management staff report

SUCCESS INSIGHTS®

Management-Staff™ Version

R CEO XYZ SERVICES

6-23-2010

[email protected]+912240241549

Thane (w), Mumbai 400610301/5, Garden Enclave, Near Vasant Vihar School,

Assess Matrix

Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.

INTRODUCTION

R

Behavioral research suggests that the most effective people are those who understand

themselves, both their strengths and weaknesses, so they can develop strategies to meet

the demands of their environment.

This report analyzes behavioral style; that is, a person's manner of doing things. Is the

report 100% true? Yes, no and maybe. We are only measuring behavior. We only report

statements which are true and areas of behavior in which tendencies are shown. Feel

free to delete any statement from the report that may not apply, but only after checking

with friends or colleagues to see if they agree.

Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.1

[email protected]+912240241549Assess Matrix

GENERAL CHARACTERISTICS

Based on R's responses, the report has selected general statements to provide a broadunderstanding of his work style. These statements identify the basic natural behavior that he brings to thejob. That is, if left on his own, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB.Use the general characteristics to gain a better understanding of R's natural behavior.

R

R likes to start and finish activities. Others who work

with him know they can depend on him. He likes to set his own

pace. When others try to rush him, he feels threatened and may

balk. He wants to be seen as a responsible person, and will avoid

behavior that could be seen by others as irresponsible. At times,

R would like to slow the world down and cut out some of the

activities people want him involved in. R is family-oriented.

He may go to great lengths to ensure the "happiness" of his

personal or work family. When the time is right, R can stand

up aggressively for what he believes. When challenged, he

becomes more objective. He usually develops strong attachments

for his work group and family. At times he can be quite skeptical.

Others may misinterpret this strength as a negative one, but he is

only seeking needed data. He wins through hard work and

persistence. He likes to stay with one task until it is completed.

R often thinks over major decisions before acting. He

prefers to plan his work and work his plan. Others may find it

refreshing to have him on their team. He is persistent and

persevering in his approach to achieving goals. He is good at

analyzing situations that can be felt, touched, seen, heard,

personally observed or experienced. His motto is, "facts are facts."

When challenged he can become objective, searching hard for

facts and figures. This may be his way of defending his decisions.

Once he makes a decision, he can be organized in carrying it out.

He finds making decisions easier when he knows that others he

respects are doing the same thing; he then has a feeling of stability



GENERAL CHARACTERISTICS

R

and "family." Logic is important when trying to influence him. He

pays more attention to logic than emotional "hype."

R is somewhat reserved with those he doesn't trust or

know. After trust has been established, he may be open and

candid. Rarely does he display his emotions; that is, he projects a

good poker face. Others may get the feeling that he is unfriendly,

when in reality he is not. He can be outgoing at times. Basically

introverted, he will "engage" in social conversation when the

occasion warrants. He likes to know what is expected of him in a

working relationship and have the duties and responsibilities of

others who will be involved explained. Communication is

accomplished best by well-defined avenues. R is more

motivated by logic than emotion. To him, logic represents tangible

research. He may guard some information unless he is asked

specific questions. He will not willingly share unless he is

comfortable with the knowledge he possesses about the topic.

Sometimes he will withdraw from a verbal battle. If he feels strong

about an issue, he may retreat to gather his resources and then

return to take a stand! He remains aloof from active participation in

unfamiliar groups. He will talk more, however, in a group of people

he trusts and has known for a long time.



VALUE TO THE ORGANIZATION

This section of the report identifies the specific talents and behavior R brings to the job. By lookingat these statements, one can identify his role in the organization. The organization can then develop asystem to capitalize on his particular value and make him an integral part of the team.

R

Competitive.

Thinks big.

Always looking for the logical solutions.

People-oriented.

Places high value on time.

Challenge-oriented.

Usually makes decisions with the bottom line in mind.

Patient and empathetic.



CHECKLIST FOR COMMUNICATING

Most people are aware of and sensitive to the ways with which they prefer to be communicated. Manypeople find this section to be extremely accurate and important for enhanced interpersonal communication.This page provides other people with a list of things to DO when communicating with R. Read eachstatement and identify the 3 or 4 statements which are most important to him. We recommend highlightingthe most important "DO's" and provide a listing to those who communicate with R most frequently.

R

Do:

Motivate and persuade by referring to objectives and results.

Present your case softly, nonthreateningly with a sincere toneof voice.

Take issue with facts, not the person, if you disagree.

Watch carefully for possible areas of early disagreement ordissatisfaction.

Be clear, specific, brief and to the point.

Provide a friendly environment.

Stick to business--let him decide if he wants to talk socially.

Present the facts logically; plan your presentation efficiently.

Define clearly (preferably in writing) individual contributions.

Support and maintain an environment where he can beefficient.

Provide questions, alternatives and choices for making his owndecisions.

Ask specific (preferably "what?") questions.



INEFFECTIVE COMMUNICATION

This section of the report is a list of things NOT to do while communicating with R. Review eachstatement with R and identify those methods of communication that result in frustration or reducedperformance. By sharing this information, both parties can negotiate a communication system that ismutually agreeable.

R

Don't:

Offer assurance and guarantees you can't fulfill.

Stick coldly or harshly to business; on the other hand, don't losesight of goals by being too personal.

Let disagreement reflect on him personally.

Direct or order.

Rush headlong into business or the agenda.

Be redundant.

Ramble on, or waste his time.

Patronize or demean him by using subtlety or incentive.

Ask rhetorical questions, or useless ones.

Forget or lose things, be disorganized or messy, confuse ordistract his mind from business.

Be vague; don't offer opinions and probabilities.

Be abrupt and rapid.

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



COMMUNICATION TIPS

This section provides suggestions on methods which will improve R's communications with others.The tips include a brief description of typical people with whom he may interact. By adapting to thecommunication style desired by other people, R will become more effective in his communicationswith them. He may have to practice some flexibility in varying his communication style with others who maybe different from himself. This flexibility and the ability to interpret the needs of others is the mark of asuperior communicator.

R

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 tothe issue.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 inwriting).Ask "feeling" questions to draw their opinionsor comments.

Factors that will create tension ordissatisfaction:

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

When communicating with a person who is patient,predictable, reliable, steady, relaxed and modest:

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

Factors that will create tension or dissatisfaction:

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

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

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

Factors that will create tension or dissatisfaction:

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



IDEAL ENVIRONMENT

This section identifies the ideal work environment based on R's basic style. People with limitedflexibility will find themselves uncomfortable working in any job not described in this section. People withflexibility use intelligence to modify their behavior and can be comfortable in many environments. Use thissection to identify specific duties and responsibilities that R enjoys and also those that createfrustration.

R

Little conflict between people.

An innovative and futuristic-oriented environment.

Freedom from controls, supervision and details.

Nonroutine work with challenge and opportunity.

Forum to express ideas and viewpoints.

Evaluation based on results, not the process.



PERCEPTIONS

A person's behavior and feelings may be quickly telegraphed to others. This section provides additionalinformation on R's self-perception and how, under certain conditions, others may perceive hisbehavior. Understanding this section will empower R to project the image that will allow him tocontrol the situation.

R

"See Yourself As Others See You"

SELF-PERCEPTION

R usually sees himself as being:

Considerate ThoughtfulGood-Natured DependableTeam player Good listener

OTHERS' PERCEPTION

Under moderate pressure, tension, stress or fatigue, others maysee him as being:

Nondemonstrative HesitantUnconcerned Inflexible

And, under extreme pressure, stress or fatigue, others may seehim as being:

Possessive StubbornDetached Insensitive



DESCRIPTORS

Based on R's responses, the report has marked those words that describe his personal behavior.They describe how he solves problems and meets challenges, influences people, responds to the pace ofthe environment and how he responds to rules and procedures set by others.

R

Dominance

Demanding

Egocentric

DrivingAmbitiousPioneeringStrong-WilledForcefulDeterminedAggressiveCompetitiveDecisiveVenturesome

InquisitiveResponsible

Conservative

CalculatingCooperativeHesitantLow-KeyedUnsureUndemandingCautious

MildAgreeableModestPeaceful

Unobtrusive

Influencing

Effusive

Inspiring

MagneticPoliticalEnthusiasticDemonstrativePersuasiveWarmConvincingPolishedPoisedOptimistic

TrustingSociable

Reflective

FactualCalculatingSkeptical

LogicalUndemonstrativeSuspiciousMatter-of-FactIncisive

PessimisticMoody

Critical

Steadiness

Phlegmatic

RelaxedResistant to ChangeNondemonstrative

Passive

Patient

Possessive

PredictableConsistentDeliberateSteadyStable

Mobile

ActiveRestlessAlertVariety-OrientedDemonstrative

ImpatientPressure-OrientedEagerFlexibleImpulsiveImpetuous

Hypertense

Compliance

Evasive

WorrisomeCarefulDependentCautiousConventionalExactingNeat

SystematicDiplomaticAccurateTactful

Open-MindedBalanced Judgment

Firm

IndependentSelf-WilledStubborn

Obstinate

OpinionatedUnsystematicSelf-RighteousUninhibitedArbitraryUnbending

Careless with Details



NATURAL AND ADAPTED STYLE

R's natural style of dealing with problems, people, pace of events and procedures may not always fitwhat the environment needs. This section will provide valuable information related to stress and thepressure to adapt to the environment.

R

PROBLEMS - CHALLENGES Natural

R is quite inquisitive and wantsto be seen as an outwardlycompetitive person who isadventuresome by nature. He isresults-oriented and likes to beinnovative in his approach to problemsolving. R is not necessarilyconfrontational by nature, but if aproblem does exist he will not turndown the opportunity for confrontation.

Adapted

R sees the need to besomewhat conservative in hisapproach to solving problems. Hewants to accept challenges but will becalculated in his response.

PEOPLE - CONTACTS Natural

R is factual and logical in hisattempt to persuade others. He looksat things in a rather direct andstraightforward manner. His approachcan be analytical and objective whenattempting to influence others.

Adapted

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



NATURAL AND ADAPTED STYLE

R

PACE - CONSISTENCY Natural

R is comfortable in anenvironment in which there is arelaxed demeanor, or one in whichpatience is looked at as a virtue. Heprefers to complete one task beforestarting the next and prefers anenvironment that is predictable.

Adapted

R sees the need to start andfinish activities one at a time ifpossible. He feels the need to beconsistent, patient and to have asecure work environment. Changeneeds to be held to a minimum.

PROCEDURES - CONSTRAINTS Natural

R is independent by nature andsomewhat self-willed. He is open tonew suggestions and can, at times, beseen as somewhat freewheeling. Heis most comfortable in an environmentwhere the constraints can be"loosened" for certain situations.

Adapted

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



ADAPTED STYLE

R sees his present work environment requiring him to exhibit the behavior listed on this page. If thefollowing statements DO NOT sound job related, explore the reasons why he is adapting this behavior.

R

Freedom from confrontation.

Being cordial and helpful when dealing with new clients orcustomers.

Being a good "team player."

Diplomatic cooperation in team interaction.

Undemanding of others' time and attention.

Being cooperative and supportive.

Being conservative, not competitive, in nature.

Exhibiting patience and good listening skills.

Logical solutions.

Consistency of task performance.

Presenting a practical, proven approach to decision making.

Limited or prepared changes in routine.



KEYS TO MOTIVATING

This section of the report was produced by analyzing R's wants. People are motivated by the thingsthey want; thus wants that are satisfied no longer motivate. Review each statement produced in this sectionwith R and highlight those that are present "wants."

R

R wants:

Activities that don't infringe on family life.

Freedom from conflict and confrontation.

A leader to follow and one who sets good examples.

A plan he understands.

To be accepted as a member of the team.

To be persuaded by logic and emotion.

Constant appreciation, and a feeling of security on the team.

A predictable work environment.

Identification with fellow workers.

Methods for performing high quality work.

Safety and security of the situation.



KEYS TO MANAGING

In this section are some needs which must be met in order for R to perform at an optimum level.Some needs can be met by himself, while management must provide for others. It is difficult for a person toenter a motivational environment when that person's basic management needs have not been fulfilled.Review the list with R and identify 3 or 4 statements that are most important to him. This allowsR to participate in forming his own personal management plan.

R

R needs:

The facts in a logical sequence.

A feeling of belonging--to know how important he is to the team.

To negotiate commitment face-to-face.

Reassurances that he is doing the job right.

To be introduced to the new employees.

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

To understand his impact on other people.

The complete proposal and time to adjust prior to change.

A quality product in which to believe.

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

To display empathy for people who approach life differentlythan he does.

To be confronted when in disagreement, or when he breaks therules.

A manager who delegates in detail.



AREAS FOR IMPROVEMENT

In this area is a listing of possible limitations without regard to a specific job. Review with R andcross out those limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performanceand develop an action plan to eliminate or reduce this hindrance.

R

R has a tendency to:

Become resistive and indecisive when forced to act quickly.Without proper information he will resist in a passive-aggressivemanner.

Hold a grudge if his personal beliefs are attacked.

Take criticism of his work as a personal affront.

Need help in prioritizing new assignments.

Not let others know where he stands on an issue.

Not take action against those who challenge or break the rulesor guidelines.

Have difficulty establishing priorities. Have a tendency to makeall things a number one priority--may have trouble meetingdeadlines.

Tendency to underestimate his abilities.



ACTION PLAN

R

The following are examples of areas in which R may want to improve. Circle 1to 3 areas and develop action plan(s) to bring about the desired results. Look over thereport for possible areas that need improvement.

Communicating (Listening)DelegatingDecision MakingDiscipliningEvaluating PerformanceEducation

Time ManagementCareer GoalsPersonal GoalsMotivating OthersDeveloping PeopleFamily

Area: ___________________________________

1.

2.

3.

Area: ___________________________________

1.

2.

3.

Area: ___________________________________

1.

2.

3.

Date to Begin: ____________ Date to Review: ____________



BEHAVIORAL FACTOR INDICATOR™

Management Version

R

Classifying management behavior is not an easy undertaking, largely because thereare so many variables on which classifications could be based. The classifications inthis report are purely behavioral. Behavioral measurement can be classified as how aperson will do a job. No consideration has been given to age, experience, training orvalues.

Your report will graphically display your behavioral skills in 12 specific factors. Eachfactor was carefully selected allowing anyone to be successful if they meet thebehavioral demands of the job.

The Natural graph represents your natural behavior - the behavior you bring to the job.The Adapted graph measures your response to the environment - the behavior youthink is necessary to succeed at a job. If your Adapted graph is significantly differentfrom your Natural, you are under pressure to change or "mask" your behavior.

Read and compare your graphs. Look at each factor and the importance of that factorto the successful performance of your job. Your Adapted graph will identify the factorsyou see as important and shows you where you are focusing your energy.

Knowledge of your behavior will allow you to develop strategies to win in anyenvironment you choose.



SPECIFIC FACTOR ANALYSIS

R

DECISIVENESS/RESULTS ORIENTED0 1 2 3 4 5 6 7 8 9 10

5.00 4.50

NaturalAdapted

SENSE OF URGENCY0 1 2 3 4 5 6 7 8 9 10

6.50 5.50

NaturalAdapted

VISION FOR THE FUTURE0 1 2 3 4 5 6 7 8 9 10

6.50 5.75

NaturalAdapted

MOTIVATING OTHERS0 1 2 3 4 5 6 7 8 9 10

6.00 5.00

NaturalAdapted

SELF-CONFIDENCE0 1 2 3 4 5 6 7 8 9 10

5.50 4.25

NaturalAdapted

CUSTOMER/EMPLOYEE INTERFACE0 1 2 3 4 5 6 7 8 9 10

6.50 7.25

NaturalAdapted



SPECIFIC FACTOR ANALYSIS

R

LISTENING0 1 2 3 4 5 6 7 8 9 10

6.25 7.00

NaturalAdapted

FOLLOW-UP AND FOLLOW-THROUGH0 1 2 3 4 5 6 7 8 9 10

6.50 7.25

NaturalAdapted

CONSISTENCY0 1 2 3 4 5 6 7 8 9 10

6.00 7.25

NaturalAdapted

PAPERWORK0 1 2 3 4 5 6 7 8 9 10

6.25 7.00

NaturalAdapted

ATTENTION TO DETAIL0 1 2 3 4 5 6 7 8 9 10

7.25 8.00

NaturalAdapted

FOLLOWING POLICY0 1 2 3 4 5 6 7 8 9 10

6.75 7.50

NaturalAdapted



STYLE INSIGHTS® GRAPHS

R

R XYZ SERVICES

6-23-2010

MOST

Graph I

Adapted Style

100

90

80

70

60

50

40

30

20

10

0

D

34

I

54

S

95

C

41%

Norm 2009

LEAST

Graph II

Natural Style

100

90

80

70

60

50

40

30

20

10

0

D

55

I

47

S

70

C

45%

Norm 2009



THE SUCCESS INSIGHTS® WHEEL

R

The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to thetext you have received about your behavioral style, the Wheel adds a visualrepresentation that allows you to:

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 behaviorto your job.

Notice on the next page that your Natural style (circle) and your Adapted style (star) areplotted on the Wheel. If they are plotted in different boxes, then you are adapting yourbehavior. The further the two plotting points are from each other, the more you areadapting 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 whereconflict can occur. You will also be able to identify where communication, understandingand appreciation can be increased.



THE SUCCESS INSIGHTS® WHEEL

R

RXYZ SERVICES

6-23-2010

D

IS

CCONDUCTO

R

PE

RS

UA

DE

R

PROM

OTER

RELATER

SUPPORTER

CO

OR

DIN

AT

OR

ANALYZER

IMPLEMENTOR 1

2

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45

6

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1617

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4142

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484950

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H

l

Natural: l (59) CONDUCTING SUPPORTER (ACROSS)

Adapted: H (18) RELATING SUPPORTER

Norm 2009



management staff report

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