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Management-Staff

Matthew DonovanInternWegmans2-4-2015

Wegmans Food MarketsLisa Wilson(585) 429-3901 or 8500-3901

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

1Matthew Donovan



General CharacteristicsBased on Matthew's responses, the report has selected general statements to providea broad 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 Matthew's natural behavior.

Matthew prefers that things be orderly and he will approach work in asystematic manner. Rules and procedures provide security for his jobperformance. Matthew can devote all his energy to the job, and that offerssecurity to his work situation. His motto for work may well be the coinedphrase, "quality is job number one." Getting the project or job done right isimportant to him. If forced to choose between producing quality work orquantities of work, quality will be the winner. He wants to know the companyrules so he can follow them, and he may become upset when others continuallybreak the rules. Matthew can overanalyze a problem which tends to slow downthe decision-making process. He wants to be seen as a responsible personand will avoid behavior that could be seen by others as irresponsible. He canbe a real "stickler" for quality systems and orderly procedures. Because of highexpectations of his own job performance, Matthew may sometimes feel thatother workers cannot perform up to his standards. Matthew is alert andsensitive to his errors and mistakes. He constantly seeks to avoid errors in hiswork. When Matthew sees something that is wrong he wants to fix it. He isoriented toward achieving practical results.

Matthew can be seen as a thinker whose intuitive talents can bring divergentideas to the forefront. He likes to collect data for decision making and maycollect so much it makes the decision harder. He takes pride in his competenceor his ability to understand all the facts of a situation. He is good atconcentrating on data while looking for the best method of solving the problem.He tends to make his decisions after deliberation and gives weight to all thepros and cons. Matthew is good at analyzing situations that can be felt,touched, seen, heard, personally observed or experienced. His motto is, "factsare facts." He usually judges others by the quality of their work. He may find itdifficult to recognize others' strengths, if their work does not meet his highstandards. He gets frustrated when well-established rules are not observed byothers. He prefers to have everyone adhere to the same rules and regulations.He tends to base decisions on the quality of work--not on efficiency.

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2Matthew Donovan



General Characteristics Continued

Matthew is patient and persistent in his approach to achieving goals. Heresponds to challenges in a cooperative manner and wants the "team" to winwithout the need of a perceived "shining star." Because Matthew wants to becertain he is performing his work assignments correctly, he enjoys working for amanager who explains what is expected of him. He does not seekconfrontation, but if he is confronted, he will present his case with enoughsupportive data that he will probably win. He is intuitive and is able to ask goodquestions in order to get the critical, complete information he seeks. Matthew isusually soft-spoken, but his demeanor may be deceptive to those who work withhim. He may possess strong and unwavering convictions that are not alwaysapparent to others. He does not like to work for a manager who uses aconfrontational management style. He tends to withdraw and not expresshimself, and may become unproductive if he feels threatened. He likes to askquestions to clarify the communications. He gathers data in order to be certainhe is correct in his work, communications or decision making. He can beoutgoing at times. Basically introverted, he will engage in social conversationwhen the occasion warrants.

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3Matthew Donovan



Value to the OrganizationThis section of the report identifies the specific talents and behavior Matthew brings tothe job. By looking at these statements, one can identify his role in the organization.The organization can then develop a system to capitalize on his particular value andmake him an integral part of the team.

Comprehensive in problem solving.

Adaptable.

Accurate and intuitive.

Turns confrontation into positives.

Cooperative member of the team.

Always concerned about quality work.

Flexible.

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4Matthew Donovan



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 Matthew. Read each statement andidentify the 3 or 4 statements which are most important to him. We recommendhighlighting the most important "DO's" and provide a listing to those who communicatewith Matthew most frequently.

Ways to Communicate

Make an organized contribution to his efforts, present specifics and do whatyou say you can do.

Follow through, if you agree.

Take time to be sure that he is in agreement and understands what yousaid.

Prepare your "case" in advance.

Make an organized presentation of your position, if you disagree.

Give him time to ask questions.

Give him time to verify reliability of your actions; be accurate, realistic.

Support his principles; use a thoughtful approach; build your credibility bylisting pros and cons to any suggestion you make.

Give him time to be thorough, when appropriate.

Support your communications with correct facts and data.

Provide solid, tangible, practical evidence.

Give him time to verify reliability of your comments--be accurate andrealistic. Adapted Style

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5Matthew Donovan



Checklist for Communicating Continued

This section of the report is a list of things NOT to do while communicating withMatthew. Review each statement with Matthew and identify those methods ofcommunication that result in frustration or reduced performance. By sharing thisinformation, both parties can negotiate a communication system that is mutuallyagreeable.

Ways NOT to Communicate

Dillydally, or waste time.

Talk in a loud voice or use confrontation.

Leave things to chance or luck.

Rush the decision-making process.

Make promises you cannot deliver.

Be vague about what's expected of either of you; don't fail to follow through.

Be disorganized or messy.

Make conflicting statements.

Make statements about the quality of his work unless you can prove it.

Threaten, cajole, wheedle, coax or whimper.

Talk to him when you're extremely angry.

Use testimonies of unreliable sources; don't be haphazard.

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6Matthew Donovan



Communication TipsThis section provides suggestions on methods which will improve Matthew'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, Matthew 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.

7Matthew Donovan



Ideal EnvironmentThis section identifies the ideal work environment based on Matthew'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 Matthew enjoys and also those that createfrustration.

Familiar work environment with a predictable pattern.

An environment where he can use his intuitive thinking skills.

Work place where people seldom get mad.

Jobs for which standards and methods are established.

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8Matthew Donovan



PerceptionsSee Yourself as Others See You

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

Self-PerceptionMatthew usually sees himself as being:

Precise Thorough

Moderate Diplomatic

Knowledgeable Analytical

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

Pessimistic Picky

Worrisome Fussy

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

Perfectionistic Hard-to-Please

Strict Defensive

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9Matthew Donovan



DescriptorsBased on Matthew'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

10Matthew Donovan



Natural and Adapted StyleMatthew's natural style of dealing with problems, people, pace of events andprocedures may not always fit what the environment needs. This section will providevaluable information related to stress and the pressure to adapt to the environment.

Problems - Challenges

Natural Adapted

Matthew is somewhat conservativein his approach to solving problems.He will accept challenges by beingquite calculating in his response tothe problem or challenge. Matthewwill be quite cooperative by natureand attempt to avoid confrontation ashe wants to be seen as a personwho is "easy" to work with.

Matthew seeks a cautious approachto solving problems. He wants tosolve problems within the frameworkof a team environment. Seldom willhe force his opinion as he prefers acompromise as opposed to awin-lose situation.

People - Contacts

Natural Adapted

Matthew is sociable and optimistic.He is able to use an emotionalappeal to convince others of acertain direction. He likes to be on ateam and may be the spokesman forthe team. He will trust others andlikes a positive environment in whichto relate.

Matthew sees a need to be factualand logical while attempting toinfluence others. He feels a directand straightforward approach is reallywhat others want before they can beinfluenced.

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11Matthew Donovan



Natural and Adapted Style Continued

Pace - Consistency

Natural Adapted

Matthew likes mobility and theabsence of routine does nottraumatize him. He feelscomfortable juggling differentprojects and is able to move fromone project to another fairly easily.

Matthew sees a need to be deliberateand steady. He will change if thenew direction is meaningful andconsistent with the past, attemptingto resist change for change's sake.

Procedures - Constraints

Natural Adapted

Matthew naturally is cautious andconcerned for quality. He likes to beon a team that takes responsibilityfor the final product. He enjoysknowing the rules and can becomeupset when others fail to comply withthe rules.

Matthew shows little discomfort whencomparing his basic (natural) style tohis response to the environment(adapted) style. The difference is notsignificant and Matthew sees little orno need to change his response tothe environment.

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12Matthew Donovan



Adapted StyleMatthew sees his present work environment requiring him to exhibit the behavior listedon this page. If the following statements DO NOT sound job related, explore thereasons why he is adapting this behavior.

Calculation of risks before taking action.

Being a good "team player."

Being conservative, not competitive, in nature.

Precedence of quality over efficiency.

Being cordial and helpful when dealing with new clients or customers.

Solving problems thoughtfully, in an analytical style.

Maintaining a clean and organized work station.

Undemanding of others' time and attention.

Using restraint when confrontation occurs.

Presenting a practical, proven approach to decision making.

Being cooperative and supportive.

Critical appraisal of data.

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13Matthew Donovan



Keys to MotivatingThis section of the report was produced by analyzing Matthew'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 Matthew and highlight those thatare present "wants."

Matthew wants:

Peace and harmony.

A manager who follows the company policies.

Time to perform up to his high standards.

Complete directions for work to be completed.

A predictable environment.

Safety procedures.

Instructions so he can do the job right the first time.

Operating procedures in writing.

A plan he understands.

High quality work standards.

Advancement when he is ready.

Better planning and fewer changes in the organization.

Precision work to perform.

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14Matthew Donovan



Keys to ManagingIn this section are some needs which must be met in order for Matthew to perform atan optimum level. Some needs can be met by himself, while management mustprovide for others. It is difficult for a person to enter a motivational environment whenthat person's basic management needs have not been fulfilled. Review the list withMatthew and identify 3 or 4 statements that are most important to him. This allowsMatthew to participate in forming his own personal management plan.

Matthew needs:

Tangible work.

A participative climate (teams or committees).

Complete instructions on his assignments.

Equipment that will allow him to perform up to his high standards.

Recognition for what he accomplished.

Rewards in terms of fine things--not just shallow words.

A work environment without much conflict.

Performance appraisals on a regular basis.

Assistance in new or difficult assignments.

A way to say "no" when he feels "no."

A manager who prefers quality over quantity.

Methods to translate ideas into action.

To be encouraged to be more independent.

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15Matthew Donovan



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

Matthew has a tendency to:

Want full explanation before changes are made to ensure hisunderstanding.

Fail to tell others where he stands on an issue.

Have difficulty making decisions because he's mostly concerned aboutthe "right" decision. If precedent does not give direction, his tendency isto wait for directions.

Get bogged down in details and use details to protect his position.

Prefer not to verbalize feelings unless in a cooperative andnoncompetitive environment.

Be bound by procedures and methods--especially if he has beenrewarded for following these procedures.

Be self-deprecating--doesn't project self-confidence.

Be defensive when threatened and use the errors and mistakes of othersto defend his position.

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16Matthew Donovan



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 ____________:

17Matthew Donovan


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 ____________:

18Matthew Donovan


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

7.5

5.2*

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

7.5

5.5*

3. 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

7.5

6.9*

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

7.0

6.5*

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

7.0

6.3*

6. People Oriented - Spending a high percentage of time successfullyworking with a wide range of people from diverse backgrounds toachieve "win-win" outcomes.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.5

6.8*

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

5.2

6.6*

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

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19Matthew Donovan



Behavioral Hierarchy

8. 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

5.0

6.2*

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

5.3*

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

4.5

4.3*

11. 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

4.2

5.2*

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

4.0

4.7*

* 68% of the population falls within the shaded area.SIA: 24-38-62-88 (22) SIN: 35-56-45-81 (60)

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20Matthew Donovan



Style Insights®

Graphs2-4-2015

Adapted Style

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Natural Style

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21Matthew Donovan



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.

22Matthew Donovan



The Success Insights®

Wheel2-4-2015

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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: (60) PROMOTING ANALYZER (ACROSS)

Adapted: (22) COORDINATING ANALYZER

Norm 2015 R4

T: 8:44

23Matthew Donovan



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