TTI Success Insights

SUCCESS INSIGHTS®

Talent Insights - Management-Staff Version

Zach Rhodes20/10/2012

www.successinsights.com1-480-443-1077/1-480-443-0163

Scottsdale, AZ 8525517785 N. Pacesetter Way

Success Insights International, Inc.The World Leader of Online Behavior and Attitude Assessments

Generated by Patent Number 5,551,880

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

INTRODUCTIONWhere Opportunity Meets Talent®

Zach Rhodes

The Success Insights® Talent Insights Report was designed to increase theunderstanding of an individual's talents. The report provides insight to three distinctareas: behaviours, motivators and the integration of these. Understanding strengthsand weaknesses in these areas will lead to personal and professional developmentand a higher level of satisfaction.

The following is an in-depth look at your personal talents in the three main sections:

SECTION 1: BEHAVIOURS

This section of the report is designed to help you attain a greater knowledge of yourselfas well as others. The ability to interact effectively with people may be the differencebetween success and failure in your work and personal life. Effective interaction startswith an accurate perception of oneself.

SECTION 2: MOTIVATORS

This section of the report provides information on the why of your actions, which withapplication and coaching, can tremendously impact your valuing of life. Once youknow the motivations that drive your actions, you will immediately be able tounderstand the causes of conflict.

SECTION 3: INTEGRATING BEHAVIOURS AND MOTIVATORS

This section of the report will help you blend the how and the why of your actions.Once you can understand how your behaviours and motivators blend together, yourperformance will be enhanced and you will experience an increase in satisfaction.

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


Success Insights International, Inc.

INTRODUCTIONBehaviours Section

Zach Rhodes

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

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

demands of their environment.

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

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

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

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

friends or colleagues to see if they agree.




GENERAL CHARACTERISTICS

Based on Zach's responses, the report has selected general statements to provide a broad understanding of hiswork style. These statements identify the basic natural behaviour that he brings to the job. That is, if left on hisown, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the general characteristicsto gain a better understanding of Zach's natural behaviour.

Zach Rhodes

Zach is alert and sensitive to his errors and mistakes. He

constantly seeks to avoid errors in his work. His motto for work may

well be the coined phrase, "quality is job number one." Getting the

project or job done right is important to him. If forced to choose

between producing quality work or quantities of work, quality will be the

winner. He has a need to achieve in an environment in which the

quality is controlled. He can become frustrated when put in a situation

that is nothing more than a rambling discussion. He resists change if

he feels the change will lower the quality of his work. If change is

inevitable, he may need reassurances that his standards will continue

to be met. Zach can be a real "stickler" for quality systems and orderly

procedures. He wants to make certain that detailed reports are

accurately completed. This tendency can be reassuring to Zach's

supervisors. He tends to be his own worst critic constantly reminding

himself that he could have done better if given more time. He can be

characterised by his creativity and attention to quality and detail.

Safety and security are important to him. Zach prefers to work in an

environment that is both economically and physically sound. He

prefers that things be orderly and he will approach work in a systematic

manner.

Zach has an acute awareness of social, economic and political

implications of his decisions. He usually judges others by the quality of

their work. He may find it difficult to recognise others' strengths, if their

work does not meet his high standards. He can be seen as a thinker

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GENERAL CHARACTERISTICS

Zach Rhodes

whose intuitive talents can bring divergent ideas to the forefront. He

follows company policy, if aware of it. Zach feels tension when forced

to make major decisions quickly. He tends to base decisions on the

quality of work--not on efficiency. He tends to make his decisions after

deliberation and gives weight to all the pros and cons. He is the type

of person who will accept challenges, and accept them seriously.

Zach likes to know what is expected of him in a working

relationship, and have the duties and responsibilities of others who will

be involved explained. Communication is accomplished best by

well-defined avenues. Because Zach wants to be certain he is

performing his work assignments correctly, he enjoys working for a

manager who explains what is expected of him. He is usually

soft-spoken, but his demeanour may be deceptive to those who work

with him. He may possess strong and unwavering convictions that are

not always apparent to others. He does not seek confrontation, but if

he is confronted, he will present his case with enough supportive data

that he will probably win. Zach is intuitive and is able to ask good

questions in order to get the critical, complete information he seeks.

Because Zach prefers logical information, he likes people who

communicate all the facts in logical order. Random facts in a

haphazard format tend to distract and annoy him. He is patient and

persistent in his approach to achieving goals. He responds to

challenges in a cooperative manner and wants the "team" to win

without the need of a perceived "shining star." He can be outgoing at

times. Basically introverted, he will engage in social conversation

when the occasion warrants.

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VALUE TO THE ORGANISATION

This section of the report identifies the specific talents and behaviour Zach brings to the job. By looking at thesestatements, one can identify his role in the organisation. The organisation can then develop a system tocapitalise on his particular value and make him an integral part of the team.

Zach Rhodes

Patient and empathetic.

Always concerned about quality work.

Good at reconciling factions--is calming and adds stability.

Builds good relationships.

Comprehensive in problem solving.

Works for a leader and a cause.

Service-oriented.

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CHECKLIST FOR COMMUNICATING

Most people are aware of and sensitive to the ways with which they prefer to be communicated. Many peoplefind this section to be extremely accurate and important for enhanced interpersonal communication. This pageprovides other people with a list of things to DO when communicating with Zach. Read each statement andidentify the 3 or 4 statements which are most important to him. We recommend highlighting the most important"DO's" and provide a listing to those who communicate with Zach most frequently.

Zach Rhodes

Do:

Draw up a scheduled approach to implementing action with astep-by-step timetable; assure him that there will not be surprises.

Define clearly (preferably in writing) individual contributions.

Watch carefully for possible areas of early disagreement ordissatisfaction.

Look for hurt feelings or personal reasons if you disagree.

Present your case softly, nonthreateningly with a sincere tone ofvoice.

Support his principles; use a thoughtful approach; build yourcredibility by listing pros and cons to any suggestion you make.

Provide solid, tangible, practical evidence.

Follow through, if you agree.

Prepare your "case" in advance.

Patiently draw out personal goals and work with him to help himachieve those goals; listen and be responsive.

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

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INEFFECTIVE COMMUNICATION

This section of the report is a list of things NOT to do while communicating with Zach. Review each statementwith Zach and identify those methods of communication that result in frustration or reduced performance. Bysharing this information, both parties can negotiate a communication system that is mutually agreeable.

Zach Rhodes

Do not:

Make conflicting statements.

Use testimonies of unreliable sources; do not be haphazard.

Use gimmicks or clever, quick manipulations.

Be vague about what is expected of either of you; do not fail tofollow through.

Force him to respond quickly to your objectives. Do not say "Hereis how I see it."

Offer assurance and guarantees you cannot fulfil.

Patronise or demean him by using subtlety or incentive.

Dillydally, or waste time.

Leave things to chance or luck.

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

Push too hard, or be unrealistic with deadlines.

Manipulate or push him into agreeing because he probably will notfight back.

Keep deciding for him, or he will lose initiative. Do not leave himwithout backup support.

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COMMUNICATION TIPS

This section provides suggestions on methods which will improve Zach's communications with others. The tipsinclude a brief description of typical people with whom he may interact. By adapting to the communication styledesired by other people, Zach will become more effective in his communications with them. He may have topractice some flexibility in varying his communication style with others who may be different from himself. Thisflexibility and the ability to interpret the needs of others is the mark of a superior communicator.

Zach Rhodes

When communicating with a person who isambitious, forceful, decisive, strong-willed,independent and goal-oriented:

Be clear, specific, brief and to the point.Stick to business.Be prepared with support material in awell-organised "package."

Factors that will create tension ordissatisfaction:

Talking about things that are not relevant tothe issue.Leaving loopholes or cloudy issues.Appearing disorganised.

When communicating with a person who ismagnetic, enthusiastic, friendly, demonstrativeand political:

Provide a warm and friendly environment.Do not deal with a lot of details (put them inwriting).Ask "feeling" questions to draw their opinionsor comments.

Factors that will create tension ordissatisfaction:

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

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

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

Factors that will create tension or dissatisfaction:

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

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

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

Factors that will create tension or dissatisfaction:

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




PERCEPTIONS

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

Zach Rhodes

"See Yourself As Others See You"

SELF-PERCEPTION

Zach usually sees himself as being:

Precise ThoroughModerate DiplomaticKnowledgeable Analytical

OTHERS' PERCEPTION

Under moderate pressure, tension, stress or fatigue, others may seehim as being:

Pessimistic PickyWorrisome Fussy

And, under extreme pressure, stress or fatigue, others may see himas being:

Perfectionistic Hard-to-PleaseStrict Defensive

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DESCRIPTORS

Based on Zach's responses, the report has marked those words that describe his personal behaviour. Theydescribe how he solves problems and meets challenges, influences people, responds to the pace of theenvironment and how he responds to rules and procedures set by others.

Zach Rhodes

Dominance

Demanding

Egocentric

DrivingAmbitiousPioneeringStrong-WilledForcefulDeterminedAggressiveCompetitiveDecisiveVenturesome

InquisitiveResponsible

Conservative

CalculatingCooperativeHesitantLow-KeyedUnsureUndemandingCautious

MildAgreeableModestPeaceful

Unobtrusive

Influencing

Effusive

Inspiring

MagneticPoliticalEnthusiasticDemonstrativePersuasiveWarmConvincingPolishedPoisedOptimistic

TrustingSociable

Reflective

FactualCalculatingSceptical

LogicalUndemonstrativeSuspiciousMatter-of-FactIncisive

PessimisticMoody

Critical

Steadiness

Phlegmatic

RelaxedResistant to ChangeNondemonstrative

Passive

Patient

Possessive

PredictableConsistentDeliberateSteadyStable

Mobile

ActiveRestlessAlertVariety-OrientedDemonstrative

ImpatientPressure-OrientedEagerFlexibleImpulsiveImpetuous

Hypertense

Compliance

Evasive

WorrisomeCarefulDependentCautiousConventionalExactingNeat

SystematicDiplomaticAccurateTactful

Open-MindedBalanced Judgment

Firm

IndependentSelf-WilledStubborn

Obstinate

OpinionatedUnsystematicSelf-RighteousUninhibitedArbitraryUnbending

Careless with Details




NATURAL AND ADAPTED STYLE

Zach's natural style of dealing with problems, people, pace of events and procedures may not always fit what theenvironment needs. This section will provide valuable information related to stress and the pressure to adapt tothe environment.

Zach Rhodes

PROBLEMS - CHALLENGES Natural

Zach is somewhat conservative in hisapproach to solving problems. He willaccept challenges by being quitecalculating in his response to theproblem or challenge. Zach will be quitecooperative by nature and attempt toavoid confrontation as he wants to beseen as a person who is "easy" to workwith.

Adapted

Zach sees no need to change hisapproach to solving problems or dealingwith challenges in his presentenvironment.

PEOPLE - CONTACTS Natural

Zach is sociable and optimistic. He isable to use an emotional appeal toconvince others of a certain direction.He likes to be on a team and may be thespokesman for the team. He will trustothers and likes a positive environmentin which to relate.

Adapted

Zach sees no need to change hisapproach to influencing others to his wayof thinking. He sees his natural style tobe what the environment is calling for.

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NATURAL AND ADAPTED STYLE

Zach Rhodes

PACE - CONSISTENCY Natural

Zach is deliberate and steady. He iswilling to change, if the new direction ismeaningful and consistent with the past.He will resist change for change's sake.

Adapted

Zach sees his natural activity style to bejust what the environment needs. Whatyou see is what you get for activity leveland consistency. Sometimes he wouldlike the world to slow down.

PROCEDURES - CONSTRAINTS Natural

Zach is somewhat open-minded, butaware and sensitive to the implicationsof not following the rules. He candisplay balanced judgment in reviewingprocedures. Knowing he is doing thingswell is a key reinforcement for him.

Adapted

Zach shows little discomfort whencomparing his basic (natural) style to hisresponse to the environment (adapted)style. The difference is not significantand Zach sees little or no need tochange his response to the environment.

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ADAPTED STYLE

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

Zach Rhodes

Being conservative, not competitive, in nature.

Precedence of quality over efficiency.

Undemanding of others' time and attention.

Using restraint when confrontation occurs.

Being a good "team player."

Critical appraisal of data.

Presenting a practical, proven approach to decision making.

Being cordial and helpful when dealing with new clients orcustomers.

Calculation of risks before taking action.

Being cooperative and supportive.

Compliance to high standards.

Precise, analytical approach to work tasks.

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TIME WASTERS

This section of your report is designed to identify time wasters that may impact your overall time useeffectiveness. Possible causes and solutions will serve as a basis for creating an effective plan for maximisingyour use of TIME and increasing your PERFORMANCE.

Zach Rhodes

1. SEEKING THE BEST, BUT NOT NECESSARILY WORKABLESOLUTIONS

Always seeking the best solution may prohibit getting the taskaccomplished. Something better is always on the horizon.

POSSIBLE CAUSES:Want to do things right the first timeWant personal approval for preciseness of workFear criticism if solution does not work

POSSIBLE SOLUTIONS:Establish required standardsDetermine the solution that meets or exceeds those standardsSet a timeline for making a decision or completing a task

2. SEEKING "ALL" OF THE FACTS

Seeking "all" of the facts is thought and action of continuallygathering new information and re-evaluating current information.

POSSIBLE CAUSES:Want to be certain/preparedWant to avoid mistakesWant extended time for getting tasks done

POSSIBLE SOLUTIONS:Set a timeline for gathering new information or evaluating oldinformation and then take actionEvaluate importance or risk factors to how much information isactually needed

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TIME WASTERS

Zach Rhodes

3. WAITING FOR EVENTS TO HAPPEN

Although patience may be a virtue, being pro-active allows thedecision-maker to be in better control of events within their scopeof influence.

POSSIBLE CAUSES:Want to affect the here and nowFear rushing into something will show unpreparednessNeed for high standards inhibits getting started

POSSIBLE SOLUTIONS:Plan alternative solutionsDetermine most likely scenariosImplement a plan that best meets those needs withoutjeopardising other scenarios

4. PROLONG EVENTS IN ORDER TO GAIN IMPROVED RESULTS

Prolonging events in order to gain improved results is the processof doing and redoing, evaluating and re-evaluating and changingto and changing back as a way of "testing" the best possibleoutcome.

POSSIBLE CAUSES:Want to insure that success is always achievedFeel that if rushed, the results will not be satisfactoryHope situations will work out themselves

POSSIBLE SOLUTIONS:Set realistic schedule and timelineFollow the scheduleSeek advice or assistance from others

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TIME WASTERS

Zach Rhodes

5. OVERREACTING TO CONSTRUCTIVE CRITICISM

Overreacting to constructive criticism is the inappropriate overt orcovert response to feedback and recommendations.

POSSIBLE CAUSES:Have a high comfort level with past methodsHave high standards for work performanceThink that your way is the correct wayDo not see the benefit of doing things differently

POSSIBLE SOLUTIONS:Practice listening without evaluating comments from othersBegin responding mentally with "that's interesting" or "that's apossibility" as a way of controlling immediate negative responseCommunicate feelings with peers and supervisors

6. FEAR OF MISTAKES

Fearing mistakes is the mental process of focusing on negativeoutcomes and is often a preoccupation with past mistakes.

POSSIBLE CAUSES:Want to avoid criticismTake criticism personallyWant to be seen as efficient and competent

POSSIBLE SOLUTIONS:Practice focusing on past successesFor every mistake that you think might happen, write down twopositive possible outcomes for a completed taskFocus on several possible future outcomes

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AREAS FOR IMPROVEMENT

In this area is a listing of possible limitations without regard to a specific job. Review with Zach and cross outthose limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance and develop anaction plan to eliminate or reduce this hindrance.

Zach Rhodes

Zach has a tendency to:

Fail to tell others where he stands on an issue.

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

Lean on supervisors if information and direction is not clear.

Yield his position to avoid controversy.

Be self-deprecating--does not project self-confidence.

Be defensive when threatened and use the errors and mistakes ofothers to defend his position.

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

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

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BEHAVIOURAL HIERARCHY

The Behavioural Hierarchy graph will display a ranking of your natural behavioural style within a total of twelve(12) areas commonly encountered in the workplace. It will help you understand in which of these areas you willnaturally be most effective.

Zach Rhodes

1. FOLLOWING POLICY - Complying with the policy or if no policy,complying with the way it has been done.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.0

6.8*

2. FOLLOW UP AND FOLLOW THROUGH - A need to be thorough.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.5

6.6*

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

6.2

6.2*

4. CUSTOMER RELATIONS - A desire to convey your sincereinterest in them.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.2

6.9*

5. ORGANISED WORKPLACE - Systems and procedures followedfor success.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.5

5.1*

6. PEOPLE ORIENTED - Spending a high percentage of timesuccessfully working with a wide range of people from diversebackgrounds to achieve "win-win" outcomes.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.5

6.4*

CONDUCTOR

PE

RS

UA

DE

R

PROM

OTE

R

RELATER

SU

PPORTER

CO

OR

DIN

AT

OR

ANALY

SER

IMPLEMENTOR

1

2

3

45

6

7

8

910

11

12

13

14

15

1617

18

19

20

21

22

23

24

2526

27

28

29

30

31

323334

35

36

37

38

39

40

4142

43

44

45

46

474849

50

51

52

53

54

5556

57

5859

60

Hl




NOTES

BEHAVIOURAL HIERARCHY

Zach Rhodes

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

5.0

4.6*

8. FREQUENT INTERACTION WITH OTHERS - Dealing withmultiple interruptions on a continual basis, always maintaining afriendly interface with others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.0

5.9*

9. ANALYSIS OF DATA - Information is maintained accurately forrepeated examination as required.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.0

5.2*

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

5.0

5.0*

11. VERSATILITY - Bringing together a multitude of talents and awillingness to adapt the talents to changing assignments as required.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.0

5.2*

12. FREQUENT CHANGE - Moving easily from task to task or beingasked to leave several tasks unfinished and easily move on to thenew task with little or no notice.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.0

5.3*

* 68% of the population falls within the shaded area.SIA: 43-53-55-63 (53) SIN: 45-52-55-57 (53)

CONDUCTOR

PE

RS

UA

DE

R

PROM

OTE

R

RELATER

SU

PPORTER

CO

OR

DIN

AT

OR

ANALY

SER

IMPLEMENTOR

1

2

3

45

6

7

8

910

11

12

13

14

15

1617

18

19

20

21

22

23

24

2526

27

28

29

30

31

323334

35

36

37

38

39

40

4142

43

44

45

46

474849

50

51

52

53

54

5556

57

5859

60

Hl




NOTES

STYLE INSIGHTS® GRAPHS

Zach Rhodes


MOST

Graph I

Adapted Style

100

90

80

70

60

50

40

30

20

10

0

D

43

I

53

S

55

C

63%

Norm 2012 R4

LEAST

Graph II

Natural Style

100

90

80

70

60

50

40

30

20

10

0

D

45

I

52

S

55

C

57%

Norm 2012 R4




THE SUCCESS INSIGHTS® WHEEL

Zach Rhodes

The Success Insights® Wheel is a powerful tool popularised in Europe. In addition to the textyou have received about your behavioural style, the Wheel adds a visual representation thatallows you to:

View your natural behavioural style (circle).

View your adapted behavioural style (star).

Note the degree you are adapting your behaviour.

If you filled out the Work Environment Analysis, view the relationship of your behaviour toyour job.

Notice on the next page that your Natural style (circle) and your Adapted style (star) areplotted on the Wheel. If they are plotted in different boxes, then you are adapting yourbehaviour. The further the two plotting points are from each other, the more you are adaptingyour behaviour.

If you are part of a group or team who also took the behavioural assessment, it would beadvantageous to get together, using each person's Wheel, and make a master Wheel thatcontains each person's Natural and Adapted style. This allows you to quickly see whereconflict can occur. You will also be able to identify where communication, understanding andappreciation can be increased.




THE SUCCESS INSIGHTS® WHEEL

Zach Rhodes


D

IS

CCONDUCTO

R

PE

RS

UA

DE

R

PROM

OTER

RELATER

SUPPORTER

CO

OR

DIN

AT

OR

ANALYSER

IMPLEMENTOR 1

2

3

45

6

7

8

9

10

11

12

13

14

15

1617

18

19

20

21

22

23

24

25

26

27

28

29

30

31

3233

34

35

36

37

38

39

40

4142

43

44

45

46

47

484950

51

52

53

54

55

56

57

5859

60

Hl

Natural: l (53) ANALYSING COORDINATOR (ACROSS)

Adapted: H (53) ANALYSING COORDINATOR (ACROSS)

Norm 2012 R4




INTRODUCTIONMotivators Section

Zach Rhodes

Knowledge of an individual's motivators help to tell us WHY they do things. A review of anindividual's experiences, references, education and training help to tell us WHAT they can do.Behavioural assessments help to tell us HOW a person behaves and performs in the workenvironment. The Personal Motivators & Engagement report measures the relative prominence ofsix basic interests or motivators (a way of valuing life): Theoretical, Utilitarian, Aesthetic, Social,Individualistic and Traditional.

Motivators help to initiate one's behaviour and are sometimes called the hidden motivators becausethey are not always readily observed. It is the purpose of this report to help illuminate and amplifysome of those motivating factors and to build on the strengths that each person brings to the workenvironment.

Based on your choices, this report ranks your relative passion for each of the six motivators. Yourtop two and sometimes three motivators cause you to move into action. You will feel positive whentalking, listening or doing activities that satisfy your top motivators.

The feedback you will receive in this section will reflect one of three intensity levels for each of thesix motivators.

STRONG - positive feelings that you need to satisfy either on or off the job.

SITUATIONAL - where your feelings will range from positive to indifferent based on otherpriorities in your life at the time. These motivators tend to become more important as your topmotivators are satisfied.

INDIFFERENT - your feelings will be indifferent when related to your 5th or 6th motivator.

YOUR PERSONAL MOTIVATORS RANKING

1st SOCIAL Strong

2nd TRADITIONAL Strong

3rd INDIVIDUALISTIC Situational

4th UTILITARIAN Situational

5th THEORETICAL Indifferent

6th AESTHETIC Indifferent




SOCIAL

Those who score very high for this motivator have an inherent love of people. The social person prizes otherpeople and is, therefore, kind, sympathetic and unselfish. They are likely to find the Theoretical, Utilitarian andAesthetic attitudes cold and inhuman. Compared to the Individualistic motivator, the Social person regardshelping others as the only suitable form for human relationships. Research indicates that in its purest form, theSocial interest is selfless.

Zach Rhodes

Eliminating hate and conflict in the world is one of Zach's passions.

Zach will have a keen interest in improving the whole of society.

In business, he wants everyone to receive the most value moneycan buy.

If he thinks it will harm the relationship, Zach will avoidconfrontation.

He wants to promote a doctrine of fairness with regard to rules thatregulate people.

Looking for the positive in a situation energises him to solveproblems that people are experiencing.

Zach has the ability to be empathetic toward those who arehurting.

He may sacrifice bottom-line profit when the decision may bedetrimental to the people involved.

Zach will blame the system more than the individual and will workdiligently to change the system.

He has the ability to instinctively notice and respond to people inneed.

Zach will have causes that cannot be won, satisfying his innerneed for peace. Even if the cause cannot be won, he will still becompelled to try.




NOTES

TRADITIONAL

The highest interest for this motivator may be called "unity," "order," or "tradition." Individuals with high scoresfor this motivator seek a system for living. This system can be found in such things as conservatism or anyauthority that has defined rules, regulations and principles for living.

Zach Rhodes

He is true to his personal vision.

Zach lets his conscience be his guide.

Following proven procedures is more important than quick fixes.

Zach likes unity and order in his life.

He believes strongly in his opinions.

He will evaluate others based on his rules for living.




NOTES

INDIVIDUALISTIC

The primary interest for this motivator is POWER, not necessarily politics. Research studies indicate thatleaders in most fields have a high power drive. Since competition and struggle play a large part in all areas oflife, many philosophers have seen power as the most universal and most fundamental of motives. There are,however, certain personalities in whom the desire for direct expression of this motive is uppermost; who wish,above all, for personal power, influence and renown.

Zach Rhodes

At times Zach can be very competitive.

He will evaluate each situation individually and determine howmuch or how little control he will want to exercise.

The amount of control he attempts will increase if he has strongfeelings about the issues involved with the situation. If, however,he has little interest in the issues involved, he will not see the needfor exercising control.

Zach can be assertive in meeting his needs.




NOTES

UTILITARIAN

The Utilitarian score shows a characteristic interest in money and what is useful. This means that an individualwants to have the security that money brings not only for themselves, but for their present and future family.This motivator includes the practical affairs of the business world - the production, marketing and consumption ofgoods, the use of credit, and the accumulation of tangible wealth. This type of individual is thoroughly practicaland conforms well to the stereotype of the average business person. A person with a high score is likely to havea high need to surpass others in wealth.

Zach Rhodes

Zach can give freely of time and resources to certain causes andfeel this investment will result in a future return on his investment.

Zach will not alter his lifestyle in order to acquire something unlessthere is an immediate need (or the situation is critical).

He will evaluate some decisions but not necessarily all based ontheir utility and economic return.

He will use wealth as a yardstick to measure his work effort withcertain activities.

Zach will become money motivated when he wants to satisfy oneof the other motivators mentioned in this report.

Money itself is not as important as what it will buy.




NOTES

THEORETICAL

The primary drive with this motivator is the discovery of TRUTH. In pursuit of this drive, an individual takes a"cognitive" attitude. Such an individual is nonjudgmental regarding the beauty or utility of objects and seeks onlyto observe and to reason. Since the interests of the theoretical person are empirical, critical and rational, theperson appears to be an intellectual. The chief aim in life is to order and systematise knowledge: knowledge forthe sake of knowledge.

Zach Rhodes

Zach can be turned off by people who talk about things in detail ifhe has no interest in the subject.

When required, Zach will seek knowledge to better understand aparticular situation.

Zach will use an instinctual approach to problem solving.

For Zach, personal experiences are a key factor in decisionmaking.

He will attempt to take the practical approach and not over-analysethe process.

Zach will only read books that relate to his chosen field or specialinterests.

He may have a hobby or special interest that drives the need toknow everything about a particular subject, such as computers,baseball scores, etc.

Zach will have a tendency to read only the articles in newspapersor magazines that appeal to his special interests.

Zach will not seek knowledge based on curiosity or just for thesake of knowledge.




NOTES

AESTHETIC

A higher Aesthetic score indicates a relative interest in "form and harmony." Each experience is judged from thestandpoint of grace, symmetry or fitness. Life may be regarded as a procession of events, and each is enjoyedfor its own sake. A high score here does not necessarily mean that the incumbent has talents in creativeartistry. It indicates a primary interest in the artistic episodes of life.

Zach Rhodes

Unpleasant surroundings will not stifle his creativity.

Zach is not necessarily worried about form and beauty in hisenvironment.

He is a very practical person who is not sensitive to being inharmony with his surroundings.

Intellectually, Zach can see the need for beauty, but has difficultybuying the finer things in life.

He wants to take a practical approach to events.

The utility of "something" is more important than its beauty, formand harmony.

Zach's passion in life will be found in one or two of the othermotivators discussed in this report.




NOTES

MOTIVATORS - NORMS & COMPARISONS

Zach Rhodes

For years you have heard statements like, "Different strokes for different folks," "to each his own,"and "people do things for their own reasons, not yours." When you are surrounded by people whoshare similar motivators, you will fit in with the group and be energised. However, when surroundedby people whose motivators are significantly different from yours, you may be perceived as out ofthe mainstream. These differences can induce stress or conflict. When confronted with this type ofsituation you can:

Change the situation.Change your perception of the situation.Leave the situation.Cope with the situation.

This section reveals areas where your motivators may be outside the mainstream and could lead toconflict. The further away you are from the mainstream on the high side, the more people will noticeyour passion about that motivator. The further away from the mainstream on the low side, the morepeople will view you as indifferent and possibly negative about that motivator. The shaded area foreach motivator represents 68 percent of the population or scores that fall within one standarddeviation above or below the national mean.

NORMS & COMPARISONS TABLE - Norm 2012

THEORETICAL

UTILITARIAN

AESTHETIC

SOCIAL

INDIVIDUALISTIC

TRADITIONAL

Indifferent*

Indifferent*

Mainstream*

Extreme*

Mainstream*

Passionate*

- 68 percent of the population - national mean * - your score

Mainstream - one standard deviation of the national meanPassionate - two standard deviations above the national meanIndifferent - two standard deviations below the national meanExtreme - three standard deviations from the national mean




MOTIVATORS - NORMS & COMPARISONS

Zach Rhodes

Areas in which you have strong feelings or passions compared to others:

You have a very strong desire to help eliminate pain and conflict in the world, even to the point ofpersonally taking on the pain of others. You will tend to give freely of your time, talent andresources expecting little or nothing in return. Others may believe you are a "doormat," alwaysgiving everything away to whoever walks in the front door, unwilling to look out for yourself or yourfamily. They may believe you are weak and easily taken advantage of...a bleeding heart.

You have chosen a system for living that you believe in. All of the decisions in your life are madeaccording to the principles of your system. Your principles mean more to you than money orsuccess. Others may feel you impose your standards on the rest of the world and may see youas being judgmental. They may think you exhibit a "holier than thou" mindset. They may believeyou are closed-minded.

Areas where others' strong feelings may frustrate you as you do not share their same passion:

The amount of time and resources others spend in learning new things may frustrate you.

Understanding people who view the world based on return on investment will frustrate you. Otherthings are more important to you.




MOTIVATORS HIERARCHY

Your motivation to succeed in anything you do is determined by your underlying values. You will feel energisedand successful at work when your job supports your personal values. They are listed below from the highest tothe lowest.

Zach Rhodes

1. SOCIAL - Rewards those who value opportunities to be of serviceto others and contribute to the progress and well being of society.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.5

5.7*

2. TRADITIONAL/REGULATORY - Rewards those who valuetraditions inherent in social structure, rules, regulations and principles.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.2

4.5*

3. INDIVIDUALISTIC/POLITICAL - Rewards those who valuepersonal recognition, freedom, and control over their own destiny andothers.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.3

4.7*

4. UTILITARIAN/ECONOMIC - Rewards those who value practicalaccomplishments, results and rewards for their investments of time,resources and energy.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.0

6.0*

5. THEORETICAL - Rewards those who value knowledge forknowledge's sake, continuing education and intellectual growth.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

3.5

5.7*

6. AESTHETIC - Rewards those who value balance in their lives,creative self-expression, beauty and nature.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

2.5

3.3*

* 68% of the population falls within the shaded area.PIAV: 33-36-27-69-38-49 (THE.-UTI.-AES.-SOC.-IND.-TRA.)




NOTES

MOTIVATION INSIGHTS® GRAPH

Zach Rhodes


15 15

20 20

25 25

30 30

35 35

40 40

45 45

50 50

55 55

60 60

65 65

70 70

33 36 27 69 38 49Score

national meanNorm 2012

THE. UTI. AES. SOC. IND. TRA.

Rank 5th 4th 6th 1st 3rd 2nd




MOTIVATORS WHEEL™

Zach Rhodes


THEORETICAL

5th

33

UT

ILITA

RIA

N

4th3 6

INDIVIDUALISTIC

3rd

38

AESTHETIC

6th27

SO

CIA

L

1st

69

TRADITIONAL

2nd49




INTRODUCTIONIntegrating Behaviours and Motivators Section

Zach Rhodes

The ultimate power behind increasing job satisfaction and performance comes fromthe blending of your behaviours and motivators. Each individually is powerful in orderto modify your actions, but the synergy of blending the two moves you to a whole newlevel.

In this section you will find:

Potential Behavioural and Motivational Strengths

Potential Behavioural and Motivational Conflict

Ideal Environment

Keys to Motivating

Keys to Managing




POTENTIAL BEHAVIOURAL AND MOTIVATIONAL STRENGTHS

This section describes the potential areas of strengths between Zach's behavioural style and top two motivators.Identify two to three potential strengths that need to be maximised and rewarded in order to enhance on-the-jobsatisfaction.

Zach Rhodes

Helps others achieve great results through a detailed process.

Could be a judge with a heart.

Asks detailed questions that protect the tradition of theorganisation.

Will do things the same way time and time again, while maintaininghigh standards.

Will be persistent about moving toward the greater cause.

Accommodating and pleasing others is one of his natural talents.

Maintains long-term relationships with a strong sense of loyalty.

Loyal to his cause.




NOTES

POTENTIAL BEHAVIOURAL AND MOTIVATIONAL CONFLICT

This section describes the potential areas of conflict between Zach's behavioural style and top two motivators.Identify two to three potential conflicts that need to be minimised in order to enhance on-the-job performance.

Zach Rhodes

Wants to help others but also has a desire to police thehappenings of the organisation.

Wants to help others but sometimes gets upset when others do notfollow rules.

May struggle communicating big picture issues by over-focusing ondetails and the set system.

May have trouble solving unorthodox issues that requireunconventional solutions.

Struggles with putting his foot down, as he does not want to hurtothers.

Difficulty correcting others as he wants to help but not offend.

May struggle with simultaneous concern for accommodating needsand making sure processes are followed.

Diverse situations can be highly stressful when trying to stay in linewith his system of living.




NOTES

IDEAL ENVIRONMENT

This section identifies the ideal work environment based on Zach's basic style and top two motivators. Peoplewith limited flexibility will find themselves uncomfortable working in any job not described in this section. Peoplewith flexibility use intelligence to modify their behaviour and can be comfortable in many environments. Use thissection to identify specific duties and responsibilities that Zach enjoys and also those that create frustration.

Zach Rhodes

Needs an opportunity to deal with people with whom along-standing relationship has been established.

Little conflict between people.

An environment that allows time to change.

Able to showcase his unique ability to bring people up to speedthrough caring for others and detail orientation.

Work on a team that has common interests and desires.

Ability to help others within the organisational framework.

A manager that provides specific detailed direction that isconsistent with the organisation's system, mission and vision.

Rewards for consistantly following established systems andprocesses.

An environment where adhering to ethical standards is asimportant as achieving results.




NOTES

KEYS TO MOTIVATING

This section of the report was produced by analysing Zach's wants. People are motivated by the things theywant; thus wants that are satisfied no longer motivate. Review each statement produced in this section withZach and highlight those that are present "wants."

Zach Rhodes

Zach wants:

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

Recognition for loyalty and long service.

Reassurance he is doing the job right.

The facts and data to be sure all assistance is accurate andcompliant with external standards in order to protect theorganisation.

To be the "doer" of helping the cause and the organisation, not thespokesperson.

Processes and procedures for maintaining compliance while givingback to society.

To be seen as the subject matter expert on company policies,systems and philosophies.

Respect for privacy of his beliefs.

Appreciation for his high standards and ability to maintain them.




NOTES

KEYS TO MANAGING

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

Zach Rhodes

Zach needs:

Shortcut methods that do not affect quality of the work.

The facts in a logical sequence.

Tangible work.

To understand how getting bogged down in the details cannegatively affect others.

Assistance in helping others with changes, in order to help himadopt changes faster.

To utilise his drive to help others in negotiations on-the-job.

To be utilised as a champion for new ideas through allowing thereview of facts and data and how everything fits together.

A manager that recognises when and can extract information whensomething has gone against his system and beliefs.

To support beliefs and systems with facts and data.




NOTES

ACTION PLAN

Zach Rhodes

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

Communicating (Listening)DelegatingDecision MakingDiscipliningEvaluating PerformanceEducation

Time ManagementCareer GoalsPersonal GoalsMotivating OthersDeveloping PeopleFamily

Area: ___________________________________

1.

2.

3.

Area: ___________________________________

1.

2.

3.

Area: ___________________________________

1.

2.

3.

Date to Begin: ____________ Date to Review: ____________




Documents

TTI Success Insights