Successful Delegation

Using the Power of Other People's Help

Even "Super-You" needs help and support. There is no shame in asking for assistance. Push aside the pride and show respect for the talent others can bring to the table.

And, remember that there is no such thing as a single-handed success: When you include and acknowledge all those in your corner, you propel yourself, your teammates and your supporters to greater heights.
- Author Unknown.

Do you feel stressed and overloaded? Or that your career seems stalled? If so, then you may need to brush up your delegation skills!

If you work on your own, there's only a limited amount that you can do, however hard you work. You can only work so many hours in a day. There are only so many tasks you can complete in these hours. There are only so many people you can help by doing these tasks. And, because the number of people you can help is limited, your success is limited.

However, if you're good at your job, people will want much more than this from you.

This can lead to a real sense of pressure and work overload: You can't do everything that everyone wants, and this can leave you stressed, unhappy, and feeling that you're letting people down.

On the positive side, however, you're being given a tremendous opportunity if you can find a way around this limitation. If you can realize this opportunity, you can be genuinely successful!

One of the most common ways of overcoming this limitation is to learn how to delegate your work to other people. If you do this well, you can quickly build a strong and successful team of people, well able to meet the demands that others place.

This is why delegation is such an important skill, and is one that you absolutely have to learn!

Why People Don't Delegate

To figure out how to delegate properly, it's important to understand why people avoid it. Quite simply, people don't delegate because it takes a lot of up-front effort.

After all, which is easier: designing and writing content for a brochure that promotes a new service you helped spearhead, or having other members of your team do it?

You know the content inside and out. You can spew benefit statements in your sleep. It would be relatively straightforward for you to sit down and write it. It would even be fun! The question is, "Would it be a good use of your time?"

While on the surface it's easier to do it yourself than explain the strategy behind the brochure to someone else, there are two key reasons that mean that it's probably better to delegate the task to someone else:

· First, if you have the ability to spearhead a new campaign, the chances are that your skills are better used further developing the strategy, and perhaps coming up with other new ideas. By doing the work yourself, you're failing to make best use of your time.

· Second, by meaningfully involving other people in the project, you develop those people's skills and abilities. This means that next time a similar project comes along, you can delegate the task with a high degree of confidence that it will be done well, with much less involvement from you.

Delegation allows you to make the best use of your time and skills, and it helps other people in the team grow and develop to reach their full potential in the organization.

When to Delegate

Delegation is a win-win when done appropriately, however that does not mean that you can delegate just anything. To determine when delegation is most appropriate there are five key questions you need to ask yourself:

• Is there someone else who has (or can be given) the necessary information or expertise to complete the task? Essentially is this a task that someone else can do, or is it critical that you do it yourself?
  
• Does the task provide an opportunity to grow and develop another person's skills?
  
• Is this a task that will recur, in a similar form, in the future?
  
• Do you have enough time to delegate the job effectively? Time must be available for adequate training, for questions and answers, for opportunities to check progress, and for rework if that is necessary.
  
• Is this a task that I should delegate? Tasks critical for long-term success (for example, recruiting the right people for your team) genuinely do need your attention.

If you can answer "yes" to at least some of the above questions, then it could well be worth delegating this job.

Other factors that contribute to the delegability of a task include: The project's timelines/deadlines. How much time is there available to do the job? Is there time to redo the job if it's not done properly the first time? What are the consequences of not completing the job on time? Your expectations or goals for the project or task(s), including: How important is it that the results are of the highest possible quality? Is an "adequate" result good enough? Would a failure be crucial? How much would failure impact other things?

That being said, having all these conditions present is no guarantee that the delegated task will be completed successfully either. You also need to consider to whom you will delegate the task and how you will do it.

The Who and How of Delegating

Having decided to delegate a task there are some other factors to consider as well. As you think these through you can use our free Delegation Worksheetto keep record of the tasks you choose to delegate and who you want to delegate them to.

To Whom Should You Delegate?

The factors to consider here include:

1. The experience, knowledge and skills of the individual as they apply to the delegated task.
• What knowledge, skills and attitude does the person already have?
• Do you have time and resources to provide any training needed?
  
2. The individual's preferred work style.
• How independent is the person?
• What does he or she want from his or her job?
• What are his or her long-term goals and interest, and how do these align with the work proposed?
  
3. The current workload of this person.
• Does the person have time to take on more work?
• Will you delegating this task require reshuffling of other responsibilities and workloads?

When you first start to delegate to someone, you may notice that he or she takes longer than you do to complete tasks. This is because you are an expert in the field and the person you have delegated to is still learning. Be patient: if you have chosen the right person to delegate to, and you are delegating correctly, you will find that he or she quickly becomes competent and reliable.

How Should You Delegate?

Use the following principles to delegate successfully:

1. Clearly articulate the desired outcome. Begin with the end in mind and specify the desired results.
   
2. Clearly identify constraints and boundaries. Where are the lines of authority, responsibility and accountability? Should the person:

• Wait to be told what to do?
• Ask what to do?
• Recommend what should be done, and then act?
• Act, and then report results immediately?
• Initiate action, and then report periodically?
  

3. Where possible, include people in the delegation process. Empower them to decide what tasks are to be delegated to them and when.
   
4. Match the amount of responsibility with the amount of authority. Understand that you can delegate some responsibility, however you can't delegate away ultimate accountability. The buck stops with you!
   
5. Delegate to the lowest possible organizational level. The people who are closest to the work are best suited for the task, because they have the most intimate knowledge of the detail of everyday work. This also increases workplace efficiency, and helps to develop people.
   
6. Provide adequate support, and be available to answer questions. Ensure the project's success through ongoing communication and monitoring as well as provision of resources and credit.
   
7. Focus on results. Concern yourself with what is accomplished, rather than detailing how the work should be done: Your way is not necessarily the only or even the best way! Allow the person to control his or her own methods and processes. This facilitates success and trust.
   
8. Avoid "upward delegation". If there is a problem, don't allow the person to shift responsibility for the task back to you: ask for recommended solutions; and don't simply provide an answer.
   
9. Build motivation and commitment. Discuss how success will impact financial rewards, future opportunities, informal recognition, and other desirable consequences. Provide recognition where deserved.
   
10. Establish and maintain control.

• Discuss timelines and deadlines.
• Agree on a schedule of checkpoints at which you'll review project progress.
• Make adjustments as necessary.
• Take time to review all submitted work.

In thoroughly considering these key points prior to and during the delegation process you will find that you delegate more successfully.

Keeping Control

Now, once you have worked through the above steps, make sure you brief your team member appropriately. Take time to explain why they were chosen for the job, what's expected from them during the project, the goals you have for the project, all timelines and deadlines and the resources on which they can draw. And agree a schedule for checking-in with progress updates.

Lastly, make sure that the team member knows that you want to know if any problems occur, and that you are available for any questions or guidance needed as the work progresses.

We all know that as managers, we shouldn't micro-manage. However, this doesn't mean we must abdicate control altogether: In delegating effectively, we have to find the sometimes-difficult balance between giving enough space for people to use their abilities to best effect, while still monitoring and supporting closely enough to ensure that the job is done correctly and effectively.

The Importance of Full Acceptance

When delegated work is delivered back to you, set aside enough time to review it thoroughly. If possible, only accept good quality, fully-complete work. If you accept work you are not satisfied with, your team member does not learn to do the job properly. Worse than this, you accept a whole new tranche of work that you will probably need to complete yourself. Not only does this overload you, it means that you don't have the time to do your own job properly. Of course, when good work is returned to you, make sure to both recognize and reward the effort. As a leader, you should get in the practice of complimenting members of your team every time you are impressed by what they have done. This effort on your part will go a long way toward building team member's self-confidence and efficiency, both of which will be improved on the next delegated task; hence, you both win.

Key Points:

Ø At first sight, delegation can feel like more hassle than it's worth, however by delegating effectively, you can hugely expand the amount of work that you can deliver.

Ø When you arrange the workload so that you are working on the tasks that have the highest priority for you, and other people are working on meaningful and challenging assignments, you have a recipe for success.

Ø To delegate effectively, choose the right tasks to delegate, identify the right people to delegate to, and delegate in the right way. There's a lot to this, but you'll achieve so much more once you're delegating effectively!

Leadership & Self discipline

Leadership & Self discipline

One of the hallmarks of Leadership is Self Discipline.

A fantastic definition of Self Discipline is this:

"Self discipline is the ability to make yourself do
what you should do when you should do it, whether you
feel like it or not."

To lead, leaders are so committed with their visions that they make themselves do what they should do under any circumstances. The good thing about this is that leadership is a decision, is a commitment, is an attitude. Self discipline is like the horse you ride to achieve things, to move people, to communicate, to go the extra mile.
Your job is to "tame" that horse to help you achieve your goals and vision.

Another way to see self discipline is not letting your emotions or hard feelings take on you. A self disciplined person controls himself or herself, because he or she knows that only by doing the things that is committed to, is the way to achieve his or her vision.

Every Great leader has shown tons of self discipline in the key areas of their lives. Gandhi, Churchill, Thatcher, Kennedy, Luther King Jr., and so on.

Self discipline is essential to leadership, you can't pretend to be a leader, if you don't have some discipline in your life. After all, you are a model for others, and people looks for discipline in the core foundation of their leaders.

To me, discipline is the flip side of commitment. And by the way, people with high levels of self discipline most of the time have a tremendous self esteem because they're committed in all they do. They don't lose time on things they don't want. They appreciate their time,
and other's too.

Self discipline is a skill, and as such it can be learned.

LEADERSHIP ACTIONS

1.    Every time you have to do something and you don't feel in the mood, just tell yourself: If I don't this now, I'll have to do it later, and then I'll feel worse. So do not complain, and do it. One thing will
happen (i can tell by my own experience), after you finish your work,you will feel better, you'll feel terrific, you'll feel a better person. Add up enough of these experiences and you will never look back again.

2.    Change perspective, may be you need a purpose to
do something. Then, find it. Take charge. It's your life, not others'.

3.    Be Responsible. Yes, only that, be responsible. Again it's your life. By being responsible you take control, and after that, thats what leaders do, they have the control.

Remember, Be Alert. Be A Leader 

 

Leadership styles

Using the right one for your situation

From Mahatma Gandhi to Jack Welch, and Martin Luther King to Rudolph Giuliani, there are as many leadership styles as there are leaders. Fortunately, business people and psychologists have developed useful, shorthand ways of describing the main leadership styles. This can help aspiring leaders to understand and adapt their own styles, so that they can improve their own leadership.

Whether you are managing a team at work, captaining your sports team or leading a major corporation, your leadership style is crucial to your success. Consciously, or subconsciously, you will no doubt use some of the leadership styles featured, at least some of the time. By understanding these leadership styles and their impact, you can become a more flexible, better leader.

This article helps you understand 10 of the most frequently talked-about leadership styles, some good, some bad.

Tip: This article focuses on "popular" leadership styles, not necessarily those that fit within a particular system. For a systematic approach, see Mind Tools' leadership course "How To Lead: Discover the Leader Within You."

Understanding Leadership Styles

The leadership styles we look at here are:

• Autocratic leadership.
• Bureaucratic leadership.
• Charismatic leadership.
• Democratic leadership/participative leadership.
• Laissez-faire leadership.
• People-oriented leadership/relations-oriented leadership.
• Servant leadership.
• Task-oriented leadership.
• Transactional leadership.
• Transformational leadership.

Autocratic Leadership

Autocratic leadership is an extreme form of transactional leadership, where a leader exerts high levels of power over his or her employees or team members. People within the team are given few opportunities for making suggestions, even if these would be in the team's or organization's interest.

Most people tend to resent being treated like this. Because of this, autocratic leadership usually leads to high levels of absenteeism and staff turnover. Also, the team's output does not benefit from the creativity and experience of all team members, so many of the benefits of teamwork are lost.

For some routine and unskilled jobs, however, this style can remain effective where the advantages of control outweigh the disadvantages.

Bureaucratic Leadership

Bureaucratic leaders work "by the book", ensuring that their staff follow procedures exactly. This is a very appropriate style for work involving serious safety risks (such as working with machinery, with toxic substances or at heights) or where large sums of money are involved (such as cash-handling).

In other situations, the inflexibility and high levels of control exerted can demoralize staff, and can diminish the organizations ability to react to changing external circumstances.

Charismatic Leadership

A charismatic leadership style can appear similar to a transformationalleadership style, in that the leader injects huge doses of enthusiasm into his or her team, and is very energetic in driving others forward.

However, a charismatic leader can tend to believe more in him or herself than in their team. This can create a risk that a project, or even an entire organization, might collapse if the leader were to leave: In the eyes of their followers, success is tied up with the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and needs long-term commitment from the leader.

Democratic Leadership or Participative Leadership

Although a democratic leader will make the final decision, he or she invites other members of the team to contribute to the decision-making process. This not only increases job satisfaction by involving employees or team members in what's going on, but it also helps to develop people's skills. Employees and team members feel in control of their own destiny, and so are motivated to work hard by more than just a financial reward.

As participation takes time, this style can lead to things happening more slowly than an autocratic approach, but often the end result is better. It can be most suitable where team working is essential, and quality is more important than speed to market or productivity.

Laissez-Faire Leadership

This French phrase means "leave it be" and is used to describe a leader who leaves his or her colleagues to get on with their work. It can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly. Most often, laissez-faire leadership works for teams in which the individuals are very experienced and skilled self-starters. Unfortunately, it can also refer to situations where managers are not exerting sufficient control.

People-Oriented Leadership or Relations-Oriented Leadership

This style of leadership is the opposite of task-oriented leadership: the leader is totally focused on organizing, supporting and developing the people in the leader's team. A participative style, it tends to lead to good teamwork and creative collaboration. However, taken to extremes, it can lead to failure to achieve the team's goals.

In practice, most leaders use both task-oriented and people-oriented styles of leadership. 

Servant Leadership

This term, coined by Robert Greenleaf in the 1970s, describes a leader who is often not formally recognized as such. When someone, at any level within an organization, leads simply by virtue of meeting the needs of his or her team, he or she is described as a "servant leader".

In many ways, servant leadership is a form of democratic leadership, as the whole team tends to be involved in decision-making.

Supporters of the servant leadership model suggest it is an important way ahead in a world where values are increasingly important, in which servant leaders achieve power on the basis of their values and ideals. Others believe that in competitive leadership situations, people practicing servant leadership will often find themselves left behind by leaders using other leadership styles.

Task-Oriented Leadership

A highly task-oriented leader focuses only on getting the job done, and can be quite autocratic. He or she will actively define the work and the roles required, put structures in place, plan, organize and monitor. However, as task-oriented leaders spare little thought for the well-being of their teams, this approach can suffer many of the flaws of autocratic leadership, with difficulties in motivating and retaining staff. Task-oriented leaders can benefit from an understanding of the Blake-Mouton Managerial Grid, which can help them identify specific areas for development that will help them involve people more.

Transactional Leadership

This style of leadership starts with the premise that team members agree to obey their leader totally when they take a job on: the "transaction" is (usually) that the organization pays the team members, in return for their effort and compliance. As such, the leader has the right to "punish" team members if their work doesn't meet the pre-determined standard.

Team members can do little to improve their job satisfaction under transactional leadership. The leader could give team members some control of their income/reward by using incentives that encourage even higher standards or greater productivity. Alternatively a transactional leader could practice "management by exception", whereby, rather than rewarding better work, he or she would take corrective action if the required standards were not met.

Transactional leadership is really just a way of managing rather a true leadership style, as the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work, but remains a common style in many organizations.

Transformational Leadership

A person with this leadership style is a true leader who inspires his or her team with a shared vision of the future. Transformational leaders are highly visible, and spend a lot of time communicating. They don't necessarily lead from the front, as they tend to delegate responsibility amongst their teams. While their enthusiasm is often infectious, they can need to be supported by "detail people".

In many organizations, both transactional and transformational leadership are needed. The transactional leaders (or managers) ensure that routine work is done reliably, while the transformational leaders look after initiatives that add value.

The transformational leadership style is the dominant leadership style taught in the "How to Lead: Discover the Leader Within You" leadership program, although we do recommend that other styles are brought as the situation demands.

Using the Right Style – Situational Leadership

While the Transformation Leadership approach is often highly effective, there is no one "right" way to lead or manage that suits all situations. To choose the most effective approach for you, you must consider:

• The skill levels and experience of the members of your team.


• The work involved (routine or new and creative).


• The organizational environment (stable or radically changing, conservative or adventurous).


• You own preferred or natural style.

A good leader will find him or herself switching instinctively between styles according to the people and work they are dealing with. This is often referred to as "situational leadership".

For example, the manager of a small factory trains new machine operatives using a bureaucratic style to ensure operatives know the procedures that achieve the right standards of product quality and workplace safety. The same manager may adopt a more participative style of leadership when working on production line improvement with his or her team of supervisors

Do the Right Thing

Do the Right Thing
10 Rules for Leading Ethically

It's been all too easy to criticize the unethical behaviors of business and political leaders these days. But if your company isn't among those generating scandal and scorn, consider yourself warned. CCL's Cresencio Torres reminds us that lapses in ethical judgment occur every day in our organizations and, likely, in our private lives.

"Ethical leadership isn't about avoiding the worst behaviors. It isn't about technically following laws and regulations," says Torres. "Ethics determines fair and honest behavior and establishes boundaries about how we relate to each other. In that sense, the only way for people to work well together, and to have good professional and personal relationships, is to think and act in an ethical way."

To reclaim ethical leadership for yourself and your organization, Torres offers these 10 Rules for Ethical Leadership:

1. The rule of mindfulness. Pay attention! Mindfulness means being attuned to what is going on and then reflecting (without judgment) on the impact your decisions have on others. Organizational mindfulness requires connecting mindful people together to help others in the organization achieve greater congruence between their intentions and outcomes.
2. The rule of respecting others. Recognize and reward the positive intent of others in their actions. It helps create a culture of appreciation and encourages support. But don't leave out self-respect. It is true that you must respect yourself before others can respect you.
3. The rule of engagement. Take the high ground. Understand the limitations, strengths and circumstances under which you initiate and manage your interactions with others. Engage others by being prepared, polite and positive.
4. The rule of wisdom. Let your wisdom govern your actions and decisions. Wisdom is the ability to discern or judge what is true, right or lasting. Sometimes, it is merely common sense and good judgment, blended with a smart plan and clear course of action. Wisdom is usually considered to be a trait that can be developed through experience but not taught.
5. The rule of action. Respond in a timely way to any unethical behavior you observe or receive information about. Stop any inappropriate activity and rectify the situation immediately. Action requires clear intention. Knowing why you are taking action is a considered response rather than a reaction.
6. The rule of power. Know your power and use it well. Power is a person's ability to influence others. Through influence, you spread ideas, set direction, make choices and guide outcomes. All these require accountability and honesty.
7. The rule of dialogue. Talk about ethics and keep the conversation going. Encourage people to understand the full meaning of ethics by talking about it in staff meetings and other work-related areas. Create ongoing communication, rather than attempting to reach some conclusion or express personal viewpoints.
8. The rule of acting without self-interest. Place high value on the fact that other people are actual or potential co-workers, peers, bosses, customers and neighbors. When we act with the best interest of others in mind, we enjoy less conflict, easier problem solving and a greater sense of trust.
9. The rule of listening. Learn to listen. Most of us take listening for granted, so we don't work very hard at improving it. But effective listening doesn't just happen; it takes a great deal of purpose. It's hard work and requires your complete attention.
10. The rule of safety. Protect others. Safety is the condition of being protected against physical harm - socially, spiritually, financially, politically and emotionally. Strive to do no harm and make certain that people around you have a safe harbor to do what is right.

Emotional Balance Is Essential For Healthy Living

Emotional Balance Is Essential For Healthy Living By Darlene Siddons   Emotional balance is considered mastered when our mind, body and spirit are in line with each other and we are in a space where we have done our inner work and we feel at peace. We need to pay attention that all situations and life issues are resolved, or at least aired, and pay attention to the feelings that emerge from within us. Many times our emotional balance is ignored and passed off as stress, discomfort, boredom and distraction; and we try and fix it by all sorts of ways that really just don't work. Some of those fix-it methods are eating, eating comfort foods, shopping, sex, gambling, drinking, over working, and the list can go one, and we never get to the core of why we just can't feel better. Emotional balance is as important as any other health aspect and some times even more, as it can accelerate our other health issues, in fact it can actually be the cause of other health issues. It is one of the most important aspects to the whole body balance. When you are out of balance it creates stress and conflict in your relationships; and that is all of your relationships, which include family, employment, road rage, marital, friendships and right down to the shopping clerk. So you can see how emotional balance is as important as physical health, in fact even more so as it effects your physical health. You truly can't improve your physical health with out balancing your emotional. A regular spiritual practice can greatly assist in centering you and maintaining clarity about those aspects of your life, which are truly important. This can be any kind of spiritual practice including yoga, meditation, qi gong, prayer, EFT; it is something good to practice on a daily basis and preferably in the morning and the evening. Feng sui is great for peace and tranquility in the home and work space, as with the proper placement of objects and de-clutter, it creates a calm soothing energy in your space. If you feel your emotional balance is off, improving your diet is one positive step you can take, your mind, body and spirit can work much closer together if your food intake is in balance, that means eliminating items such as caffeine, sugar, processed foods, soda, alcohol, cigarettes and eating whole, organic foods. Work on creating a positive outlook and attitude on life, always look for the good in everything and start being grateful, especially when you feel there isn't anything to be grateful for; you can always find something. When you do this it shifts your energy into balance. You will feel lighter, brighter and much more healthy.

The Power of Leadership

The Power of Leadership 
     Today's Vision  
    is  
Tomorrow's Reality 

The Power Game 
 

• Getting ahead without stepping on toes
• Gaining respect, not position
• Real and perceived power - Overt and Covert Power

Using Power to Gain Credibility 
 

• Pass information "up" in written form
• Keep reports and progress continually reported to anyone and everyone needing the information]
• Try to have a solution to the problem on your agenda

Give up 

• The illusion that there is "only one right answer"
• Win-lose mentality
• Distrust of political process (learn how it works and effect change through it)

  

Develop 
 

• A trust in the political process
• An awareness of what is best for the organization or the majority
• The understanding that value judgments can't be made rationally
• The ability to give people options
• An appreciation for people who defend the system
• An open mind 

• The ability to recognize what I can influence and those I cannot 

• The realization that I can like and disagree with a person at the same time 

• The talent for attacking the problem, not the individual

quote 

    Personal power is not charisma, but the ability to create respect and admiration for the things you say, the things you do and the goals you want to achieve.

  

Understanding the diversity of power 

Learn how to use power to

influence others today to

create strong leaders for

tomorrow. 

HOW TO USE POWER QUIZ  
 

1. Sometimes I have to chew people out – even if they don't deserve it – just to show who is boss. 

2. It gives me a boost when I get others to do small favors for me. 

3. An executive in my position should never have to open mail, type letters, or answer the phone. 

4. I wouldn't accept a position with less prestige than my own even if I like everything else about the job. 

5. When someone at work upstages me, I get depressed or furious. 

6. I'll consider myself a failure if I'm never recognized as on of the leaders in my field. 

7. I secretly like to keep people waiting so they must conform to my schedule. 

HOW TO USE POWER QUIZ 

8. I never let my guard down in front of others – it implies a lack of control. 

9. It irritates me when a family vacation starts without a detailed itinerary. 

10. I expect others to live up to my personal standards. 

11. When I entertain, it's important to have everything go as planned. 

12. Unexpected interruptions often spoil the productivity of my day and the momentum I've built up. 

13. When I give a worker directions for a project, I don't expect him or her to ask permission to try a different approach. 

14. I would rather manage a staff of intelligent, methodical workers, than a group of brilliant, highly creative ones. 

results 

• Questions 1-7 relate strictly to how appropriately you use power. If your total score for them is 4 or below, you're probably content with your current status and are not power-hungry. Ask: Do I pay enough attention to widening my power base.

 

• If your total score is between 5 and 8, you make a premeditated effort now and then to display your power or acquire more authority. This is probably not unhealthy – you are an executive who values power and uses it as a primary tool of interfacing with others.

results 

• People who score above 9 may be suffering from an overactive power drive. How does a compulsion for power affect a person's thoughts and behavior? First, power – compulsive people get a charge out of pulling rank in public. Second, they spend too much time thinking of ways to manipulate others. Together, these can undermine anyone's image and credibility.

 

• Questions 8 – 14 relate to your desire for control and order. Executives who thrive on power often insist on having everything their own way. Such methodical managers regulate every detail of their lives as well as those of co-workers. Afraid of tarnishing their image of self-control, they routinely conceal emotions and inner thoughts.

results 

• A score of 4 or below for these statements suggests that you have few hang-ups in this area. If you score higher, however, chances are that you're somewhat compulsive about order and control. The higher you score, the less likely you are to express yourself spontaneously. This rigidity is probably having a negative affect on your relationships with others.

 

• Observation: Keep in mind that his quiz is meant as a superficial indicator of how the need for power may be controlling you. A high score in both sections; however, should alert you to a problem. It's time for some self-observation. Seeing yourself in action will more than likely make you cancel plans for your next power trip.

--
Regards!

NEERAJ BHARDWAJ
9374025383