Career Self Development Valuation Exercise

I. WHAT ARE YOUR SKILLS/STRENGTHS? (From the list below, please identify by checking all the skills/strengths and experiences that apply to you. If necessary, please consult your closest colleagues, friends or relatives to confirm or add to this list of your skills/strengths.)

Valuable Skills/Strengths List
Relationship builder
Organizational ability
Flexible Research skills
Decision Maker Analysis of problem situations
Start-Up Deal maker
High growth People oriented
Built Team Writing ability
Solution Finder Ability to obtain cooperation
Relates wells upwards/downwards Sense of humor
Sense of priorities Personable
Restructure/reorganize Creative
Change Agent Ability to identify alternatives
International Operations Knowledge Ability to prioritize
Evaluate personnel Ability to obtain “buy-in”
Shutdowns/Consolidations Leadership
Bring about order from chaos Cost conscious
Built new territory Cost effective
Lead entry into new market(s) Cost reducer
Action person who leads by example Sense of initiative
Speaking abilities Ability to delegate
Implement a Concept Diplomatic
Developed budget(s)/> Establishing good rapport
Computer familiarity Easily wins confidence
Attentive to bottom line Found new alternatives
Strategist Recruited; trained
Works well under pressure Ability to build cohesive unit
Persuasive Enthusiastic
Objective or goal oriented Dedicated
Works well alone or as part of team Hard worker
Big and small company experience Attentive to detail(s)
Strategic Planner Technical competence
Introduced new product(s) Good listener
Negotiator Ability to motivate
Good long and short range planner Imaginative
Other



II. WHAT ARE YOUR GREATEST SKILLS/STRENGTHS? (From the prior list of your skills/strengths, please identify below your greatest five (5) skills/strengths. Again, please confirm the selection of your five (5) greatest skills/strengths with your closest colleagues, friends or relatives.)

Your Greatest Skills/Strengths:


III. HOW HAVE YOU DEMONSTRATED OR APPLIED YOUR FIVE (5) GREATEST SKILLS/STRENGTHS?
(From the list of your greatest five (5) skills/strengths, please indicate below how, how often, when and to what organizations you have demonstrated those skills/strengths. If necessary, please use additional paper to complete this part of the exercise.)



How Skill/Strength Demonstrated Or Applied?


2. Greatest Skill/Strength:

How Skill/Strength Demonstrated Or Applied?


3. Greatest Skill/Strength:

How Skill/Strength Demonstrated Or Applied?


4. Greatest Skill/Strength:

How Skill/Strength Demonstrated Or Applied?

5. Greatest Skill/Strength:

How Skill/Strength Demonstrated Or Applied?


IV. WHAT SPECIFIC RESULTS HAVE YOU PRODUCED BY DEMONSTRATING OR APPLYING YOUR GREATEST SKILLS/STRENGTHS?
(From the list of your greatest skills/strengths, please indicate below the specific results ($, #, %, or time) you have contributed or achieved to the various organizations that have benefited from the application of your key skills/strengths. If necessary, please use additional paper to complete this part of the exercise.)

1. Greatest Skill/Strength:

Results Produced From Demonstrated Skill/Strength?


2. Greatest Skill/Strength:

Results Produced From Demonstrated Skill/Strength?


3. Greatest Skill/Strength:

Results Produced From Demonstrated Skill/Strength?


4. Greatest Skill/Strength:

Results Produced From Demonstrated Skill/Strength?

5. Greatest Skill/Strength:

Results Produced From Demonstrated Skill/Strength?




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An Insider's Secrets for Guaranteed Employment in our Permanently Changed Workplace.
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Important Facts

Studies have determined that Employee-involvement practices generate a 66 percent higher return on sales, 20 percent higher return on assets, 20 percent higher return on investments, and a 13 percent higher return on equity.

Ed Lawler & Susan Mohrman, USC Center for Effective Organizations, Workforce, December, 2001.

Research indicates 25% of managers time is spent on conflict-related issues. Unresolved conflicts impede operations, decrease productivity and increase negative attitudes among staffers

Philip Chard, a psychologist and CEO of NEAS, Inc, 2001.

 
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