talent insights® - amazon s3

Talent Insights®Team Report

Samuel SampleVP of SamplesTTI08.19.2021

Copyright © 2006-2021. Target Training International, Ltd.

Table of Contents

Introduction 5Introduction - Behaviors 6Team DISC Overview 7The TTI Success Insights ® Wheel 8Promoter Team Characteristics - (I) 9Promoter Team DISC Graphs - (I) 10Persuader Team Characteristics - (D/I) 11Persuader Team DISC Graphs - (D/I) 12Relater Team Characteristics - (I/S) 13Relater Team DISC Graphs - (I/S) 14Conductor Team Characteristics - (D) 15Supporter Team Characteristics - (S) 16Coordinator Team Characteristics - (S/C) 17Analyzer Team Characteristics - (C) 18Implementor Team Characteristics - (C/D) 19Wheel Segment Definitions 20Team Member Overview 21Team Member Characteristics 22Ideal Environment for Team Members 23Words That Don't Work With Team Members 24Group Wheel Natural 25Group Wheel Adapted 26

Copyright © 2006-2021. Target Training International, Ltd.Samuel Sample

Table of ContentsContinued

Group Wheel Migration 27Behavioral Hierarchy Defined 28The Bell Curve Defined 29Behavioral Style Comparison 30Introduction - 12 Driving Forces ® 31Team Driving Forces Overview 32Driving Forces Defined 33Intentional Team Characteristics 34Intentional Primary Drivers 35Resourceful Team Characteristics 36Resourceful Primary Drivers 37Harmonious Team Characteristics 38Harmonious Primary Drivers 39Altruistic Team Characteristics 40Commanding Team Characteristics 41Structured Team Characteristics 42Instinctive Team Characteristics 43Selfless Team Characteristics 44Objective Team Characteristics 45Intellectual Team Characteristics 46Collaborative Team Characteristics 47Receptive Team Characteristics 48


Table of ContentsContinued

Knowledge Overview 49Utility Overview 50Surroundings Overview 51Others Overview 52Power Overview 53Methodologies Overview 54Driving Forces Wheel 55The Bell Curve Defined 56Driving Forces Comparison 57Behaviors and Driving Forces Summary 58Primary Cluster Summary 59Situational Cluster Summary 60Indifferent Cluster Summary 61


IntroductionThe TTI Talent Insights® Team Report is designed to increase the understanding of the team's makeup. The report provides insightinto two distinct areas, behaviors and driving forces. Revealing a team's potential by identifying strengths and weaknesses will leadto personal and professional development and a higher level of productivity.

BehaviorsThis section of the report is designed to help reveal how individual behaviors influence the team dynamic. The ability to interacteffectively with other team members is key to a team's success, and this report reveals each individual's behavioral style within theteam framework.

Driving ForcesThis section of the report provides the why behind a team's actions. Understanding the dynamics of the drivers within the team,why they do what they do, reveals energizers, stressors and more about the team and its members.

Behaviors and Driving Forces SummaryThis section is a visual representation of the team from a behavioral and driving forces standpoint ordered into primary, situationaland indifferent clusters.

5 Copyright © 2006-2021. Target Training International, Ltd.Samuel Sample

IntroductionBehaviorsPredictable patterns of human nature can be accurately measured through behavioral assessments. A clear understanding of these predictablebehaviors can enable productive outcomes. When individual behavioral scores are compiled to examine members of a team, managers are ableto see areas of strength, pursue improvement opportunities, and secure the resources needed to deliver on organizational goals.

CONTENTS OF THE REPORT

Overview - A summary examining the composition ofyour team for both DISC and behavioralsegmentation expressed as a percentage.

Team Composition - Defines the makeup of yourorganization by behavioral segment and shares theDISC graphs of individuals on your team.

Behavioral Segment Analysis - Examines theindividuals within each segment, segmentcharacteristics, ways to communicate, and idealenvironment.

Group Wheel Plots - Identifies the natural, adapted,and migrated styles of each team member.

Behavioral Style Comparison - Compares individualscores to others on the team, team averages, andpopulation means.

TEAM MEMBER LIST

Sue AndersonAmanda DoeFrank JonesJohn SmithJoe Williams


Team DISC OverviewThe TTI Success Insights® wheel is a graphic representation of a team's behavioral make-up among the four quadrants of the DISC wheel.

FASTER

PAC

ED

PEOPLE ORIENTEDSL

OW

ER P

AC

ED

TASK ORIENTED

D

IS

C20% (1)

80% (4)0% (0)

0% (0)

OBSERVING DISC

Have you ever noticed:

Some people are forceful, direct, and results-oriented

Some are optimistic, fun, and talkative

Some are steady, patient, and relaxed

Some are precise, accurate, and detail-oriented

DEFINING DISC

DominanceHow you respond to problems and challenges

InfluenceHow you influence others to your point of view

SteadinessHow you respond to the pace of the environment

ComplianceHow you respond to rules and procedures


The TTI Success Insights ® WheelThe wheel illustrates the blending of the four DISC styles, while demonstrating the similarities and differences in behavioral styles among the teammembers. This wheel shows the behavioral composition of a team, represented as percentages in each of the eight segments.

CONDUCTORPERSU

ADER

PROM

OTER

RELATER

SUPPORTERCO

ORD

INAT

OR

ANALY

ZER

IMPLEMENTOR

D

D/I

I

I/S

S

S/C

C

C/D

0%

20%

60%20%

0%

0%

0%0%

BEHAVIORAL SEGMENT DEFINITIONS

CONDUCTOR - D - People who tend to be direct, decisive, andseek results.

PERSUADER - D/I - People who tend to convince others byappealing to reason, understanding, or emotion.

PROMOTER - I - People who tend to verbalize many thoughts toinfluence outcomes.

RELATER - I/S - People who tend to take time, think positively, andare focused on interpersonal relationships.

SUPPORTER - S - People who tend to be champions of soundideas, working steadily and diligently to ensure a project is fullyrealized.

COORDINATOR - S/C - People who tend to be fact-oriented andadhere to proven methods to complete projects and tasks.

ANALYZER - C - People who tend to seek out accuracy in allactivities and ensure the highest quality possible by gatheringprecise data.

IMPLEMENTOR - C/D - People who tend to assess, leverage factsand figures, and advance toward a solution.


Promoter Team Characteristics - (I)Promoters tend to verbalize many thoughts to influence outcomes. The following information will give the team members a clear understandingand appreciation of Promoters.

STRENGTHS AND WEAKNESSES

POTENTIAL STRENGTHS

Communicate well with othersPeople-orientedAdvocate for new ideas and productsBring the team togetherEnjoy convincing people

POTENTIAL WEAKNESSES

Overly optimistic about team abilitiesReact based on emotionsOvervalue the skills of othersEmphasize fun over efficiencyListen selectively to team members

BEHAVIORAL ATTRIBUTES

Task Oriented People Oriented

Slower Paced Faster Paced

VALUE TO THE ORGANIZATION

Effective use of humorMotivate others towards goalsGood mixer

17.46%of the Population

3/560% of the Team

WORDS THAT WORK

FlexibleExcitingInspiring

WORDS THAT DON'T WORK

OrdinaryQuietStrict


Promoter Team DISC Graphs - (I)PROMOTER TEAM

Amanda DoeJohn SmithJoe Williams

D

0

20

40

60

80

100

55

I

67

S

13

C

64

A. D

oe

D

0

20

40

60

80

100

25

I

100

S

75

C

35

J. S

mit

h

D

0

20

40

60

80

100

25

I

100

S

75

C

35

J. W

illia

ms


Persuader Team Characteristics - (D/I)Persuaders tend to convince others by appealing to reason, understanding, or emotion. The following information will give the team members aclear understanding and appreciation of Persuaders.


POTENTIAL STRENGTHS

Get results through team membersUse their intuitionDecisive and aggressive when presented with challengesIndependent and autonomousEngage others in projects and tasks


Let emotions get in the way of decision-makingTake on too many responsibilities at onceLeave tasks unfinishedDo not follow up and follow through as neededAvoid conflict within the team





Cordially enterprisingAccomplishes goals through peopleInnovative


1/520% of the Team

WORDS THAT WORK

AmazingUnprecedentedExtraordinary


StandardizedStructuredUniform


Persuader Team DISC Graphs - (D/I)PERSUADER TEAM

Frank JonesD

0

20

40

60

80

100

77

I

65

S

13

C

35

F. J

ones


Relater Team Characteristics - (I/S)Relaters tend to take time, think positively, and are focused on interpersonal relationships. The following information will give the team membersa clear understanding and appreciation of Relaters.


POTENTIAL STRENGTHS

Show loyaltyOffer understanding and friendshipProtect and value people and thingsPromote and implement ideasHelp others using empathy and understanding


Accept the current situationHold grudgesAgree with the opinions of othersAvoid confrontationAct without urgency





Cooperative member of the teamService-orientedTenacious


1/520% of the Team

WORDS THAT WORK

EasygoingSimpleResponsive


ComplexAbstractAnalytical


Relater Team DISC Graphs - (I/S)RELATER TEAM

Sue AndersonD

0

20

40

60

80

100

33

I

100

S

100

C

15

S. A

nd

erso

n


Conductor Team Characteristics - (D)Conductors tend to be direct, decisive, and seek results. The following information may be characteristics that are missing or could benefit thecurrent team.


POTENTIAL STRENGTHS

Energized by direct answersEnjoys confrontationSeeking problems to solveComfortable with power and authorityHappy to work on challenging assignments


Overstep authority within the teamDislike routine workOver delegate and under instructPoor or selective listeningMake decisions without all of the facts





Venturesome, ambitiousPioneeringSelf starter


0/50% of the Team

WORDS THAT WORK

QuickAdvantageDecisive


InconsistentFollow directionsPatient


Supporter Team Characteristics - (S)Supporters tend to be champions of sound ideas, working steadily and diligently to ensure a project is fully realized. The following informationmay be characteristics that are missing or could benefit the current team.


POTENTIAL STRENGTHS

Perform well in team environmentsConform to established proceduresAdd stability to the teamFocus on team activitiesComfort others and show patience


Get into too much detailDo the work themselves, rather than delegateDo not forgive faults or mistakesResist team-initiated changesLack a sense of urgency





Consistent and steadyPatient and empatheticGood listener


0/50% of the Team

WORDS THAT WORK

ConsistentUsualSecure


UnexpectedUrgentConfrontation


Coordinator Team Characteristics - (S/C)Coordinators tend to be fact-oriented and adhere to proven methods to complete projects and tasks. The following information may becharacteristics that are missing or could benefit the current team.


POTENTIAL STRENGTHS

Shows self-disciplineUnderstand and preserve the need for quality systemsFollow projects through to completionImplement and fine-tune the planMake tough decisions without letting emotions interfere


Communicate indirectlyResist change without reasoningSuppress feelingsHide true feelingsDownplay accomplishments





Objective outlookConscientious and steadyLooks for logical solutions


0/50% of the Team

WORDS THAT WORK

ProvenStandardOrganized


UnfamiliarHecticIncomplete


Analyzer Team Characteristics - (C)Analyzers tend to seek out accuracy in all activities and are careful to gather precise data to ensure the highest quality possible. The followinginformation may be characteristics that are missing or could benefit the current team.


POTENTIAL STRENGTHS

Use data to problem solveMaintain high standards for self and subordinatesUse facts to support their opinion and causeThink criticallyAccurate and precise


Do the work themselves and do not delegateKeep their feelings to themselvesHesitate to act without sufficient factsLean on team leader or supervisorConceal new ideas





Will gather data for decision makingDefines, clarifies, and testsMaintains standards


0/50% of the Team

WORDS THAT WORK

FactualPreciseVerified


ImagineEducated guessExperimental


Implementor Team Characteristics - (C/D)Implementors tend to assess, leverage facts and figures, and advance toward a solution. The following information may be characteristics thatare missing or could benefit the current team.


POTENTIAL STRENGTHS

Use time wellFinish tasks quicklyExpect high performance standardsAware and sensitive to the cost of errors and mistakesShare creative ideas


Come across as insincereDisregard the feelings of team membersTake on too much within the teamOveruse facts and figuresBecome demanding under stress





CreativityExcellent troubleshooterPursues rational outcomes


0/50% of the Team

WORDS THAT WORK

FunctionActionData


RelaxPerceptionAssume


Wheel Segment DefinitionsThe following matrix illustrates the blending of the four DISC styles into eight segments. Each segment contains a definition and the percentage ofteam members in the respective segment. Segments are deliberately located beside the segment that has the opposing style.

CONDUCTOR - D (0%)

People who tend to be direct, decisive, and seek results.

PERSUADER - D/I (20%)

People who tend to convince others by appealing to reason,understanding, or emotion.

PROMOTER - I (60%)

People who tend to verbalize many thoughts to influenceoutcomes.

RELATER - I/S (20%)

People who tend to take time, think positively, and are focusedon interpersonal relationships.

SUPPORTER - S (0%)

People who tend to be champions of sound ideas, workingsteadily and diligently to ensure a project is fully realized.

COORDINATOR - S/C (0%)

People who tend to be fact-oriented and adhere to provenmethods to complete projects and tasks.

ANALYZER - C (0%)

People who tend to seek out accuracy in all activities and ensurethe highest quality possible by gathering precise data.

IMPLEMENTOR - C/D (0%)

People who tend to assess, leverage facts and figures, andadvance toward a solution.


Team Member OverviewThe following matrix illustrates the blending of the four DISC styles into eight segments. Each segment contains team members and thepercentage of team members in the respective segment. Segments are deliberately located beside the segment that has the opposing style.

CONDUCTOR - D (0%)

PERSUADER - D/I (20%)Frank Jones

PROMOTER - I (60%)Amanda DoeJohn SmithJoe Williams

RELATER - I/S (20%)Sue Anderson

SUPPORTER - S (0%)

COORDINATOR - S/C (0%)

ANALYZER - C (0%)

IMPLEMENTOR - C/D (0%)


Team Member Characteristics

CONDUCTOR

PERSUAD

ER

PROM

OTER

RELATER

SUPPORTER

COO

RDIN

ATO

R

ANALY

ZER

IMPLEMENTOR Competitive

Direct

Results-oriented

Acts with urgency

Change agent

Strong willedQ

uick to changeIndependent

Opti m

isticConfident

Chari s matic

Infl u ential

Trusti

ng

Convincin

g

Inspiri

ng

Outgoing

Cordial

Cheerful

Good supporterTeam player

PersistentCooperativeEmpathetic

CompassionateAccom

m

odating

Reflective

Persistent

Com

posed

Dependable

Good listener

Slow

to c

hang

eSe

lf-di

scip

l ined

Exec

u tor

Logi

cal

Real

ist ic

Proc

ess-

orie

nted

Prec

ise

Accurate

Focu

s o

n quality

Critic

al

listener

Non-

verb

al co

mmunicator

Detail

-oriented Creative

Thorough thinkerTask-oriented

Fact-basedSelectiveInventive

0%

20%

60%

20%

0%

0%

0%0%


Ideal Environment for Team Members

CONDUCTOR

PERSUAD

ER

PROM

OTER

RELATER

SUPPORTER

COO

RDIN

ATO

R

ANALY

ZER

IMPLEMENTOR

Bold and aggressive actions

Challenging assignments

Expedites action

Firm and quick decision making

Results-orientedEnthusiasm

Persuasive comm

unicationsResults thro ugh people

Testing of new ideas

Competiti on w

ith others

People conta

ct

Solutions to "p

eople pr

oble

ms"

Optimist

ic outlo

ok

Verbalizes thoughts

and

idea

s

Varied acti

vitie

s

TeamworkCoaching and counselingService to othersCooperative work environment

Assistance to customersLogical thinking

Systematic routine

Relaxed pace

Team participation

Security

Adhe

renc

e to

sta

ndar

dsRo

utin

e w

ork

Gui

delin

es to

follo

wFa

cts

and

data

to a

naly

zeD

iplo

mac

y an

d co

oper

atio

n

High

qua

lity st

andards

Proc

edure

s to fo

llow

Clea

n an

d tid

y worksta

tion

Accuracy

Analy

sis of

facts

and dataLogical decisionsStudying and solving problems

Efficient methodologyEffective time-managementFact-based solutions

0%

20%

60%

20%

0%

0%

0%0%


Words That Don't Work with Team Members

CONDUCTOR

PERSUAD

ER

PROM

OTER

RELATER

SUPPORTER

COO

RDIN

ATO

R

ANALY

ZER

IMPLEMENTOR Inconsistent

Follow directions

Patient

StandardizedStructured

Uniform

Ordinar

y

Quiet

Strict

ComplexAbstract

AnalyticalUnexpected

Urgent

Confrontation

Unf

amili

arH

ectic

Inco

mpl

ete

Imag

ine

Educ

ate

d guess

Exper

imental

RelaxPerception

Assume

0%

20%

60%

20%

0%

0%

0%0%


Group Wheel Natural

FASTER PA

CED

PEOPLE ORIENTED

SLO

WER

PA

CED

TASK ORIENTED

CONDUCTOR

PERSUAD

ER

PROM

OTER

RELATER

SUPPORTER

COO

RDIN

ATO

R

ANALYZER

IMPLEMENTOR

1

2

3

45

6

7

8

9

10

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

47

484950

51

52

53

54

55

56

57

5859

60

1

2

3

45

Natural

Team Members1: Sue Anderson2: Amanda Doe3: Frank Jones4: John Smith5: Joe Williams


Group Wheel Adapted

FASTER PA

CED

PEOPLE ORIENTED

SLO

WER

PA

CED

TASK ORIENTED

CONDUCTOR

PERSUAD

ER

PROM

OTER

RELATER

SUPPORTER

COO

RDIN

ATO

R

ANALYZER

IMPLEMENTOR

1

2

3

45

6

7

8

9

10

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

47

484950

51

52

53

54

55

56

57

5859

60

1

2

3

4 5

Adapted



Group Wheel Migration

FASTER PA

CED

PEOPLE ORIENTED

SLO

WER

PA

CED

TASK ORIENTED

CONDUCTOR

PERSUAD

ER

PROM

OTER

RELATER

SUPPORTER

COO

RDIN

ATO

R

ANALYZER

IMPLEMENTOR

1

2

3

45

6

7

8

9

10

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

47

484950

51

52

53

54

55

56

57

5859

60

1

1

2

2

3

3

4

4

5

5

Adapted Natural



Behavioral Hierarchy DefinedTwelve behavioral factors that are critical to team success are measured in this assessment. Comprehending each phrase and its definition drivesa common language that will enable you to compare individual scores, the team average, and the population means on subsequent pages.

Analysis - Compile, confirm and organize information.

Competitive - Want to win or gain an advantage.

Consistent - Perform predictably in repetitive situations.

Customer-Oriented - Identify and fulfill customer expectations.

Persistence - Finish tasks despite challenges or resistance.

Following Policy - Adhere to rules, regulations, or existingmethods.

Frequent Change - Rapidly shift between tasks.

Interaction - Frequently engage and communicate with others.

Organized Workplace - Establish and maintain specific order indaily activities.

People-Oriented - Build rapport with a wide range of individuals.

Urgency - Take immediate action.

Versatile - Adapt to various situations with ease.


The Bell Curve DefinedUnderstanding how to read a bell curve and standard deviation will enable you to clearly analyze the composition of your team.

For example, if the assessment scores of 100 people are collectedand used in a normal probability distribution, 68 people,representing 68% of the 100 assessment scores, should fall withinone standard deviation of the mean. Thirty four percent will be onestandard deviation above the mean and 34% will be one standarddeviation below the mean. The remaining 32% of people will betwo or more standard deviations away from the mean. Sixteenpercent will be two or more standard deviations above the meanand 16% will be two or more standard deviations below the mean.

The bell curve, known as a normal distribution, is the mostcommon type of distribution for a population. The highestpoint on the curve, represents the highest population ofpeople, or the mean of the group. The standard deviation is anumber used to show how data is spread out from the mean,representing a percentage of the total data collected.

16% 34% 34% 16%

Two or more standard deviations below the mean

One standard deviation below the mean

One standard deviation above the mean

Two or more standard deviations above the mean


Behavioral Style Comparison

Behavioral Characteristics

Interaction

People-Oriented

Customer-Oriented

Versatile

Frequent Change

Consistent

Competitive

Persistence

Following Policy

Urgency

Analysis

Organized Workplace

Team A

vg.

85

72

71

68

65

50

48

48

48

47

33

30

S. Anders

on

100

90

83

55

60

52

40

47

48

16

15

15

A. Doe

55

50

50

70

68

45

60

52

52

77

60

55

F. Jo

nes

70

50

43

85

80

32

80

40

35

95

40

30

J. Sm

ith

100

85

90

65

58

60

30

50

52

23

25

25

J. Willi

ams

100

85

90

65

58

60

30

50

52

23

25

25

Mean

58

64

63

54

52

62

49

62

61

43

54

53






Introduction12 Driving Forces®

Contents of the Report

Overview - A summary examining the composition ofyour team’s Driving Forces.

Team Characteristics - Defines the makeup of yourorganization by Driving Forces segment and sharesthe primary cluster graphs of individuals on yourteam.

Primary Cluster Overview - Lists each team memberby their primary Driving Forces.

Driving Forces Group Bars - Identifies the primary,situational, and indifferent clusters of the team.

Driving Forces Comparison - Compares individualscores to others on the team, team averages, andpopulation means.

Team Member List

Sue AndersonAmanda DoeFrank JonesJohn SmithJoe Williams


Team Driving Forces OverviewObserving Driving Forces

Have you ever noticed some people:

Seek knowledge relevant and useful to their current situationSeek to expand their understanding and knowledge in allendeavorsTend to be unrestrained in the application of resourcesTend to utilize and apply their resources to maximize returnSeek function in their surroundingsSeek to fully experience their surroundingsTend to be selective in who they help and serveTend to serve, help and eliminate the suffering of othersindiscriminatelySeek to share power, recognition and controlSeek to be recognized and control their own destinyTend to remain open and flexible in their methodologies andapproach to lifeTend to live within defined systems and traditionalapproaches

IntellectualResourceful

Harm

onious

Altr

uist

ic

Commandin

g

StructuredInstinctive

Selfless

Objective

Inte

ntio

nal

Colla

borativ

e

Receptive

Segment breakdown of each team member's #1Driving Force

0%20%

20%

0%

0%0%0%

0%

0%

60%

0%0%


Driving Forces Defined

Knowledge

Instinctive - People who are driven by utilizing pastexperiences, intuition and seeking specific knowledgewhen necessary.Instinctive - People who are driven by utilizing pastexperiences, intuition and seeking specific knowledgewhen necessary.

Intellectual - People who are driven by opportunitiesto learn, acquire knowledge and the discovery of truth.Intellectual - People who are driven by opportunitiesto learn, acquire knowledge and the discovery of truth.

Utility

Selfless - People who are driven by completing tasksfor the sake of completion, with little expectation ofpersonal return.Selfless - People who are driven by completing tasksfor the sake of completion, with little expectation ofpersonal return.

Resourceful - People who are driven by practicalresults, maximizing both efficiency and returns for theirinvestments of time, talent, energy and resources.Resourceful - People who are driven by practicalresults, maximizing both efficiency and returns for theirinvestments of time, talent, energy and resources.

Surroundings

Objective - People who are driven by the functionalityand objectivity of their surroundings.Objective - People who are driven by the functionalityand objectivity of their surroundings.

Harmonious - People who are driven by theexperience, subjective viewpoints and balance in theirsurroundings.Harmonious - People who are driven by theexperience, subjective viewpoints and balance in theirsurroundings.

Others

Intentional - People who are driven to assist others fora specific purpose, not just for the sake of being helpfulor supportive.Intentional - People who are driven to assist others fora specific purpose, not just for the sake of being helpfulor supportive.

Altruistic - People who are driven to assist others forthe satisfaction of being helpful or supportive.Altruistic - People who are driven to assist others forthe satisfaction of being helpful or supportive.

Power

Collaborative - People who are driven by being in asupporting role and contributing with little need forindividual recognition.Collaborative - People who are driven by being in asupporting role and contributing with little need forindividual recognition.

Commanding - People who are driven by status,recognition and control over personal freedom.Commanding - People who are driven by status,recognition and control over personal freedom.

Methodologies

Receptive - People who are driven by new ideas,methods and opportunities that fall outside a definedsystem for living.Receptive - People who are driven by new ideas,methods and opportunities that fall outside a definedsystem for living.

Structured - People who are driven by traditionalapproaches, proven methods and a defined system forliving.Structured - People who are driven by traditionalapproaches, proven methods and a defined system forliving.


Intentional Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Intentional as their number onedriving force.

Strengths and Weaknesses

Potential StrengthsWill help others when others are willing to work hardSeek to develop or help others when they can see futureopportunitiesDownplay emotions when making decisions concerning peopleChoose who, when, and how much to help based on thedesired outcomeExpect people to be self-reliant and resist intervening untilnecessary

Potential WeaknessesMay expect something in return each time they help or serveothersFocus on themselves, perhaps at the expense of othersMay create scenarios that benefit themselves more than othersTend to value people as an opportunity or resource rather thanas an individual

Intentional Altruistic

Others

Energizers

Rely on selfBenefit personallyDevelop internal advocates

Stressors

Disregard contributionSupport others in needMake emotion-based decisions

14%of the Population

3/560% of the Team

Words That Work

SelectiveDeliberateBenefit

Words That Don't Work

VolunteerCompassionKindness


Intentional Primary DriversIntentional Team


99 Intentional

81Commanding

68 Objective

67ResourcefulA

. Doe

100 Intentional

83 Objective

79Structured

76 Collaborative

J. S

mit

h

100 Intentional

83 Objective

79Structured

76 CollaborativeJ. W

illia

ms


Resourceful Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Resourceful as their numberone driving force.


Potential StrengthsConfigure resources to maximize outputFocus on the return on investmentMaximize efficiency and productivitySensitive to wasting time, resources, or opportunitiesFocus on achieving measurable and practical results

Potential WeaknessesMay be perceived as a workaholicMay view material possessions and money as a scorecardTend to view people and resources as tools to achieve anoutcomeMay only be willing to give if there is an opportunity for areturn

Selfless Resourceful

Utility

Energizers

Obtain practical resultsFocus on efficiencyCompensate based on performance

Stressors

Be redundantWaste timeIgnore the return on investment

6%of the Population

1/520% of the Team

Words That Work

ProfitableMaximizeBenefit


ReworkEndlessCasual


Resourceful Primary DriversResourceful Team

Sue Anderson100Resourceful

97 Intentional

85 Receptive

76CommandingS. A

nd

erso

n


Harmonious Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Harmonious as their numberone driving force.


Potential StrengthsFocus on the emotions and balance in the environmentSee the importance of the experienceSee value in and enjoy the experience of their surroundingsValue the journey as much as the destinationSeek to create harmony and balance in their surroundings andrelationships

Potential WeaknessesAn imbalance or distraction in one area may affect other or allaspects of lifePursuit of experiences supersedes practical concernsConcern for appearance may slow progress, function andtangible outcomesSubjective feeling can conflict with objective reality

Objective Harmonious

Surroundings

Energizers

Seek balance in lifeAppreciate beauty and harmonyExpress imagination

Stressors

Encounter chaosHave lackluster surroundingsOveremphasize function

4%of the Population

1/520% of the Team

Words That Work

SubjectiveExpressionBalance


DullCompartmentalizeFunction


Harmonious Primary DriversHarmonious Team

Frank Jones72Harmonious

64 Intentional

56 Collaborative

49 SelflessF.

Jon

es


Altruistic Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


Potential StrengthsTake notice of and responds to people in needSeek to help and support othersBelieve that all people should have the opportunity to be thebest they can beVolunteer and give generously of themselvesAct to alleviate suffering of others

Potential WeaknessesAct to alleviate suffering of others even at their own detrimentMay support others at the expense of their own workMay prioritize others' needs over their own needsBase personal decisions on the impact to others not self


Others

Energizers

Realize the potential in othersParticipate in charitable eventsEliminate conflict

Stressors

Act inconsideratelyPut self firstObserve favoritism

6%of the Population

0/50% of the Team

Words That Work

VolunteerCompassionComfort


PurposefulIntentionalSelective


Commanding Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


Potential StrengthsStrive to advance their positionStrive to set themselves apartCreate winning strategies and outcomesSeek to control their own destinyValue status and public recognition

Potential WeaknessesTend to have a me versus we attitudeMay not consider people in seeking personal advancementMay over emphasize the need to control or direct people andprojectsCan be driven by the desire to achieve status and recognition

Collaborative Commanding

Power

Energizers

Lead a groupCreate and control destinyObtain status symbols

Stressors

Work behind the scenesHave a small workspaceDelay personal advancement


0/50% of the Team

Words That Work

AwardWinLead


ShareSupportiveCooperative


Structured Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


Potential StrengthsSeek to establish standards by which they operateValue a traditional and proven approachPlace a high value on working within defined and structuredsystemsTend to have a "code" by which to liveMay protect and potentially promote principles and beliefs

Potential WeaknessesTend to resist change to established proceduresMay place personal ideology before that of the organizationCan be closed-minded and judgmental toward otherviewpointsCan over-promote their philosophy to others

Receptive Structured

Methodologies

Energizers

Advance their causeFit within a structureSeek consistency

Stressors

Ignore established protocolsRedesign existing systemsDisregard tradition

5%of the Population

0/50% of the Team

Words That Work

OrderConstantIdeology


New methodsProgressivePossibilities


Instinctive Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


Potential StrengthsComfortable starting a project before gathering all informationSeek information that has a direct applicationCan rely on past experiencesSeek specific information to address a current situationUnderstand the value of intuition

Potential WeaknessesMay disregard excess informationCan rely too much on past experience and intuitionMay start a project without all the required informationTend to jump to conclusions without gathering all theinformation

Instinctive Intellectual

Knowledge

Energizers

Learn on demandDiscover specific knowledgeDecide based on intuition

Stressors

Discuss hypothetical subjectsExcessively learnConduct extensive research

3%of the Population

0/50% of the Team

Words That Work

SpecificIntuitiveRelevant


ComprehensiveExamineClassify


Selfless Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


Potential StrengthsWilling to participate without consideration for personalcircumstanceFocus on the completion of a task rather than efficiencyProvide assistance and resources with minimal expectation ofpersonal returnDefine value or success by what comes out of a situation notwhat is put inAccomplish tasks simply for the sake of accomplishment

Potential WeaknessesTend to have casual approach to how performance ismeasuredMay value completion of the tasks over time, resources, ortalent limitationsMay view activity as productivityCan potentially waste resources


Utility

Energizers

Work on unrestricted projectsAct spontaneousComplete tasks

Stressors

Focus on the processAssess practical resultsMeasure success through efficiency

7%of the Population

0/50% of the Team

Words That Work

AccomplishCompleteCasual


GainEfficientBenefit


Objective Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


Potential StrengthsEmphasize the destination not the journeyIsolate personal challenges and remains focused on the taskFocus on the function not the appearanceCompartmentalize and focus on the situationCan succeed in chaotic environments

Potential WeaknessesTend to miss the overall experience by focusing only ontangible componentsMay ignore environments that are potentially distracting forothersMay overemphasize the function with disregard forappearanceCan over compartmentalize and miss the issues of the wholepicture


Surroundings

Energizers

Persevere in ChaosCompartmentalizeAppreciate functionality

Stressors

Pursue intangible ideasBe subjectiveFocus on harmony


0/50% of the Team

Words That Work

RealityDetachFactual


HarmonyBeautySubjective


Intellectual Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


Potential StrengthsSeek to make the unknown knownEager to learn and discoverResearch much more thoroughly compared to othersFocus on information and factsContinually seek new knowledge and information

Potential WeaknessesCan be perceived as lacking common senseMay pursue knowledge at the expense of practical mattersMay make decisions without subjective or emotionalconsiderationsCan value discovery over other priorities


Knowledge

Energizers

Objectively analyze ideasDevote time to learnIncrease knowledge

Stressors

Approach ideas subjectivelyMake educated guessesRush through learning


0/50% of the Team

Words That Work

LearnResearchIdentify


GuessApplyIntuitive


Collaborative Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


Potential StrengthsSeek to fit in rather than stand outFeels comfortable in a supporting roleFocus on what they contribute versus advancing their positionWorks behind the scenes to accomplish outcomesSet aside their own agenda for the good of thecompany/community

Potential WeaknessesCan be uncomfortable when they are singled out for theircontributionTend to back down on issues important to them to not "rockthe boat"May pass on leadership opportunitiesMay be overlooked because they do not promote themselves


Power

Energizers

Feel includedJoin supportive environmentsWork on team projects

Stressors

Recognize individual achievementsLead involuntarilyBe in egotistical environments

4%of the Population

0/50% of the Team

Words That Work

CooperativeSupportiveTogether


IndividualCommandStatus


Receptive Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


Potential StrengthsConsider themselves an independent thinkerDraw from many systems and ways of thinking to createsomething newOpen to new ideas, methods and opportunitiesSeek new ways to accomplish routine tasksAdopt only aspects of systems if they see a benefit

Potential WeaknessesResist systems or structures being forced on themResist overly structured ways of thinking and approachesQuestion every system and every step in a systemSeek change for the sake of change


Methodologies

Energizers

Create new systemsExplore possibilitiesQuestion unnecessary protocols

Stressors

Follow outdated processesWork with restrictionsSupport status quo


0/50% of the Team

Words That Work

AgileOptionsPossibilities


HierarchyRoutineTradition


Knowledge Overview

1

2

3

4



Utility Overview

1

2

3

4


Sue Anderson

Frank Jones Amanda Doe


Surroundings Overview

1

2

3

4


Frank Jones

John SmithJoe Williams

Amanda Doe


Others Overview

1

2

3

4



Sue AndersonFrank Jones


Power Overview

1

2

3

4


Amanda Doe

Frank Jones

John SmithJoe Williams

Sue Anderson


Methodologies Overview

1

2

3

4


Sue Anderson John SmithJoe Williams


Driving Forces Group Bars

100 75 50 25 0 25 50 75 100Knowledge

40 51

IntellectualInstinctive

100 75 50 25 0 25 50 75 100Utility

18 51

ResourcefulSelfless

100 75 50 25 0 25 50 75 100Surroundings

56 31

HarmoniousObjective

100 75 50 25 0 25 50 75 100Others

92 5

AltruisticIntentional

4

100 75 50 25 0 25 50 75 100Power

44 57

CommandingCollaborative

100 75 50 25 0 25 50 75 100Methodologies

49 51

StructuredReceptive

n = 5

- Indifferent - Situational - Primary - Group Mean


The Bell Curve DefinedUnderstanding how to read a bell curve and standard deviation will enable you to clearly analyze the composition of your team.

For example, if the assessment scores of 100 people are collectedand used in a normal probability distribution, 68 people,representing 68% of the 100 assessment scores, should fall withinone standard deviation of the mean. Thirty four percent will be onestandard deviation above the mean and 34% will be one standarddeviation below the mean. The remaining 32% of people will betwo or more standard deviations away from the mean. Sixteenpercent will be two or more standard deviations above the meanand 16% will be two or more standard deviations below the mean.

The bell curve, known as a normal distribution, is the mostcommon type of distribution for a population. The highestpoint on the curve, represents the highest population ofpeople, or the mean of the group. The standard deviation is anumber used to show how data is spread out from the mean,representing a percentage of the total data collected.

16% 34% 34% 16%






Driving Forces Comparison

Driving Forces

Intentional

Commanding

Objective

Intellectual

Resourceful

Structured

Receptive

Collaborative

Instinctive

Harmonious

Selfless

Altruistic

Team A

vg.

92

57

56

51

51

51

49

44

40

31

18

5

S. Anders

on

97

76

33

39

100

0

85

6

29

35

0

0

A. Doe

99

81

68

44

67

50

35

6

31

8

12

0

F. Jo

nes

64

29

14

39

38

47

31

56

38

72

49

25

J. Sm

ith

100

50

83

67

25

79

47

76

50

19

15

0

J. Willi

ams

100

50

83

67

25

79

47

76

50

19

15

0

Mean

49

49

49

53

42

36

47

35

29

36

40

35






Behaviors and Driving Forces SummaryBehaviors and Driving Forces can be grouped into clusters, falling into one of three categories: primary, situational, and indifferent.Primary clusters best identify how and why a person will do what they do the majority of the time. Situational clusters show how aperson may react in certain situations. Indifferent clusters highlight areas where a person may be uninterested or needing to adaptto a given situation. Using these clusters in a team setting can identify strengths and weaknesses within the team and may highlightopportunities or a missing component of the team.

PRIMARY CLUSTER

Identifies what a person will dothe majority of the time

INDIFFERENT CLUSTER

Identifies areas where aperson may be uninterested

SITUATIONAL CLUSTER

Identifies how a person mayreact during certain situations

%Percentage of the team with this factor in each cluster


Primary Cluster SummaryBEHAVIORAL PRIMARY CLUSTER DRIVING FORCES PRIMARY CLUSTER

Behavioral Characteristics Team Avg. Mean Driving Forces Team Avg. Mean

Interaction 85 58

People-Oriented 72 64

Customer-Oriented 71 63

Versatile 68 54

Intentional 92 49

Commanding 57 49

Objective 56 49

Intellectual 51 53

CLUSTER STATISTICS CLUSTER STATISTICS

Interaction

60%40%

People-Oriented

60% 20%

20%

Customer-Oriented

60% 20%

20%

Versatile

80%

20%

Intentional

100%

Commanding

40%

40%

20%

Objective

60% 20%

20%

Intellectual

100%

Primary Cluster Situational Cluster Indifferent Cluster


Situational Cluster SummaryBEHAVIORAL SITUATIONAL CLUSTER DRIVING FORCES SITUATIONAL CLUSTER


Frequent Change 65 52

Consistent 50 62

Competitive 48 49

Persistence 48 62

Resourceful 51 42

Structured 51 36

Receptive 49 47

Collaborative 44 35


Frequent Change

60%40%

Consistent

60%40%

Competitive

20%

20% 60%

Persistence

80%

20%

Resourceful

40%

20%

40%

Structured

40%

40%

20%

Receptive

20%

60%

20%

Collaborative

60%40%



Indifferent Cluster SummaryBEHAVIORAL INDIFFERENT CLUSTER DRIVING FORCES INDIFFERENT CLUSTER


Following Policy 48 61

Urgency 47 43

Analysis 33 54

Organized Workplace 30 53

Instinctive 40 29

Harmonious 31 36

Selfless 18 40

Altruistic 5 35


Following Policy

60%40%

Urgency

40%60%

Analysis

20%

20% 60%

Organized Workplace

20%

80%

Instinctive

100%

Harmonious

20%

20% 60%

Selfless

20%

80%

Altruistic

100%



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