<p>The last dimension of fit involves recognizing and solving customer problems. These talents can be enor mously helpful when customers have complicated problems that need to be addressed. Most sales roles do not have these requirements to a great degree.</p>\r\n<p>Lately it has become fashionable for many companies to refer to their salespeople as advisers&sbquo; consultants&sbquo; or business specialists as a way to elevate their stature in the eyes of their customers. Since customers all want to deal with vice presidents&sbquo; we will just call all of our sales reps vice presidents&sbquo; or so the thinking goes.</p>\r\n<p>However&sbquo; when we look at the day-to-day activities &middot; of many of these jobs&sbquo; they are more involved in selling routine solutions for routine problems. There is nothing wrong with that. Most large businesses have become large because they have figured out a common solution that will help a majority of customers. Most of these products still need to be sold&sbquo; but often do not require considerable problem solving. So&sbquo; if you&rsquo;re looking to improve your fit in a way that uses thinking themes&sbquo; be careful of taking a job just because of a title. Financial advisers&sbquo; for example&sbquo; can find themselves spending a lot more time on cold calls than on giving financial aid.</p>\r\n<p><em>Copyright &copy; 2003 by the Gallup Organization</em></p>'),(10255,484,'484141chart.jpg','<p><strong>From the book Discover Your Sales Strengths.</strong></p>\r\n<p><br /> Gallup\'s researchers have identified four emotional dimensions that comprise customer engagement. These dimensions begin with confidence and move on in order to Integrity&sbquo; pride&sbquo; and passion. Together&sbquo; these are the building blocks of customer engagement. Without question&sbquo; high levels of customer engagement represent &nbsp;a tough benchmark to meet. In the various industries we studied&sbquo; the number of \"fully engaged\" customers has ranged from the single digits (around 6 to 8 percent) to as high as 35 to 40 percent. Contrast that with the 80 percent of customers reportedly \"satisfied\" in these same industries.&nbsp;</p>\r\n<p><br /> 1. <strong>Confidence&nbsp;</strong>- Customers feel that the brand or com&bull; pany is trustworthy and that it keeps its promises.</p>\r\n<p>2. <strong>Integrity&nbsp;</strong>- Customers feel that the company treats them fairly.</p>\r\n<p>3. <strong>Pride&nbsp;</strong>- Customers feel good about the product or service and also feel that using the product reflects well on them.</p>\r\n<p>4. <strong>Passion&nbsp;</strong>- Now&sbquo; there\'s a word that scares many people! What we are getting at is the strong relationship that exists between a company and a client \'when the latter views the former as irreplaceable.&nbsp;</p>'),(10256,484,'48412chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10257,484,'48413chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10258,484,'4841chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>\r\n<p>1 -2 Not a fit</p>\r\n<p>3-4 Poor Fit</p>\r\n<p>5 -&nbsp;6 = Avg Potential</p>\r\n<p>7-8 Above Average Potential and Drive</p>\r\n<p>9-10 High Level of&nbsp;Potential and Very good fit</p>\r\n<p>11-12 As good as it gets</p>'),(10259,484,'48448chart.jpg',''),(10260,484,'48424chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10261,484,'48428chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10262,484,'48431chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10263,484,'48435chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10264,484,'48437chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10265,484,'48438chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10266,484,'48439chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10267,484,'48440chart.jpg','<p><span style=\"font-size: small;\">Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</span></p>\r\n<p><span style=\"font-size: small;\">This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</span></p>\r\n<p><span style=\"font-size: small;\">Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</span></p>\r\n<p><span style=\"font-size: small;\">Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</span></p>\r\n<p><span style=\"font-size: small;\">For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</span></p>\r\n<p><span style=\"font-size: small;\">Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</span></p>'),(10268,484,'484106chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10269,484,'484100chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10270,484,'48498chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10271,484,'484101chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10272,484,'484102chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10273,484,'484107chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10274,484,'484122chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>\r\n<p>The 1990 Perkins Act defines vocational education as \"organized educational programs offering a sequence of courses which are directly related to the preparation of individuals in paid or unpaid employment in current or emerging occupations requiring other than a baccalaureate or advanced degree.\"</p>'),(10301,452,'452145chart.jpg','<p><strong>The Three Primary Learning Styles&nbsp; &nbsp;&nbsp;</strong></p>\r\n<p>Children develop their preferred learning style as they grow older. As children grow up&sbquo; they develop their own style and preference of learning based on three different primary learning styles. Most people favor one style of learning&sbquo; but can learn to adapt to other styles. However&sbquo; if you notice a student struggling in class&sbquo; it could mean that he is not getting enough stimulation in his preferred style of learning&sbquo; or that he has trouble learning in the way the teacher prefers. Learning to identify your own personal learning style or those of your students will help you make the academic setting more effective and beneficial for everyone involved.</p>\r\n<p><br /><strong>The Three Learning Styles Assessment of Learning Styles</strong></p>\r\n<p><strong>Kinesthetic/Tactile</strong></p>\r\n<p>According to MindWorks Resources&sbquo; 5 percent of adults are primarily kinesthetic (also called tactile) learners&sbquo; even though everyone initially starts out as a kinesthetic learner. Babies and young children learn by touching things and engaging their bodies in activity. Older children and adults who are tactile learners also need to have a hands-on environment and prefer to learn by doing. If a kinesthetic learner gets bored in the classroom or is unable to engage in her preferred learning style&sbquo; she may start fidgeting and find reasons to move around.</p>\r\n<p><br /><strong>Auditory</strong></p>\r\n<p>By adulthood&sbquo; 30 percent of people prefer the auditory learning style. This means they learn by hearing&sbquo; even if they have to learn by listening to themselves talk. They prefer to hear their professors lecture instead of copying notes from a projector or reading textbook material quietly. If an auditory learner has to sit in a quiet learning atmosphere for too long&sbquo; he may begin to talk softly to himself or his neighbor.</p>\r\n<p><br /><strong>Visual</strong></p>\r\n<p>The majority of adults&sbquo; 65 percent according to MindWorks Resources&sbquo; need to observe and watch information in order to digest it properly. Visual learners would rather read information for themselves rather than listen to a lecture or have someone read it to them. They also tend to take detailed&sbquo; organized notes to refer to later. They may even incorporate different colors in their note-taking to help special or difficult information stand out to them. If a visual student sits in a classroom with no visual stimulation&sbquo; his eyes may wander around the room or out a window.</p>\r\n<p><br /><strong>Mixed/Percentages</strong></p>\r\n<p>Most adults will favor one of the three primary learning styles and have a secondary style that also works for them&sbquo; just not as well as their first preference. They may also have an even blend of two different learning types&sbquo; or have an even preference of all three learning styles. This benefits the individuals because it gives them more versatility in their ability to learn from different types of teachers.</p>\r\n<p><em>By Chelsea Baldwin&sbquo; eHow Contributor</em><span style=\"font-size: small;\"><br /></span></p>'),(10302,452,'452143chart.jpg','<p><strong>Personal Orientation</strong></p>\r\n<p>Two people can read the same poem and view it differently&sbquo; it is the same poem&sbquo; we just interpret it differently from others.&nbsp;We tend to view life from different perspectives depending upon how we are designed. This chart identifies how you look at or view things&sbquo; from what perspective.</p>\r\n<p><strong>There are seven domains being evaluated in this chart/report.</strong></p>\r\n<p><strong>Futuristic </strong>&ndash; Goal Oriented Futuristic leaders use their ideas and intellect to develop concrete strategic initiatives. They are hard workers who resonate with others to get things done as they promote a positive outlook for the future. They tend to have faith in what they perceive the future to hold&sbquo; they have the ability to move forward regardless of the lack of data because they can perceive from the world around them that things are moving in a certain direction.&nbsp;</p>\r\n<p><strong>Executive </strong>- Outcome Oriented Outcome oriented leaders are hard working&sbquo; Consistent&sbquo; responsible&sbquo; focused and disciplined leaders. They promote action and achievement on initiatives which they are carefully and strategically focused on to achieve the desired results. They support others in the accomplishment of their goals&sbquo; helping them to achieve the desired outcome. They are devoted to those who they lead&sbquo; they give and expect loyalty.</p>\r\n<p><strong>Methodical </strong>&ndash; Diligence Oriented Diligence oriented leaders are focused analytical leaders who are consistent and disciplined in keeping commitments. They keep the past in mind as they seek to mitigate the risks in initiatives they are responsible for; always seeking to restore what is broken&sbquo; including relationships. They tend to be objective perfectionists who excel in education and the sciences as practitioners and scientists.</p>\r\n<p><strong>Inspirational </strong>- Vision Oriented Inspirational leaders are highly adaptable promoters with great people and communication skills. They keep a positive attitude as they build relationships through their confidence in self and others. They tend to promote themselves as they work to develop others through persuasion&sbquo; inspiring them to see their vision for the future as they work toward the results that fulfill their vision.</p>\r\n<p><strong>Relational </strong>&ndash; People Oriented&nbsp;People oriented leaders grow their circle of influence through their ability to read people and engage them through their consistent caring personalities. They love people and will adapt to win others over to their cause. They are giving leaders with good communication skills who keep the past in mind as they promote their initiatives. They are objective thinkers who care for&sbquo; protect&sbquo; develop and nurture others.</p>\r\n<p><strong>Intellectual </strong>- Philosophically&nbsp;Oriented Thought leadership oriented leaders are visionaries and change agents with the ability to persuade others with what they learn through their objective approach to life. They are analytical by nature and develop deep convictions about what they believe. They are deep thinkers who understand how people and things are connected in life and they focus on the ideas that come out of that understanding to excite them for the future.</p>\r\n<p><strong>Influential </strong>&ndash; Charisma Oriented Charisma oriented leaders have a dramatic approach to life. They love people and have deep convictions about connecting with others through their superior communication skills. They see the potential in others as they resonate with them and seek to win them over through their positive yet persuasive approach to life. They promote themselves and others as they others develop and restore broken relationships.</p>'),(10303,452,'4528chart.jpg','<p><strong>Leaders</strong></p>\r\n<p>Leaders - they are identified by the leadership chart as being vision driven. Responsible for getting the right people in the right place (10% of the people.) They know how to figure out what and why initiatives needs to be done and can articulate it to the troops. Leaders create vision for change; they develop initiatives that bring about change. Doing the right things (30% of the people.)</p>\r\n<p><strong>Managers</strong></p>\r\n<p>Managers - they are identified by the leadership chart as being mission driven (30% of the people.) They can understand why and what needs to be done and can understand how to get it done. Plan change and prepare others for change and measure change. They collaborate with leaders to develop an understanding of why an initiative has to be done. They collaborate on the knowledge required to know how to do the initiative to workers.</p>\r\n<p><strong>Practitioners&sbquo; Technicians and Workers</strong></p>\r\n<p>Practitioners&sbquo; technicians and workers - doing things the right way (60% of the people.) They are identified by the leadership chart as being people driven. Know or can learn how to do what needs to be done. Execute change&sbquo; maintain standards and report execution to standard. Report what they did and how well they did to standard.</p>\r\n<p><strong>Understanding Leaders&sbquo; Managers and Practitioners/Knowledge Workers</strong></p>\r\n<table border=\"1\" cellspacing=\"5\" cellpadding=\"0\" align=\"left\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Life Role Legend</strong></p>\r\n<p><strong>&nbsp;</strong></p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Leaders</strong></p>\r\n<p>Making sure the right things are done</p>\r\n<p>(10% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Managers</strong></p>\r\n<p>Making sure things are done right</p>\r\n<p>(30% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Practitioners</strong></p>\r\n<p>Know how to do things</p>\r\n<p>(60% of the people)</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Who   does it</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Leaders   - They are identified by the leadership chart as being Vision driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Managers   - They are identified by the leadership chart as being Mission driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Workers   - They are identified by the leadership chart as being People or Task &nbsp;   driven</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they know</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   know how to figure out what and why initiatives needs to be done and can   articulate it to the troops</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   can understand why and what needs to be done and can understand how to get it   done</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Know or   can learn how to do what needs to be done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they are commissioned to do</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   develop initiatives that bring about change</p>\r\n<p>Create   Vision for change.</p>\r\n<p>Develop   and Articulate</p>\r\n<p>-Strategic   objective<br /> -Vision<br /> -Mission<br /> -Strategy<br /> -Core Practices</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Plan   Change</p>\r\n<p>Prepare   others for change</p>\r\n<p>Measure   change</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Execute   Change</p>\r\n<p>Maintain   standards</p>\r\n<p>Report   execution to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they communicate</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Why an   Initiative has to be done and wisdom behind doing it</p>\r\n<p>They   collaborate on what has to be done with managers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   collaborate with leaders to develop an understanding of why an initiative has   to be done</p>\r\n<p>They   collaborate on the knowledge required to know how to do the initiative to   workers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they did and how well they did to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   are their tools</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Strategy<br /> -Vision<br /> -Emotion<br /> -Wisdom<br /> -Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Tactics<br /> -Mission<br /> -Logic<br /> -Understanding<br /> -Leadership and<br /> -Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Execution<br /> -Duty<br /> -Skills<br /> -Knowledge<br /> -Production Systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How are   they measured</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Achieving   the strategic objective<br /> -Effectivity<br /> -On how well they plan&sbquo; prepare&sbquo; measure and report.<br /> -Created efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>On how   well they plan&sbquo; prepare&sbquo; measure and report.</p>\r\n<p>Created   efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How   well they execute<br /> Efficiency</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lead   with</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Emotion   that conveys Hope Through Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Reason   that conveys Faith by Merging Leadership and Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Relationships   that convey Charity through action driven production systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Accountability</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Vision. Trusted with why&sbquo; what and how</p>\r\n<p>Accountable   for why&sbquo; what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Mission. Trusted with what</p>\r\n<p>Accountable   for what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Work. Trusted to do the what Accountable for how things are done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Greatest   Obstacles&nbsp;</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Wisdom   of why</p>\r\n<p>Wisdom   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Understanding   of why</p>\r\n<p>Understanding   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Knowledge   of why</p>\r\n<p>Knowledge   of what</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Potential</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Exponential   growth of the organization by leveraging organization Vision&sbquo; Value and Core   Competencies to accomplish the strategic objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Multiplier   of time and material by leveraging resources to accomplish the strategic   objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Adds   leverage by knowing how to accomplish what needs to be done to accomplish the   strategic objective</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Allignment   responsibilities</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to motivating passion. Tendency to migrate toward   reactionary activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to Mission. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Mission   and strategic objective to Activity. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Growth</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   grow in wisdom understanding and knowledge to raise leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more wisdom understanding and knowledge to lead</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more knowledge and understanding to manage</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Gravity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   wisdom migrates leaders toward management and set low leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   understanding creates micro management</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   knowledge creates poor results</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>'),(10304,452,'45250chart.jpg','<p>In the book &ldquo;Primal Leadership&sbquo;&rdquo; Daniel Goleman&sbquo; who popularized the notion of &ldquo;Emotional Intelligence&sbquo;&rdquo; describes six different styles of leadership.&nbsp;Based in part on research data from 3&sbquo;871 executives&sbquo; the authors distill all leadership roles into six distinct styles--which effective leaders switch between depending upon circumstances--then explains the role of each style.</p>\r\n<p>The most effective leaders can move among these styles&sbquo; adopting the one that meets the needs of the moment. They can all become part of the leader&rsquo;s repertoire.</p>\r\n<p><strong>Visionary</strong><br />A visionary leader articulates a shared vision and gives clear direction and really helps people move toward a shared hope or dream. This is the classic model of leadership. It creates an immensely positive impact on the team\'s emotional climate. For example&sbquo; a visionary leader clarifies where the team is going but not how it will get there. This sets people free to innovate&sbquo; experiment&sbquo; and take calculated risks.&nbsp;<br /><br /><strong>Coaching</strong><br />The coaching style involves talking to someone off line&sbquo; outside the team setting. You have a one-on-one conversation&sbquo; not about your shared task&sbquo; not about the job&sbquo; but about the person. Who are you? I\'d like to get to know you; I\'d like to understand you. What do you want in your life? What\'s your life like? What do you want for your career? What do you want from your job? How can I help you get what you want&sbquo; go where you want to go?<br />This conversation opens up an ongoing dialogue letting the leader &lsquo;feedback&rsquo; the task in ways that make sense to that person&sbquo; in terms of where they want to go&sbquo; or to find a stretch task for that person&sbquo; to give them a challenge leading them in the direction they want to be moving anyway.&nbsp;<br /><br /><strong>Affiliating</strong><br />The affiliating style creates harmony in the group by getting people to connect with each other. Affiliating leaders create settings in which people can spend time together&sbquo; get to know each other&sbquo; and then bond together. They focus on people&rsquo;s feelings more than on tasks and goals and use praise lavishly.&nbsp;<br /><br /><strong>Democratic</strong><br />The democratic leader is a consensus builder&sbquo; the person who really listens to other people&sbquo; who takes their opinions into account in making a decision. In situations where the path ahead is unclear&sbquo; a Democratic leader can say in all honesty&sbquo; \"You know&sbquo; you folks know more about this than I do. What do you think I should do?\" The ability to listen gets people on board and makes each person feel they matter.&nbsp;<br /><br /><strong>Pacesetting</strong><br />The pacesetter leads by example and becomes very impatient when people can\'t meet that standard&sbquo; which is very high because pacesetters are very good. They don\'t give positive feedback&sbquo; only negative feedback. &nbsp;They make people feel guilty&sbquo; and that\'s why it lowers the emotional climate instead of raising it.&nbsp;<br /><br /><strong>Commanding</strong><br />The commanding style takes its name from the old command-and-control model&sbquo; the military model. &ldquo;Do it because I say so&sbquo; I\'m the boss.&rdquo;</p>\r\n<p><em>Purchase Primal Leadership by Daniel Goleman for more information on how understanding your leadership style can help you become a more effective leader.</em></p>'),(10305,452,'452142chart.jpg','<p>This chart identifies the potential an individual has in each of six important areas of leadership on a team. It does not identify the knowledge or skills required to master each category&sbquo; just the potential to be naturally good at it.</p>\r\n<p><strong>Developing Others</strong></p>\r\n<p>People high in this category are able to develop others&sbquo; to help them move from one level of performance&sbquo; knowledge or skill to another. They act as mentors to other team members in their areas of expertise.</p>\r\n<p><strong>Team Building</strong></p>\r\n<p>Team builders can help influence others to engage in the efforts of the team. They are also naturally proficient in assembling members into a team.</p>\r\n<p><strong>Helping Others Succeed</strong></p>\r\n<p>People high in this category come along side others and help them to achieve their objective&sbquo; they are selfless team members with the desire to see others accomplish their goals and succeed at whatever they do.</p>\r\n<p><strong>Encouraging Others to Succeed</strong></p>\r\n<p>People high in this category are natural encouragers; they act as cheer leaders&sbquo; encouraging others to succeed.</p>\r\n<p><strong>Likes Working With Talented People</strong></p>\r\n<p>People in this category seek out talented members of the team and attempt to work together with them to achieve common goals.</p>\r\n<p><strong>Builds Whats Best for Others</strong></p>\r\n<p>This category of team member seeks to understand the needs of other members of the team and attempts to build upon their goals.</p>'),(10306,452,'45245chart.jpg','<p>Gallup Consulting has found that l<a></a>eaders operate most effectively when they focus on their primary area of leadership strength within the leadership team. The four areas are Executing&sbquo; Influencing&sbquo; Relationship Building and Strategic Thinking. This report/chart identifies your primary areas of leadership strength.</p>\r\n<p>Effective leaders surround themselves with the right people and build on each person\'s strengths. Yet in most cases&sbquo; leadership teams are a product of circumstance more than design.</p>\r\n<p>The vast majority of the time&sbquo; we recruit by job function - and all but ignore individuals\' strengths. . As we worked with these leadership teams&sbquo; we began to see that while each member had his or her own unique strengths&sbquo; the most cohesive and successful teams possessed broader groupings of strengths. So we went back and initiated our most thorough review of this research to date. From this dataset&sbquo; four distinct domains of leadership strength emerged: Executing&sbquo; Influencing&sbquo; Relationship Building&sbquo; and Strategic Thinking. &nbsp;&nbsp;&nbsp;&nbsp;</p>\r\n<p><strong>The Four Domains of Leadership Strength</strong></p>\r\n<p>Instead of one dominant leader who tries to do everything or individuals who all have similar strengths&sbquo; contributions from all four domains lead to a strong and cohesive team. Although individual&rsquo;s need not be well-rounded&sbquo; teams should be.</p>\r\n<p><strong>EXECUTING</strong></p>\r\n<p>Leaders with dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution&sbquo; these are the people who will work tirelessly to get it done. Leaders with strength to execute have the ability to \"catch\" an idea and make it a reality.</p>\r\n<p><strong>INFLUENCING</strong></p>\r\n<p>Those who lead by Influencing help their team reach a much broader audience. People with strength in this domain are always selling the team\'s ideas inside and outside the organization. When you need someone to take charge&sbquo; speakup&sbquo; and make sure your group is heard&sbquo; look to someone with the strength to influence.</p>\r\n<p><strong>RELATIONSHIP BUILDING</strong></p>\r\n<p>Those who lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team&sbquo; in many cases&sbquo; the group is simply a composite of individuals. In contrast&sbquo; leaders with exceptional &nbsp;Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum .</p>\r\n<p><strong>STRATEGIC THINKING</strong></p>\r\n<p>Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People with strength in this domain continually stretch our thinking for the future.</p>\r\n<p><em>Copyright &copy; 2008 Gallup&sbquo; Inc.</em></p>'),(10307,452,'452140chart.jpg','<p><strong>From the book Discover Your Sales Strengths</strong></p>\r\n<p>We know from research that sales success stems from patterns of thought&sbquo; feeling&sbquo; and behavior that explain&sbquo;</p>\r\n<p>Our motivation&sbquo;</p>\r\n<p>The way we build relationships&sbquo;</p>\r\n<p>The way we gain commitments&sbquo;</p>\r\n<p>The structure we need to get our work done&sbquo; and</p>\r\n<p>Our ability to understand and solve customers&rsquo; needs.</p>\r\n<p>These are the five critical dimensions of fit for a sales role. In selection we don\'t use themes; rather&sbquo; we look at very discrete role-specific behaviors that can be narrowly defined and that are very specific to a particular sales role. StrengthsFinder themes are much broader than these role-specific behaviors&sbquo; however&sbquo; and cannot always be easily categorized.</p>\r\n<p><strong>Motivation</strong></p>\r\n<p>We are going to look first at motivation because it is the most Important dimension. The best salespeople we have studied are simply much more motivated than most of the population. And while simply being highly motivated isn\'t enough to be a good salesperson&sbquo; it is absolutely important to have enough motivation. Even before you read this book or took your StrengthsFinder interview&sbquo; you probably had a good idea of how strongly motivated you are. But your StrengthsFinder results can help you understand your particular motivation and how it applies to fit. Our studies suggest that 40 percent at salespeople&rsquo;s success stems directly from being in a situation in which their motivational needs are a good match. That\'s roughly twice as important as any of the other dimensions of fit.</p>\r\n<p><strong>Building Relationships</strong></p>\r\n<p>Although skills and knowledge are crucial to strengths building&sbquo; you must first possess the natural talent for the ability. Smiling&sbquo; or asking probing questions to override your inherent patterns when it comes to reacting to human beings. Since a good part of your success in sales rests on the productive relationships you can create&sbquo; understanding your talents in this area is critical.</p>\r\n<p>If you naturally develop deep relationships with customers for only fifteen minutes and then never see them again&sbquo; you t are squandering a valuable talent.</p>\r\n<p><strong>Gaining Commitments</strong></p>\r\n<p>Customer Commitment = (Content + Relationship) x Asking</p>\r\n<p>In order to gain customer commitment&sbquo; we have to provide some information that is relevant to the customer\'s needs. This is the content part of the equation. A customer\'s willingness to accept information is heavily influenced by her relationship with a salesperson. In essence we tend to accept Information more readily from someone if we have a positive relationship with. This combination of information and relationship is what primes the pump for a customer purchase. But in most cases&sbquo; more is required in order to turn that agreement into a purchase. That \"more\" takes the form of asking. Some sales books like to use the expression \"closing.\"</p>\r\n<p><strong>Structure</strong></p>\r\n<p>We all don\'t work equally well in the same structure. Some people can work at home&sbquo; and some people need the surroundings of an office to be productive. When we look at sales jobs&sbquo; we find many different structural components. Some sales representatives are required to check in to an office every day and to check back in at the end of the day. Others may work primarily from an office and visit customers only when specific appointments are set.</p>\r\n<p><strong>Solving Customer Problems</strong></p>\r\n<p>The last dimension of fit involves recognizing and solving customer problems. These talents can be enor mously helpful when customers have complicated problems that need to be addressed. Most sales roles do not have these requirements to a great degree.</p>\r\n<p>Lately it has become fashionable for many companies to refer to their salespeople as advisers&sbquo; consultants&sbquo; or business specialists as a way to elevate their stature in the eyes of their customers. Since customers all want to deal with vice presidents&sbquo; we will just call all of our sales reps vice presidents&sbquo; or so the thinking goes.</p>\r\n<p>However&sbquo; when we look at the day-to-day activities &middot; of many of these jobs&sbquo; they are more involved in selling routine solutions for routine problems. There is nothing wrong with that. Most large businesses have become large because they have figured out a common solution that will help a majority of customers. Most of these products still need to be sold&sbquo; but often do not require considerable problem solving. So&sbquo; if you&rsquo;re looking to improve your fit in a way that uses thinking themes&sbquo; be careful of taking a job just because of a title. Financial advisers&sbquo; for example&sbquo; can find themselves spending a lot more time on cold calls than on giving financial aid.</p>\r\n<p><em>Copyright &copy; 2003 by the Gallup Organization</em></p>'),(10308,452,'452141chart.jpg','<p><strong>From the book Discover Your Sales Strengths.</strong></p>\r\n<p><br /> Gallup\'s researchers have identified four emotional dimensions that comprise customer engagement. These dimensions begin with confidence and move on in order to Integrity&sbquo; pride&sbquo; and passion. Together&sbquo; these are the building blocks of customer engagement. Without question&sbquo; high levels of customer engagement represent &nbsp;a tough benchmark to meet. In the various industries we studied&sbquo; the number of \"fully engaged\" customers has ranged from the single digits (around 6 to 8 percent) to as high as 35 to 40 percent. Contrast that with the 80 percent of customers reportedly \"satisfied\" in these same industries.&nbsp;</p>\r\n<p><br /> 1. <strong>Confidence&nbsp;</strong>- Customers feel that the brand or com&bull; pany is trustworthy and that it keeps its promises.</p>\r\n<p>2. <strong>Integrity&nbsp;</strong>- Customers feel that the company treats them fairly.</p>\r\n<p>3. <strong>Pride&nbsp;</strong>- Customers feel good about the product or service and also feel that using the product reflects well on them.</p>\r\n<p>4. <strong>Passion&nbsp;</strong>- Now&sbquo; there\'s a word that scares many people! What we are getting at is the strong relationship that exists between a company and a client \'when the latter views the former as irreplaceable.&nbsp;</p>'),(10309,452,'45217chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10310,452,'4521chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>\r\n<p>1 -2 Not a fit</p>\r\n<p>3-4 Poor Fit</p>\r\n<p>5 -&nbsp;6 = Avg Potential</p>\r\n<p>7-8 Above Average Potential and Drive</p>\r\n<p>9-10 High Level of&nbsp;Potential and Very good fit</p>\r\n<p>11-12 As good as it gets</p>'),(10311,452,'45248chart.jpg',''),(10312,452,'45224chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10313,452,'45231chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10314,452,'45235chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10315,452,'45240chart.jpg','<p><span style=\"font-size: small;\">Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</span></p>\r\n<p><span style=\"font-size: small;\">This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</span></p>\r\n<p><span style=\"font-size: small;\">Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</span></p>\r\n<p><span style=\"font-size: small;\">Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</span></p>\r\n<p><span style=\"font-size: small;\">For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</span></p>\r\n<p><span style=\"font-size: small;\">Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</span></p>'),(10316,452,'452106chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10317,452,'452100chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10318,452,'45298chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10319,452,'452101chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10320,452,'452102chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10321,452,'452107chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10322,452,'452122chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>\r\n<p>The 1990 Perkins Act defines vocational education as \"organized educational programs offering a sequence of courses which are directly related to the preparation of individuals in paid or unpaid employment in current or emerging occupations requiring other than a baccalaureate or advanced degree.\"</p>'),(10507,484,'484145chart.jpg','<p><strong>The Three Primary Learning Styles&nbsp; &nbsp;&nbsp;</strong></p>\r\n<p>Children develop their preferred learning style as they grow older. As children grow up&sbquo; they develop their own style and preference of learning based on three different primary learning styles. Most people favor one style of learning&sbquo; but can learn to adapt to other styles. However&sbquo; if you notice a student struggling in class&sbquo; it could mean that he is not getting enough stimulation in his preferred style of learning&sbquo; or that he has trouble learning in the way the teacher prefers. Learning to identify your own personal learning style or those of your students will help you make the academic setting more effective and beneficial for everyone involved.</p>\r\n<p><br /><strong>The Three Learning Styles Assessment of Learning Styles</strong></p>\r\n<p><strong>Kinesthetic/Tactile</strong></p>\r\n<p>According to MindWorks Resources&sbquo; 5 percent of adults are primarily kinesthetic (also called tactile) learners&sbquo; even though everyone initially starts out as a kinesthetic learner. Babies and young children learn by touching things and engaging their bodies in activity. Older children and adults who are tactile learners also need to have a hands-on environment and prefer to learn by doing. If a kinesthetic learner gets bored in the classroom or is unable to engage in her preferred learning style&sbquo; she may start fidgeting and find reasons to move around.</p>\r\n<p><br /><strong>Auditory</strong></p>\r\n<p>By adulthood&sbquo; 30 percent of people prefer the auditory learning style. This means they learn by hearing&sbquo; even if they have to learn by listening to themselves talk. They prefer to hear their professors lecture instead of copying notes from a projector or reading textbook material quietly. If an auditory learner has to sit in a quiet learning atmosphere for too long&sbquo; he may begin to talk softly to himself or his neighbor.</p>\r\n<p><br /><strong>Visual</strong></p>\r\n<p>The majority of adults&sbquo; 65 percent according to MindWorks Resources&sbquo; need to observe and watch information in order to digest it properly. Visual learners would rather read information for themselves rather than listen to a lecture or have someone read it to them. They also tend to take detailed&sbquo; organized notes to refer to later. They may even incorporate different colors in their note-taking to help special or difficult information stand out to them. If a visual student sits in a classroom with no visual stimulation&sbquo; his eyes may wander around the room or out a window.</p>\r\n<p><br /><strong>Mixed/Percentages</strong></p>\r\n<p>Most adults will favor one of the three primary learning styles and have a secondary style that also works for them&sbquo; just not as well as their first preference. They may also have an even blend of two different learning types&sbquo; or have an even preference of all three learning styles. This benefits the individuals because it gives them more versatility in their ability to learn from different types of teachers.</p>\r\n<p><em>By Chelsea Baldwin&sbquo; eHow Contributor</em><span style=\"font-size: small;\"><br /></span></p>'),(10508,484,'484143chart.jpg','<p><strong>Personal Orientation</strong></p>\r\n<p>Two people can read the same poem and view it differently&sbquo; it is the same poem&sbquo; we just interpret it differently from others.&nbsp;We tend to view life from different perspectives depending upon how we are designed. This chart identifies how you look at or view things&sbquo; from what perspective.</p>\r\n<p><strong>There are seven domains being evaluated in this chart/report.</strong></p>\r\n<p><strong>Futuristic </strong>&ndash; Goal Oriented Futuristic leaders use their ideas and intellect to develop concrete strategic initiatives. They are hard workers who resonate with others to get things done as they promote a positive outlook for the future. They tend to have faith in what they perceive the future to hold&sbquo; they have the ability to move forward regardless of the lack of data because they can perceive from the world around them that things are moving in a certain direction.&nbsp;</p>\r\n<p><strong>Executive </strong>- Outcome Oriented Outcome oriented leaders are hard working&sbquo; Consistent&sbquo; responsible&sbquo; focused and disciplined leaders. They promote action and achievement on initiatives which they are carefully and strategically focused on to achieve the desired results. They support others in the accomplishment of their goals&sbquo; helping them to achieve the desired outcome. They are devoted to those who they lead&sbquo; they give and expect loyalty.</p>\r\n<p><strong>Methodical </strong>&ndash; Diligence Oriented Diligence oriented leaders are focused analytical leaders who are consistent and disciplined in keeping commitments. They keep the past in mind as they seek to mitigate the risks in initiatives they are responsible for; always seeking to restore what is broken&sbquo; including relationships. They tend to be objective perfectionists who excel in education and the sciences as practitioners and scientists.</p>\r\n<p><strong>Inspirational </strong>- Vision Oriented Inspirational leaders are highly adaptable promoters with great people and communication skills. They keep a positive attitude as they build relationships through their confidence in self and others. They tend to promote themselves as they work to develop others through persuasion&sbquo; inspiring them to see their vision for the future as they work toward the results that fulfill their vision.</p>\r\n<p><strong>Relational </strong>&ndash; People Oriented&nbsp;People oriented leaders grow their circle of influence through their ability to read people and engage them through their consistent caring personalities. They love people and will adapt to win others over to their cause. They are giving leaders with good communication skills who keep the past in mind as they promote their initiatives. They are objective thinkers who care for&sbquo; protect&sbquo; develop and nurture others.</p>\r\n<p><strong>Intellectual </strong>- Philosophically&nbsp;Oriented Thought leadership oriented leaders are visionaries and change agents with the ability to persuade others with what they learn through their objective approach to life. They are analytical by nature and develop deep convictions about what they believe. They are deep thinkers who understand how people and things are connected in life and they focus on the ideas that come out of that understanding to excite them for the future.</p>\r\n<p><strong>Influential </strong>&ndash; Charisma Oriented Charisma oriented leaders have a dramatic approach to life. They love people and have deep convictions about connecting with others through their superior communication skills. They see the potential in others as they resonate with them and seek to win them over through their positive yet persuasive approach to life. They promote themselves and others as they others develop and restore broken relationships.</p>'),(10509,484,'4848chart.jpg','<p><strong>Leaders</strong></p>\r\n<p>Leaders - they are identified by the leadership chart as being vision driven. Responsible for getting the right people in the right place (10% of the people.) They know how to figure out what and why initiatives needs to be done and can articulate it to the troops. Leaders create vision for change; they develop initiatives that bring about change. Doing the right things (30% of the people.)</p>\r\n<p><strong>Managers</strong></p>\r\n<p>Managers - they are identified by the leadership chart as being mission driven (30% of the people.) They can understand why and what needs to be done and can understand how to get it done. Plan change and prepare others for change and measure change. They collaborate with leaders to develop an understanding of why an initiative has to be done. They collaborate on the knowledge required to know how to do the initiative to workers.</p>\r\n<p><strong>Practitioners&sbquo; Technicians and Workers</strong></p>\r\n<p>Practitioners&sbquo; technicians and workers - doing things the right way (60% of the people.) They are identified by the leadership chart as being people driven. Know or can learn how to do what needs to be done. Execute change&sbquo; maintain standards and report execution to standard. Report what they did and how well they did to standard.</p>\r\n<p><strong>Understanding Leaders&sbquo; Managers and Practitioners/Knowledge Workers</strong></p>\r\n<table border=\"1\" cellspacing=\"5\" cellpadding=\"0\" align=\"left\">\r\n<tbody>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Life Role Legend</strong></p>\r\n<p><strong>&nbsp;</strong></p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Leaders</strong></p>\r\n<p>Making sure the right things are done</p>\r\n<p>(10% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Managers</strong></p>\r\n<p>Making sure things are done right</p>\r\n<p>(30% of the people)</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p><strong>Practitioners</strong></p>\r\n<p>Know how to do things</p>\r\n<p>(60% of the people)</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Who   does it</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Leaders   - They are identified by the leadership chart as being Vision driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Managers   - They are identified by the leadership chart as being Mission driven</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Workers   - They are identified by the leadership chart as being People or Task &nbsp;   driven</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they know</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   know how to figure out what and why initiatives needs to be done and can   articulate it to the troops</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   can understand why and what needs to be done and can understand how to get it   done</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Know or   can learn how to do what needs to be done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they are commissioned to do</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   develop initiatives that bring about change</p>\r\n<p>Create   Vision for change.</p>\r\n<p>Develop   and Articulate</p>\r\n<p>-Strategic   objective<br /> -Vision<br /> -Mission<br /> -Strategy<br /> -Core Practices</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Plan   Change</p>\r\n<p>Prepare   others for change</p>\r\n<p>Measure   change</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Execute   Change</p>\r\n<p>Maintain   standards</p>\r\n<p>Report   execution to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they communicate</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Why an   Initiative has to be done and wisdom behind doing it</p>\r\n<p>They   collaborate on what has to be done with managers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>They   collaborate with leaders to develop an understanding of why an initiative has   to be done</p>\r\n<p>They   collaborate on the knowledge required to know how to do the initiative to   workers</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   they did and how well they did to standard</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>What   are their tools</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Strategy<br /> -Vision<br /> -Emotion<br /> -Wisdom<br /> -Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Tactics<br /> -Mission<br /> -Logic<br /> -Understanding<br /> -Leadership and<br /> -Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>-Execution<br /> -Duty<br /> -Skills<br /> -Knowledge<br /> -Production Systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How are   they measured</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Achieving   the strategic objective<br /> -Effectivity<br /> -On how well they plan&sbquo; prepare&sbquo; measure and report.<br /> -Created efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>On how   well they plan&sbquo; prepare&sbquo; measure and report.</p>\r\n<p>Created   efficiencies that bring effectivity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>How   well they execute<br /> Efficiency</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lead   with</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Emotion   that conveys Hope Through Leadership Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Reason   that conveys Faith by Merging Leadership and Management Systems</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Relationships   that convey Charity through action driven production systems</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Accountability</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Vision. Trusted with why&sbquo; what and how</p>\r\n<p>Accountable   for why&sbquo; what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Mission. Trusted with what</p>\r\n<p>Accountable   for what and how</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Owns   the Work. Trusted to do the what Accountable for how things are done</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Greatest   Obstacles&nbsp;</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Wisdom   of why</p>\r\n<p>Wisdom   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Understanding   of why</p>\r\n<p>Understanding   of what</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Knowledge   of why</p>\r\n<p>Knowledge   of what</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Potential</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Exponential   growth of the organization by leveraging organization Vision&sbquo; Value and Core   Competencies to accomplish the strategic objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Multiplier   of time and material by leveraging resources to accomplish the strategic   objective</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Adds   leverage by knowing how to accomplish what needs to be done to accomplish the   strategic objective</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Allignment   responsibilities</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to motivating passion. Tendency to migrate toward   reactionary activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Vision   and strategic objective to Mission. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Mission   and strategic objective to Activity. Tendency to migrate toward reactionary   activity and tyranny of the urgent.</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Growth</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   grow in wisdom understanding and knowledge to raise leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more wisdom understanding and knowledge to lead</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Must   have more knowledge and understanding to manage</p>\r\n</td>\r\n</tr>\r\n<tr>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Gravity</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   wisdom migrates leaders toward management and set low leadership lid</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   understanding creates micro management</p>\r\n</td>\r\n<td style=\"border: 1px solid #0066ff;\">\r\n<p>Lack of   knowledge creates poor results</p>\r\n</td>\r\n</tr>\r\n</tbody>\r\n</table>'),(10510,484,'48450chart.jpg','<p>In the book &ldquo;Primal Leadership&sbquo;&rdquo; Daniel Goleman&sbquo; who popularized the notion of &ldquo;Emotional Intelligence&sbquo;&rdquo; describes six different styles of leadership.&nbsp;Based in part on research data from 3&sbquo;871 executives&sbquo; the authors distill all leadership roles into six distinct styles--which effective leaders switch between depending upon circumstances--then explains the role of each style.</p>\r\n<p>The most effective leaders can move among these styles&sbquo; adopting the one that meets the needs of the moment. They can all become part of the leader&rsquo;s repertoire.</p>\r\n<p><strong>Visionary</strong><br />A visionary leader articulates a shared vision and gives clear direction and really helps people move toward a shared hope or dream. This is the classic model of leadership. It creates an immensely positive impact on the team\'s emotional climate. For example&sbquo; a visionary leader clarifies where the team is going but not how it will get there. This sets people free to innovate&sbquo; experiment&sbquo; and take calculated risks.&nbsp;<br /><br /><strong>Coaching</strong><br />The coaching style involves talking to someone off line&sbquo; outside the team setting. You have a one-on-one conversation&sbquo; not about your shared task&sbquo; not about the job&sbquo; but about the person. Who are you? I\'d like to get to know you; I\'d like to understand you. What do you want in your life? What\'s your life like? What do you want for your career? What do you want from your job? How can I help you get what you want&sbquo; go where you want to go?<br />This conversation opens up an ongoing dialogue letting the leader &lsquo;feedback&rsquo; the task in ways that make sense to that person&sbquo; in terms of where they want to go&sbquo; or to find a stretch task for that person&sbquo; to give them a challenge leading them in the direction they want to be moving anyway.&nbsp;<br /><br /><strong>Affiliating</strong><br />The affiliating style creates harmony in the group by getting people to connect with each other. Affiliating leaders create settings in which people can spend time together&sbquo; get to know each other&sbquo; and then bond together. They focus on people&rsquo;s feelings more than on tasks and goals and use praise lavishly.&nbsp;<br /><br /><strong>Democratic</strong><br />The democratic leader is a consensus builder&sbquo; the person who really listens to other people&sbquo; who takes their opinions into account in making a decision. In situations where the path ahead is unclear&sbquo; a Democratic leader can say in all honesty&sbquo; \"You know&sbquo; you folks know more about this than I do. What do you think I should do?\" The ability to listen gets people on board and makes each person feel they matter.&nbsp;<br /><br /><strong>Pacesetting</strong><br />The pacesetter leads by example and becomes very impatient when people can\'t meet that standard&sbquo; which is very high because pacesetters are very good. They don\'t give positive feedback&sbquo; only negative feedback. &nbsp;They make people feel guilty&sbquo; and that\'s why it lowers the emotional climate instead of raising it.&nbsp;<br /><br /><strong>Commanding</strong><br />The commanding style takes its name from the old command-and-control model&sbquo; the military model. &ldquo;Do it because I say so&sbquo; I\'m the boss.&rdquo;</p>\r\n<p><em>Purchase Primal Leadership by Daniel Goleman for more information on how understanding your leadership style can help you become a more effective leader.</em></p>'),(10511,484,'484142chart.jpg','<p>This chart identifies the potential an individual has in each of six important areas of leadership on a team. It does not identify the knowledge or skills required to master each category&sbquo; just the potential to be naturally good at it.</p>\r\n<p><strong>Developing Others</strong></p>\r\n<p>People high in this category are able to develop others&sbquo; to help them move from one level of performance&sbquo; knowledge or skill to another. They act as mentors to other team members in their areas of expertise.</p>\r\n<p><strong>Team Building</strong></p>\r\n<p>Team builders can help influence others to engage in the efforts of the team. They are also naturally proficient in assembling members into a team.</p>\r\n<p><strong>Helping Others Succeed</strong></p>\r\n<p>People high in this category come along side others and help them to achieve their objective&sbquo; they are selfless team members with the desire to see others accomplish their goals and succeed at whatever they do.</p>\r\n<p><strong>Encouraging Others to Succeed</strong></p>\r\n<p>People high in this category are natural encouragers; they act as cheer leaders&sbquo; encouraging others to succeed.</p>\r\n<p><strong>Likes Working With Talented People</strong></p>\r\n<p>People in this category seek out talented members of the team and attempt to work together with them to achieve common goals.</p>\r\n<p><strong>Builds Whats Best for Others</strong></p>\r\n<p>This category of team member seeks to understand the needs of other members of the team and attempts to build upon their goals.</p>'),(10512,484,'48445chart.jpg','<p>Gallup Consulting has found that l<a></a>eaders operate most effectively when they focus on their primary area of leadership strength within the leadership team. The four areas are Executing&sbquo; Influencing&sbquo; Relationship Building and Strategic Thinking. This report/chart identifies your primary areas of leadership strength.</p>\r\n<p>Effective leaders surround themselves with the right people and build on each person\'s strengths. Yet in most cases&sbquo; leadership teams are a product of circumstance more than design.</p>\r\n<p>The vast majority of the time&sbquo; we recruit by job function - and all but ignore individuals\' strengths. . As we worked with these leadership teams&sbquo; we began to see that while each member had his or her own unique strengths&sbquo; the most cohesive and successful teams possessed broader groupings of strengths. So we went back and initiated our most thorough review of this research to date. From this dataset&sbquo; four distinct domains of leadership strength emerged: Executing&sbquo; Influencing&sbquo; Relationship Building&sbquo; and Strategic Thinking. &nbsp;&nbsp;&nbsp;&nbsp;</p>\r\n<p><strong>The Four Domains of Leadership Strength</strong></p>\r\n<p>Instead of one dominant leader who tries to do everything or individuals who all have similar strengths&sbquo; contributions from all four domains lead to a strong and cohesive team. Although individual&rsquo;s need not be well-rounded&sbquo; teams should be.</p>\r\n<p><strong>EXECUTING</strong></p>\r\n<p>Leaders with dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution&sbquo; these are the people who will work tirelessly to get it done. Leaders with strength to execute have the ability to \"catch\" an idea and make it a reality.</p>\r\n<p><strong>INFLUENCING</strong></p>\r\n<p>Those who lead by Influencing help their team reach a much broader audience. People with strength in this domain are always selling the team\'s ideas inside and outside the organization. When you need someone to take charge&sbquo; speakup&sbquo; and make sure your group is heard&sbquo; look to someone with the strength to influence.</p>\r\n<p><strong>RELATIONSHIP BUILDING</strong></p>\r\n<p>Those who lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team&sbquo; in many cases&sbquo; the group is simply a composite of individuals. In contrast&sbquo; leaders with exceptional &nbsp;Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum .</p>\r\n<p><strong>STRATEGIC THINKING</strong></p>\r\n<p>Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People with strength in this domain continually stretch our thinking for the future.</p>\r\n<p><em>Copyright &copy; 2008 Gallup&sbquo; Inc.</em></p>'),(10513,484,'484140chart.jpg','<p><strong>From the book Discover Your Sales Strengths</strong></p>\r\n<p>We know from research that sales success stems from patterns of thought&sbquo; feeling&sbquo; and behavior that explain&sbquo;</p>\r\n<p>Our motivation&sbquo;</p>\r\n<p>The way we build relationships&sbquo;</p>\r\n<p>The way we gain commitments&sbquo;</p>\r\n<p>The structure we need to get our work done&sbquo; and</p>\r\n<p>Our ability to understand and solve customers&rsquo; needs.</p>\r\n<p>These are the five critical dimensions of fit for a sales role. In selection we don\'t use themes; rather&sbquo; we look at very discrete role-specific behaviors that can be narrowly defined and that are very specific to a particular sales role. StrengthsFinder themes are much broader than these role-specific behaviors&sbquo; however&sbquo; and cannot always be easily categorized.</p>\r\n<p><strong>Motivation</strong></p>\r\n<p>We are going to look first at motivation because it is the most Important dimension. The best salespeople we have studied are simply much more motivated than most of the population. And while simply being highly motivated isn\'t enough to be a good salesperson&sbquo; it is absolutely important to have enough motivation. Even before you read this book or took your StrengthsFinder interview&sbquo; you probably had a good idea of how strongly motivated you are. But your StrengthsFinder results can help you understand your particular motivation and how it applies to fit. Our studies suggest that 40 percent at salespeople&rsquo;s success stems directly from being in a situation in which their motivational needs are a good match. That\'s roughly twice as important as any of the other dimensions of fit.</p>\r\n<p><strong>Building Relationships</strong></p>\r\n<p>Although skills and knowledge are crucial to strengths building&sbquo; you must first possess the natural talent for the ability. Smiling&sbquo; or asking probing questions to override your inherent patterns when it comes to reacting to human beings. Since a good part of your success in sales rests on the productive relationships you can create&sbquo; understanding your talents in this area is critical.</p>\r\n<p>If you naturally develop deep relationships with customers for only fifteen minutes and then never see them again&sbquo; you t are squandering a valuable talent.</p>\r\n<p><strong>Gaining Commitments</strong></p>\r\n<p>Customer Commitment = (Content + Relationship) x Asking</p>\r\n<p>In order to gain customer commitment&sbquo; we have to provide some information that is relevant to the customer\'s needs. This is the content part of the equation. A customer\'s willingness to accept information is heavily influenced by her relationship with a salesperson. In essence we tend to accept Information more readily from someone if we have a positive relationship with. This combination of information and relationship is what primes the pump for a customer purchase. But in most cases&sbquo; more is required in order to turn that agreement into a purchase. That \"more\" takes the form of asking. Some sales books like to use the expression \"closing.\"</p>\r\n<p><strong>Structure</strong></p>\r\n<p>We all don\'t work equally well in the same structure. Some people can work at home&sbquo; and some people need the surroundings of an office to be productive. When we look at sales jobs&sbquo; we find many different structural components. Some sales representatives are required to check in to an office every day and to check back in at the end of the day. Others may work primarily from an office and visit customers only when specific appointments are set.</p>\r\n<p><strong>Solving Customer Problems</strong></p>\r\n<p>The last dimension of fit involves recognizing and solving customer problems. These talents can be enor mously helpful when customers have complicated problems that need to be addressed. Most sales roles do not have these requirements to a great degree.</p>\r\n<p>Lately it has become fashionable for many companies to refer to their salespeople as advisers&sbquo; consultants&sbquo; or business specialists as a way to elevate their stature in the eyes of their customers. Since customers all want to deal with vice presidents&sbquo; we will just call all of our sales reps vice presidents&sbquo; or so the thinking goes.</p>\r\n<p>However&sbquo; when we look at the day-to-day activities &middot; of many of these jobs&sbquo; they are more involved in selling routine solutions for routine problems. There is nothing wrong with that. Most large businesses have become large because they have figured out a common solution that will help a majority of customers. Most of these products still need to be sold&sbquo; but often do not require considerable problem solving. So&sbquo; if you&rsquo;re looking to improve your fit in a way that uses thinking themes&sbquo; be careful of taking a job just because of a title. Financial advisers&sbquo; for example&sbquo; can find themselves spending a lot more time on cold calls than on giving financial aid.</p>\r\n<p><em>Copyright &copy; 2003 by the Gallup Organization</em></p>'),(10514,484,'484141chart.jpg','<p><strong>From the book Discover Your Sales Strengths.</strong></p>\r\n<p><br /> Gallup\'s researchers have identified four emotional dimensions that comprise customer engagement. These dimensions begin with confidence and move on in order to Integrity&sbquo; pride&sbquo; and passion. Together&sbquo; these are the building blocks of customer engagement. Without question&sbquo; high levels of customer engagement represent &nbsp;a tough benchmark to meet. In the various industries we studied&sbquo; the number of \"fully engaged\" customers has ranged from the single digits (around 6 to 8 percent) to as high as 35 to 40 percent. Contrast that with the 80 percent of customers reportedly \"satisfied\" in these same industries.&nbsp;</p>\r\n<p><br /> 1. <strong>Confidence&nbsp;</strong>- Customers feel that the brand or com&bull; pany is trustworthy and that it keeps its promises.</p>\r\n<p>2. <strong>Integrity&nbsp;</strong>- Customers feel that the company treats them fairly.</p>\r\n<p>3. <strong>Pride&nbsp;</strong>- Customers feel good about the product or service and also feel that using the product reflects well on them.</p>\r\n<p>4. <strong>Passion&nbsp;</strong>- Now&sbquo; there\'s a word that scares many people! What we are getting at is the strong relationship that exists between a company and a client \'when the latter views the former as irreplaceable.&nbsp;</p>'),(10515,484,'48412chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10516,484,'48413chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10517,484,'4841chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>\r\n<p>1 -2 Not a fit</p>\r\n<p>3-4 Poor Fit</p>\r\n<p>5 -&nbsp;6 = Avg Potential</p>\r\n<p>7-8 Above Average Potential and Drive</p>\r\n<p>9-10 High Level of&nbsp;Potential and Very good fit</p>\r\n<p>11-12 As good as it gets</p>'),(10518,484,'48448chart.jpg',''),(10519,484,'48424chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10520,484,'48428chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career. Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10521,484,'48431chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10522,484,'48435chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10523,484,'48437chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10524,484,'48438chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10525,484,'48439chart.jpg','<p>Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</p>\r\n<p>This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</p>\r\n<p>Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</p>\r\n<p>Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</p>\r\n<p>For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</p>\r\n<p>Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</p>'),(10526,484,'48440chart.jpg','<p><span style=\"font-size: small;\">Working at what this chart shows you have potential in&sbquo; especially when accompanied by drive and passion means you are living your life&rsquo;s purpose&sbquo; doing what you are designed to do. There is great strength in living your purpose&sbquo; and even greater potential can be realized when passion and drive accompany vocations where you show high potential.</span></p>\r\n<p><span style=\"font-size: small;\">This chart identifies what your relative potential in a particular job is. It does not identify your skills&sbquo; it does not identify your passions&sbquo; likes and dislikes for a particular vocation; you already know what you like and dislike and what you are skilled at. What you did not know is where you have the most potential and what you did not know in this case&sbquo; is more important than what you did know.</span></p>\r\n<p><span style=\"font-size: small;\">Potential zero&rsquo;s you in on where you will be a good fit. When you have identified a high potential vocation or career that you also have drive and passion for you then know you have a sustainable passion for that career.</span></p>\r\n<p><span style=\"font-size: small;\">Conversely&sbquo; if you rank low in potential for an area&sbquo; but have skills and knowledge in that area&sbquo; generally speaking you will not be able to work in that field with the drive you would if you scored high in it. This does not mean that you would not be good at it&sbquo; especially if you have a passion for it; it just means that you might excel more in a vocation that is a more natural fit.</span></p>\r\n<p><span style=\"font-size: small;\">For example; if you have a high potential score in accounting and administrative vocations but do not like that type of work&sbquo; it would not be a good choice for you regardless of how high you scored in it. If you have a low potential score in sales&sbquo; but you are highly successful and happy in what you do; a high potential score does not mean you should change; your passion may drive you to succeed.</span></p>\r\n<p><span style=\"font-size: small;\">Potential speaks of something much more valuable than skills&sbquo; it identifies vocations and careers you can have a sustainable passion for&sbquo; something you will naturally do well. Learning new skills&sbquo; developing talents and exceeding in areas you both have potential and passion for will&sbquo; generally speaking&sbquo; be easier to achieve and provide you with sustainable drive and passion for the long term as well as significant chances for greater success.</span></p>'),(10527,484,'484106chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10528,484,'484100chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10529,484,'48498chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10530,484,'484101chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10531,484,'484102chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10532,484,'484107chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>'),(10533,484,'484122chart.jpg','<p>The scores you receive are relative to each other. It is not an indicator of the grades you will receive but an indicator of the potential one has to do well in a Degree&sbquo; Certificate or Trade School program.</p>\r\n<p>The 1990 Perkins Act defines vocational education as \"organized educational programs offering a sequence of courses which are directly related to the preparation of individuals in paid or unpaid employment in current or emerging occupations requiring other than a baccalaureate or advanced degree.\"</p>'),