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SUCCESS INSIGHTS®
Talent Insights - Management-Staff Version
Zach Rhodes20/10/2012
www.successinsights.com1-480-443-1077/1-480-443-0163
Scottsdale, AZ 8525517785 N. Pacesetter Way
Success Insights International, Inc.The World Leader of Online Behavior and Attitude Assessments
Generated by Patent Number 5,551,880
Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
INTRODUCTIONWhere Opportunity Meets Talent®
Zach Rhodes
The Success Insights® Talent Insights Report was designed to increase theunderstanding of an individual's talents. The report provides insight to three distinctareas: behaviours, motivators and the integration of these. Understanding strengthsand weaknesses in these areas will lead to personal and professional developmentand a higher level of satisfaction.
The following is an in-depth look at your personal talents in the three main sections:
SECTION 1: BEHAVIOURS
This section of the report is designed to help you attain a greater knowledge of yourselfas well as others. The ability to interact effectively with people may be the differencebetween success and failure in your work and personal life. Effective interaction startswith an accurate perception of oneself.
SECTION 2: MOTIVATORS
This section of the report provides information on the why of your actions, which withapplication and coaching, can tremendously impact your valuing of life. Once youknow the motivations that drive your actions, you will immediately be able tounderstand the causes of conflict.
SECTION 3: INTEGRATING BEHAVIOURS AND MOTIVATORS
This section of the report will help you blend the how and the why of your actions.Once you can understand how your behaviours and motivators blend together, yourperformance will be enhanced and you will experience an increase in satisfaction.
Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.1
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
INTRODUCTIONBehaviours Section
Zach Rhodes
Behavioural research suggests that the most effective people are those who understand
themselves, both their strengths and weaknesses, so they can develop strategies to meet the
demands of their environment.
This report analyses behavioural style; that is, a person's manner of doing things. Is the
report 100% true? Yes, no and maybe. We are only measuring behaviour. We only report
statements which are true and areas of behaviour in which tendencies are shown. Feel free
to delete any statement from the report that may not apply, but only after checking with
friends or colleagues to see if they agree.
Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.2
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
GENERAL CHARACTERISTICS
Based on Zach's responses, the report has selected general statements to provide a broad understanding of hiswork style. These statements identify the basic natural behaviour that he brings to the job. That is, if left on hisown, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the general characteristicsto gain a better understanding of Zach's natural behaviour.
Zach Rhodes
Zach is alert and sensitive to his errors and mistakes. He
constantly seeks to avoid errors in his work. His motto for work may
well be the coined phrase, "quality is job number one." Getting the
project or job done right is important to him. If forced to choose
between producing quality work or quantities of work, quality will be the
winner. He has a need to achieve in an environment in which the
quality is controlled. He can become frustrated when put in a situation
that is nothing more than a rambling discussion. He resists change if
he feels the change will lower the quality of his work. If change is
inevitable, he may need reassurances that his standards will continue
to be met. Zach can be a real "stickler" for quality systems and orderly
procedures. He wants to make certain that detailed reports are
accurately completed. This tendency can be reassuring to Zach's
supervisors. He tends to be his own worst critic constantly reminding
himself that he could have done better if given more time. He can be
characterised by his creativity and attention to quality and detail.
Safety and security are important to him. Zach prefers to work in an
environment that is both economically and physically sound. He
prefers that things be orderly and he will approach work in a systematic
manner.
Zach has an acute awareness of social, economic and political
implications of his decisions. He usually judges others by the quality of
their work. He may find it difficult to recognise others' strengths, if their
work does not meet his high standards. He can be seen as a thinker
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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.3
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NOTES
GENERAL CHARACTERISTICS
Zach Rhodes
whose intuitive talents can bring divergent ideas to the forefront. He
follows company policy, if aware of it. Zach feels tension when forced
to make major decisions quickly. He tends to base decisions on the
quality of work--not on efficiency. He tends to make his decisions after
deliberation and gives weight to all the pros and cons. He is the type
of person who will accept challenges, and accept them seriously.
Zach likes to know what is expected of him in a working
relationship, and have the duties and responsibilities of others who will
be involved explained. Communication is accomplished best by
well-defined avenues. Because Zach wants to be certain he is
performing his work assignments correctly, he enjoys working for a
manager who explains what is expected of him. He is usually
soft-spoken, but his demeanour may be deceptive to those who work
with him. He may possess strong and unwavering convictions that are
not always apparent to others. He does not seek confrontation, but if
he is confronted, he will present his case with enough supportive data
that he will probably win. Zach is intuitive and is able to ask good
questions in order to get the critical, complete information he seeks.
Because Zach prefers logical information, he likes people who
communicate all the facts in logical order. Random facts in a
haphazard format tend to distract and annoy him. He is patient and
persistent in his approach to achieving goals. He responds to
challenges in a cooperative manner and wants the "team" to win
without the need of a perceived "shining star." He can be outgoing at
times. Basically introverted, he will engage in social conversation
when the occasion warrants.
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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.4
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NOTES
VALUE TO THE ORGANISATION
This section of the report identifies the specific talents and behaviour Zach brings to the job. By looking at thesestatements, one can identify his role in the organisation. The organisation can then develop a system tocapitalise on his particular value and make him an integral part of the team.
Zach Rhodes
Patient and empathetic.
Always concerned about quality work.
Good at reconciling factions--is calming and adds stability.
Builds good relationships.
Comprehensive in problem solving.
Works for a leader and a cause.
Service-oriented.
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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.5
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NOTES
CHECKLIST FOR COMMUNICATING
Most people are aware of and sensitive to the ways with which they prefer to be communicated. Many peoplefind this section to be extremely accurate and important for enhanced interpersonal communication. This pageprovides other people with a list of things to DO when communicating with Zach. Read each statement andidentify the 3 or 4 statements which are most important to him. We recommend highlighting the most important"DO's" and provide a listing to those who communicate with Zach most frequently.
Zach Rhodes
Do:
Draw up a scheduled approach to implementing action with astep-by-step timetable; assure him that there will not be surprises.
Define clearly (preferably in writing) individual contributions.
Watch carefully for possible areas of early disagreement ordissatisfaction.
Look for hurt feelings or personal reasons if you disagree.
Present your case softly, nonthreateningly with a sincere tone ofvoice.
Support his principles; use a thoughtful approach; build yourcredibility by listing pros and cons to any suggestion you make.
Provide solid, tangible, practical evidence.
Follow through, if you agree.
Prepare your "case" in advance.
Patiently draw out personal goals and work with him to help himachieve those goals; listen and be responsive.
Give him time to verify reliability of your actions; be accurate,realistic.
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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.6
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NOTES
INEFFECTIVE COMMUNICATION
This section of the report is a list of things NOT to do while communicating with Zach. Review each statementwith Zach and identify those methods of communication that result in frustration or reduced performance. Bysharing this information, both parties can negotiate a communication system that is mutually agreeable.
Zach Rhodes
Do not:
Make conflicting statements.
Use testimonies of unreliable sources; do not be haphazard.
Use gimmicks or clever, quick manipulations.
Be vague about what is expected of either of you; do not fail tofollow through.
Force him to respond quickly to your objectives. Do not say "Hereis how I see it."
Offer assurance and guarantees you cannot fulfil.
Patronise or demean him by using subtlety or incentive.
Dillydally, or waste time.
Leave things to chance or luck.
Make statements about the quality of his work unless you canprove it.
Push too hard, or be unrealistic with deadlines.
Manipulate or push him into agreeing because he probably will notfight back.
Keep deciding for him, or he will lose initiative. Do not leave himwithout backup support.
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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.7
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NOTES
COMMUNICATION TIPS
This section provides suggestions on methods which will improve Zach'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, Zach 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.
Zach Rhodes
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-organised "package."
Factors that will create tension ordissatisfaction:
Talking about things that are not relevant tothe issue.Leaving loopholes or cloudy issues.Appearing disorganised.
When communicating with a person who ismagnetic, enthusiastic, friendly, demonstrativeand political:
Provide a warm and friendly environment.Do not deal with a lot of details (put them inwriting).Ask "feeling" questions to draw their opinionsor comments.
Factors that will create tension ordissatisfaction:
Being curt, cold or tight-lipped.Controlling the conversation.Driving on facts and figures, alternatives,abstractions.
When communicating with a person who is patient,predictable, reliable, steady, relaxed and modest:
Begin with a personal comment--break the ice.Present your case softly, nonthreateningly.Ask "how?" questions to draw their opinions.
Factors that will create tension or dissatisfaction:
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, carefuland compliant:
Prepare your "case" in advance.Stick to business.Be accurate and realistic.
Factors that will create tension or dissatisfaction:
Being giddy, casual, informal, loud.Pushing too hard or being unrealistic withdeadlines.Being disorganised or messy.
Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.8
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
PERCEPTIONS
A person's behaviour and feelings may be quickly telegraphed to others. This section provides additionalinformation on Zach's self-perception and how, under certain conditions, others may perceive his behaviour.Understanding this section will empower Zach to project the image that will allow him to control the situation.
Zach Rhodes
"See Yourself As Others See You"
SELF-PERCEPTION
Zach usually sees himself as being:
Precise ThoroughModerate DiplomaticKnowledgeable Analytical
OTHERS' PERCEPTION
Under moderate pressure, tension, stress or fatigue, others may seehim as being:
Pessimistic PickyWorrisome Fussy
And, under extreme pressure, stress or fatigue, others may see himas being:
Perfectionistic Hard-to-PleaseStrict Defensive
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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.9
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NOTES
DESCRIPTORS
Based on Zach's responses, the report has marked those words that describe his personal behaviour. Theydescribe how he solves problems and meets challenges, influences people, responds to the pace of theenvironment and how he responds to rules and procedures set by others.
Zach Rhodes
Dominance
Demanding
Egocentric
DrivingAmbitiousPioneeringStrong-WilledForcefulDeterminedAggressiveCompetitiveDecisiveVenturesome
InquisitiveResponsible
Conservative
CalculatingCooperativeHesitantLow-KeyedUnsureUndemandingCautious
MildAgreeableModestPeaceful
Unobtrusive
Influencing
Effusive
Inspiring
MagneticPoliticalEnthusiasticDemonstrativePersuasiveWarmConvincingPolishedPoisedOptimistic
TrustingSociable
Reflective
FactualCalculatingSceptical
LogicalUndemonstrativeSuspiciousMatter-of-FactIncisive
PessimisticMoody
Critical
Steadiness
Phlegmatic
RelaxedResistant to ChangeNondemonstrative
Passive
Patient
Possessive
PredictableConsistentDeliberateSteadyStable
Mobile
ActiveRestlessAlertVariety-OrientedDemonstrative
ImpatientPressure-OrientedEagerFlexibleImpulsiveImpetuous
Hypertense
Compliance
Evasive
WorrisomeCarefulDependentCautiousConventionalExactingNeat
SystematicDiplomaticAccurateTactful
Open-MindedBalanced Judgment
Firm
IndependentSelf-WilledStubborn
Obstinate
OpinionatedUnsystematicSelf-RighteousUninhibitedArbitraryUnbending
Careless with Details
Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.10
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NATURAL AND ADAPTED STYLE
Zach's natural style of dealing with problems, people, pace of events and procedures may not always fit what theenvironment needs. This section will provide valuable information related to stress and the pressure to adapt tothe environment.
Zach Rhodes
PROBLEMS - CHALLENGES Natural
Zach is somewhat conservative in hisapproach to solving problems. He willaccept challenges by being quitecalculating in his response to theproblem or challenge. Zach will be quitecooperative by nature and attempt toavoid confrontation as he wants to beseen as a person who is "easy" to workwith.
Adapted
Zach sees no need to change hisapproach to solving problems or dealingwith challenges in his presentenvironment.
PEOPLE - CONTACTS Natural
Zach is sociable and optimistic. He isable to use an emotional appeal toconvince others of a certain direction.He likes to be on a team and may be thespokesman for the team. He will trustothers and likes a positive environmentin which to relate.
Adapted
Zach sees no need to change hisapproach to influencing others to his wayof thinking. He sees his natural style tobe what the environment is calling for.
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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.11
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NOTES
NATURAL AND ADAPTED STYLE
Zach Rhodes
PACE - CONSISTENCY Natural
Zach is deliberate and steady. He iswilling to change, if the new direction ismeaningful and consistent with the past.He will resist change for change's sake.
Adapted
Zach sees his natural activity style to bejust what the environment needs. Whatyou see is what you get for activity leveland consistency. Sometimes he wouldlike the world to slow down.
PROCEDURES - CONSTRAINTS Natural
Zach is somewhat open-minded, butaware and sensitive to the implicationsof not following the rules. He candisplay balanced judgment in reviewingprocedures. Knowing he is doing thingswell is a key reinforcement for him.
Adapted
Zach shows little discomfort whencomparing his basic (natural) style to hisresponse to the environment (adapted)style. The difference is not significantand Zach sees little or no need tochange his response to the environment.
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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.12
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NOTES
ADAPTED STYLE
Zach sees his present work environment requiring him to exhibit the behaviour listed on this page. If thefollowing statements DO NOT sound job related, explore the reasons why he is adapting this behaviour.
Zach Rhodes
Being conservative, not competitive, in nature.
Precedence of quality over efficiency.
Undemanding of others' time and attention.
Using restraint when confrontation occurs.
Being a good "team player."
Critical appraisal of data.
Presenting a practical, proven approach to decision making.
Being cordial and helpful when dealing with new clients orcustomers.
Calculation of risks before taking action.
Being cooperative and supportive.
Compliance to high standards.
Precise, analytical approach to work tasks.
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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.13
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NOTES
TIME WASTERS
This section of your report is designed to identify time wasters that may impact your overall time useeffectiveness. Possible causes and solutions will serve as a basis for creating an effective plan for maximisingyour use of TIME and increasing your PERFORMANCE.
Zach Rhodes
1. SEEKING THE BEST, BUT NOT NECESSARILY WORKABLESOLUTIONS
Always seeking the best solution may prohibit getting the taskaccomplished. Something better is always on the horizon.
POSSIBLE CAUSES:Want to do things right the first timeWant personal approval for preciseness of workFear criticism if solution does not work
POSSIBLE SOLUTIONS:Establish required standardsDetermine the solution that meets or exceeds those standardsSet a timeline for making a decision or completing a task
2. SEEKING "ALL" OF THE FACTS
Seeking "all" of the facts is thought and action of continuallygathering new information and re-evaluating current information.
POSSIBLE CAUSES:Want to be certain/preparedWant to avoid mistakesWant extended time for getting tasks done
POSSIBLE SOLUTIONS:Set a timeline for gathering new information or evaluating oldinformation and then take actionEvaluate importance or risk factors to how much information isactually needed
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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.14
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NOTES
TIME WASTERS
Zach Rhodes
3. WAITING FOR EVENTS TO HAPPEN
Although patience may be a virtue, being pro-active allows thedecision-maker to be in better control of events within their scopeof influence.
POSSIBLE CAUSES:Want to affect the here and nowFear rushing into something will show unpreparednessNeed for high standards inhibits getting started
POSSIBLE SOLUTIONS:Plan alternative solutionsDetermine most likely scenariosImplement a plan that best meets those needs withoutjeopardising other scenarios
4. PROLONG EVENTS IN ORDER TO GAIN IMPROVED RESULTS
Prolonging events in order to gain improved results is the processof doing and redoing, evaluating and re-evaluating and changingto and changing back as a way of "testing" the best possibleoutcome.
POSSIBLE CAUSES:Want to insure that success is always achievedFeel that if rushed, the results will not be satisfactoryHope situations will work out themselves
POSSIBLE SOLUTIONS:Set realistic schedule and timelineFollow the scheduleSeek advice or assistance from others
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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.15
www.successinsights.com1-480-443-1077/1-480-443-0163
Success Insights International, Inc.
NOTES
TIME WASTERS
Zach Rhodes
5. OVERREACTING TO CONSTRUCTIVE CRITICISM
Overreacting to constructive criticism is the inappropriate overt orcovert response to feedback and recommendations.
POSSIBLE CAUSES:Have a high comfort level with past methodsHave high standards for work performanceThink that your way is the correct wayDo not see the benefit of doing things differently
POSSIBLE SOLUTIONS:Practice listening without evaluating comments from othersBegin responding mentally with "that's interesting" or "that's apossibility" as a way of controlling immediate negative responseCommunicate feelings with peers and supervisors
6. FEAR OF MISTAKES
Fearing mistakes is the mental process of focusing on negativeoutcomes and is often a preoccupation with past mistakes.
POSSIBLE CAUSES:Want to avoid criticismTake criticism personallyWant to be seen as efficient and competent
POSSIBLE SOLUTIONS:Practice focusing on past successesFor every mistake that you think might happen, write down twopositive possible outcomes for a completed taskFocus on several possible future outcomes
CONDUCTOR
PE
RS
UA
DE
R
PROM
OTE
R
RELATER
SU
PPORTER
CO
OR
DIN
AT
OR
ANALY
SER
IMPLEMENTOR
1
2
3
45
6
7
8
910
11
12
13
14
15
1617
18
19
20
21
22
23
24
2526
27
28
29
30
31
323334
35
36
37
38
39
40
4142
43
44
45
46
474849
50
51
52
53
54
5556
57
5859
60
Hl
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NOTES
AREAS FOR IMPROVEMENT
In this area is a listing of possible limitations without regard to a specific job. Review with Zach and cross outthose limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance and develop anaction plan to eliminate or reduce this hindrance.
Zach Rhodes
Zach has a tendency to:
Fail to tell others where he stands on an issue.
Be bound by procedures and methods--especially if he has beenrewarded for following these procedures.
Lean on supervisors if information and direction is not clear.
Yield his position to avoid controversy.
Be self-deprecating--does not project self-confidence.
Be defensive when threatened and use the errors and mistakes ofothers to defend his position.
Get bogged down in details and use details to protect his position.
Prefer not to verbalise feelings unless in a cooperative andnoncompetitive environment.
CONDUCTOR
PE
RS
UA
DE
R
PROM
OTE
R
RELATER
SU
PPORTER
CO
OR
DIN
AT
OR
ANALY
SER
IMPLEMENTOR
1
2
3
45
6
7
8
910
11
12
13
14
15
1617
18
19
20
21
22
23
24
2526
27
28
29
30
31
323334
35
36
37
38
39
40
4142
43
44
45
46
474849
50
51
52
53
54
5556
57
5859
60
Hl
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NOTES
BEHAVIOURAL HIERARCHY
The Behavioural Hierarchy graph will display a ranking of your natural behavioural style within a total of twelve(12) areas commonly encountered in the workplace. It will help you understand in which of these areas you willnaturally be most effective.
Zach Rhodes
1. 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
7.0
6.8*
2. FOLLOW UP AND FOLLOW THROUGH - A need to be thorough.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.5
6.6*
3. CONSISTENCY - The ability to do the job the same way.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.2
6.2*
4. CUSTOMER RELATIONS - A desire to convey your sincereinterest in them.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.2
6.9*
5. ORGANISED WORKPLACE - Systems and procedures followedfor success.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.5
5.1*
6. 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
5.5
6.4*
CONDUCTOR
PE
RS
UA
DE
R
PROM
OTE
R
RELATER
SU
PPORTER
CO
OR
DIN
AT
OR
ANALY
SER
IMPLEMENTOR
1
2
3
45
6
7
8
910
11
12
13
14
15
1617
18
19
20
21
22
23
24
2526
27
28
29
30
31
323334
35
36
37
38
39
40
4142
43
44
45
46
474849
50
51
52
53
54
5556
57
5859
60
Hl
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NOTES
BEHAVIOURAL HIERARCHY
Zach Rhodes
7. URGENCY - Decisiveness, quick response and fast action.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.0
4.6*
8. FREQUENT INTERACTION WITH OTHERS - Dealing withmultiple interruptions on a continual basis, always maintaining afriendly interface with others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.0
5.9*
9. ANALYSIS OF DATA - Information is maintained accurately forrepeated examination as required.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.0
5.2*
10. COMPETITIVENESS - Tenacity, boldness, assertiveness and a"will to win" in all situations.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.0
5.0*
11. 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
5.2*
12. FREQUENT CHANGE - Moving easily from task to task or beingasked to leave several tasks unfinished and easily move on to thenew task with little or no notice.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.0
5.3*
* 68% of the population falls within the shaded area.SIA: 43-53-55-63 (53) SIN: 45-52-55-57 (53)
CONDUCTOR
PE
RS
UA
DE
R
PROM
OTE
R
RELATER
SU
PPORTER
CO
OR
DIN
AT
OR
ANALY
SER
IMPLEMENTOR
1
2
3
45
6
7
8
910
11
12
13
14
15
1617
18
19
20
21
22
23
24
2526
27
28
29
30
31
323334
35
36
37
38
39
40
4142
43
44
45
46
474849
50
51
52
53
54
5556
57
5859
60
Hl
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NOTES
STYLE INSIGHTS® GRAPHS
Zach Rhodes
Zach Rhodes20/10/2012
MOST
Graph I
Adapted Style
100
90
80
70
60
50
40
30
20
10
0
D
43
I
53
S
55
C
63%
Norm 2012 R4
LEAST
Graph II
Natural Style
100
90
80
70
60
50
40
30
20
10
0
D
45
I
52
S
55
C
57%
Norm 2012 R4
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THE SUCCESS INSIGHTS® WHEEL
Zach Rhodes
The Success Insights® Wheel is a powerful tool popularised in Europe. In addition to the textyou have received about your behavioural style, the Wheel adds a visual representation thatallows you to:
View your natural behavioural style (circle).
View your adapted behavioural style (star).
Note the degree you are adapting your behaviour.
If you filled out the Work Environment Analysis, view the relationship of your behaviour toyour job.
Notice on the next page that your Natural style (circle) and your Adapted style (star) areplotted on the Wheel. If they are plotted in different boxes, then you are adapting yourbehaviour. The further the two plotting points are from each other, the more you are adaptingyour behaviour.
If you are part of a group or team who also took the behavioural 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 whereconflict can occur. You will also be able to identify where communication, understanding andappreciation can be increased.
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THE SUCCESS INSIGHTS® WHEEL
Zach Rhodes
Zach Rhodes20/10/2012
D
IS
CCONDUCTO
R
PE
RS
UA
DE
R
PROM
OTER
RELATER
SUPPORTER
CO
OR
DIN
AT
OR
ANALYSER
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
Hl
Natural: l (53) ANALYSING COORDINATOR (ACROSS)
Adapted: H (53) ANALYSING COORDINATOR (ACROSS)
Norm 2012 R4
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INTRODUCTIONMotivators Section
Zach Rhodes
Knowledge of an individual's motivators help to tell us WHY they do things. A review of anindividual's experiences, references, education and training help to tell us WHAT they can do.Behavioural assessments help to tell us HOW a person behaves and performs in the workenvironment. The Personal Motivators & Engagement report measures the relative prominence ofsix basic interests or motivators (a way of valuing life): Theoretical, Utilitarian, Aesthetic, Social,Individualistic and Traditional.
Motivators help to initiate one's behaviour and are sometimes called the hidden motivators becausethey are not always readily observed. It is the purpose of this report to help illuminate and amplifysome of those motivating factors and to build on the strengths that each person brings to the workenvironment.
Based on your choices, this report ranks your relative passion for each of the six motivators. Yourtop two and sometimes three motivators cause you to move into action. You will feel positive whentalking, listening or doing activities that satisfy your top motivators.
The feedback you will receive in this section will reflect one of three intensity levels for each of thesix motivators.
STRONG - positive feelings that you need to satisfy either on or off the job.
SITUATIONAL - where your feelings will range from positive to indifferent based on otherpriorities in your life at the time. These motivators tend to become more important as your topmotivators are satisfied.
INDIFFERENT - your feelings will be indifferent when related to your 5th or 6th motivator.
YOUR PERSONAL MOTIVATORS RANKING
1st SOCIAL Strong
2nd TRADITIONAL Strong
3rd INDIVIDUALISTIC Situational
4th UTILITARIAN Situational
5th THEORETICAL Indifferent
6th AESTHETIC Indifferent
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SOCIAL
Those who score very high for this motivator have an inherent love of people. The social person prizes otherpeople and is, therefore, kind, sympathetic and unselfish. They are likely to find the Theoretical, Utilitarian andAesthetic attitudes cold and inhuman. Compared to the Individualistic motivator, the Social person regardshelping others as the only suitable form for human relationships. Research indicates that in its purest form, theSocial interest is selfless.
Zach Rhodes
Eliminating hate and conflict in the world is one of Zach's passions.
Zach will have a keen interest in improving the whole of society.
In business, he wants everyone to receive the most value moneycan buy.
If he thinks it will harm the relationship, Zach will avoidconfrontation.
He wants to promote a doctrine of fairness with regard to rules thatregulate people.
Looking for the positive in a situation energises him to solveproblems that people are experiencing.
Zach has the ability to be empathetic toward those who arehurting.
He may sacrifice bottom-line profit when the decision may bedetrimental to the people involved.
Zach will blame the system more than the individual and will workdiligently to change the system.
He has the ability to instinctively notice and respond to people inneed.
Zach will have causes that cannot be won, satisfying his innerneed for peace. Even if the cause cannot be won, he will still becompelled to try.
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NOTES
TRADITIONAL
The highest interest for this motivator may be called "unity," "order," or "tradition." Individuals with high scoresfor this motivator seek a system for living. This system can be found in such things as conservatism or anyauthority that has defined rules, regulations and principles for living.
Zach Rhodes
He is true to his personal vision.
Zach lets his conscience be his guide.
Following proven procedures is more important than quick fixes.
Zach likes unity and order in his life.
He believes strongly in his opinions.
He will evaluate others based on his rules for living.
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NOTES
INDIVIDUALISTIC
The primary interest for this motivator is POWER, not necessarily politics. Research studies indicate thatleaders in most fields have a high power drive. Since competition and struggle play a large part in all areas oflife, many philosophers have seen power as the most universal and most fundamental of motives. There are,however, certain personalities in whom the desire for direct expression of this motive is uppermost; who wish,above all, for personal power, influence and renown.
Zach Rhodes
At times Zach can be very competitive.
He will evaluate each situation individually and determine howmuch or how little control he will want to exercise.
The amount of control he attempts will increase if he has strongfeelings about the issues involved with the situation. If, however,he has little interest in the issues involved, he will not see the needfor exercising control.
Zach can be assertive in meeting his needs.
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NOTES
UTILITARIAN
The Utilitarian score shows a characteristic interest in money and what is useful. This means that an individualwants to have the security that money brings not only for themselves, but for their present and future family.This motivator includes the practical affairs of the business world - the production, marketing and consumption ofgoods, the use of credit, and the accumulation of tangible wealth. This type of individual is thoroughly practicaland conforms well to the stereotype of the average business person. A person with a high score is likely to havea high need to surpass others in wealth.
Zach Rhodes
Zach can give freely of time and resources to certain causes andfeel this investment will result in a future return on his investment.
Zach will not alter his lifestyle in order to acquire something unlessthere is an immediate need (or the situation is critical).
He will evaluate some decisions but not necessarily all based ontheir utility and economic return.
He will use wealth as a yardstick to measure his work effort withcertain activities.
Zach will become money motivated when he wants to satisfy oneof the other motivators mentioned in this report.
Money itself is not as important as what it will buy.
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THEORETICAL
The primary drive with this motivator is the discovery of TRUTH. In pursuit of this drive, an individual takes a"cognitive" attitude. Such an individual is nonjudgmental regarding the beauty or utility of objects and seeks onlyto observe and to reason. Since the interests of the theoretical person are empirical, critical and rational, theperson appears to be an intellectual. The chief aim in life is to order and systematise knowledge: knowledge forthe sake of knowledge.
Zach Rhodes
Zach can be turned off by people who talk about things in detail ifhe has no interest in the subject.
When required, Zach will seek knowledge to better understand aparticular situation.
Zach will use an instinctual approach to problem solving.
For Zach, personal experiences are a key factor in decisionmaking.
He will attempt to take the practical approach and not over-analysethe process.
Zach will only read books that relate to his chosen field or specialinterests.
He may have a hobby or special interest that drives the need toknow everything about a particular subject, such as computers,baseball scores, etc.
Zach will have a tendency to read only the articles in newspapersor magazines that appeal to his special interests.
Zach will not seek knowledge based on curiosity or just for thesake of knowledge.
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AESTHETIC
A higher Aesthetic score indicates a relative interest in "form and harmony." Each experience is judged from thestandpoint of grace, symmetry or fitness. Life may be regarded as a procession of events, and each is enjoyedfor its own sake. A high score here does not necessarily mean that the incumbent has talents in creativeartistry. It indicates a primary interest in the artistic episodes of life.
Zach Rhodes
Unpleasant surroundings will not stifle his creativity.
Zach is not necessarily worried about form and beauty in hisenvironment.
He is a very practical person who is not sensitive to being inharmony with his surroundings.
Intellectually, Zach can see the need for beauty, but has difficultybuying the finer things in life.
He wants to take a practical approach to events.
The utility of "something" is more important than its beauty, formand harmony.
Zach's passion in life will be found in one or two of the othermotivators discussed in this report.
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NOTES
MOTIVATORS - NORMS & COMPARISONS
Zach Rhodes
For years you have heard statements like, "Different strokes for different folks," "to each his own,"and "people do things for their own reasons, not yours." When you are surrounded by people whoshare similar motivators, you will fit in with the group and be energised. However, when surroundedby people whose motivators are significantly different from yours, you may be perceived as out ofthe mainstream. These differences can induce stress or conflict. When confronted with this type ofsituation you can:
Change the situation.Change your perception of the situation.Leave the situation.Cope with the situation.
This section reveals areas where your motivators may be outside the mainstream and could lead toconflict. The further away you are from the mainstream on the high side, the more people will noticeyour passion about that motivator. The further away from the mainstream on the low side, the morepeople will view you as indifferent and possibly negative about that motivator. The shaded area foreach motivator represents 68 percent of the population or scores that fall within one standarddeviation above or below the national mean.
NORMS & COMPARISONS TABLE - Norm 2012
THEORETICAL
UTILITARIAN
AESTHETIC
SOCIAL
INDIVIDUALISTIC
TRADITIONAL
Indifferent*
Indifferent*
Mainstream*
Extreme*
Mainstream*
Passionate*
- 68 percent of the population - national mean * - your score
Mainstream - one standard deviation of the national meanPassionate - two standard deviations above the national meanIndifferent - two standard deviations below the national meanExtreme - three standard deviations from the national mean
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MOTIVATORS - NORMS & COMPARISONS
Zach Rhodes
Areas in which you have strong feelings or passions compared to others:
You have a very strong desire to help eliminate pain and conflict in the world, even to the point ofpersonally taking on the pain of others. You will tend to give freely of your time, talent andresources expecting little or nothing in return. Others may believe you are a "doormat," alwaysgiving everything away to whoever walks in the front door, unwilling to look out for yourself or yourfamily. They may believe you are weak and easily taken advantage of...a bleeding heart.
You have chosen a system for living that you believe in. All of the decisions in your life are madeaccording to the principles of your system. Your principles mean more to you than money orsuccess. Others may feel you impose your standards on the rest of the world and may see youas being judgmental. They may think you exhibit a "holier than thou" mindset. They may believeyou are closed-minded.
Areas where others' strong feelings may frustrate you as you do not share their same passion:
The amount of time and resources others spend in learning new things may frustrate you.
Understanding people who view the world based on return on investment will frustrate you. Otherthings are more important to you.
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MOTIVATORS HIERARCHY
Your motivation to succeed in anything you do is determined by your underlying values. You will feel energisedand successful at work when your job supports your personal values. They are listed below from the highest tothe lowest.
Zach Rhodes
1. SOCIAL - Rewards those who value opportunities to be of serviceto others and contribute to the progress and well being of society.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.5
5.7*
2. TRADITIONAL/REGULATORY - Rewards those who valuetraditions inherent in social structure, rules, regulations and principles.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.2
4.5*
3. INDIVIDUALISTIC/POLITICAL - Rewards those who valuepersonal recognition, freedom, and control over their own destiny andothers.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
4.3
4.7*
4. UTILITARIAN/ECONOMIC - Rewards those who value practicalaccomplishments, results and rewards for their investments of time,resources and energy.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
4.0
6.0*
5. THEORETICAL - Rewards those who value knowledge forknowledge's sake, continuing education and intellectual growth.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
3.5
5.7*
6. AESTHETIC - Rewards those who value balance in their lives,creative self-expression, beauty and nature.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
2.5
3.3*
* 68% of the population falls within the shaded area.PIAV: 33-36-27-69-38-49 (THE.-UTI.-AES.-SOC.-IND.-TRA.)
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NOTES
MOTIVATION INSIGHTS® GRAPH
Zach Rhodes
Zach Rhodes20/10/2012
15 15
20 20
25 25
30 30
35 35
40 40
45 45
50 50
55 55
60 60
65 65
70 70
33 36 27 69 38 49Score
national meanNorm 2012
THE. UTI. AES. SOC. IND. TRA.
Rank 5th 4th 6th 1st 3rd 2nd
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MOTIVATORS WHEEL™
Zach Rhodes
Zach Rhodes20/10/2012
THEORETICAL
5th
33
UT
ILITA
RIA
N
4th3 6
INDIVIDUALISTIC
3rd
38
AESTHETIC
6th27
SO
CIA
L
1st
69
TRADITIONAL
2nd49
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INTRODUCTIONIntegrating Behaviours and Motivators Section
Zach Rhodes
The ultimate power behind increasing job satisfaction and performance comes fromthe blending of your behaviours and motivators. Each individually is powerful in orderto modify your actions, but the synergy of blending the two moves you to a whole newlevel.
In this section you will find:
Potential Behavioural and Motivational Strengths
Potential Behavioural and Motivational Conflict
Ideal Environment
Keys to Motivating
Keys to Managing
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POTENTIAL BEHAVIOURAL AND MOTIVATIONAL STRENGTHS
This section describes the potential areas of strengths between Zach's behavioural style and top two motivators.Identify two to three potential strengths that need to be maximised and rewarded in order to enhance on-the-jobsatisfaction.
Zach Rhodes
Helps others achieve great results through a detailed process.
Could be a judge with a heart.
Asks detailed questions that protect the tradition of theorganisation.
Will do things the same way time and time again, while maintaininghigh standards.
Will be persistent about moving toward the greater cause.
Accommodating and pleasing others is one of his natural talents.
Maintains long-term relationships with a strong sense of loyalty.
Loyal to his cause.
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NOTES
POTENTIAL BEHAVIOURAL AND MOTIVATIONAL CONFLICT
This section describes the potential areas of conflict between Zach's behavioural style and top two motivators.Identify two to three potential conflicts that need to be minimised in order to enhance on-the-job performance.
Zach Rhodes
Wants to help others but also has a desire to police thehappenings of the organisation.
Wants to help others but sometimes gets upset when others do notfollow rules.
May struggle communicating big picture issues by over-focusing ondetails and the set system.
May have trouble solving unorthodox issues that requireunconventional solutions.
Struggles with putting his foot down, as he does not want to hurtothers.
Difficulty correcting others as he wants to help but not offend.
May struggle with simultaneous concern for accommodating needsand making sure processes are followed.
Diverse situations can be highly stressful when trying to stay in linewith his system of living.
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NOTES
IDEAL ENVIRONMENT
This section identifies the ideal work environment based on Zach's basic style and top two motivators. Peoplewith limited flexibility will find themselves uncomfortable working in any job not described in this section. Peoplewith flexibility use intelligence to modify their behaviour and can be comfortable in many environments. Use thissection to identify specific duties and responsibilities that Zach enjoys and also those that create frustration.
Zach Rhodes
Needs an opportunity to deal with people with whom along-standing relationship has been established.
Little conflict between people.
An environment that allows time to change.
Able to showcase his unique ability to bring people up to speedthrough caring for others and detail orientation.
Work on a team that has common interests and desires.
Ability to help others within the organisational framework.
A manager that provides specific detailed direction that isconsistent with the organisation's system, mission and vision.
Rewards for consistantly following established systems andprocesses.
An environment where adhering to ethical standards is asimportant as achieving results.
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NOTES
KEYS TO MOTIVATING
This section of the report was produced by analysing Zach's wants. People are motivated by the things theywant; thus wants that are satisfied no longer motivate. Review each statement produced in this section withZach and highlight those that are present "wants."
Zach Rhodes
Zach wants:
Constant appreciation, and a feeling of security on the team.
Recognition for loyalty and long service.
Reassurance he is doing the job right.
The facts and data to be sure all assistance is accurate andcompliant with external standards in order to protect theorganisation.
To be the "doer" of helping the cause and the organisation, not thespokesperson.
Processes and procedures for maintaining compliance while givingback to society.
To be seen as the subject matter expert on company policies,systems and philosophies.
Respect for privacy of his beliefs.
Appreciation for his high standards and ability to maintain them.
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NOTES
KEYS TO MANAGING
In this section are some needs which must be met in order for Zach to perform at an optimum level. Someneeds can be met by himself, while management must provide for others. It is difficult for a person to enter amotivational environment when that person's basic management needs have not been fulfilled. Review the listwith Zach and identify 3 or 4 statements that are most important to him. This allows Zach to participate informing his own personal management plan.
Zach Rhodes
Zach needs:
Shortcut methods that do not affect quality of the work.
The facts in a logical sequence.
Tangible work.
To understand how getting bogged down in the details cannegatively affect others.
Assistance in helping others with changes, in order to help himadopt changes faster.
To utilise his drive to help others in negotiations on-the-job.
To be utilised as a champion for new ideas through allowing thereview of facts and data and how everything fits together.
A manager that recognises when and can extract information whensomething has gone against his system and beliefs.
To support beliefs and systems with facts and data.
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NOTES
ACTION PLAN
Zach Rhodes
The following are examples of areas in which Zach may want to improve. Circle 1 to 3areas and develop action plan(s) to bring about the desired results. Look over thereport for possible areas that need improvement.
Communicating (Listening)DelegatingDecision MakingDiscipliningEvaluating PerformanceEducation
Time ManagementCareer GoalsPersonal GoalsMotivating OthersDeveloping PeopleFamily
Area: ___________________________________
1.
2.
3.
Area: ___________________________________
1.
2.
3.
Area: ___________________________________
1.
2.
3.
Date to Begin: ____________ Date to Review: ____________
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