Assertiveness is primarily a measurement of dominance. It is the power dimension of personality and, of all the personality dimensions measured by the Achiever Family of Assessments, is the one most influenced by heredity. This dimension is not readily amenable to change. However, the Assertiveness that is possessed by the individual can be controlled and directed so that it can be used most effectively. Additionally, less assertive people may receive training so that they can function effectively in situations requiring higher Assertiveness. In the same way, extremely assertive people can learn to control their Assertiveness for those situations that require a more subtle approach.

Low scorers, stanine levels 1-3, tend to be more passive. They will go to great lengths to avoid confrontations. They are pleasant, cooperative and will be the nicest people you will ever meet. In decision making situations, they will vacillate, procrastinate, offer vague opinions, pass the buck and systematically avoid being courageous and decisive. They place a great deal of emphasis on maintaining harmony in their environment, and will avoid having to sacrifice that harmony in order to fire someone, offer constructive criticism, or ask for a prospect's business. They are order takers and good followers. Staff assignments are usually the most comfortable positions for these individuals. Salespeople low in Assertiveness may be highly personable but will have difficulty doing territory pioneering or asking for the business, especially if the product or service is a difficult sale.  They will use "approach-avoidance" in both prospecting and closing sales. Their forte is servicing existing clientele. If placed in a difficult selling situation they may need extensive help and backup in closing the sale. Supervisors or executives moderate to low in Assertiveness will not discipline subordinates except under stress, and will certainly not fire anyone except under pressure or duress. Submissive managers will soon be working for their people instead of their subordinates working for them. Furthermore, managers tend to hire people in their own image.  Therefore, they will replicate themselves by hiring individuals who are no more assertive than they. They will have difficulty dealing with domineering, assertive employees and will prefer to hire soft-spoken, non-threatening individuals.

Average scorers, stanine levels 4-6, will tend to hold their own when dealing with other people. Individuals who score in this range will not hesitate to express their opinions, if they have a sufficient level of Communication, and will not let others run over them. They have an average or normal ability to close a sale, to tell a subordinate what to do and in general, to let others know where they stand. Individuals who score in this range are probably the most in demand for lower or middle management and supervisory positions. They are capable of managing more submissive subordinates yet are able to accept and react well to the instructions given by highly dominant executives. Basically, the 4-6 range is the most acceptable and desirable range unless the job requires less Assertiveness, and this can only be ascertained by careful study of the requirements of the position.

High scorers, stanine levels 7-9, tend to be assertive, opinionated and decisive. They are determined, hardheaded, stubborn and generally unwilling to readily accept the viewpoint of another individual. They will tell others what to do, and will let their subordinates know where they stand, what they expect and where they are coming from. Highly dominant salespeople are often too blunt, but love the challenge of the sale and will sacrifice after-sale servicing in order to devote their time to closing a new client. When combined with a lower level of emotional development, these individuals can become overly demanding and even adolescent in their behavior. They may become too intrusive and take over a situation when it is inappropriate. They may have trouble listening to the opinions of others. Skilled managers, on the other hand, are more manipulative than confrontive when dealing with their subordinates, yet always remain in control of the situation.  They feel confident in letting subordinates have enough room to develop and initiate ideas or plans without losing control of the situation.

There are two factors readily available to assist an individual in assessing the approximate Assertiveness level of the person. First, a highly dominant individual will look others straight in the eye. They enjoy confrontations and thus do not feel uncomfortable using a good deal of eye contact. Second, when asked a question, the highly dominant person will give a direct answer. They do not beat around the bush.

 

When dealing with highly dominant individuals, it is usually necessary to become an opposite in order to facilitate the task at hand. Dominant individuals are more responsive to cooperative people who ask for their opinions. One essentially catalyzes the conversation in order to keep the dominant individual talking. When the dominant person is satisfied with his or her role in the relationship, he or she will usually invite the sale, proposition, etc. Basically, it is a good tactic to direct questions to dominant individuals so that they eventually feel that the idea was theirs. With low dominance individuals, one can be assertive. They are dependent and do not mind following a strong and aggressive leader.

The key personality dimension to look at in comparison to Assertiveness is the Emotional Development measurement. Individuals who are highly dominant and low in Emotional Development have a personality pattern which will promote highly explosive, adolescent behavior. These individuals will tend to do and say everything in their power to get their way. A high level of Assertiveness should be balanced with a good, stable Emotional Development score in most job situations. A lower score in Flexibility, combined with a low score in Assertiveness, can result in a person getting others to do what they desire through a more manipulative, “back door” approach. The results, however, can be the same as would be expected of a highly assertive person demanding that others do what they say. Another correlation, which can modify a low assertiveness level, is a high Mental Toughness level. Less assertive people dislike unpleasant confrontations, but mentally tough individuals do not look at many situations as being that unpleasant. Therefore, the confrontations a manager or salesperson might experience on a daily basis which would be difficult to handle for most submissive people would not be that difficult to handle if the person had a tougher mental outlook on situations.

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