Here are examples taken from actual Asset Report® documents for individuals who operate from a variety of thinking home bases

A note of caution: The sample sections from Asset Report reproduced below have been extracted from the report documents from several individuals, each of whose personal thinking processes, preferences and habits are different from the others. Thus, each sample may be describing a way of thinking very different from the way of thinking described immediately above or below it. As you read through these examples, please do not assume that any of them is describing how you think. These descriptions are based on how someone else responded to the Asset Report self-appraisal and not how you might respond.

Asset Report sees you as . . .

• someone able to let others take credit.
• better equipped than most to accept change as the price of survival.
• genuinely concerned about the impact on the planet of what you do.
• sharp at pinpointing good solutions early in the process.
• skilled at dealing with both people and technologies or complex systems.

"Hot buttons" that can be effective with you . . .

The desire to complete Providing you with the resources, guidelines and understanding you need to finish your part of a task or assignment is an excellent way of motivating you.

Plenty of work Keeping busy is an important aspect of how you structure your time. If they leave you idle too often or for too long, others not only run the risk of losing your interest, they may also run the risk of losing you.

Ego appeal You have a lot of pride invested in your ability to size up situations and challenges, press the right buttons and activate the right processes and people to get the job done in an effective, timely, cost-conscious way.

Preparation You are not a happy camper if you could have foreseen problems and needs but didn’t and thus have been caught unprepared.

The campaign You may find a "do the impossible" appeal to join in a highly committed effort to meet a deadline or a goal very motivating, especially if success in the undertaking will bring you credit for completing a job well done.

How to optimize your thinking skills

• Make certain your "slice of the pie" is increased when you produce.
• Ask for the facts, tools and resources you need.
• Watch for the signs that you need to chill out.
• Make sure you know the plan.
• Ask for the reins (and responsibility).

YOU ARE A REAL ALLY WHEN OTHERS ARE DOWN AND OUT, CAPABLE OF RESPONDING COMFORTINGLY TO THEIR "BLUE MOODS"

You understand what it is like to have been bitten a few too many times by the sharks in the organization. You can often respond well to disappointment and discouragement in others because you have devoted time to taking care of your own needs. You know what it takes to heal and how valuable it can be to seek peer support, comfort and acceptance. When you can, you will try to soothe the aches and pains of others and help them restore a sense of balance and well being. Because of your natural way of caring, you tend to be egalitarian and democratic on work teams and in the community. You like a consensus approach to decisions so everyone’s views and feelings are acknowledged. And you like casual, personal, friendly, fun work and personal atmospheres. If there is a blind spot in all this for you, it may be that you can be too optimistic about what other persons can and will make happen for themselves.

When you need to think differently

If you are coming on aggressively even when it isn’t productive
When things feel like they are in crisis or disintegrating rapidly, people like you who are used to going in motion may switch to a tough-as-nails attitude—Marine-tough—even when no one is thinking of challenging their role, needs, strategy or position. In such circumstances, here’s a way for anyone to get unstuck from a misapplication of strengths: imagine seeing yourself in the mirror in your current mood and holding eye contact with yourself for 30 seconds. How long can you keep a straight face?

Personal games you defend well against

Blinkmanship "Your move—if you dare."

Power-schmoozing "Let me tell you how wealthy, wonderful, interesting, powerful, talented, effective, well-connected, etc., etc., etc., I am."

What If? "Why go to work now on this idea when I’m so good at thinking up other things we could talk about?"

Therapy "I just love to declare some part of me sick and then spend a lot of time and effort healing and getting well, telling everybody about it and being the center of attention."

One World "You are not doing your part for the planet, and I am."

Matching you with a job or team
Assisting you. Your supervisor/manager should . . .

Remember how strongly you value self-discipline, loyalty and the ability to postpone payoffs in people.

Recognize how you respect authority. Others can damage their authority with you by violating your trust, triggering questions about your loyalty or being casual in following the rules and regulations in your presence.

Realize how poorly you respond to promises of increased status or payoff. You are much more likely to respond well to promises of stability and certainty of lifestyle.

Be aware that this is how you evaluate supervisory efforts and initiatives:

• Is someone going to be there for me when I need help?
• Has this been approved?
• Can I measure up?
• Is this the right thing to do?
• Will I be cared for?
• Is this acceptable to the people I’m closest to?

Keep most conversations with you informal, basic and down-to-earth. At other times, it pays to speak to you with some formality. Conservatively. Stressing duty and dependability.

Help you guard against:

• Being too suspicion of change and newness.
• Taking the rules too seriously.
• Being too judgmental of others.
• Not taking the initiative.

Potential thinking challenges to your leadership skills

• You may ignore something important by pushing information you don’t recognize away and saying, "That’s not new; I already knew that."
• You may not accept that, in most instances, your story is merely one side of the story.
• You fail to understand just how powerful being polite can be when you are trying to change someone’s mind or market your own interpretations.
• You may not understand that your answer is never really effective unless it is accepted by your listener as a suitable answer.
• You may not behave in a way that generates a mood of trust and shows that you are sincere, reliable and competent.
• You may come across as wanting mainly to look smart rather than wanting to find the best solutions available.

When acting from fatigue, frustration or self-doubt

• You may turn morose and begin to blame the prospect, the situation or other contributors or contributing factors "external" to you.
• You may get angry and frustrated and try to force an outcome or solution on others.
• You may focus on the negatives.
• You may internalize more of the problem or situation than wise, taking "ownership" for things that are not yours to explain or correct.
• You may retreat to old practices and ideas, even though, in your heart of hearts, you don’t expect them to work.
• You may turn away from uncertainty, doubt and frustration very rapidly, in effect, surrendering or withdrawing.

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