Name: Tapkir, Sakshi
Self-Assessment Notebook
1. Summary of my perception introspection
Overall summary of what you found about yourself – your perception vs. reality
Over the course of this semester, I completed a series of self-assessment instruments to better
understand my strengths, weaknesses, and tendencies as both an employee and a future manager.
This process has provided me with valuable insights into my personality, motivations, emotional
intelligence, conflict style, and leadership approach. My goal is to use these findings to develop into
the kind of manager I aspire to be-one who is strategic, growth-oriented, emotionally intelligent,
collaborative, and balanced in both people and task focus.
2. Summary of the Test Results
(DO NOT BREAK THE TABLE OVER 2 PAGES)
# Tests Results
1 Jungian 16-Type Personality My INTJ personality type highlights my analytical,
independent, and strategic mindset.
2 Am I a Type A? I have a strong Type A orientation, which drives my
ambition but also signals a need for better stress
management.
3 What motivates me? Growth needs are my top motivator, confirming my
desire for learning and advancement.
4 What’s my emotional My emotional intelligence score is high, which I see as a
intelligence score? key asset for leadership and teamwork.
5 What’s my preferred conflict- I naturally prefer collaborative and compromising
handling style? conflict styles.
6 What’s my Leadership style? and On the Blake & Mouton Managerial Grid, I scored as a
the Blake and Mouton Team Leader, valuing both people and results.
Managerial Grid.
3. Insights from the tests
I am an INTJ (Introverted, Intuitive, Thinking, Judging):
o Naturally analytical and strategic
o Prefer independent work and long-term planning
o Value logic and structure over spontaneity or emotion
Strong Type A Personality:
o Highly competitive and achievement-oriented
o Prone to urgency and impatience
o Motivated to accomplish more, but at risk for stress and burnout
Growth Needs Are My Top Motivator (ERG Theory):
o Driven by learning, advancement, and personal development
o Relationships and security are important, but not my primary focus
High Emotional Intelligence:
o Skilled at understanding and managing emotions (my own and others’)
o Able to navigate team dynamics and resolve conflicts effectively
Collaborative and Compromising Conflict Style:
o Prefer to seek win-win solutions and open communication
o Invest time in resolving conflicts constructively
Team Leader on the Blake & Mouton Managerial Grid:
o Balance concern for people with focus on results
o Strive for high performance and strong team cohesion
These insights highlight my strengths in strategy, growth, and leadership, while also pointing out
the need to focus on stress management and relationship-building to become a more well-
rounded manager.
4. Evaluation of my strengths and weaknesses
How This SWOT Analysis Informs My Development
I will leverage my strengths in strategy, growth, and emotional intelligence to lead teams
effectively and drive results.
I recognize the need to address weaknesses, particularly around stress management,
relationship-building, and adaptability.
I plan to actively seek out opportunities for leadership development, feedback, and cross-
functional collaboration.
I will remain alert to threats such as burnout, resistance to change, and rapid industry shifts,
and prepare proactive strategies to address them.
By using the SWOT framework, I have a clear, actionable roadmap for my growth as a manager and
leader
Strengths Weaknesses
- Strategic thinker (INTJ): excel at long-term - Impatient and prone to stress (Type A): risk of
planning and analysis. burnout and frustration.
- High drive and ambition: motivated to achieve and - Tendency toward independence: may appear
take initiative. distant or overly critical.
- Growth-oriented: always seeking learning and - Underemphasize relationships: sometimes overlook
advancement. team building and rapport.
Strengths Weaknesses
- High emotional intelligence: strong at - Potential rigidity: preference for structure can limit
understanding and managing emotions. adaptability.
- Collaborative conflict style: seek win-win solutions - May hesitate to be assertive or decisive in fast-
and open communication. moving conflicts.
- Balanced leadership (Team Leader): value both - Can be overly self-critical, which may impact
people and results. confidence.
Opportunities Threats
- Leadership training and mentorship programs to - Rapid industry changes may require new skills and
further develop skills. adaptability.
- Taking on challenging projects to broaden - High workload and stress could lead to burnout if
experience. not managed.
- Expanding professional network and collaborating - Resistance from team members to new leadership
across departments. approaches.
- Seeking feedback from colleagues for 360-degree - Organizational changes or instability affecting team
growth. cohesion.
- Leveraging high EI to mentor others and foster - Over-reliance on strengths may blind me to areas
team cohesion. needing improvement.
5. Areas of improvement
Here are my key areas of improvement based on my self-assessment results and supported
by research on INTJ and Type A traits:
Areas of Improvement
Emotional Awareness & Expression
o I tend to focus on facts and logic, often overlooking the emotional aspects of
situations or the feelings of others. This can make me appear emotionally detached
or unsympathetic.
o Improvement plan: Practice active listening, ask colleagues about their perspectives,
and make a conscious effort to acknowledge and validate emotions in conversations.
Humility & Openness to Others’ Ideas
o My confidence in my knowledge and solutions can sometimes come across as
arrogance or condescension, especially when I dismiss alternative viewpoints too
quickly.
o Improvement plan: Approach interactions as opportunities for mutual learning, seek
feedback, and remind me that every team member brings unique strengths.
Attention to Detail
o As a big-picture thinker, I can sometimes overlook important details, which may
impact the quality of my work or the effectiveness of my plans.
o Improvement plan: Develop checklists and routines to ensure I pay attention to both
the overall vision and the specifics.
Managing Perfectionism
o I set very high standards for myself and others, which can lead to frustration,
dissatisfaction, or excessive time spent on tasks.
o Improvement plan: Embrace flexibility, celebrate small wins, and remind me that
“done” is sometimes better than “perfect.”
Work-Life Balance & Stress Management
o My Type A tendencies drive me to work hard and take on too much, increasing my
risk of stress and burnout.
o Improvement plan: Set realistic goals, delegate tasks, schedule regular breaks, and
prioritize self-care activities like exercise, mindfulness, and social connection.
Social Skills & Team Engagement
o I sometimes struggle with social situations, preferring to work independently, which
can limit my ability to build strong workplace relationships.
o Improvement plan: Attend team events, initiate informal conversations, and practice
reading social cues to strengthen my sense of connection and teamwork.
Flexibility & Adaptability
o My preference for structure and planning can make it hard to adapt to sudden
changes or ambiguity.
o Improvement plan: Practice being open to new approaches, seek out situations that
require adaptability, and view change as an opportunity for growth.
By focusing on these areas, I can become a more effective, well-rounded manager-one who
combines strategic thinking and ambition with empathy, humility, and resilience.
6. Action plan for immediate future
Short-Term SMART Objectives (Next 6–12 Months)
1. Improve Emotional Awareness and Team Communication
Specific: I will increase my emotional awareness and improve my communication with team
members by actively seeking feedback and practicing empathy in all interactions.
Measurable: I will request feedback from at least 3 colleagues or classmates after group
projects or meetings.
Achievable: I will set aside 10 minutes after each meeting to reflect on the emotional tone
and my own responses.
Relevant: This will help me build stronger workplace relationships and enhance my
leadership effectiveness.
Time-bound: I will complete these steps within the next 6 months.
Action Steps:
Attend at least one workshop or webinar on emotional intelligence or effective
communication.
Keep a weekly journal reflecting on team interactions and noting areas for improvement.
Schedule monthly one-on-one check-ins with team members to practice active listening.
2. Manage Stress and Achieve Better Work-Life Balance
Specific: I will implement stress management techniques and establish boundaries to
prevent burnout.
Measurable: I will practice mindfulness or relaxation exercises at least 3 times per week and
ensure I take at least one full day off from work/study each week.
Achievable: I will use guided apps and set reminders to help build these habits.
Relevant: Reducing stress will improve my productivity and overall well-being.
Time-bound: I aim to have these routines established within 3 months.
Action Steps:
Use a mindfulness app (e.g., Headspace, Calm) for 10 minutes, three times a week.
Block off one evening per week for personal time/social activities.
Track my stress levels weekly and adjust workload as needed.
Long-Term SMART Objectives (1–2 Years)
1. Develop Leadership and People Management Skills
Specific: I will take on at least one formal leadership role (e.g., team leader, club officer,
project manager) and complete a leadership development program.
Measurable: Successfully lead a team project to completion and earn a certificate from a
recognized leadership course.
Achievable: I will apply for leadership positions in student organizations, part-time jobs, or
internships, and enroll in a course (online or in-person).
Relevant: These experiences will directly support my goal of becoming an effective, well-
rounded manager.
Time-bound: I will achieve this within the next 18–24 months.
Action Steps:
Apply for at least two leadership positions in the next academic year.
Research and enroll in a leadership or management course by the end of this semester.
Solicit feedback from team members and mentors after each leadership experience and
reflect on lessons learned.
2. Expand Professional Network and Enhance Collaboration Skills
Specific: I will expand my professional network by connecting with at least 20 new contacts
and participating in at least two cross-functional or interdisciplinary projects.
Measurable: Track the number of new professional contacts and collaborative projects.
Achievable: Attend networking events, join professional associations, and volunteer for
cross-departmental initiatives.
Relevant: A broader network and collaborative experience will support my growth as a
manager.
Time-bound: Complete these objectives within the next 2 years.
Action Steps:
Attend at least two networking events or conferences per year.
Join a professional association or club related to my field.
Volunteer for cross-functional projects or committees at school or work.
Strategic Plan Summary
By following this action plan, I will:
Build stronger emotional and interpersonal skills.
Develop resilience and maintain a healthy work-life balance.
Gain hands-on leadership experience and formal training.
Expand my network and improve my ability to collaborate across teams.
These steps will help me become the strategic, empathetic, and effective manager I aspire to be
over the next couple of years.
