Edward G. Happ: Personal Profile Summary

EDWARD G. HAPP
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Personal Profile Summary
Courtesy of The Dynamic Decision Maker
Date: 2/29/2000
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This report summarizes your StyleView and CareerView questionnaire results. There are three
parts to this report. Based on your responses, Part I summarizes your style or habits of decision-
making and problem-solving, particularly with respect to day-to-day, decisions made and problems
solved on the job. Part II summarizes your styles of communicating with and influencing other people.
Part III shows the importance in your profile of four fundamental sets of motives that should play a key
role in determining your satisfaction with different kinds of career tracks and career experiences.
Each section discusses your profile with respect to its implications for your experiences in the world
of work.

Part I: Decision Making Style

Action-Oriented
Emphasis on getting things done quickly; on using only key facts necessary to reach a workable conclusion

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Analytic
Emphasis on using all available facts and data; on thinking things through carefully before deciding.

Persistent
Emphasis on staying the course; following through; meeting commitments exactly, doing things in a consistent way without wavering.

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Flexible
Emphasis on adapting to change, shifting directions as obstacles arise; exploring to find alternatives; responding to new possibilities.

Your profile indicates that you strike a balance between action and analysis. When you are under
high time pressure, you lean toward quick decision making and action. However, when you are
feeling less pressure you tend to think things through quite carefully and thoroughly.

Your profile also indicates that you walk the middle ground between persistence and adaptability.
Your tendency will be to hold a particular course but when there are signs that a new course would
be better, you will readily modify your direction.

Your balanced styles of handling action and analysis, as well as persistence and adaptability, fit
well with functions and positions where problems and decisions vary from simple to complex, and
from predictable and routine to unexpected and unique. For example, your profile would be a
particularly good fit with project management positions in an organization with a wide array of
products or services. Assignments in cross-functional units or teams would also fit your profile well.
Many senior management positions dealing with short-term operational matters and long-term
strategic-planning would also suit your profile well. Positions fitting this description are readily
found in brand management, consulting organizations, or any organization with varied or
changing products/services.

Part II: Communication Style

Directive
Direct, no nonsense leadership using position power, rewards and orders.

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Collaborative
Indirect, non-coercive leadership, using expertise, and social and emotional needs to influence.

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Quick Communication Style
Fast communications dealing with key issues and concepts without getting into details and complexity.

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Comprehensive Communication Style
In-depth communications about complex concepts and issues and subtle details.

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Your profile suggests that your particular style of influence falls between directive and collaborative.
Most likely you will alternate between close control and letting individuals participate in activities
depending on factors such as the time available, the competency of people involved or the novelty
of the task.

In addition, your profile also indicates that in communicating with others you are comfortable talking
about issues and details at a fairly wide range of levels, from focusing on just key points to exploring
things in a fair amount of detail and complexity. Some of your interactions with others might be based
on quick efficient communication focused on results while others could involve lengthy formal
discussions or presentations about methods and outcomes.

Companies that fit your profile would have a mix of approaches to control and leadership. Some
projects and situations would call for strong top down control and traditional reliance on authority,
rewards and penalties -- particularly at periods of high work load and time pressure. Other projects
or situations would call for a more participative approach requiring persuasion and intellectual
leadership. This approach would be more apparent in more forward looking, less pressure-packed
projects.

Expectations and norms about communication and relationships would be extremely varied in your
ideal organization. In more traditionally organized units, you would find formal relationships and rapid,
efficient communication when there is high time pressure, or short-term projects. However, more
elaborate communication and control systems would be found in long-term stable projects. In less
traditional, more participative units, relationships would be more informal and communication would
vary from quick and flexible interactions in fast-moving, short-run projects, to more elaborate and
deeper interaction and communications in longer-range projects.

Part III: Career Motives

Expertise & Stability
Low
Importance

S
Moderate
Importance

S
High
Importance

Power & Achievement
Low
Importance

S
Moderate
Importance

S
High
Importance

Personal Growth & Creativity
Low
Importance

S
Moderate
Importance

S
High
Importance

Novelty & Independence
Low
Importance

S
Moderate
Importance

S
High
Importance

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Your career motives focus on achievement and influence, and on self-development and creativity.
With these motives, an ideal career track for you would consist of a series of assignments in different
functions. At each move, you would also move upward to a position of greater responsibility and
authority. Over a period of years you would greatly expand your capabilities and acquire also a
great deal of management skill and knowledge. You could think of this type of career path as that
of a management generalist, whereby ultimately you could move into any kind of management
position and excel.

Organizations and organizational cultures that would support your motives would have most or all
of these key features: emphasis on moving laterally across many business areas to promote breadth
of knowledge as the developmental path for people with high potential as executives; performance
appraisals and training geared to develop broad, well-rounded skills in varied functions, and also
emphasizing the development of management competencies; rewards based on breadth of skill
and experience, creative accomplishments, and level in the management structure.

survey author's web site

For further information, please email Mr. Happ.
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