Leadership

This three-section assignment is designed as a self-actualization exercise to help direct you toward realizing your unique strategic leadership approach.

The following Course Outcomes are assessed in this assignment:

GB580-4: Develop a strategic leadership approach to motivate a team.

PC-1.3: Apply conflict management skills to resolve issues and/or build team alliances.

Using a report template, develop your deliverable in three sections and execute the following requirements:

Strategic Report Format

Use a report template to develop your strategic leadership report.
Your strategic leadership report should have a title page, table of contents, and reference page.
Use headings and subheadings to outline the required topics throughout your strategic report.
Design a professional report using images, charts, diagrams, etc., to aid in disseminating information.

Section 1 Requirements

Fill out Section 1 in your strategic leadership report. Then, evaluate the results of your FLIGBY Individual Report by executing the following requirements:

FLIGBY: Corporate Atmosphere Results

Include a screenshot of your gameplay results for Section 2.4: “Corporate Atmosphere” from your FLIGBY Individual Report.
Earn a “Corporate Atmosphere” percentage between 61%–140%, as indicated in your FLIGBY Individual Report.
Using peer-reviewed research, explain how your managerial decisions have created a satisfactory atmosphere for all internal stakeholders based on your “Corporate Atmosphere” results.

FLIGBY: Profitability (Profit) Results

Include a screenshot of your gameplay results for Section 2.5: “Profitability” from your FLIGBY Individual Report.
Earn a “Profitability” percentage between 61%–140%, as indicated in your FLIGBY Individual Report.
Using peer-reviewed research, explain how your decisions improved, maintained, or decreased the profit potential of the winery based on your “Corporate Atmosphere” results.

FLIGBY: SUM Flow Index Results

Include a screenshot of your gameplay results for Section 4.5: “SUM FLOW Index” from your FLIGBY Individual Report.
Earn a “SUM FLOW Index” percentage between 61%–140%, as indicated in your FLIGBY Individual Report.
Using peer-reviewed research, explain how you effectively maximized the FLOW-potential of your team based on your “SUM FLOW Index” results.

Section 2 Requirements

Section 2 of your strategic leadership report will explain the conflict management skills you employed in the FLIGBY simulation to resolve issues and/or build team alliances as general manager of the Turul Winery. A strategic leader must develop conflict resolution abilities to manage a team effectively. Complete the following inquiries based on the results of your role and experience working as the general manager of the Turul Winery in the FLIGBY simulation.

Conflict Management

Using peer-reviewed research, explain why conflict management is important for a strategic leader to master.
Describe three employee conflict situations that you experienced as general manager of the Turul Winery in FLIGBY.
Identify the employees and explain the motivation(s) behind their role in the conflict.
As the general manager of the Turul Winery, explain the conflict management techniques you used to resolve the issues and/or build team alliances in your workplace dilemma.
Choose 5 out of the 29 “Leadership Skills” from Section 3.2 in your FLIGBY Individual Report.
Explain how each of your chosen “Leadership Skills” helped you negotiate the three employee conflict situations.

Section 3 Requirements

In Section 3 of your strategic leadership report, you will realize your strategic leadership approach based on your “Leadership Profile” results found in your FLIGBY Individual Report. Develop a concise statement that describes your strategic leadership approach to include the following attributes in Section 3 of your strategic leadership report:

Strategic Leadership Approach

Explain your strategic management philosophy.
Explain your approach to strategic thinking.
Explain your approach to strategic decision-making.
Explain your approach to strategic planning.
Explain how your strategic leadership approach will make you an influencer.
Explain your strategic leadership philosophy.
Include a brief professional ethics statement that supports your strategic leadership approach.
Describe whether humor will play a role in your strategic leadership approach.
Explain how your strategic leadership approach links to organizational priorities.
Explain how your strategic leadership approach builds synergy within a team environment.

APA Style

Apply APA style to in-text citations with minor errors.
Apply APA style to references, with minor to no errors.
Synthesize a minimum of three peer-reviewed academic research resources.
Resources are from reliable and/or scholarly sources.

Writing Conventions

Writing is focused, concise, and organized.
Articulate at a college level.
Few or no grammar or punctuation errors.
Uses non-offensive, inclusive, and respectful language.
Use headings to segment the topics in your writing in order to create a flow of ideas for your reader.

Running head: GUIDED IMAGERY AND PROGRESSIVE MUSCLE RELAXATION

My Paper Title

First Name Last Name

Surry Community College

Course Number: Course Name

Instructor Name

Date

My Paper Title

This paragraph is the introduction to my paper. When I use information from a source in this paper, I will cite the source properly with author last name and the year of publication (Sample, 2019). If I quote a source directly in this paper, I will also include a page number (Sample, 2019, p. 98). If I cannot locate a page number, I will use a paragraph number (Example, 2020, para. 5). At the end of my paper, I will include a References page with the full citation information for each source I have used in this paper. For more information, consult the Surry Community College Library APA webpage at

https://library.surry.edu/apa

References

Example, A. (2020).
A print book title: An example citation. Publisher Name.

Sample, A. B. (2019, December 31).
A web page title: An example citation. Title of the Overall Website. URL

Your FLIGBY® Profile
Flow-Leadership Report

This Report was prepared for

Austin Tuoyo
Using “Flow is Good Business” Gaming Analytics
Developed by Mihaly Csikszentmihalyi and ALEAS Simulations, California

17 December 2

Report for Austin Tuoyo – #1 gameplay

FLIGBY® is the official Flow Program for decision-makers by Professor Mihaly

Csikszentmihalyi and ALEAS Simulations. FLIGBY’s leadership development

program combines videogame learning experience with benchmark-based

competence assessment.

FLIGBY has won the Gold Medal of the “International Serious Play Awards” in the

category of Corporate Games. A global panel of experts selected FLIGBY as the

best digital game for managers of the year 2012. FLIGBY also gained the

Certification of the American Serious Games Association, which draws the

attention of the corporate decision-makers to innovative and forward-looking

training solutions.

“FLIGBY”, “FLOW is Good Business for You”, “Turul Winery”; “Spirit of the Wine Award”

and all logos, characters, artwork, stories, information, names, gameplay, feedback

mechanisms and other elements associated thereto are the sole and exclusive property

of ALEAS.

www.fligby.com, www.flowleadership.org

Report design & layout by Robert Fekete – www.behance.net/robtmc

Report for Austin Tuoyo – #1 gameplay

1. Welcome

1.1. GREETINGS BY PROF. CSIKSZENTMIHALYI

Dear Austin,

On behalf of our FLIGBY team, I would like to thank you for having invested your

time and effort into playing the Game. I sincerely hope that you have been

enlightened and enriched by the experience.

Being a manager or a leader is never easy. Our decisions shape not only our

organization’s competitive performance but also the fate of our colleagues. This is

a huge responsibility, whether one is managing a small California winery, a giant

multinational, an NGO, or a government bureau.

We have attempted to weave into the Turul Winery story many of the dilemmas

typically encountered in managing an organization: strategy, competition,

technology, profitability, and environmental sustainability. The main emphasis,

however, is on people management. One aspect of it is creating the conditions and

advancing the trust in others that are preconditions for experiencing

Flow.

It was 50 years ago that I started to study people who loved what they were doing

1. Welcome

Report for Austin Tuoyo – #1 gameplay

– chess players, mountain climbers, actors, and business persons – trying to

understand what made them do those things, and to do them well. Most said that

experiencing the activity itself was the main reward. I labeled this experience

“Flow”.

There has been growing recognition in recent years that getting into Flow is one of

the most important factors in improving individual, group, and community

performance. The problem we have been working on with the FLIGBY team is this:

“Why is it that so few jobs and workplaces are designed to make Flow possible?”

This is a fact even though it is in the power of managers/leaders to take many easy

steps to facilitate Flow.

FLIGBY is an innovative extension of my Good Business book, published in 200

Our aim is to help every decision-maker – a role we often play even as individuals

without fancy titles – to have attitudes and to make choices that will improve not

only our own well-being and the effectiveness of our organizations, but also that of

the community and of society at large.

It is my sincere hope that this personal report will assist you in your lifelong

personal development journey. This Report shows your apparent strengths to build

upon and seeming weaknesses to overcome so that you can be an ever-more-

successful manager/leader.

May you experience Flow often! And may you have the wisdom to help others to

experience it, too.

P.S. Please check p. 8, inviting you to help us, with a few simple steps, to disseminate

the idea of Flow-promoting leadership.

1. Welcome

Report for Austin Tuoyo – #1 gameplay

1.2. HOW TO GET THE MOST OUT OF THIS REPORT?

The time you spent playing FLIGBY was a valuable investment. This detailed

Report is built on the basis of those decisions you have taken throughout the

Game. The Report consists of four sections:

WELCOME

Summarizes the main messages and key values of the FLIGB

Simulation. Invites you to join our network to benefit yourself and

others by spreading the idea of a value-driven and Flow-promoting

workplace.

YOUR GAMEPLAY RESULTS

This part of your Report lists the “key performance indicators” (KPIs) and

the virtual characters’ subjective feedback

on your performance, given your Game results.

YOUR LEADERSHIP SKILLS PROFILE

This part of your Report is an unbiased analysis

of your 29 Flow Leadership Skills. Your skill measures are based on your

gameplay responses when key managerial decisions were called for.

IF YOU WANT TO KNOW MORE

More details and explanations about the Game. You’ll find a discussion

of the following topics: FLIGBY’s game-based analytics to identify your

real leadership potential; additional KPIs; and Mr. Fligby’s subjective

opinions about your leadership practice.

FEEDBACK
ON YOUR

FLIGBY PERFORMANCE
ARE SUMMARIZED

IN TWO
CHAPTERS

1. Welcome

Report for Austin Tuoyo – #1 gameplay 5

1.3. CONTENTS

1. Welcome
1.1. Greetings by Prof. Csikszentmihalyi 2
1.2. How to get the most out of this Report? 4
1.3. Contents 5
1.4. Flow and Good Business

1.5. Join our Global Flow-promoting Leadership Network 8

2. Your Gameplay Results

2.1. Your gaming progress 9
2.2. Spirit of the Wine Award 1

2.3. Flow trophies 11
2.4. Corporate atmosphere

2.5. Profitability 13
2.6. Sustainability 14
2.7. Your colleagues’ “no-holds-barred” comments on you as their manager 15

3. Your Leadership Skills Profile

3.1. What skills are measured and how to interpret them? 1

3.2. Your 29 leadership skills 19
3.3. Distribution curve and Percentile rankings 20
3.4. Your top 3 Skills identified, compared and explained 21
3.5. Your most to-be-improved skills identified, compared and explained 22

4. If You Want to Know More

4.1. A Game-based approach to identifying your leadership potential 27
4.2. More about winning the Spirit of the Wine Award 28
4.3. More about the “Hit” Percentage of Your Decisions 29
4.4. More about the “Flow Map” 30
4.5. More about Your “Sum Flow” Index 32
4.6. Your colleagues’ final positions on the Flow Map 33
4.7. The 29 leadership skills: definitions 35
4.8. Mr. Fligby’s “no-punches-pulled” opinion on you as a leader 39

QUICK FINDER – OVERVIEW OF YOUR FLIGBY RESULTS

Spirit of the Wine Award 10
Your 29 leadership skills 19
Your colleagues’ final positions on the Flow Map 33
Mr. Fligby’s personal feedback 39

1. Welcome

Report for Austin Tuoyo – #1 gameplay 6

1.4. FLOW AND GOOD BUSINESS

FLIGBY was created as a guide for conducting business that is both successful and

humane. While most people enjoy working when it provides Flow, too few jobs are

designed to make Flow possible. This is where management can make a real

difference. For a manager or leader who truly cares about the bottom line, in the

broadest sense of that term, the first priority is to eliminate the obstacles to Flow

at all levels of the organization and to put in place practices and policies designed

to make work meaningful and thus enjoyable, especially for “knowledge workers”.

WHY IS FLOW IMPORTANT?

When we are in the state of Flow, we perform at our peak. Not only do our productivity

levels soar, but we also experience a deep sense of satisfaction. Work becomes a source

of enjoyment.

Flow is being in the zone, getting into the groove – in other words, being in a totally optimal

state for peak performance. It is that magical time when everything seems to come

together – you become fully immersed in the activity, fears and insecurities melt away,

action becomes spontaneous, and you feel fully alive and in the present moment.

Prof. Csikszentmihalyi’s term, “good business”, means a meaningful and enjoyable

work environment, through which a business’ (or any organization’s) “balanced

scorecard” improves, thereby contributing to healthier and more sustainable

workplaces and societies at large.

The best way to manage people is to create an environment where employees find

meaning in their work and grow while doing it. Organizations whose co-workers

are happy are more productive, have a higher morale, and lower turnover.

1. Welcome

Report for Austin Tuoyo – #1 gameplay 7

Work should be meaningful and also fun (as much as possible). Companies should

of course care about the bottom line, but not only about maximizing short-term

profits. If there is Flow in your business, employees perform at their peak and work

becomes a source of enjoyment and personal growth. Your organization will

become a place that people look forward to being a part of.

Our jobs have a significant influence on the quality of our lives. Happiness is not

something that happens to us, but rather, it is something we make happen. As

such, work can be one of the most fulfilling aspects of life, provided that

employees have an opportunity to do their best and to contribute to something

greater than themselves.

“… Today business leaders are among the most influential members of

society. While they are all trained to generate profits, many of them are

oblivious to the other responsibilities that their new societal leadership

entails. To be successful you have to enjoy doing your best while at the

same time contributing to something beyond yourself. Perhaps the most

important distinguishing trait of visionary leaders is that they believe in a

goal that benefits not only themselves, but others as well. It is such a vision

that attracts the psychic energy of other people, and makes them willing to

work beyond the call of duty for the organization.”

Mihaly Csikszentmihalyi
GOOD BUSINESS: LEADERSHIP, FLOW, AND THE MAKING OF MEANING

1. Welcome

Report for Austin Tuoyo – #1 gameplay 8

1.5. JOIN OUR GLOBAL FLOW-PROMOTING LEADERSHIP NETWORK

Here are a few simple, no-cost suggestions on how you can support the

dissemination of the Flow-promoting Leadership in any organization:

Find out more! – Discover the “missing link” and read the FLIGBY story

with Csikszentmihalyi’s thoughts: flowleadership.org/our-new-book/

Invite others! – If you have a friend or colleague who you think might be

interested in leadership development simulations, we are glad to send a
demo account. Let us know on demo@fligby.com.

Help to spread the idea! – Do you know any organizations that the “good3.
business” approach might make stronger and more effective? Please
send us your suggestions, we would be glad to get in touch with them:
goodbusiness@fligby.com

Be part of the discovery! – Would you, or others you know, be interested4.
in joining our official “Leadership & Flow” research program that studies
innovative approaches of leadership? We are happy to welcome you at
flowleadership.org/contact-us/

Please stay in touch with us on our social media interfaces:

Official FLIGBY Blog:

Linkedin:

Facebook:

Youtube:

Pinterest:

fligby.com/blog

linkedin.com/company/fligby

facebook.com/fligby

youtube.com/fligby

pinterest.com/fligby

Report for Austin Tuoyo – #1 gameplay 9

2. Your Gameplay Results

2.1. YOUR GAMING PROGRESS

GAME DATA

Game registration mail sent:

Game started:

Game finished:

Your gameplay time:

Gameplay time of all the players (average):

Media Library Items Opened* by you:

Media Library Items Opened* by all players:

10 December 2024 8:23PM

10 December 2024 8:34PM

17 December 2024 2:11AM

05 h 04 m

05 h 17 m

22%

*Shows what percentage of the information available in Media Library you have clicked on.

If you have further questions, contact your Host(s). You can find your

Host(s)’ profiles on “My Group” page.

2. Your Gameplay Results

Report for Austin Tuoyo – #1 gameplay 10

It is important to stress that winning or not winning the Game, and the other

performance indicators listed below, are not directly linked to your skills profile.

In other words, it is possible to win or not to win the Award (and to show

impressive or poor gameplay results) with all sorts of skills profile

combinations.

2.2. SPIRIT OF THE WINE AWARD

Although you did not win the Award,

you have impressive leadership skills

and other Game results.

The winning-ratio in the full FLIGBY

population is 42%

“Spirit of the Wine Award” is the

ultimate prize to win in FLIGBY.

It is a measure of the Player’s

success in skillfully balancing

difficult tradeoffs, such as

generating individual Flow,

improving the corporate

atmosphere, earning satisfactory

profit, and adequately protecting

the environment.*

* For more information about the Award,
refer to section 4.2. below, “More about
winning the Spirit of the Wine Award”

2. Your Gameplay Results

Report for Austin Tuoyo – #1 gameplay 11

2.3. FLOW TROPHIES

Each time your decisions helped put a colleague into Flow, you won a Flow

trophy. Your trophy inventory at the end of your gameplay is as follows:

YOU EARNED 10 OF MAX 21 FLOW TROPHIES!
The average number of Flow trophies earned by all FLIGBY players is 13.3

A key task of FLIGBY is to create an environment that promotes teamwork and

enhances Flow. Thus, one of the key aims of the Game was to bring as many

colleagues as possible – even if just for a short time – into a Flow state. Please

note that expanding too great an effort to put someone repeatedly into Flow can

move others away from their Flow state.

Earning many Flow trophies is positive, up to a point. However, earning fewer than

the average number of trophies is not necessarily bad; it may show that you gave

higher priorities to some of the other Game objectives.

2. Your Gameplay Results

Report for Austin Tuoyo – #1 gameplay 12

These labels and colors are used further on in this Report:

#1 Your first gameplay’s result fl Average of all FLIGBY players

2.4. CORPORATE ATMOSPHERE

CORP. ATM.%

#1 49
fl 58

The “CORPORATE ATMOSPHERE” METER of the

Turul Winery shows the level of workplace satisfaction

by the entire workforce.

A good corporate atmosphere is one where the goals are clear to everyone;

relevant information is available to all; and the challenges faced by everyone are

manageable because they match each employee’s skill level. In other words, there

is a highly satisfactory and productive atmosphere for all internal stakeholders,

which would maximally support the sustainable advancement of the organization.

This KPI shows, in percentage terms, how far your managerial decisions have

created a satisfactory atmosphere for all internal stakeholders.

The graph below shows the scene-by-scene evolution (for each of the 23 Scenes)

of Turul’s Corporate Atmosphere, as a

function of your decisions:

100

2. Your Gameplay Results

Report for Austin Tuoyo – #1 gameplay 13

2.5. PROFITABILITY

PROFIT %

#1 55
fl 65

This indicator shows the impact of your decisions on

the Winery’s revenue-generating potential, in percent

terms, relative to the maximum achievable.

It shows the direction of the Winery’s profit-generating capability rather than

actual profit data.

The graph below shows the scene-by-scene evolution of Turul’s Profitability, as a

function of your decisions:

100

-50

-100

2. Your Gameplay Results

Report for Austin Tuoyo – #1 gameplay 14

2.6. SUSTAINABILITY

SUSTAINABILITY %

#1 67
fl 63

This indicator shows whether your decisions have

improved, maintained, or decreased the environmental

sustainability of the Turul Winery.

Congratulations, you won the

Sustainability Badge in the Game!

California wine making can be a perfect

example of “good business” policies

through its sustainability practices; they

are being adopted by many organizations

worldwide.

Each time you made an

important decision that also

helped to protect the

environment (since “good

business” practices include

sustainability) you moved closer

to obtaining the

Sustainability

Badge. Winning it is a good

indicator that you made sure

that Turul’s products and

production processes are

environmentally sustainable and

fit harmoniously with the local

community.

2. Your Gameplay Results

Report for Austin Tuoyo – #1 gameplay 15

2.7. YOUR COLLEAGUES’ “NO-HOLDS-BARRED” COMMENTS ON YOU AS THEIR MANAGER

Your colleagues’ comments below are responses to the decision-path you,

yourself, chose during the Game:

WHAT DO YOUR TEAM MEMBERS THINK ABOUT YOUR LEADERSHIP?

ELLEN JOE LARRY

REBECCA CHRIS ALEX

Ellen: “I will love to move to HR! Thanks for thinking creatively about my options here, and
not discriminating against me due to my age. ”

Joe: “I wanted to thank you for dealing with time management. I am learning to work more
effectively with my colleagues. ”

Larry: “I just wanted to thank you for letting me leave the Bacchus Boutique meeting… early
that day. You showed real empathy for me. I wouldn’t have wanted to miss the birth of my
child. ”

Rebecca: “I’m glad you supported my decision to leave, I just wish you weren’t forcing me to
stay until you find a replacement. ”

Chris: “Larry and I learned to work together as a team. It was thanks to your intervention. So
enjoy the party. ”

Alex: “I wanted to thank you for your commitment to discontinuing our “jug” wine. You
showed integrity. I respect that. Have a good time tonight. ”

2. Your Gameplay Results

Report for Austin Tuoyo – #1 gameplay 16

You have the option also to hear their opinions from their own mouths. Check out
these brief clips!

ELLEN JOE

LARRY

REBECCA CHRIS

ALEX

Report for Austin Tuoyo – #1 gameplay 17

3. Your Leadership Skills Profile

3.1. WHAT SKILLS ARE MEASURED AND HOW TO INTERPRET THEM?

In FLIGBY, your leadership profile is comprised of your scores on each of the 29

leadership competences. Good skill combinations are helpful for creating and

maintaining a Flow-promoting

organizational culture.

11.9.

DelegatingConflict-

management

Diplomacy

10.

Emotional
intelligence

Communi-
cation

Feedback

Execution

14.

Future
orientation

16.13.

Empower-
ment

12.

Entrepreneur-
ship

Analytical
skill

Active
listening

Assertive-
ness

Balancing
skill

4.
Engage-

ment and
trust

Business-
oriented
thinking

Information
gathering

17.

Prioritizing

22.

Organizing

21.
Intuitive
thinking

18.

Involvement

19.

Motivation

20.

Time-
pressured
decisions

23.

Personal
strengths

24.

Social
dynamics

25.

Stakeholder
management

26.

Strategic
thinking

27.

Teamwork
management

28.
Time

management

29.

The four skills – shown in green with white borders – are those that contribute

most directly to the attainment of a Flow-promoting workplace. For the definition

of each skill, see: section 4.7.

3. Your Leadership Skills Profile

Report for Austin Tuoyo – #1 gameplay 18

Your skill measures are based on your gameplay responses when important

managerial decisions were called for. Your skill measures are objective and

unbiased. However, a game such as FLIGBY could give you only limited

opportunities to display the leadership skills you may possess. At the same time,

what you did reveal by the decision choices you made has been carefully

interpreted, in terms of their skill implications, by a prestigious group of

psychologists and leadership-development experts.

Lower skill levels show, first and foremost, that you made rather infrequent use of

those skills during the gameplay. Thus, lower skill levels do not necessarily mean

that your skills are notably weak in those areas. Nevertheless, low skill levels may

indicate that a purposeful strengthening of those skills would likely to improve

your managerial/leadership performance. The numbers in the charts below

represent the percentage (max 100) achievable skill levels in the Game.

“In creating one’s self, it makes sense to build on one’s strengths. Often,

however, we don’t have good notion of what our talents are, because we

have never had a chance to try them out. The more opportunities one is

willing to explore, the better chances one has of discovering one’s

strengths.”

Mihaly Csikszentmihalyi
GOOD BUSINESS: LEADERSHIP, FLOW, AND THE MAKING OF MEANING

3. Your Leadership Skills Profile

Report for Austin Tuoyo – #1 gameplay 19

3.2. YOUR 29 LEADERSHIP SKILLS

Active listening 65 63

Analytical skill 53 65

Assertiveness 61 58

Balancing skill 65 66

Building engagement 63 67

Business-oriented thinking 56

Communication 77

Conflict-management 63 63

Delegating 40 65

Diplomacy 65 67

Emotional intelligence 77 73

Empowerment 67 63

Entrepreneurship (Risk-taking) 50 67

Execution 75 64

Feedback 76 71

Future orientation 63 68

Information gathering 70 72

Intuitive thinking 57 64

Involvement 68 71

Motivation 77 70

Organizing 65 68

Prioritizing 50 55

Recognizing personal strengths 58 69

Social dynamics 73 68

Stakeholder management 64 65

Strategic thinking 53 64

Teamwork management 71 63

Time management 50 56

Time-pressured decision-making 59 59

3. Your Leadership Skills Profile

Report for Austin Tuoyo – #1 gameplay 20

3.3. DISTRIBUTION CURVE AND PERCENTILE RANKINGS

Your scores are systematically juxtaposed with all FLIGBY players’ average as well

as median scores. In this Report, the term “average” is the arithmetic mean, while

the “median” shows the dividing point – the middle number – where the exact

same number of players have higher as well as lower scores. The basic advantage

of the median in describing data compared with the mean (often simply described

as the “average”) is that it is not skewed so much by extremely large or small

values, and so it may give a better idea of a ‘typical’ value.

THIS GRAPH SHOWS THE DISTRIBUTION OF THE MEASURED SKILL VALUES

OF ALL FLIGBY PLAYERS

0 25 50 75 100

YOUR SCORE
MEDIAN VALUE

Your “percentile ranking” shows that you did better than the percentage of all

players shown.

3. Your Leadership Skills Profile

Report for Austin Tuoyo – #1 gameplay 21

3.4. YOUR TOP 3 SKILLS IDENTIFIED, COMPARED AND EXPLAINED

COMMUNICATION

Communication skills are the set of skills that
enables a person to convey information so that it is
received and understood. Communication skills refer
to the repertoire of

interpersonal behavior.

Your Score:

COMMUNICATION

fl 64

Database Median Score:

Your Percentile Ranking:

Explanation of the Communication distribution curve

Most people’s overall Communication score is between 43 and 86. In fact, 95% of

all people have Communication within that range. 58% of people score between

54 and 72.

0 25 50 75 100

77
64

43 54 8672

3. Your Leadership Skills Profile

Report for Austin Tuoyo – #1 gameplay 22

TEAMWORK MANAGEMENT

Teamwork management is the readiness to form,
facilitate and monitor

teamwork and teams.

Your Score:

TEAMWORK MANAGEMENT

#1 71
fl 63

Database Median Score:

Your Percentile Ranking:

Explanation of the Teamwork management distribution curve

Most people’s overall Teamwork management score is between 41 and 78. In fact,

93% of all people have Teamwork management within that range. 53% of people

score between 53

and 69.

0 25 50 75 100

71
61

41 53 7869

3. Your Leadership Skills Profile

Report for Austin Tuoyo – #1 gameplay 23

EXECUTION

Execution is the act of performing, the completion of
managerial tasks (execution of a plan, a task, etc.),
and the readiness of doing something successfully.
Managing the business aligned with the common
values. Executing strategic goals is by far the
greatest challenge in business

today.

Your Score:

EXECUTION

#1 75
fl 64

Database Median Score:

Your Percentile Ranking:

Explanation of the Execution distribution curve

Most people’s overall Execution score is between 32 and 79. In fact, 93% of all

people have Execution within that range. 57% of people score between 48 and 66.

0 25 50 75 100

75
60

32 48 7966

3. Your Leadership Skills Profile

Report for Austin Tuoyo – #1 gameplay 24

3.5. YOUR MOST TO-BE-IMPROVED SKILLS IDENTIFIED, COMPARED AND EXPLAINED

DELEGATING

Delegation is the readiness to confer functions or
powers on another person so he or she can act on
behalf of the manager. Delegation empowers a
subordinate to make decisions, i.e. it is a shift of
decision-making authority from one organizational
level to a lower one.

Your Score:

DELEGATING

#1 40
fl 65

Database Median Score:

Your Percentile Ranking:

Explanation of the Delegating distribution curve

Most people’s overall Delegating score is between 34 and 78. In fact, 94% of all

people have Delegating within that range. 57% of people score between 45 and

67.

0 25 50 75 100

40
62

34 45 7867

3. Your Leadership Skills Profile

Report for Austin Tuoyo – #1 gameplay 25

2
ENTREPRENEURSHIP (RISK-TAKING)
Entrepreneurship is a capacity and willingness to
undertake conception, organization, and
management of a productive venture with all
attendant risks, while seeking profit as a reward.
Entrepreneurial spirit is characterized by innovation
and risk-taking, and an essential component to
succeed in an ever changing and more competitive
global marketplace.

Your Score:

ENTREPRENEURSHIP (RISK-
TAKING)

#1 50
fl 67

Database Median Score:

Your Percentile Ranking:

Explanation of the Entrepreneurship (Risk-taking) distribution curve

Most people’s overall Entrepreneurship (Risk-taking) score is between 38 and 83.

In fact, 94% of all people have Entrepreneurship (Risk-taking) within that range.

59% of people score between 54 and 74.

0 25 50 75 100

50
64

38 54 8374

3. Your Leadership Skills Profile

Report for Austin Tuoyo – #1 gameplay 26

ANALYTICAL SKILL

Analytical skill is the readiness to visualize, articulate,
and solve complex problems and concepts and make
decisions that are sensible based on the available
information. Such skills include demonstration of the
ability to apply logical thinking to gathering and
analyzing information, designing and testing
solutions to problems, and formulating plans.

Your Score:

ANALYTICAL SKILL

#1 53
fl 65

Database Median Score:

Your Percentile Ranking:

Explanation of the Analytical skill distribution curve

Most people’s overall Analytical skill score is between 41 and 82. In fact, 94% of all

people have Analytical skill within that range. 51% of people score between 56

and 69.

0 25 50 75 100

53
62

41 56 8269

Report for Austin Tuoyo – #1 gameplay 27

4. If You Want to Know More

4.1. A GAME-BASED APPROACH TO IDENTIFYING YOUR LEADERSHIP POTENTIAL

FLIGBY was designed to identify your leadership skills and potential. The Game creates

an environment that offers a new type of platform for observing management

behavior. The Player gets totally absorbed into the story (indicated by the fact that the

global average actual playing time is 05 h 17 m), concentrating on handling the

decisions that you had to make.

This approach is not distorted by you, the Player, feeling observed or thinking that you

must respond as expected (which is a source of bias when leadership skills are

determined on the basis of answers in simple questionnaires).

In FLIGBY, each Player‘s leadership profile is comprised of his or her scores on each of

the 29 leadership competences that supports the creation and maintenance of a value-

based and Flow-promoting organizational culture. Incidentally, most of the 29 skills so

identified overlap a great deal with those leadership skills that most other, well-known

skillsets cover. This means that your FLIGBY skillset is likely to be aligned, or can be

aligned, with your organization’s own competency listing.

One of the first steps in developing FLIGBY was identifying those 29 skills. Each

Player’s skill profile was automatically generated at the end of the Simulation.

On each of the approximately 80+ of the more than 150 decisions that you, the GM,

had to make in the Game, there were from two to five choices. On each decision, two

independent FLIGBY expert teams ranked the answers from the “most appropriate” to

the “least appropriate”.

On the decisions subject to scoring a Player’s skills, the two independent expert groups

agreed on what would be the “best” decisions.

Most such decisions are assumed to require (and thus reflect) anywhere from one to a

half-a-dozen of the 29 leadership skills. In each instance when you chose the “most

preferred” answer, you earned a point or more for the decision. For each particular

skill, the maximum number of points that could be earned was standardized at 100%.

This has made it possible to determine your percentage score on each skill.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 28

4.2. MORE ABOUT WINNING THE SPIRIT OF THE WINE AWARD

The “Spirit of the Wine Award” is a fictional international winery prize we developed

especially for FLIGBY to highlight the importance of a value-based and Flow-promoting

organizational culture.

The formula for winning the Award reflects how well your decisions could balance

among the four target objectives, each measured by its own KPI (key performance

indicators):

profitability at the end of the Game;1.

the “corporate atmosphere” by the Game’s end, linked to the GM being able to2.

create and maintain a Flow-friendly work environment for all key stakeholders;

sutainability at the end of the Game;3.

Sum of individual Flows including the Sum Flow Index at the end of the Game4.

and the number of Flow trophies won throughout the Game;

The illustration below depicts the Award’s components.

Sustainability

It is important to stress that your “skills profile” is not

directly linked to winning or not winning the Award.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 29

4.3. MORE ABOUT THE “HIT” PERCENTAGE OF YOUR DECISIONS

There are only 80+ among the 150+ decisions that have “preferred solutions”. The

80+ decisions are those on which your “skills” were measured. (For the remaining

70 or so decisions, some do not require any leadership skill, while some others are

complex dilemmas on which there are no generally applicable “good” solutions).

The “hit” percentage shown below indicates the proportion (out of the theoretical

maximum of 100%) where you “hit” the preferred solution.

METRIX POINTS %

#1 64
fl 65

A higher value supposes more effective

decisions by a manager or leader.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 30

4.4. MORE ABOUT THE “FLOW MAP”

One of the preconditions for Flow states to occur is that there should be a good

match between the kinds of challenges a person faces and the skillset he or she

has. For a Flow state to recur, it is necessary for a person to be willing and able to

move, over time, to higher combinations of challenges and skills.

An important objective of the Game was to create a work environment that is able

to help colleagues to get into a Flow state from time to time. Prof. Csikszentmihalyi

has studied the Flow state of a typical individual, juxtaposing it with seven other

“moods” of such persons:

Apathy – Comparable to a state of indifference and a lack of interest

Worry – By worrying, the attention is shifted towards negativity; (imaginary) problems

become bigger and solutions do not seem to exist

Anxiety – May cause someone to freeze and stagnate

Arousal – By increased stimuli, people respond more attentively to their environment

Flow – Mental state in which people are completely focused on the activity or task

Control – By practicing, skills eventually will be applied in a routine manner, with the

risk that the skills level is higher than the challenge to perform a certain task

Relaxation – Calm; the absence of excitement

Boredom – No interest in surroundings, dull, fatigued

FLIGBY’s “dashboard” was created and arranged according to these eight moods.

Each character’s location on the Map changes dynamically, in harmony with the

story and your decisions. It was possible during the Game to follow on the

dashboard how your decisions affected the current “state of mind” (mood) of your

team members. When one of them entered into a Flow state as a result of your

leadership decision, you obtained a “Flow trophy”.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 31

LL
EN

G
ES

SKILLS
LOW HIGH

LO
W

H
IG

FLOW

CO
N

TRO
L

RELAXATION
BOREDOM

APATHY

O
RR

ANXIETY
AROUSALELLEN

JOE

LARRY

REBECCA

CHRIS

ALEX

JEN

The Map shows the eight-fold classification of your team members’ changing

“moods” during a typical day at work, while engaged in various types of activities,

each activity involving different combinations of challenges and skills.

Not every person will find himself or herself in all the mood states during a given

day. Also, the relative importance of various mood states will differ from person to

person (partly as a function of their personalities and motivation); some may

seldom or practically never enter a given mood state.

Quite a few of your decisions in the Game did affect the temporary Flow Map

position of one or several colleagues on your team. And as you made subsequent

decisions, each character either remained in his/her present position or moved to a

new position. How your colleagues reacted to your decisions was largely a

function of their individual personalities and motivations (about which you learned

something when they introduced themselves at the start of the Game, and learned

more as you interacted with them during the Game). How your decisions

concretely impacted the moods of your colleagues was established by the

consensus judgment of an expert group of psychologists and experienced business

executives.

The eight positions on the Flow Map are hierarchical, in terms of energy levels, in

relation to the “ideal” Flow state (next illustration).

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 32

HIERARCHICAL RELATION OF THE
EIGHT PSYCHOLOGICAL MOODS

HIGH ENERGY LEVEL
FLOW

AROUSAL – CONTROL

ANXIETY – RELAXATION

WORRY – BOREDOM

APATHY

-2

-5

Highly motivated state,
involvement, strong
personal commitment to
the task – Extraordinary
individual and
organizational results

Demotivation, no
involvement, no
commitment to the task –
Low individual and
organizational results

LOW ENERGY LEVEL

The numbers are somewhat arbitrary indicators of the energy levels of key

individuals, generated by the GM’s decisions. If key persons find themselves in

“apathy”, that would weaken the actual performance of the team or the entire

organization. In the same vein, Flow, or a movement toward its state, creates extra

sources of energy for fulfilling tasks. One of your Game objectives was to

shepherd your team members toward a Flow state. The numbers on the Illustration

above are indicative, that is, they are not precise measurements; they are ordinal

rankings, indicating approximate hierarchical relationships.

4.5. MORE ABOUT YOUR “SUM FLOW” INDEX

SUM FLOW %

#1 92
fl 72

The “Sum Flow Index” is a special KPI for summarizing

the “energy level” generated by your virtual team

members at different fields of the Flow Map during your

gameplay. This indicator shows what percentage of the

eight characters’ aggregate maximum “energy level”

(“Flow-potential”) you could “mobilize” by your

decisions. “Sum Flow” percentage shows the extent to

which you have managed to take advantage of the

team’s maximum Flow-potential during the Game.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 33

4.6. YOUR COLLEAGUES’ FINAL POSITIONS ON THE FLOW MAP

OPTIMAL THEORETICAL MAXIMUM POSITIONS AT THE END OF THE GAME

ELLEN – FLOW

CH
A

LL
EN

G
ES

SKILLS
LOW HIGH

LO
W

H
IG

FLOW

CO
N

TRO
L

RELAXATION
BOREDOM

APATHY
W

O
RR

ANXIETY
AROUSAL

JOE – FLOW

LARRY – FLOW

REBECCA – CONTROL

CHRIS – RELAXATION

ALEX – CONTROL

JEN – AROUSAL

POSITIONS BASED ON YOUR DECISIONS AT THE END OF THE GAME

ELLEN – FLOW

CH
A

LL
EN

G
ES

SKILLS
LOW HIGH

LO
W

H
IG

FLOW

CO
N

TRO
L

RELAXATION
BOREDOM

APATHY
W

O
RR

ANXIETY
AROUSAL

JOE – FLOW

LARRY – FLOW

REBECCA – RELAXATION

CHRIS – RELAXATION

ALEX – CONTROL

JEN – AROUSAL

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 34

By the end of the Game, all your team members had arrived at their latest

destination on the Flow Map. One feedback you might be interested in is the

extent to which their locations on the Flow Map had approached their highest

reachable position on the Map. The greater the attention you paid, and the higher

priority you gave in your decisions to move your colleagues into or toward Flow,

the “best” would be their ending “mood” position on the Flow Map.

It is important to note that members of your team had conflicting motivations and

interests. Thus, it was simply not possible to move all your team members into or

toward the Flow state. Therefore, in making decisions, you often had to choose

which of the two opponents, or perhaps neither of them, should be moved toward

Flow.

The illustration above shows the final Flow Map status of each of your team

members, decided by the successive combinations of decisions you made

throughout the Game. The first part of the Illustration shows the theoretical

maximum (de facto unattainable) Flow state of your team members.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 35

4.7. THE 29 LEADERSHIP SKILLS: DEFINITIONS

Active listening – Active listening is a way of responding to another person that improves mutual

understanding. This is a method of listening that involves understanding the content of a message

as well as the intent of the sender and the circumstances under which the message is given. Active

listening is a structured form of listening and responding that focuses the attention on the speaker.

The listener does not have to agree with the speaker – he or she must simply state what he or she

thinks the speaker said.

Analytical skill – Analytical skill is the readiness to visualize, articulate, and solve complex problems

and concepts and make decisions that are sensible based on the available information. Such skills

include demonstration of the ability to apply logical thinking to gathering and analyzing information,

designing and testing solutions to problems, and formulating plans.

Assertiveness – Assertiveness is the readiness to express your emotions and needs without

violating the rights of others and without being aggressive. Assertiveness is the behavior which

enables you to act in your own best interests, to stand up for yourself without undue anxiety, to

express your honest feelings comfortably, or to exercise your own rights without denying the rights

of others.

Balancing skill – Balancing skill is the readiness to maintain the same importance between things,

considering them in the same way. Effective leadership is about balance. A balance between

challenges and skills is necessary for Flow. It is easier to become completely involved in a task if we

believe it is doable. If it appears to be beyond our capacity we tend to respond to it by feeling

anxious; if the task is too easy we get bored. In either case attention shifts from what needs to be

accomplished—the anxious person is distracted by worries about the outcome, while the bored one

starts searching for other things to do. The ideal condition can be expressed by the simple formula:

Flow occurs when both challenges and skills are high and equal to each other.

Building engagement – Building engagement is the readiness to create trust and a positive,

fulfilling, work-related state of mind that is characterized by dedication. Dedication refers to being

strongly involved in one’s work and experiencing a sense of significance, enthusiasm, and challenge.

Building someone’s (the colleagues, the community) confidence in or reliance on some quality or

attribute of a person or a thing, or the truth in a statement.

Business-oriented thinking – Business-oriented thinking is the readiness to manage situations and

solve problems in order to create added value to the company and in the end, create value for the

shareholders/stakeholders. To be successful in business development you need to manage the

opportunities and threats of the corporate environment and to recognize organizational

weaknesses to avoid, and strengths to build upon.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 36

Communication – Communication skills are the set of skills that enables a person to convey

information so that it is received and understood. Communication skills refer to the repertoire of

interpersonal behavior.

Conflict-management – Conflict-management is the practice of identifying and handling conflicts in

a sensible, fair, and efficient manner. Conflict management is the principle that all conflicts cannot

necessarily be resolved, but learning how to manage conflicts can decrease the odds of

nonproductive escalation.

Delegating – Delegation is the readiness to confer functions or powers on another person so he or

she can act on behalf of the manager. Delegation empowers a subordinate to make decisions, i.e. it

is a shift of decision-making authority from one organizational level to a lower one.

Diplomacy – Diplomacy is the readiness to take into account the varying interests and values of the

other parties involved in the negotiation, treating those differences with respect and dealing with

people in a tactful manner.

Emotional intelligence – Emotional intelligence is the capacity and readiness to understand, express

and regulate emotions in oneself and in others.

Empowerment – Empowerment is a skill of sharing information, rewards, and power with

employees so that they can take initiative and make decisions to solve problems and improve

service and performance.

Entrepreneurship (Risk-taking) – Entrepreneurship is a capacity and willingness to undertake

conception, organization, and management of a productive venture with all attendant risks, while

seeking profit as a reward. Entrepreneurial spirit is characterized by innovation and risk-taking, and

an essential component to succeed in an ever changing and more competitive global marketplace.

Execution – Execution is the act of performing, the completion of managerial tasks (execution of a

plan, a task, etc.), and the readiness of doing something successfully. Managing the business aligned

with the common values. Executing strategic goals is by far the greatest challenge in business

today.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 37

Feedback – Feedback to employees is information regarding their performance that they can also

act on. Feedback must be shared in a manner that is understandable and perceived by them as

being provided in a highly respectful manner. As an organization seeks to improve its performance,

feedback helps it to make the required adjustments. Feedback is immediate. It is difficult for people

to stay absorbed in any activity unless they get timely, “online” information about how well they are

doing. The sense of total involvement of the flow experience derives in large part from knowing

that what one does matters and has consequences. Feedback may come from colleagues or

supervisors who comment on performance, but preferably it is the activity itself that will provide

this information.

Future orientation – Future orientation is the readiness to think in long terms. This is the skill of

“forward-looking”.

Information gathering – Information gathering is the readiness to collect adequate information to

perform the next step based on this information. Managers must know what information to gather,

where to find it, how to collect it, and ultimately how to process the collected information.

Intuitive thinking – Intuitive thinking is a way of thinking that does not use rational processes such

as facts and data. It is unfocused, nonlinear, sees many things at once, views the big picture and

contains perspective. Good intuition comes from years of knowledge and experience that allows

you to understand how people and the world works. Its strength is that it can produce a rapid

result. It is acting on feelings or hunches. It can also be guided by emotions.

Involvement – Involvement is the readiness to participate in the activities of formal or informal

teams/groups, all the way to the execution process.

Motivation – Motivational skills are those that enable a person to become motivated and work

toward achieving goals. This is the readiness to understand what causes a person to become

motivated and stay that way. It helps with making sure people are the most productive that they

can be.

Organizing – Organizing is the readiness to initiate, arrange and manage several elements into a

purposeful structure. This is the ability to create throughout the organization a network of people

who can help solve implementation problems as they occur. Good implementers customize this

network to include individuals who can handle the special types of problems anticipated in the

implementation of a particular strategy.

Prioritizing – Prioritization is the readiness to evaluate a group of items and ranking them in their

order of importance or urgency.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 38

Recognizing personal strengths – Recognizing and applying personal strengths is the readiness to

discover and to put to good use those personal strengths of others that are not immediately

obvious. It is the realization that those strengths can potentially induce flow states in that other

person and thus benefit the organization.

Social dynamics – An awareness of the complexity of many situations and the social dynamics that

govern them. This skill can be used to advance one’s own interest – for the good or otherwise –

and/or that of the organization.

Stakeholder management – Stakeholder management is the ability to manage the business process,

often involving trade-off, so as to have a positive impact on the organizations’ stakeholders,

including that of society at large.

Strategic thinking – Strategic thinking helps managers to set goals, to determine priorities, to

review policy issues, and to perform long term planning. Clear goals are necessary to reach the

flow-state. For a person to become deeply involved in any activity it is essential that he or she

knows precisely what tasks he or she must accomplish moment by moment. Of course the ultimate

goals of an activity are also important but true enjoyment comes from the steps one takes toward

attaining a goal, not from actually reaching it.

Teamwork management – Teamwork management is the readiness to form, facilitate and monitor

teamwork and teams.

Time management – Time management is a readiness of systematic, priority-based structuring of

time allocation and distribution among competing demands.

Time-pressured decision-making – Decision-making under time pressure is a readiness that enables

effective decision-making when limited time and inadequate information is available. This is the skill

to decide authoritatively and to be consistent with one’s decisions.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 39

4.8. MR. FLIGBY’S “NO-PUNCHES-PULLED” OPINION ON YOU AS A LEADER

Hello Austin!

You remember, we are sure, that Mr. (Frederick Joseph) Fligby was your virtual consultant when you were Turul

Winery’s new GM during gameplay. Mr. Fligby did not hide his personal opinions about your decisions at the end

each Scene. The wording of his opinions and advice was sometime harsh, as befits his headstrong but basically

knowledgeable and well-meaning personality.

Here he is, back again, with his no-holds-barred personal statements about each of your 29 skills. He makes them –

opinionated as they are – on the basis of the level and the quality of your skills, measured during your gameplay. In

some sentences he praises you; in others (referring to other skills) he is scolding. Don’t interpret those as

contradictions, but as complementarities; shades of you as a complex person, that we all are.

All leadership skills can be improved. We wish you success in your career.

The game-design team

And now we turn it over to Mr. Fligby.

Mr. (Frederick Joseph) Fligby
to Austin Tuoyo

Hello Austin,

• During conversations you pay attention to your partner.

• You don’t like time-consuming planning; collecting more information seems to make
you impatient.

• You can stand up for your rights and interests in ways that avoid conflict.

• People need to be assigned tasks that are best suited for them; this will improve
work morale as well as productivity.

• You are able to build trust among your colleagues thus promoting the organization’s
objectives.

• You don’t seem to be comfortable in working in situations that constantly pose new
challenges in your internal and external environments.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 40

• You are a good communicating partner, easy to get along with; you are aware and
understand the subtle signs while communicating.

• In case of conflicts, you tend to remain detached; generally not in favor of
escalation.

• You wonder why your subordinates don’t take more initiatives, why they are
awaiting instructions; why don’t you delegate more often?

• Your presence elicits neither good nor bad feelings; you make no impression one
way or another.

• Emotional intelligence can smooth problems that often crop up at the workplace;
your recognition of this is one aspect of your leadership success.

• You are willing to share information with — and empower – your subordinates.

• You are frustrated if there is no prescribed approach for handling unforeseen
problems.

• You are able to lead activities, at all levels, in such a way that the value being added
contributes to the achievement of strategic objectives.

• You are skilled in providing constructive feedback – descriptive and up-to-date.
Therefore, others are pleased to follow you.

• You feel it is not dreaming about the future, but attending to the here and now that
matters.

• You process, structure, and make use of the information that you receive.

• You are a fan of straightforward, linear thinking.

• You are not comfortable with teamwork; yet are willing to participate, if
encouraged.

• You instinctively strive to set a good example and others readily follow your lead.

• Your approach to organizing/managing things is typically done in a routine way;
anticipating future hitches is not your strength.

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 41

• Your ability to prioritize is not your strength; you would benefit from developing the
ability to distinguish the urgent from the important and to act accordingly.

• You do not encourage the use of each individual’s unique skills in the workplace.

• You are skilled at perceiving the feelings and motives of others; you analyze and
make good use of them in the workplace.

• In your view, stakeholder management and profitability are not mutually exclusive;
both are integral aspects of business.

• You should accept that decisions which impact the future should be made by the
leaders; at the moment, you don’t seem to be convinced of this.

• In place of a vertical hierarchy, you believe in horizontal cooperation.

• Having learned about the nature of time and the importance of completing tasks
are sources of pleasure for you.

• If a situation demands it, you are aware of the pressure of time and don’t complain
about having insufficient information.

Your tongue-in-cheek,

Frederick Joseph Fligby

4. If You Want to Know More

Report for Austin Tuoyo – #1 gameplay 42

This Report was brought to you by FLIGBY’s Architects:

Zoltan Buzady, Ph.D., Assoc. Prof., Corvinus University of Budapest, Hungary;

Director, Leadership & Flow Global Research Network.

Paul Marer, Ph.D., Emeritus Prof., Kelley School of Business, Indiana University,

Bloomington, and CEU Business School; Director, Global Strategic Planning, ALEAS

Simulations Inc., Los Angeles and Budapest.

Zoltan Vecsey, MA, former Program Director, Leadership Development Center,

Budapest University of Economic Sciences; Board member, ALEAS Simulations Inc.

Zsadany Vecsey, MBA, Co-founder and CEO, ALEAS Simulations Inc.

The Report mechanism was coded by Szabolcs Bötkös, FLIGBY’s Chief Software

Architect, MA, Eötvös Loránd University and edited by Katalin Lőrincz, Chief

Development Editor, MA, Eötvös Loránd University and Károli Gáspár University.

For years, our abiding commitment has been to teach and advance Prof. Mihaly

Csikszentmihalyi’s concept of Flow and Flow-promoting leadership, both designed to

make people happier, organizations more effective, and societies more just.

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