holly (purcell) birkey personalysis report

SummaryPersonalysis ®

Holly M. Purcell MBADoctors Medical Center

Rational Preferred style

Holly likes organizational roles that permit a wide scope of activities. Enjoys both team and independent functions. In approach, is imaginative in thinking, outgoing and altruistic. When leading, values participation, teaches and consults with others, and gives a long leash. Stimulates thought, solves problems and maintains ability to juggle impending forces to get things done. Frustrated with over-zealous regulators and repetitious detail.

Socialized Communication expectations

Holly expects leaders and others to provide latitude and discuss alternatives. They should let others take part and listen to their ideas. Expects to be involved and express opinions. If approached right, will be accommodating and insightful. To overcome problems, uses reason, searches for better alternatives and tries to see the bright side. Does not respond well to those who are over-controlling and restrictive.

Instinctive Motivational needs

Holly needs to use mental energy—innovation, learning and know-how. Motivated to anticipate potential problems and prepare for action. In making decisions, guards against being surprised, builds a strategy and commits self to a doable outcome. Under pressure, slows response time and looks at choices. Self-confidence is increased by dialog to develop a reasonable position. Frustrated by lack of time to recharge and pursue personal interests.

Profiled: 06/16/2010© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. All rights reserved.

Personalysis and We Know People are registered trademarks and Colorgraph is a registered trademark of Personalysis Corporation.

PersonalysisHolly M. Purcell MBA

Doctors Medical Center

© 1975, 1983, 1996, 1999, 2000, 2001 Personalysis Corporation. All rights reserved.

Personalysis and We Know People are registered trademarks and Colorgraph is a trademark of Personalysis Corporation.

about your personalysis report

Your Personalysis Report is based upon answers you provided in the Personalysis Questionnaire, and it is not influenced by age, race, sex, education, or religion. It is a scientific management tool that explains why and how you feel, think, and act under varying levels of pressure.

Personalysis is an assessment of your unique personality. It is composed of a complex mix ofbehaviors that you use to create success and to be effective. There is no single perfect, ideal, average, or standard profile. Your personality is very special -- neither better nor worse than any other. It is simply different.

To get more from your Personalysis report, view the interactive guide at www.personalysis.com/guide. Your user code for the guide is: qyrd zfzq wyxy

The animated graphics, interactive exercises, and video segments reinforce key elements of your report.

what you will find in your reportpreview (on the facing page):a one-page summary that captures the essential themes of your personality.

colors, numbers, clusters and dimensions (pages 2-3):

basic information necessary to understand your behavior under various levels of stress, the color-coded behavioral shorthand of your personality, how colors are measured, and how two colors together form a cluster with special meaning.

instinctive dimension (pages 4-5):

identifies the powerful motivating forces that affect your self-esteem and sense of well-being. Your basic needs must be met for you to feel effective and secure. When you are upset or concerned, look to this dimension to define the underlying cause, and then identify a solution.

socialized dimension (pages 6-7):describes how you learned to interact with others. It defines the expectations you have of yourself as well as of others. This is the dimension you use to gather information and to extend cooperation.

rational dimension (pages 8-9):reveals the way you most enjoy interacting with your world. You use this information to identify both appealing and frustrating job activities.

negative behaviors (pages 10-11):provides insight into your defensive and self-defeating behaviors.

peak performance (pages 12-13):offers strategies to enhance your personal and professional success.

Personalysis Corporation 1© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

colors, numbers, and clusters

The colorsThe use of colors provides a quick means to understand your behavior in a nonthreatening way. There are no good or bad colors, and every individual is a combination of colors. When you use the color-coded shorthand, you can improve communication and productivity.

ActIndependentBe in chargeDirect approachTask-driven

AdaptInterdependentBe InvolvedResponsive approachRelationship-driven

AnalyzeAutonomyBe in controlReserved approachMethods-driven

AssessFreedomBe informedQuestioning approachInformation-driven

The clusters

Each person is best described as having some combination of colors. When any two colors have a score totalling 6.5 or greater, you obtain a cluster with special meaning, as shown below:

red + yellow blue + green

short-termouter-directed

long-terminner-directed

red + green yellow + blue

convergenttangible

divergentintangible

red + blue yellow + green

individualdevelopmental

grouporganizational

The numbersEach color is measured along the diagonals in half-point increments. The high numbers represent strengths, while low numbers indicate potential blind sides:

0.0 - 2.5 Low intensity 3.0 - 3.5 Moderate intensity 4.0 - 6.0 High intensity

In each dimension, the total will always be 12 points.


dimensions

Personalysis offers a more complete picture of your personality. Where other profiling instruments provide data on one or two levels of personality, Personalysis captures three productive and two negative dimensions. The result is a more accurate assessment. The Personalysis difference is the ability to go further, provide greater detail, and give a more thorough interpretation.

RationalThe dimensions of your personality have a relationship that is best understood as a hierarchy of needs. To illustrate this relationship, your profile is shown on this page within a pyramid. At the top of the hierarchy is the Rational dimension. Always positive in expression, this preferred style provides the greatest satisfactions in life. To achieve this dimension, lower-level needs must be satisfied first.

SocializedThe Socialized dimension is adaptive behavior that has been learned. The positive dimension reveals how you learned you ought to deal with situations and interact with others. The negative side, on the other hand, shows how you learned you ought to resist and defend yourself when you are frustrated.

RationalTo understand the interaction of the different parts of your personality,it is useful to consider your profile within a pyramid. The pyramidhelps demonstrate the hierarchy of needs within your personality.

Socialized

Instinctive

Holly M. Purcell MBA

InstinctiveThe Instinctive dimension at the base of the pyramid is the foundation on which all else depends. These personality resources govern the way you instinctively evaluate and deal with life's circumstances. They ensure your safety and effectiveness. Generally nonverbal and internalized, these survival instincts generate strong emotions and drive positive motivation. The negative expression of this dimension reveals self-protective fear and anger triggered when needs are threatened or denied.

It is important to recognize that the comfort and stability of your base, your Instinctive dimension, must be assured before you can move to higher levels of self-expression.


basic information about the instinctive dimension

Your Instinctive dimension—your basic nature—is the foundation of personality. It is the core of your survival needs, concerns, and motivating forces. Largely subconscious and intense, these feelings usually are not verbalized, yet they influence all activity in your life. These explain why you do what you do. Personalysis makes this subconscious self visible as represented by the high color scores.

Your Instinctive dimension forms the roots of motivation, confidence, commitment, and self-worth. At home, most people move to this level to recharge their energy and are likely to exhibit these color traits more openly. At work, however, these are underlying drives that must be satisfied, even though they usually are more implicit than explicit.

Authoritative Flexible

Motivated to achieve short term goals. Needs toact and use a sense of urgency. Values indepen-dence and a chance to be in charge. Uses personalauthority to make decisions.Relies on tangible resultsto measure success andself-worth.

Motivated to achieve consensus within the group.Needs to have influence and stay adaptive.Values flexibility and uses opinions of group to arrive at decisions. Relies on positive group feedback to measure success and self-worth.

Motivated to achieve controland predictability. Needs tohave territory clearly definedand boundaries protected.Values autonomy. Uses past experience and justi-fiable facts to analyze risk and make decisions.Relies on consistency and order to measure successand self-worth.

Motivated to achieve understanding. Needs time to access and identify alternatives. Values freedom. Uses multiplesources of information to make decisions. Relieson understanding and close, consultative relation-ships to measure success and self-worth.

Controlling Understanding

The statements above apply to you strongly in the colors where your scores are 4.0–6.0 and moderately where your scores are 3.0–3.5. The statements do not apply to you where your scores are 0.0–2.5.


instinctive


MotivationHolly is strongly motivated to gather information. Studies the downside as well as the upside of issues. Feels the need to dialog and forecast what the future holds. Prepares for what may come. Wishes to demonstrate the strength and correctness of commitment. Protects freedom to anticipate consequences in order to match a preconceived idea.

To strive for clarity and conduct activities on the basis of a sound plan come naturally. Empowered by the chance to draw on experience, solve problems, and control what happens. Would like to do things right. Balances the need for understanding with needs for action and accountability. Needs time for reflection and self-renewal after devoting self to the demands of the workplace.

LearningIn learning, Holly applies thought process that primarily features an if-then approach. The intent is to foresee the outcome of various choices. When trying something new, uses visualization, trial and error, and repetition. Experiments to find which methods or means work while eliminating faulty ones. Dialogs with others to build competence in abilities and techniques.

Feels more effective if allowed penalty-free practice before applying know-how in real-life situations. Combines ideas and integrates what has been learned as part of the whole. Benefits from feedback and positive reinforcement. Satisfaction is increased with unsolicited appreciation for ability to master and apply the knowledge and skill.

Decision-makingIn making decisions, Holly needs to probe to know more. Investigates perceptions and facts. Is reluctant to act in haste. Needs to analyze potential scenarios and talk with others to see what they think. Listens for “what,” “why,” and “how.” Explores any trouble spots, looks for answers, and lays the groundwork. Tries to reduce risk and make obligations that can be kept.

Implements decisions after searching for the rationale. Follows a well-conceived strategy to achieve a planned effect. Would like to improve the bottom line. Does not want to be told what to do. Becomes anxious if pressured to go against own feelings or to take an unexamined course of action.

ChangeWhen dealing with change, would rather stick with what is certain than gamble on chance. Feels threatened with shifting conditions unless able to get ready for impending events and position self accordingly. To maintain stability and to be able to handle the worst-case scenarios are uppermost in thought. Wants to devise a way to deal with whatever takes place and have a backup plan.

Under pressure, Holly fears losing control and independence. Assesses for potential difficulties and how to cope with them. Reaches deep for rich inner resources and may find it hard to stop thinking. Plans alternative pathways to handle different possibilities. Could be strengthened by team building with someone who is more flexible under stress and is able to take a big-picture approach.


basic information about the socialized dimension

Your Socialized dimension—your second nature—comprises the way you learned to interact with others, especially authority figures and those you perceive to have power over you. It also represents how you expect to be treated in order to gain your cooperation.

Each of us gathers information in a different manner. If others get on “your channel,” it sounds good. But if they communicate to your low color, their approach could create resistance. Not only what is said, but how the message sounds creates reluctance or willingness to respond.

Your Socialized dimension is also a backup style of behavior, denoting what you ought to be, think, and do. It often provides personality resources either not available or less strongly present in the other two dimensions. In problem-solving, it draws from reason, emotion, and experience.

Direct Involved

Feels leaders ought to provide strong guidance. Works well under direct leadership wheregoals are clearly stated. Follows the lead of thosewith experience. Expects focus.Values hands-on experience.Does not respond well topassive, indirect leadership.

Feels leaders ought to provide democraticguidance. Works well under flexible leadershipwhere broad goals are defined. Follows focus of the group. Expects involvement. Values the right to parti- cipate. Does not respond well to rigid, bureaucratic control.

Feels leaders ought toprovide consistency anduniformity. Works well understructured leadership wheresystems are clearly stated. Follows policy and pro-cedure. Expects rules and regulations. Values com-pliance. Does not respond well to leadership that is vague about procedures and expectations.

Feels leaders ought to allow individuals to be self- directed. Works well under indirect leadership whereideas and input are solicited. Follows personalreason. Expects reasons why. Values the right toquestion. Does not respond well to direct, authori-tative demands.

Systematic Questioning



socialized


Self-expectationsHolly expects to extend a helping hand and cooperate with those in authority. Without experience, thinks you should assist those in charge in a willing way while promoting their agenda. Believes you ought to look with favor to the requests and appeals of those who need help.

With experience, takes initiative and uses organizational talent to affect what happens. To employ thought, speech, and action to achieve a joint goal is a strong expectation. When given a chance to be included, has the power to be enterprising, make an impression, and expand the activity or service. Will be generous with time, energy, and resources.

Expectations of othersHolly expects that leaders and others ought to be accommodating. They should encourage input and maintain positive relationships. Follows the lead of those who value participation and show it by utilizing a group process. Expects those in charge to delegate, demonstrate commitment to training, and work for a coordinated action.

Those who trust their fellow associates and use a wide span of control will be respected. An effective response is made possible, therefore, by leaders who ask associates for help, advocate a team effort, and inspire by example. Does not react well to those who do not take a democratic approach and fail to involve others.

Cooperative responseWhen others have an attitude of inclusion, Holly will extend self to share the task. Has learned you should be an enabler and avoid guilt by quickly responding to the needs of others. Feels you ought to be helpful and try to solve any problems. It is second nature to offer assistance and cultivate friendship as a part of the business of life.

To overcome problems, Holly thinks creatively, considers the options, and makes changes. Pursues constructive alternatives and tries to achieve a workable consensus. May resist those who do not seek buy-in; but, if approached right, will take a lively interest and push for a team-based performance.

Communication: right and wrong approachesWe learn how to gather information and interact with others early in life. Holly can readily relate to those who are open, sociable, and supportive. But may misread those who are reserved, careful, and detail-oriented. May distort their behavior as unfriendly, legalistic, and nitpicking.

Their tendency to be logical and particular may be mistaken as being hairsplitting. Is not at ease with people who are systematic and procedure-oriented, and may misperceive them as inflexible. To relate to Holly, remember to spend time developing the relationship, be interactive, and demonstrate responsiveness.


basic information about the rational dimension

Your Rational dimension—your preferred nature—comprises behavior you choose of your own free will. In this stress-free mode, you experience a sense of self-mastery. You also pursue activities that provide the most satisfaction. When you take advantage of the strong colors of this dimension, you are able to use your most comfortable style. The behaviors of this dimension should be reinforced by education, training, and job placement.

You cannot use the strengths of the Rational dimension until the secondary needs of the Socialized dimension and the primary needs of the Instinctive dimension are met. Only then can your energy flow into this comfort zone where you feel confident, cooperative, and challenged.

Authoritative Democratic

Enjoys take-charge roles. Prefers to be direct andfocused in approach. Is concerned aboutpracticality. Likes to implement and giveauthoritative leadership.Gets things done by beingtask-oriented and maintainingdirection.

Enjoys communication-oriented roles. Prefers tobe flexible and adaptive in approach. Is con-cerned about teamwork. Likes to delegate and give democratic leadership. Gets things done through organizing and coordinating strengths of others.

Enjoys control-oriented roles.Prefers to be cautious andreserved in approach. Is con-cerned about documentationand details. Likes to monitor and give systematicleadership. Gets things done through followingup and structuring activities.

Enjoys problem-solving roles. Prefers to be mentally active and creative in approach. Is concerned about innovation.Likes to consider alternatives and give indirectleadership. Gets things done through planningand developing ideas.

Structured Self-Directed



rational


Preferred styleHolly is an outgoing person who likes to plan, organize, and direct a program of work. Employs an amiable style in both one-on-one contacts and group functions. Comes across in an affable manner and tries not to complain, condemn, or criticize. Tends to focus on a broad topic and to mold the attitudes and opinions of those involved.

Takes pleasure in being perceptive while giving others a new way to look at things. To reframe ideas and smooth things over are strengths. Does not mind interruptions and quickly reacts. These behaviors, along with the ability to treat others democratically to release their energies, foster a sense of self-mastery.

Style limitationsBecause Holly is so altruistic and expansive, others at times may interpret this as being idealistic, over-extended, or lacking backbone. Such an affable style could be misunderstood when a reserved and heedful approach may be indicated. There is a time to be responsive, and there is a time to be conscious of time and guard your own agenda.

Since an other-directed mode of action is not always appropriate, Holly may need to shift styles consciously. Find behaviors in other dimensions that show more fortitude and gravity and are less likely to be perceived as unrealistic, incautious, or the like. Another option is to team build with someone who comes across as more restrained and thoroughgoing.

Satisfying job activitiesWe are able to operate in our comfort zone when we have had our basic needs met and are in positions that utilize the strengths of our preferred style. Broadly speaking, Holly prefers interactive and facilitating roles. Enjoys job functions that call for dealing with others. Values a chance to orchestrate and coordinate programs and use liaison skills.

Is challenged when participating with people around their concerns. Likes to employ the gift of communication and use a wide span of control. To empower associates while advocating a team effort brings satisfaction. These talents, as well as the potential to give others latitude to use their own strengths, contribute to peak performance.

Frustrating job functionsGenerally, Holly should not choose roles that require strict attention to fixed procedures. Dislikes a methodical approach or a mechanistic routine. Should keep clear of duties that call for working with laborious details. Does not enjoy spending time on impersonal tasks. Assignments that do not utilize strong human relations skills and feature bureaucratic practices should be avoided.

In addition, has a distaste for jobs that demand a reserved, controlling style. Has limited interest in work that uses a skeptical nature or focuses on the negative or downside of issues. Any functions that accent regulating rather than facilitating, monitoring instead of coaching, or systematizing as opposed to team participation do not draw on Holly's strengths.


basic information about negative behaviors

Negative behaviors are outward symptoms of insecurity, frustration, fear, or anger. They can be triggered when you work in a frustrating job role, perceive threatening communications, or feel your instinctive survival needs are at risk. Then you experience the concerns of an insecure self. When stress becomes overwhelming, negative energy drains your emotional and mental resources creating the reactive defensive behaviors.

CoerciveNegative Socialized – Defensive

Provocative

Reacts to indecision and lack of direction bybecoming irritable and insistent. Is likely tobecome abrasive and dicta-torial. Presses for action andcan act impulsively. Becomesdemanding.

Reacts to rigidity and inability to be involved indecisions by becoming opinionated and argumentative. Is likely to become critical of others. Becomes rebellious and manipulative.

Reacts to inconsistency andlack of structure by becomingrigid and uncompromising.Is likely to become negativeand suspicious of others. Becomes unfriendlyand withholds cooperation.

Reacts to loss of ability to be self-directed and question authority by becoming resentful and detached. Is likely torationalize actions. Becomes uncommunicativeand procrastinates.

Resistant Resentful

If anxiety increases, fear and anger generate the self-destructive, irrational behaviors.

Hostile Negative Instinctive – Irrational Rebellious

Reacts negatively to the perceived inability toact and achieve short-term goals. Becomes arbitraryand dictatorial. Can becomehigh-handed to get own way.Acts impulsively trying toassure dominance.

Reacts negatively to the perceived loss of optionsand involvement. Becomes rebellious and overconfident. Can be cavalier. Acts recklessly in an attempt to assure flexibility.

Reacts negatively to theperceived instability and lossof control over the environment.Becomes stubborn and over-controlling. Can become suspicious. May build ashell to assure order and retain predictability.

Reacts negatively to the perceived loss of understanding. Becomes worried and puts things off. Can be uncommu-nicative and detached. Withdraws to buy time toassess alternatives and maintain closeness.

Stubborn Withdrawn

The statements above apply to you strongly in the colors where your scores are 4.0-6.0 and moderately where your scores are 3.0-3.5. The statements do nto apply to you where your scores are 0.0-2.5.


negative behaviors


Some stress cannot be avoided. For a short time, it even may be productive. Under functional stress, Holly is concerned about maintaining understanding, freedom of action, and accountability. Dislikes being robbed of choice. Hates to be ineffective or overwhelmed. Feels the need to be quiet and think through what to do. When the leader and others become the caretakers of these concerns, fears, and distress symptoms, they help reduce anxiety and make greater productivity possible.

Defensive BehaviorThe defensive, negative behaviors are used as a stall system or the first line of defense to manage an uncomfortable situation. When doubtful, insecure, or frustrated, Holly feels annoyed and irritable. Reacts by becoming critical and argumentative. Is upset by rigidity and lack of involvement. Loses ability to be open and supportive. May delay and make excuses. Usually is affable and outgoing, but now can be opinionated and withhold information. Feeling threatened, is unable to be objective and fails to listen.

Intervention strategiesLeaders should recognize the role they play if Holly's performance is poor. They should not overreact. Neither should they polarize the relationship with an emotional response. Rather, they need to stay rational and discuss the work to be done. It would help to emphasize the value of involvement and willingness to continue to talk. The intent is to give Holly time to buy into the game plan, cooperate with others, and commit to the goal at hand.

Irrational BehaviorEach of us becomes angry with people or those situations that make us fearful. Holly fears being misunderstood and vulnerable. Does not want to be cut off from quality dialog and have to face the unknown unprepared. If leaders do not address these anxieties, they could trigger irrational behavior. If Holly becomes withdrawn, feels unjustly used, or acts the role of a victim, distress is obviously out of hand. Other symptoms could include: complaining bitterly, feeling vengeful, or exhibiting similar conduct that results from fear. No one purposely chooses to act in an irrational manner. To provide for recovery, you must deal with the concerns and fears.

Corrective strategiesLeaders should focus on dialog and alternatives, keep fellow worker informed, and solicit input. Avoid being aggressive, failing to provide a consultative approach, or discounting questions. Remember that Holly has a basic need to collect and assimilate knowledge, follow a strategy, and put expertise to good effect. When underlying expectations are met, reinforced, and channeled, Holly can be free to utilize insights, implement a plan, and get the desired effect. Wants to be deliberately patient while fulfilling needs for freedom, order, and independence.


applying personalysis for peak performance

Personalysis is based on an energy model of personality. Before you can become self-actualized and enjoy peak performance, energy must flow freely among the Instinctive, Socialized, and Rational dimensions. When your primary needs are met, you feel confident (Instinctive). When you feel confident, you have the energy to cooperate (Socialized) with others. When you are able to cooperate with others, you have the energy to enjoy the challenges (Rational) of life and work.

In the pyramid model, positive and negative behaviors are emotion-driven. Frustration and fear choke the positive flow of energy and draw it downward. The reactive behaviors are expressed as resistance and resentment in the Negative Socialized dimension and as fear and anger in the Negative Instinctive dimension.

Positive behaviors ofpeak performance

Negative behaviors

Knowledge of how your colors interact at each level gives you power to manage yourself and deal with others more effectively. You always operate from one dimension at a time and from one color at a time. Moreover, you unconsciously shift styles by using different dimensions and colors as your circumstances change or as you experience stress.

Personalysis gives you a tool to understand how to shift styles consciously to access the color strengths at various levels needed to be effective. You do not have to be a victim of the forces that trigger negative behavior because Personalysis provides the roadmap to use the positive behavioral resources you need to achieve peak performance.

RationalEnjoyment of thechallenge of lifeand work

Ability to becooperativewith others

Feelings ofconfidence

Defensive feelingsof resistance

and resentment

Irrational feelingsof fear

and anger

Socialized

Instinctive

NegativeSocialized

NegativeInstinctive

• Concerns and anxieties can produce insecurity• Insecurity may lead to negative behavior


peak performanceHolly M. Purcell MBA

Steps to achieve peak performance• Fulfill your instinctive needs on a daily basis to build confidence.

•Draw upon socialized behaviors to relate to and cooperate with others.

• Seek job roles that challenge and utilize your strengths.

•Guard against reactive behaviors and emotions that may be self-defeating and nonproductive.

ChallengeIf you feel good about yourself, you have a sense of mastery. You are able to live in your comfort zone, enjoy your job, and use your preferred style. Holly prefers interactive and facilitating roles. Takes pleasure in dealing with others and organizing and orchestrating activities. Delights in using liaison skills and coordinating colleagues. Reframes issues in a positive light.

In working with others, comes across as an amicable and resourceful person. Likes to smooth over concerns. Is generous with time and resources. Employs a warm, outgoing style. Has capacity to focus on the big picture. Maintains communication between people in different parts of an organization. Sees possibilities others do not perceive and stimulates an action process.

CooperationTo gain cooperation and limit resistance, you must meet the expectations of the person with whom you are dealing. In doing so, you set the stage for a static-free response. Holly expects to take part and be included in whatever is done. Is more likely to go along willingly if leaders and others use a participative method. They should build win-win relationships.

When given a say about what has to be done, Holly facilitates the action. Uses insights and makes a difference as an informed team player. Increases understanding while working to improve the situation. Exercises a quick mind. Promotes consensus and applies self to get intended results. Does not respond well to those who fail to involve others or make them feel excluded.

ConfidenceTo achieve a sense of security, everyone must fulfill basic emotional needs on a daily basis. You must respect what each person requires to feel confident. This is the key to motivation, decision making, and trust. Holly is strongly motivated to enter into relationships with an awareness of the responsibilities pertaining to them. Pursues a cautious strategy to move things ahead.

Self-confidence is increased with ability to get the facts and mull them over. Analyzes the data and devises a mental blueprint to achieve an integrated effect. The main theme centers on the drive for knowledge, power, and control. This highlights the desire to balance freedom and order and to find time for renewal and the development of creative self-expression.


holly (purcell) birkey personalysis report

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