Common Strengths

When you have to work together, you are sharing following strengths

• Breadth: You are motivated when people explain the vision to you and when you can broaden your horizons. You are quick to spot what the relevant issues are and you can grasp abstract thinking. It's important for you to have an overview, the big picture. Once you have that, it's ok to go into detail where needed. You can see the forest through the trees.

• Convinced by a Number of Examples: You want to hear, see, read or do things more than once before you are convinced. It is important for you to have a number of examples. Once you have these number of examples, you'll decide.

• Focus on People: You like to work with people, their feelings, their thoughts and how they react. This means you will be responsive to needs and feelings from customers, colleagues, etc. This pattern is useful for developing emotional intelligence competencies such as empathy. Jobs where people are 'the task' are especially suited for you.

• Alternatives: You are the type of person who looks for reasons why things are done as they are. You often wonder if there is another way of doing things. It motivates you to try out alternatives. After all: the more choices, the more flexibility. If somebody comes to you saying "it can't be done", you just know there must be a way. Because of this will to examine options, you are probably good at creating procedures. The best assignments one can give you are situations where a procedure needs to be created or modified.

Unique Strengths for Michael Grant

By working together the following strengths of Michael Grant complement what Lisa Lahrman brings to the table

• Indifference: People who score high have rules for their own lives: they don't want to take care of the needs of other people. If one has a low score, one cares about how other people behave.

• Assertiveness: People who score high know the policies and rules and are willing and able to tell others what they should do. When people score low, this indicates that they are less willing to tell others what to do.

• Focus on Money: A high score indicates a person who shows interest for money matters and ways of measuring (in order to keep score). A low score indicates a person who shows little interest for money matters or measuring.

Unique Strengths for Lisa Lahrman

By working together the following strengths of Lisa Lahrman complement what Michael Grant brings to the table

• Achievement: A person who scores high is motivated by situations where they can achieve. They want to be noticed for what they have achieved.

• Past: A person who scores high concentrates on the past and tends to be critical. A person who scores low does not concentrate on the past.

Remaining Points of Attention

There are also some areas for which you need on the guard, because neither of you likes to pay attention to the following domains:

• Neutral Communication: To get a full understanding of work you need to know more than just the facts and the content of what it is about. It is likely that these facts and this content probably don't mean much to you without the emotions. In some cases you might even focus too much on how things are said instead of what is said. You might have to learn to distinguish the message (content) from the emotions.

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• Compliance: This is a sign of organizational independence. Knowing the rules and policies in your workplace and trying to follow those as "a good example" doesn't motivate you. This might get you into trouble in a situation where you are expected to following the rules (such as in the lower levels of the hierarchy in large organizations, or if you were to be confronted with a strong manager who provides the policies and rules).

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• Convinced by Reading: When taking a decision, you tend to ignore or delete much of the information that is presented to you in a written form. This might be a handicap in a company culture where e-mail has become the most important way of communicating or where written reports are important. In an e-mail culture people might expect you to make a decision based on what's written in a couple of mails. In that event it could be that you will need to ask for a meeting or for a demonstration, so that you get the information you need.

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• Focus on Activity: In order to feel successful at work, it's not important for you to focus on activity nor do you need to manipulate activities. However, these might be important notions to other people, so it's always good to be able to explain how busy you are, what your activities are and how that contributes to the whole of the organization.

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• Depth Orientation: Working out the details, doing things in a precise sequence, are the last things you want to be concerned with. It's not that you can't do this, but it's not very motivating to you. Nor do you consider it motivating to work out mind-boggling administrative details. If you have to do detail oriented work for too long, you are likely to consider it a "punishment" (it will be boring). Hopefully, you'll find someone to delegate this to.

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• Problem Solving: You might refuse to acknowledge what can go wrong. Having to face problems de-motivate you. You tend to see them as roadblocks on you way to your goals. Unfortunately Murphy's law sometimes comes into play: "whenever things may go wrong, they will". This means you should remain vigilant for problems which might be challenging for you.