SAMPLE 16PF PERSONALITY REPORT

PURPOSE  Selection of Chief Executive Officer

SECTOR    Food Manufacturing

CLIENT  Ambridge Foods*

CANDIDATE   Adrian*

BACKGROUND

Three candidates were shortlisted for the CEO position at Ambridge Foods* and
a personality report was produced for each person.

The reports were similar in style and all included:

 Executive summary.
 Main report on personality.
 A number of individually designed interview questions based on 
analysis from 16PF report.

Adrian* was the successful candidate. 

* Names changed for privacy purposes.

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 Chief Executive Officer
Ambridge Foods
Adrian
Personality Report
Executive Summary

Adrian describes a number of traits relevant to the CEO role.  Unusually for a
very   senior   manager,   Adrian   describes   a   strong   need   for   involvement.   He
appears to value on his relationships with others.  He is likely to identify very
strongly with the requirement in the job description to build great relationships.

His  score here and elsewhere  suggests  therefore highly collegiate, corporate

style of operating, where he puts a good deal of effort into building a strong
team, close, open and informal relationships with colleagues.

Adrian’s ability to form strong relationships with others is likely also to be
underpinned by a high level of social confidence.   He also appears energetic,
enthusiastic and very much in the market for novel challenge and opportunity.

Again, interestingly what Adrian describes is also a strong need for order and
predictability. He appears to dislike ambiguity.  Adrian’s responses suggest he
identifies   strongly   with   laws,   standards   and   regulatory   frameworks.   There
appears   to   be   a   strong   conforming   streak   in   his   nature,   which   suggests
dependable, reliable hard­working individual with a strong sense of obligation
to those around him. He appears in this sense to be a truly corporate operator.

In this sense,  Adrian does not  appear to be a true, entrepreneur.   Rather  he

appears to be a principled, process­oriented individual, driven by the need to
live   up   to   other   people’s   and   his   own   high   self   expectations.   He   appears,
therefore, to be less like the stereotypical egocentric entrepreneur who is willing
to bend the rules and then justify this behaviour.

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He appears, therefore, to be what in the leadership literature is referred to as a
‘consolidator’, who is able to take a business from rapid growth to a steady­
state.  What Adrian is likely to be about is creating clarity to those around him
about  priorities, policies and business  processes.  He appears to be a natural
planner and organiser.

Although affiliative, Adrian does, nonetheless, describe a strong interest in the
objective and material accomplishments of people.  So the affiliativeness is not
likely to lead to sentimentality.  He appears to be driven by strong self­assertion
needs.  So although there is likely to be an emphasis on relationships, these are
likely to have a strong influencing element in them.   He is, therefore, likely to
identify strongly with the leadership element of  this role and be capable  of
being highly directive when he needs to be.

Although Adrian appears to be fairly resilient, perhaps as might be expected
given the strong self expectations he describes, he appears to internalise his
anxieties   somewhat.   This   means   he   is   never   likely   to   be   accused   of   being
complacent as part of his motivational make up appears to be a fear of failure. 
He does not appear to be blessed by a rugged level of self­assurance in the way
many senior managers are.

Main report

Adrian   has   been   open   and   honest   about   himself   when   responding   to   the
personality   questionnaire.   This   means   he   has   provided   Robert   and   other
interviewers with an accurate picture of how he currently sees himself and how
he would respond to the challenging, complex and varied demands of the CEO
role.

Adrian,   interestingly   and   somewhat   unusually   for   a   very   senior   manager,

describes himself as having very strong affiliative needs.  This is based on his
responses   to   questions   distinguishing   those   who   are   driven   by   a   need   for
involvement with others from those who are much happier with more formal,
arms length relationships.  Adrian's responses produce an extreme score placing
him at the former end of the scale.

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More often than not, senior managers describe either a degree of detachment or
a modest level of affiliativeness. Typically, they describe a motivational make
up  comprised   much   more  of   needs   of  status,  power  and  authority  over   and
above needs for involvement.  So at face value, according to his responses here,
Adrian   appears   to   place   much   greater   emphasis   on   building   close,   personal
relationships with those around him than is often the case.  He appears to derive
a   significant   proportion   of   his   job   satisfaction   from   the   quality   of   the
relationships he forms.

In   the   current   context,   this   suggests   that   people   are   important   to   him.   His
responses  here  suggest  he is genuinely interested  in people.   As a  manager,
indeed   as   very   senior   manager,   he   is   likely   to   demonstrate   one   of   the   key
ingredients that  some  leadership writers have argued as  the key to effective
leadership:  individualised  consideration.   The way  he  describes  himself   here
suggests he is likely to give those around him the feeling that he is genuinely
interested  in them  as individuals  rather  than functionaries,  valued solely  for
their objective contribution. 

Here and elsewhere on the questionnaire his responses suggest a preference for
relating to those around him, in a friendly, informal and open manner.   For
example,   on   the   questions   distinguishing   those   who   are   very   open   and
straightforward in the way they communicate from those who are much more
guarded and careful about what they say and how they say it, Adrian describes
himself as being towards the former end of the scale.

Thus, both scores point in the same direction suggesting a strong preference for
openness and transparency in his dealings with others.  Clearly, according to his
responses he is not a Chief Executive who operates from behind some very
carefully constructed and maintained professional persona.

The high level of affiliativeness he describes suggests that Adrian is likely, at
the very least, to identify strongly with the requirement in the job description
here to build great relationships.  So the unit of value for him is likely, given the
rather extreme way he describes himself here, to be the customer relationship. 
Indeed,   his   score   here   suggests   he   makes   no   clear   divide   between   his
professional and personal existences and so it may well be that customers and
colleagues   do   become   genuine   friends   for   him   and   contacts   are   therefore
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maintained   over   the   years.   In   short,   his   score   here   suggests   that   work
relationships are not simply a means to an end, but are seemingly an end in
themselves.  This suggests he is likely to respond very positively to the social
opportunities   afforded   to   him   in   this   role,   such   as   building   strong   personal
relationships with key customers.

His score here suggests that at a very basic, day­to­day level, he is likely to be
generous with his time and collaborative and helpful with colleagues.  Here and
elsewhere on the questionnaire his responses suggest a preference for a fairly
collegiate approach to senior management.  In appearing to give himself fairly
freely, and investing heavily in building close and effective relationships with
others,   Adrian   appears   to   be   quite   trusting   of   others.   Indeed,   responses
elsewhere suggest he tends to internalise his anxieties and take them out on
himself,   rather   than   on   those   around   him.   There   is   no   hint   in   his   nature,
according   to   the   way   he   describes   himself   here,   of   either   any   negative   or
alienated   feelings   about   those   around   him.   He   describes   himself   being   less
likely to be mistrustful of others. Instead, his responses here suggest he takes
others at face value and is much less suspicious of the motives of others. 

His relationships, therefore, are less likely to be undermined by strong negative
emotions, which could, for example, fuel being overly critical or contemptuous.
When working with those around him, he is much less likely to be defensive,
wary   or   mistrustful.   Thus,   he   is   likely   to   build   a   healthy   psychological
environment.   He  is  likely, therefore,  to provide  the conditions  for   effective
teamwork where individuals feel they can be frank with him.  He is not likely to
build a blame culture or be excessively focused, for example, on competitor
activity   to   the   detriment   of   considering   internal   processes.   Given   the
requirement to read and assess the market, when he does this, he is likely to be
highly rational, rather than undermined and distorted by jealousy of competitor
activities.

It may even be the case that he finds it particularly difficult, when people let
him down given the investment and trust he appears capable of.  It may well be
worth exploring how he deals with this.

Q. Your responses to the personality questionnaire suggest that you place a
good deal of effort into building strong relationships with colleagues.  How
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do you respond when people let you down and, in one way or another,
abuse your trust?   Can you give an example of when this has happened
with a colleague and what you did?

Affiliativeness is also seen in his responses to questions distinguishing those
who identify strongly with teams and team working arrangements from those
who are much more self­reliant and individualistic.  Adrian describes himself as
being   very   much   at   the   former   end   of   the   scale.   Thus,   Adrian   appears   to
identify as strongly with teams as he does with individuals.  He clearly enjoys
working   in   corporate   settings.   As   the   Chief   Executive,   his   responses   here
suggest that he is likely to recognise instinctively to recognise his dependency
upon others to achieve results.

Adrian's ability to build strong and effective relations with others is based, not
only on what appears to be a high level of affiliativeness, but also on a fair
amount of social confidence.   On the questions distinguishing those who are
socially anxious from those who are more socially confident, Adrian describes
himself as being towards the former end of the scale.  Interestingly, his score is
not   an   extreme   one,   suggesting   he   is   not   likely   to   be   seen   as   arrogant   and
overconfident.  However, the way he describes himself does suggest an ability
to   build   rapport   quickly.   It   suggests   an   ability   to   make   a   positive   first
impression.  His score here suggests he should be able to work effectively when
meeting others for the first time. So, he should be able to exercise a fair amount
of personal charm.

His   score   here   suggests   he   should   interview   well.   He   appears   to   have   the
confidence often seen in stereotypical salespeople.  This means he appears not
to mind being the centre of attention.  He should, therefore, be able to talk up
his  accomplishments  and achievements  with little embarrassment.  Given  the
value placed on social confidence in western cultures, it may even be the case
that Adrian wittingly or unwittingly encourages a degree of positive projection
on to him.  This form of projection is the basis of what is often referred to as
charisma.   Adrian does not, fortunately, appear to possess the negative traits
often  associated   with   charisma   e.g.  arousing   jealousy,   having   little   sense   of
obligation to others.

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However, particularly when combined with the openness and affiliativeness he
describes, his score here lends weight to the suggestion of an open, familiar,
friendly and easy­going style of working with others.  This is seen elsewhere in
his responses.   On the questions distinguishing those who are lively, talkative
and energetic from those who are much more quiet, considered and lacking
spontaneity, Adrian describes himself as being towards the former end of the
scale.

His score here is not an extreme one which suggests he is not easily bored and
distracted.   However,   his   score   is   sufficient   to   suggest   a   reasonably   lively,
animated style which is likely to give rise, as is required in the job description,
to bias for results and action.  The way he describes himself on these questions
suggest he has the basic 'stimulus hunger', which fuels a desire for constant and
novel   challenge.   It   indicates   the   capacity   for   multitasking.   His   score   here
suggests   an   ability   to   spread   his   attention   across   a   number   of   competing
priorities.   So, the way he describes himself here suggests that he is likely to
fulfil the requirement in the job description to be ' high­energy'.  Although, that
said, his score here is not an extreme one which suggests he is not likely to be
seen as impulsive, flighty, easily distracted or lightweight.

It does however suggest he enjoys, indeed needs, the stimulus provided by face­
to­face interaction.  His score here suggests he is likely to inject enthusiasm and
energy into the way he communicates with others.  It also, pertinent here, given
the specific requirement in the job description, suggests he is likely to fulfil the
requirement to be a quick thinker.  The way he describes himself here suggests
he is never likely to be accused of being ponderous and indecisive.

Interestingly, although Adrian describes having the energy and enthusiasm of
the extravert, this appears to be blended with some strong behaviour controls. 
This is seen, for example in his responses to questions distinguishing those who
identify strongly with the rule of law and external standards from those who are
much more individualistic and who enjoy finding their way around what they
see as irritating constraints.  Adrian describes himself as being at the former end
of the scale.

Given   the   moral   content   of   these   questions,   Adrian   score   here   suggests   a
principled   individual,   with   a   strong   moral   compass   and   sense   of   right   and
7
wrong.   Indeed   this   may   well   be   rooted   in   some   religious   beliefs   and
convictions.  However, whatever the source, it suggests he has a strong sense of
obligation to an employer.  His score here suggests he is likely to have a strong
work ethic. 

He   is,   therefore,   likely   to   provide   a   diligent,   hard­working,   principled   role

model to those around him and this is clearly likely to engender respect. He
clearly is not given his score here, likely to be seen as maverick, individualistic,
arbitrary   or   expedient   in   approach.   Nor   is   he   likely   to   be   seen   as   simply
furthering his own ends or agenda.  He appears to have a collective perspective,
a strong sense of obligation, a desire to give of his best, do his duty and fulfil
the   expectations   of   others.   Indeed   he   may   find   it   difficult   to   identify   with
individuals in his team who do not share his sense of obligation and who are not
as conscientious and committed as he appears to be.

The way Adrian describes himself suggests that he is likely to be seen, as CEO,
as standing for something, and thus approaching issues and making decisions in
a clear and consistent manner.

At interview, it may be useful to provide him with an opportunity to state his
principles explicitly.

Q.   Your  responses   to   the   personality  questionnaire   suggest   you   are   not

likely   to   be   an   expedient   decision   maker,   who   simply   takes   the   easiest
option.   The   way   you   describe   yourself   suggests   you   have   some   strong
principles you apply to choose between options. If so, what would be the
two or three key principles you would use to inform your decision­making?

This   element   of   his   nature   also   suggests   that   Adrian   is   not   particularly
'entrepreneurial' in the full sense of the word. This is because he does not appear
to be particularly individualistic. The way he describes himself here suggests
that he is not prepared to break the rules readily. Indeed, the way he describes
himself   on   these   questions   suggests   a   high   level   of   respect   for   regulatory
frameworks,   and   thus   a   desire   to   ensure   external   standards   and   obligations
reflected in the policies and processes at his place of employment.

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Adrian   appears,   therefore,   to   lack   the   individualistic   expediency   and   the
extreme ‘self ­referencing’ egotism that characterises the true entrepreneur. 

If it is the case that the requirement at this stage is for a 'consolidator', someone
who is moving the business from rapid growth to steady­state, then the way
Adrian describes himself here could be argued to be a fit.  His responses suggest
he is an individual who is concerned to ensure that policy and strategies are
clear and their underpinning processes are robust.

So even if, as the job description suggests, the incumbent has to drive continued
growth in the business, the way he describes himself suggests this is likely to be
achieved   in   an   extremely   methodical,   well­organised,   systematic   and
programmatic manner.

This   is   because,   the   way   he   describes   himself   here   and   elsewhere   on   the
questionnaire   suggests   a   strong   need   for   order   and   predictability   in   his
environment.  So, as a manager he is likely to want to ensure that there are clear
goals, roles, priorities, policies, timeframes and performance methodologies in
place. His responses here suggest he will try to remove ambiguity.

From a position of rapid growth, what Adrian appears to be about is creating an
environment where the delivery of customer satisfaction is ensured through the
robustness   of  systems  and  procedures.  Adrian  is  likely  to focus  on  creating
clarity for those around him.

Adrian describes  being constrained  not only by a  desire to live up to other

people’s   expectations   but  also  by  a  concern  to  live  up  to  his   own.   On  the
questions distinguishing those who have a strong concern with standards from
those   who   are   much   more   tolerant   of   disorder,   Adrian   describes   himself   as
being towards the former end of the scale.

His score here suggests he is not likely to be a fussy, perfectionistic nitpicker
although the way he describes himself does indicate a concern to see things
done to a high standard.  It also suggests that his own work habits, his own day­
to­day planning and organising should be effective.  His responses suggest he is
not likely to leave anything to chance or to the last moment.  

9
Adrian appears, therefore, to be a natural planner and organiser.   He appears
also   to   have   a   strong   concern   to   focus   on   detail.   On   the   questions
distinguishing   those   who   are   very   grounded   in   the   day­to­day   realities   and
conscious of the detail of what is going on around them from those who prefer
to look well beyond the immediate and obvious facts, Adrian describes himself
as being at the former end of the scale.

His score here, therefore, suggests that he is unlikely to be seen as in any way
either operating on a somewhat different intellectual wavelength or concerning
himself only with strategy and losing sight of the more immediate and pressing
priorities.

So Adrian’s energy and enthusiasm, given the way describes himself are likely
to be channelled very effectively. He appears, therefore, to combine the benefits
of extraversion, with the ability to focus his energy and enthusiasm into genuine
accomplishment.

The affiliativenes he describes does not seem likely to lead to sentimentality. 
Responses   elsewhere   suggest   he   may   identify   strongly   with   others   and   put
considerable effort into building close and effective relationships, but it is not
likely to blur his commercial judgment.  On the questions distinguishing those
who are hard­nosed, task focused and data driven from those who are much
more   sentimental,   sensitive   and   values   driven,   Adrian   describes   himself   as
being somewhat towards the former end of the scale.

His score here is not an extreme one which suggests that he is unlikely to be
emotionally   illiterate,   incapable   of   understanding   the   motives,   feelings   and
sensitivities of those around him.  However, his score here does suggest a strong
preference   for   focusing   on   and   considering   the   objective   commercial   and
operational realities over and above less measurable considerations.

This   does   suggest   that   although   friendly,   Adrian’s thinking   and   decision­

making is dominated by a concern with what in practical, measurable terms is
actually being achieved by those around him. He is much more interested, given
the way he describes himself here with objective accomplishment, therefore,
than with how his team are feeling.

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At interview, it may be useful to explore how he believes he gets the best out of
others.  It is likely, given the very high level of affiliativeness he describes that
he is extremely convinced of his people skills.   But it may well be the case,
given the focus on the objective and material realities he describes preferring
that,   nonetheless,   he   has   little   insight,   intuitiveness   or   perceptiveness   about
others.

Q. How do you go about getting the best out of others?   Can you give an
example of when you have had to manage a team or an individual who
were not performing effectively?  What was the issue?  What did you do? 
What was the outcome?

This preference for focusing on the more measurable, commercial and objective
realities, may also mean that he is less open to the sensitivities of a privately
owned organisation.  And again it may be useful to test this suggestion.

Q. What would you see as the key differences between senior management
in a shareholder owned organisation and a privately owned organisation?

This part of his personality, with his preference for focusing on the objective
realities   and   particularly   when   coupled   with   the   energy   and   enthusiasm,
corroborates   the   earlier   suggestion   of   a   decisive   style   of   operating.   It   also
suggests, despite the affiliativeness he describes, that a strong task focus and
directiveness is likely to characterise his style.

This is particularly likely, given the very high level of self­assertion Adrian
describes.   On the questions distinguishing those who have a strong sense of
their own importance, who are ambitious, competitive and keen to influence
from   those   who   are   much   more   mild   mannered   and   receptive   to   contrary
opinion, Adrian’s responses produce an extreme score placing him very much at
the former end of the scale.

So, although describing himself as highly affiliative, Adrian appears to have the
basic desire to impact on and influence others.   The relationships he forms,
therefore, are likely to be friendly, open and informal, but also very much about
influencing.

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The   openness   he   describes   suggests   a   willingness   to   state   his   views   very
straightforwardly.   He does not appear  to be in the business  of  dressing his
opinions up simply to suit the sensitivities of his audience.

The way he describes himself here suggests he is likely to have strong opinions
and demonstrate a willingness to get behind them with a good amount of force. 
His score, particularly combined with the focus on the material and objective
realities he describes, suggests that although friendly, corporate and collegiate
in approach, Adrian is capable of being very directive.

The high level of self­assertion he describes suggests that he will want to make
things happen and happen his way.

At interview, it may be useful to test this suggestion. 

Q.   If   we   think   about   leadership   style   along   a   continuum   running   from

directive and decisive at one end through to collaborative and consultative
at the other, where in general would you see yourself sitting?  What do you
see as the advantages and disadvantages of your style?

As is often the case with individuals who describe a very high level of self­
assertion, Adrian also appears willing to challenge the status quo intellectually. 
On   the   questions   distinguishing   those   who   look   beyond   current   policy   and
strategy   from   those   who   are   much   more   concerned   to   maintain   it,   Adrian
describes himself as being very much at the former end of the scale.

So although behaviourally very conforming, Adrian appears very open to new
ideas and new ways of doing things.  He is, therefore, likely to identify with the
requirement to be an advocate of change.  His responses here suggest that he is
likely to ensure that strategy, policy and processes are continually evolving.

Adrian appears to be resilient, emotionally mature and capable of taking on a
demanding, challenging task.  What is likely to stress him, as suggested earlier,
is lack of clarity, for example about priorities.  Interestingly, Adrian appears to

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internalise his anxieties.  So, although extremely forceful and socially confident,
this does not appear to be coupled with a similarly high level of self belief.

For whatever reason, Adrian does not appear to be blessed with the very high
level   of   self­esteem   and   self­assurance,   which   normally   characterises   senior
managerial   personalities.   This   is   seen   in   his   responses   to   questions
distinguishing those who are self assured from those who are much more self
doubting   and   self­critical.   Adrian   describes   himself   as   being   at   the   median
point when compare with the UK general population.

This is obviously not an extreme score which suggests any dysfunctional degree
of anxiety.  In fact, it suggests that what is likely to motivate Adrian is not only
his competitiveness, his desires to conform to the expectations of others and his
own high self expectations, but also a strong fear of failure.  This suggests, as
the CEO, he is never likely to be complacent.   The score here is likely to be
linked to his strong self expectations, such that he only accepts himself as a
person of value to the extent that he performs and achieves, and thus appears to
have an underlying fear of falling short of his own and others’ expectations.

At interview, although sensitive territory it may nonetheless be important to
establish what is likely to undermine him.

Q. Your responses to the personality questionnaire suggest like most people
you can experience a degree of anxiety and you describe tending to take
things to heart rather than blaming others.  What circumstances, people or
events do you find more taxing emotionally?

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