Thinking Style

(The manner in which executives think, perceive and remember information as well as their preferred approach to using such information to solve problems)

• Strategic Thinking
• Big Picture Orientation
• Attention to Detail

• Strategic, big-picture thinker who gets his head around complex issues and takes logical approach to applying thoughts to solutions
• Complementary tactical skills enable him to drive projects and achieve desired outcomes
• Thrives on difficult challenges and likes getting concrete results

• High self-confidence and belief in his own analysis and decisions may shut off constructive dialog on concerns and alternatives
• Competitive nature may at times overwhelm others striving to work collaboratively

• Rich combination of strategic thinking and tactical skills enable leadership from early idea phases through execution
• Belief in his own thoughts and need to win could dampen collaboration and leave others feeling shut down

Leadership

(The skills required for developing and motivating an organization and  people to work together, share common values, and meet or exceed goals in a predictable and sustained manner)

• Organizational Savvy
• Talent Management
• Sense of Urgency
• Drive to Perform

• Leads with high energy and is capable of generating enthusiasm in the people around him
• Hard charger who brings strong urgency and strong work ethic to accomplishing goals
• Can be entrepreneurial and creative in pursuing goals; not afraid to try new approaches to succeed

• Drive to succeed and do things his way may lead to doing work that should be delegated to others stretching him too thin and depriving reports of opportunity to grow
• Might benefit by ‘softening’ management style – listening and coaching more with constructive feedback and direction

• Engaging, energetic and outgoing leader who is not afraid to drive the bus (especially to his destination)
• Can be counted on to charge the hill to get results but may leave collateral damage with team members; may be impatient, terse or overly blunt with others under stress

Emotional Intelligence

(Key elements as defined by Daniel Goleman include self-awareness, self-management, social awareness and social skill)

• Self-Awareness and Adaptability
• Collaboration and Teaming
• Interpersonal Skills

• Nimble thinking skills likely create a good deal of flexibility in dealing with situations and challenges
• Brings strong presence to teams whether leader or team member; will drive others to move forward with decisions and actions
• Can be highly engaging

• Needs for better listening and greater empathy indicate growth opportunities in personal self-awareness
• May have some difficult in accepting negative feedback or criticism given strong style and self-confidence

• Can channel engaging style into good interpersonal skills, especially when there is a clear purpose; likely highly effective when selling or influencing
• Opportunity exists to build stronger and possibly more trusting relationships