Ryan Geddings Report

Management-Staff

Ryan Geddings12-4-2014

Copyright © 1984-2013. Target Training International, Ltd.

IntroductionBehavioral research suggests that the most effective people are those who understandthemselves, both their strengths and weaknesses, so they can develop strategies to meetthe demands of their environment.

A person's behavior is a necessary and integral part of who they are. In other words, much of ourbehavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing). It isthe universal language of "how we act," or our observable human behavior.

In this report we are measuring four dimensions of normal behavior. They are:

How you respond to problems and challenges.

How you influence others to your point of view.

How you respond to the pace of the environment.

How you respond to rules and procedures set by others.

This report analyzes behavioral style; that is, a person's manner of doing things. Is the report100% true? Yes, no and maybe. We are only measuring behavior. We only report statementsfrom areas of behavior in which tendencies are shown. To improve accuracy, feel free to makenotes or edit the report regarding any statement from the report that may or may not apply, butonly after checking with friends or colleagues to see if they agree.

"All people exhibit all four behavioralfactors in varying degrees of intensity."

–W.M. Marston

1Ryan Geddings


General CharacteristicsBased on Ryan's responses, the report has selected general statements to provide abroad understanding of his work style. These statements identify the basic naturalbehavior that he brings to the job. That is, if left on his own, these statements identifyHOW HE WOULD CHOOSE TO DO THE JOB. Use the general characteristics togain a better understanding of Ryan's natural behavior.

Ryan likes people, but can be seen occasionally as cold and blunt. He mayhave his mind on project results, and sometimes may not take the time to beempathetic toward others. He prefers an environment with variety and change.He is at his best when many projects are underway at once. He is a creativeperson and uses this creativity to solve problems. His sensitivity to errors andmistakes sometimes tempers his aggressiveness. He may be accused of being"work compulsive" because of these tendencies. Ryan embraces visions notalways seen by others. Ryan's creative mind allows him to see the "bigpicture." He has high ego strengths and may be viewed by some as egotistical.He can be incisive, analytical and argumentative at times. He can be blunt andcritical of people who do not meet his standards. Many people see him as aself-starter dedicated to achieving results. He has the ability to come up with anew idea and follow it through to completion.

Ryan likes the freedom to explore and the authority to re-examine and retest hisfindings. He finds it easy to share his opinions on solving work-relatedproblems. He sometimes gets so involved in a project that he tends to takecharge. He has the ability to make high-risk decisions, but sometimes shouldseek counsel before acting. Ryan should realize that at times he needs to thinka project through, beginning to end, before starting the project. He can bedirect in his approach to discovering the facts and data. He maintains his focuson results. He is logical, incisive and critical in his problem-solving activities.He has the unique ability of tackling tough problems and following them throughto a satisfactory conclusion.

2Ryan Geddings


General Characteristics Continued

Ryan challenges people who volunteer their opinions. When communicatingwith others, Ryan must carefully avoid being excessively critical or pushy. Hetries to get on with the subject, while others may be trying to work through thedetails. When appropriate, he could be more effective by showing warmth,cooperation and more tact at the appropriate time. He has a tendency to telland not sell. His creative and active mind may hinder his ability tocommunicate to others effectively. He may present the information in a formthat cannot be easily understood by some people. Ryan likes people whocommunicate with him in a clear, precise and brief conversation. He may lackthe patience to listen and communicate with slower acting people. Sometimeshe can become so involved with his work that he appears cool and aloof toothers. He may display a lack of empathy for others who cannot achieve hisstandards.

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Value to the OrganizationThis section of the report identifies the specific talents and behavior Ryan brings to thejob. By looking at these statements, one can identify his role in the organization. Theorganization can then develop a system to capitalize on his particular value and makehim an integral part of the team.

Challenge-oriented.

Challenges the status quo.

Tough-minded.

Thinks big.

Objective and realistic.

Forward-looking and future-oriented.

Will join organizations to represent the company.

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Checklist for CommunicatingMost people are aware of and sensitive to the ways with which they prefer to becommunicated. Many people find this section to be extremely accurate and importantfor enhanced interpersonal communication. This page provides other people with alist of things to DO when communicating with Ryan. Read each statement and identifythe 3 or 4 statements which are most important to him. We recommend highlightingthe most important "DO's" and provide a listing to those who communicate with Ryanmost frequently.

Ways to Communicate

Be patient and persistent.

Motivate and persuade by referring to objectives and results.

Be clear, specific, brief and to the point.

Show him a sincere demeanor by careful attention to his point of view.

Read the body language--look for impatience or disapproval.

Keep at least three feet away from him.

Come prepared with all requirements, objectives and support material in awell-organized "package."

Listen to him.

Use the proper buzz words that are appropriate to his expertise.

Support and maintain an environment where he can be efficient.

Be prepared with the facts and figures.

Provide details in writing.

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Checklist for Communicating Continued

This section of the report is a list of things NOT to do while communicating with Ryan.Review each statement with Ryan and identify those methods of communication thatresult in frustration or reduced performance. By sharing this information, both partiescan negotiate a communication system that is mutually agreeable.

Ways NOT to Communicate

Make statements you cannot prove.

Ask rhetorical questions, or useless ones.

Pretend to be an expert, if you are not.

Use inappropriate buzz words.

Ramble on, or waste his time.

Come with a ready-made decision, or make it for him.

Direct or order.

Speculate wildly, or offer guarantees and assurances where there is a riskin meeting them.

Forget or lose things, be disorganized or messy, confuse or distract hismind from business.

Leave things open to interpretation.

Let disagreement reflect on him personally.

Touch his body when talking to him.

Leave loopholes or cloudy issues if you don't want to be zapped.

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Communication TipsThis section provides suggestions on methods which will improve Ryan's communications with others. The tipsinclude a brief description of typical people with whom he may interact. By adapting to the communication styledesired by other people, Ryan will become more effective in his communications with them. He may have topractice some flexibility in varying his communication style with others who may be different from himself. Thisflexibility and the ability to interpret the needs of others is the mark of a superior communicator.

When communicating with a person who isambitious, forceful, decisive, strong-willed,independent and goal-oriented:

Be clear, specific, brief and to the point.Stick to business.Be prepared with support material in awell-organized "package."

Factors that will create tension ordissatisfaction:

Talking about things that are not relevant to theissue.Leaving loopholes or cloudy issues.Appearing disorganized.

When communicating with a person who ismagnetic, enthusiastic, friendly, demonstrativeand political:

Provide a warm and friendly environment.Don't deal with a lot of details (put them in writing).Ask "feeling" questions to draw their opinions orcomments.


Being curt, cold or tight-lipped.Controlling the conversation.Driving on facts and figures, alternatives,abstractions.

When communicating with a person who ispatient, predictable, reliable, steady, relaxed andmodest:

Begin with a personal comment--break the ice.Present your case softly, nonthreateningly.Ask "how?" questions to draw their opinions.


Rushing headlong into business.Being domineering or demanding.Forcing them to respond quickly to yourobjectives.

When communicating with a person who isdependent, neat, conservative, perfectionist,careful and compliant:

Prepare your "case" in advance.Stick to business.Be accurate and realistic.


Being giddy, casual, informal, loud.Pushing too hard or being unrealistic withdeadlines.Being disorganized or messy.

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Ideal EnvironmentThis section identifies the ideal work environment based on Ryan's basic style.People with limited flexibility will find themselves uncomfortable working in any job notdescribed in this section. People with flexibility use intelligence to modify theirbehavior and can be comfortable in many environments. Use this section to identifyspecific duties and responsibilities that Ryan enjoys and also those that createfrustration.

Projects that produce tangible results.

An innovative and futuristic-oriented environment.

Forum to express ideas and viewpoints.

Nonroutine work with challenge and opportunity.

Evaluation based on results, not the process.

Private office or work area.

Data to analyze.

Environment where he can be a part of the team, but removed from officepolitics.

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PerceptionsSee Yourself as Others See You

A person's behavior and feelings may be quickly telegraphed to others. This sectionprovides additional information on Ryan's self-perception and how, under certainconditions, others may perceive his behavior. Understanding this section willempower Ryan to project the image that will allow him to control the situation.

Self-PerceptionRyan usually sees himself as being:

Pioneering Assertive

Competitive Confident

Positive Winner

Others' Perception - Moderate Under moderate pressure, tension, stress or fatigue, others may see him asbeing:

Demanding Nervy

Egotistical Aggressive

Others' Perception - ExtremeUnder extreme pressure, stress or fatigue, others may see him as being:

Abrasive Controlling

Arbitrary Opinionated

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DescriptorsBased on Ryan's responses, the report has marked those words that describe hispersonal behavior. They describe how he solves problems and meets challenges,influences people, responds to the pace of the environment and how he responds torules and procedures set by others.

Demanding

Egocentric

DrivingAmbitiousPioneering

Strong-WilledForceful

DeterminedAggressiveCompetitive

DecisiveVenturesome

InquisitiveResponsible

Conservative

CalculatingCooperative

HesitantLow-Keyed

UnsureUndemanding

Cautious

MildAgreeable

ModestPeaceful

Unobtrusive

Dominance

Effusive

Inspiring

MagneticPolitical

EnthusiasticDemonstrative

PersuasiveWarm

ConvincingPolishedPoised

Optimistic

TrustingSociable

Reflective

FactualCalculatingSkeptical

LogicalUndemonstrative

SuspiciousMatter-of-Fact

Incisive

PessimisticMoody

Critical

Influencing

Phlegmatic

RelaxedResistant to ChangeNondemonstrative

Passive

Patient

Possessive

PredictableConsistentDeliberate

SteadyStable

Mobile

ActiveRestless

AlertVariety-OrientedDemonstrative

ImpatientPressure-Oriented

EagerFlexible

ImpulsiveImpetuous

Hypertense

Steadiness

Evasive

WorrisomeCareful

DependentCautious

ConventionalExacting

Neat

SystematicDiplomaticAccurateTactful

Open-MindedBalanced Judgment

Firm

IndependentSelf-WilledStubborn

Obstinate

OpinionatedUnsystematic

Self-RighteousUninhibited

ArbitraryUnbending

Careless with Details

Compliance

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Natural and Adapted StyleRyan's natural style of dealing with problems, people, pace of events and proceduresmay not always fit what the environment needs. This section will provide valuableinformation related to stress and the pressure to adapt to the environment.

Problems - Challenges

Natural Adapted

Ryan tends to deal with problemsand challenges in a demanding,driving and self-willed manner. He isindividualistic in his approach andactively seeks goals. Ryan willattack problems and likes a positionwith authority and work that willconstantly challenge him to performup to his ability.

Ryan sees no need to change hisapproach to solving problems ordealing with challenges in his presentenvironment.

People - Contacts

Natural Adapted

Ryan is undemonstrative in hisapproach to influencing others andlikes to let facts and figures stand forthemselves. He feels persuasionneeds to be objective andstraightforward. His trust level isbased on each interaction--the pastis the past. He presents factswithout embellishments.

Ryan sees no need to change hisapproach to influencing others to hisway of thinking. He sees his naturalstyle to be what the environment iscalling for.

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Natural and Adapted Style Continued

Pace - Consistency

Natural Adapted

Ryan likes mobility and the absenceof routine does not traumatize him.He feels comfortable jugglingdifferent projects and is able to movefrom one project to another fairlyeasily.

Ryan sees his natural activity style tobe just what the environment needs.What you see is what you get foractivity level and consistency.Sometimes he would like the world toslow down.

Procedures - Constraints

Natural Adapted

Ryan is somewhat open-minded, butaware and sensitive to theimplications of not following therules. He can display balancedjudgment in reviewing procedures.Knowing he is doing things well is akey reinforcement for him.

Ryan shows little discomfort whencomparing his basic (natural) style tohis response to the environment(adapted) style. The difference is notsignificant and Ryan sees little or noneed to change his response to theenvironment.

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Adapted StyleRyan sees his present work environment requiring him to exhibit the behavior listed onthis page. If the following statements DO NOT sound job related, explore the reasonswhy he is adapting this behavior.

Projecting a limited display of emotion.

Acting without precedent, and able to respond to change in daily work.

Being precise in the collection of data.

Quickly responding to crisis and change, with a strong desire forimmediate results.

Dealing with a wide variety of work activities.

Having the ability to see the "big picture" as well as the small pieces of thepuzzle.

Anticipating and solving problems.

Accomplishing tasks without many people contacts.

Being sensitive to, but not necessarily controlled by, rules andprocedures.

Persistence in job completion.

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Keys to MotivatingThis section of the report was produced by analyzing Ryan's wants. People aremotivated by the things they want; thus wants that are satisfied no longer motivate.Review each statement produced in this section with Ryan and highlight those that arepresent "wants."

Ryan wants:

Information in logical order.

Support staff to do detail work.

To be seen as a leader.

Meetings that stay on the agenda, or reasons for changing the agenda.

Tangible evidence of effort.

Facts and data for making decisions.

Awards and rewards.

Prestige, position and titles so he can control the destiny of others.

New challenges and problems to solve.

Opportunity to verbalize his ideas and demonstrate his skills.

Opportunity to discuss progress on major or new projects.

Limited socializing.

Evaluation on not only the results achieved, but the quality of the workand the price he paid for performance.

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Keys to ManagingIn this section are some needs which must be met in order for Ryan to perform at anoptimum level. Some needs can be met by himself, while management must providefor others. It is difficult for a person to enter a motivational environment when thatperson's basic management needs have not been fulfilled. Review the list with Ryanand identify 3 or 4 statements that are most important to him. This allows Ryan toparticipate in forming his own personal management plan.

Ryan needs:

Sincere feedback from others.

To adjust his intensity to match the situation.

Sincerity from people with whom he works.

To know results expected and to be evaluated on the results.

To be more cooperative with other team members.

To understand his impact on other people.

To understand his role on the team--either a team player or the leader.

A program for pacing work and relaxing.

Logical answers in logical order.

Skills to come across warm and close, when appropriate.

To not be overly sensitive or critical of the little faults of coworkers.

Appreciation of the feelings of others.

To be confronted when you don't understand or disagree with him.

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Areas for ImprovementIn this area is a listing of possible limitations without regard to a specific job. Reviewwith Ryan and cross out those limitations that do not apply. Highlight 1 to 3 limitationsthat are hindering his performance and develop an action plan to eliminate or reducethis hindrance.

Ryan has a tendency to:

Fail to complete what he starts because of adding more and moreprojects.

Be argumentative--creates the devil's advocate position to its highestform--or wears down opposition.

Make "off the cuff" remarks that are often seen as personal prods.

Dislike routine work or routine people--unless he sees the need to furtherhis goals.

Have trouble delegating--can't wait, so does it himself.

Lack tact and diplomacy as long as he gets the results he wants.

Have difficulty finding balance between family and work.

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Action Plan

Professional Development

1. I learned the following behaviors contribute positively to increasing my professionaleffectiveness: (list 1-3)

2. My report uncovered the following behaviors I need to modify or adjust to make me moreeffective in my career: (list 1-3)

3. When I make changes to these behaviors, they will have the following impact on my career:

4. I will make the following changes to my behavior, and I will implement them by ____________:

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Action Plan

Personal Development

1. When reviewing my report for personal development, I learned the following key behaviorscontribute to reaching my goals and the quality of life I desire: (list 1-3)

2. The following behaviors were revealed, which show room for improvement to enhance thequality of my life: (list 1-3)

3. When I make changes to these behaviors, I will experience the following benefits in my qualityof life:

4. I will make the following changes to my behavior, and I will implement them by ____________:

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Behavioral HierarchyThe Behavioral Hierarchy graph will display a ranking of your natural behavioral stylewithin a total of twelve (12) areas commonly encountered in the workplace. It will helpyou understand in which of these areas you will naturally be most effective.

1. Competitiveness - Tenacity, boldness, assertiveness and a "will towin" in all situations.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

10.0

4.9*

2. Urgency - Decisiveness, quick response and fast action.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.5

4.4*

3. Organized Workplace - Systems and procedures followed forsuccess.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.5

4.9*

4. Analysis of Data - Information is maintained accurately for repeatedexamination as required.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.5

5.3*

5. Follow Up and Follow Through - A need to be thorough.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.7

6.1*

6. Following Policy - Complying with the policy or if no policy,complying with the way it has been done.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.8

6.7*

7. Consistency - The ability to do the job the same way.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.2

6.3*

* 68% of the population falls within the shaded area.

19Ryan Geddings


Behavioral Hierarchy

8. Frequent Change - Moving easily from task to task or being askedto leave several tasks unfinished and easily move on to the new taskwith little or no notice.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.5

5.4*

9. Versatility - Bringing together a multitude of talents and awillingness to adapt the talents to changing assignments as required.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.0

5.5*

10. Customer Relations - A desire to convey your sincere interest inthem.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.5

6.6*

11. People Oriented - Spending a high percentage of timesuccessfully working with a wide range of people from diversebackgrounds to achieve "win-win" outcomes.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

3.5

6.9*

12. Frequent Interaction with Others - Dealing with multipleinterruptions on a continual basis, always maintaining a friendlyinterface with others.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

3.0

6.4*

* 68% of the population falls within the shaded area.SIA: 84-32-32-67 (10) SIN: 88-24-36-62 (10)

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Style Insights®

Graphs12-4-2014

Adapted Style

Graph I

100

90

80

70

60

50

40

30

20

10

0

D

84

I

32

S

32

C

67%

Norm 2012 R4

Natural Style

Graph II

100

90

80

70

60

50

40

30

20

10

0

D

88

I

24

S

36

C

62%

Norm 2012 R4

T: N/A

21Ryan Geddings


The Success Insights®

Wheel

The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to the text youhave received about your behavioral style, the Wheel adds a visual representation that allows youto:

View your natural behavioral style (circle).

View your adapted behavioral style (star).

Note the degree you are adapting your behavior.

If you filled out the Work Environment Analysis, view the relationship of your behavior to yourjob.

Notice on the next page that your Natural style (circle) and your Adapted style (star) are plotted onthe Wheel. If they are plotted in different boxes, then you are adapting your behavior. The furtherthe two plotting points are from each other, the more you are adapting your behavior.

If you are part of a group or team who also took the behavioral assessment, it would beadvantageous to get together, using each person's Wheel, and make a master Wheel thatcontains each person's Natural and Adapted style. This allows you to quickly see where conflictcan occur. You will also be able to identify where communication, understanding andappreciation can be increased.

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The Success Insights®

Wheel12-4-2014

D

IS

CCONDUCTO

R

PE

RS

UA

DE

R

PROM

OTER

RELATER

SUPPORTER

CO

OR

DIN

AT

OR

ANALYZER

IMPLEMENTOR 1

2

3

45

6

7

8

9

10

11

12

13

14

15

1617

18

19

20

21

22

23

24

25

26

27

28

29

30

31

3233

34

35

36

37

38

39

40

4142

43

44

45

46

47

484950

51

52

53

54

55

56

57

5859

60

Natural: (10) IMPLEMENTING CONDUCTOR

Adapted: (10) IMPLEMENTING CONDUCTOR

Norm 2012 R4

T: N/A

23Ryan Geddings


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