Over the past two decades in my engineering career I have worked with a large group of leaders and most all were professional managers or mentors. Their title was similar as my direct boss, but I draw a clear definition the between the managers and the mentors. The managers were the ones that made sure that I clocked in on ulme, worked the required number of hours and requested reports of the work I had completed. I saw their role as redundant considering I am selfmotivated and the additional time and effort I spent was only to provide them with job security as a "manager\". So, it makes sense that the scores I received were the highest in behavior and relationships. Conversely process and slcill scored lower for me based on the fact that I value the interaction of people and collaboration as a long term value and I believe this is how growth and trust is built in an organization. Fortunately, Ihave mostly worked with leaders that I have learned from. I've only had a couple of managers that I felt did not know how to lead. As an example, last year I worked with a manager named Ken. Ken was professional and he worked extremely long hours to show his manager how much effort be was willing to put in to keep his job. 1When Ken was hired, he was leaving a iob as a sales trainer and the concept of a trainer working with our sales team was very