tti on boarding process

New Hire Orientation System

ABC Company

Jamie Clark

Sales Representative

New Hire Orientation System

Table of Contents

Employee Performance Plan

TTI TriMetrix® Talent Report

TTI TriMetrix® Gap Report

TTI TriMetrix® Coaching Report

Personal Development Plan

Development CD’s & Workbooks – Behaviors

Development CD’s & Workbooks – Values

Development CD’s & Workbooks – Personal Skills

Job Description & Key Accountabilities


ABC Company Sales Representative


for Jamie Clark

Department: Sales & Marketing Reports To: Sales Manager Key Accountabilities:

! Effectively prospect, qualify, demonstrate & close according to company guidelines to ensure sales goals are met while maintaining company’s integrity & brand image.

! Keep abreast of industry related knowledge and competition in order to adapt sales presentations and marketing efforts.

! Work closely with other sales representatives in adapting and improving the sales strategy for specific products.

! Follow up with customers to ensure their needs are met and up-sell additional products.

Mandatory Meetings:

! Sales strategy meeting on Wednesdays at 9:00 am Purpose of the meeting is to allow all sales representatives to work together and discuss current challenges, new products and/or strategies, new solutions, or anything that will help improve performance of the sales team. ! Monthly sales goal meeting on the first Monday of every month The purpose of the meeting is to address last month’s sales figures as compared to the goal(s) set and establish the upcoming month’s goal(s).

Overview of Responsibilities: Sales Responsibilities

! Continue to service and sell to current customers in Territory 5. ! Establish regular meetings with customers to ensure a positive relationship

status. ! Meet customer sales growth goals.

! Complete research on prospect lists to determine level of potential. ! Complete outbound sales calls to introduce yourself, the company and our

services. ! Continuously improve the outbound sales call strategy to increase

effectiveness. ! Qualify prospects based on research and outcome of outbound sales calls.

! Schedule appointments with qualified prospects to further introduce our services.

! Successfully close sales to contribute to the company’s bottom line. ! Manage your personal sales schedule and balance sales visits, sales calls,

mandatory meetings and education/research. ! Work with sales team to improve sales strategies and find solutions to sales

challenges. ! Continually stay abreast of industry knowledge, including competition, new

products, product enhancements and arising client needs/challenges. ! Work with other departments to ensure the sales needs are being met and

information you obtain is transferred to the right people in the company. For example, be sure R&D knows about reoccurring customer requests for product enhancements and be sure marketing is aware of the support materials that would assist the sales team.

Business Education Training Outline

! Learning Management System ! Complete the five-week track established for you

! Become familiar with sales material available. ! Visit the following sites to ensure you are educated on the company and the

industry. ! www.ABCcompany.com ! www.industrynews.com ! www.regulationsintheindustry.com ! www.ABCcompany.com/intranet

! Attend the regional sales training on November 31st in New York, NY ! Attend the fast-track sales representative calls for the North East Region

Action Items: To be completed prior to sales training:

! Complete LMS requirements and read all sales, sales training and company/industry information

! Complete shadowing hours with assigned seasoned sales representatives ! 30 hours prospecting ! 30 hours outbound sales ! 15 sales visits


TTI TriMetrix Job Report

TTI TriMetrix® Talent Report

TTI TriMetrix®

Talent Report

"He who knows others is learned.He who knows himself is wise."

–Lao Tse

Jamie Clark6-10-2008

Copyright © 2006-2008. Target Training International, Ltd.

Jamie Clark

INTRODUCTIONWhere Opportunity Meets Talent®

Research has proven that job-related talents are directly related to job satisfaction andpersonal performance. People are well positioned to achieve success when they are engagedin work suited to their inherent skills, behavioral style and unique values. Your TTI TriMetrixTalent Report can be compared with specific job requirements outlined in TTI TriMetrix JobReports. When the talent required by the job is clearly defined and in turn matched to theindividual, everyone wins!

The following is a highly-personalized portrait of your talent in three main sections:

SECTION 1: PERSONAL SKILLS HIERARCHY (23 AREAS)

This section presents 23 key personal skills and ranks them from top to bottom, defining yourmajor strengths. The skills at the top highlight well-developed capabilities and reveal whereyou are naturally most effective in focusing your time.

SECTION 2: PERSONAL INTERESTS, ATTITUDES AND VALUES (6 AREAS)

This section identifies what motivates you. In order to be successful and energized on the job,it is important that your underlying values are satisfied through the nature of your work. Whenthey are, you feel personally rewarded by your work.

SECTION 3: BEHAVIORAL HIERARCHY (8 AREAS)

This section ranks the traits that most closely describe your natural behavior. When your jobrequires the use of your top behavioral traits, your potential for success increases, as do yourlevels of personal and professional satisfaction.

SECTION 4: PERSONAL SKILLS FEEDBACK

This section provides detail on your top seven talents. Apply your strongest talents to your jobas appropriate and develop further talents as required.

SECTION 5: PERSONAL INTERESTS, ATTITUDES AND VALUES FEEDBACK

This section expands on three areas that you value most. When your job emphasizes whatyou value, you will feel personally rewarded.

SECTION 6: BEHAVIORAL FEEDBACK

This section gives you insight into your top three behavioral traits to further identify your uniquestrengths.

Copyright © 2006-2008. Target Training International, Ltd. 1

Jamie Clark

PERSONAL SKILLS HIERARCHYYour unique hierarchy of personal skills is key to your success. Knowing what they are is essential to reachingyour goals. The graphs below rank your personal skills from top to bottom.

1. PROBLEM SOLVING: The ability to identify key components of aproblem to formulate a solution or solutions.0....1....2....3....4....5....6....7....8....9....10

7.5 * 9.3

2. FLEXIBILITY: The ability to readily modify, respond to andintegrate change with minimal personal resistance.0....1....2....3....4....5....6....7....8....9....10

7.6 * 9.1

3. INTERPERSONAL SKILLS: The ability to interact with others in apositive manner.0....1....2....3....4....5....6....7....8....9....10

7.9 * 8.8

4. DIPLOMACY AND TACT: The ability to treat others fairly,regardless of personal biases or beliefs.0....1....2....3....4....5....6....7....8....9....10

7.6 * 8.8

5. DECISION MAKING: The ability to analyze all aspects of asituation to gain thorough insight to make decisions.0....1....2....3....4....5....6....7....8....9....10

7.4 * 8.8

6. CONFLICT MANAGEMENT: The ability to resolve different pointsof view constructively.0....1....2....3....4....5....6....7....8....9....10

7.8 * 8.8

* 68% of the population falls within the shaded area.Rev: 0.96-0.96


Jamie Clark

PERSONAL SKILLS HIERARCHY

7. PERSONAL ACCOUNTABILITY: A measure of the capacity to beanswerable for personal actions.0....1....2....3....4....5....6....7....8....9....10

7.2 * 8.7

8. INFLUENCING OTHERS: The ability to personally affect others’actions, decisions, opinions or thinking.0....1....2....3....4....5....6....7....8....9....10

7.7 * 8.7

9. LEADING OTHERS: The ability to organize and motivate people toaccomplish goals while creating a sense of order and direction.0....1....2....3....4....5....6....7....8....9....10

7.9 * 8.7

10. ACCOUNTABILITY FOR OTHERS: The ability to takeresponsibility for others' actions.0....1....2....3....4....5....6....7....8....9....10

7.5 * 8.7

11. SELF STARTING: The ability to initiate and sustain momentumwithout external stimulation.0....1....2....3....4....5....6....7....8....9....10

6.9 * 8.7

12. SELF MANAGEMENT: The ability to prioritize and completetasks in order to deliver desired outcomes within allotted time frames.0....1....2....3....4....5....6....7....8....9....10

7.4 * 8.6

13. CUSTOMER FOCUS: A commitment to customer satisfaction.0....1....2....3....4....5....6....7....8....9....10

7.9 * 8.6

* 68% of the population falls within the shaded area.Copyright © 2006-2008. Target Training International, Ltd. 3

Jamie Clark


14. EMPATHETIC OUTLOOK: The capacity to perceive andunderstand the feelings and attitudes of others.0....1....2....3....4....5....6....7....8....9....10

8.1 * 8.6

15. DEVELOPING OTHERS: The ability to contribute to the growthand development of others.0....1....2....3....4....5....6....7....8....9....10

7.4 * 8.6

16. OBJECTIVE LISTENING: The ability to listen to many points ofview without bias.0....1....2....3....4....5....6....7....8....9....10

7.7 * 8.6

17. RESILIENCY: The ability to quickly recover from adversity.0....1....2....3....4....5....6....7....8....9....10

7.2 * 8.6

18. TEAMWORK: The ability to cooperate with others to meetobjectives.0....1....2....3....4....5....6....7....8....9....10

7.7 * 8.6

19. CONTINUOUS LEARNING: The ability to take personalresponsibility and action toward learning and implementing newideas, methods and technologies.0....1....2....3....4....5....6....7....8....9....10

7.4 * 8.6

20. GOAL ACHIEVEMENT: The overall ability to set, pursue andattain achievable goals, regardless of obstacles or circumstances.0....1....2....3....4....5....6....7....8....9....10

7.4 * 8.5


Jamie Clark


21. RESULTS ORIENTATION: The ability to identify actionsnecessary to complete tasks and obtain results.0....1....2....3....4....5....6....7....8....9....10

7.3 * 8.5

22. PLANNING AND ORGANIZATION: The ability to establish aprocess for activities that lead to the implementation of systems,procedures or outcomes.0....1....2....3....4....5....6....7....8....9....10

7.7 * 8.5

23. CONCEPTUAL THINKING: The ability to analyze hypotheticalsituations or abstract concepts to compile insight.0....1....2....3....4....5....6....7....8....9....10

7.3 * 8.0


Jamie Clark

PERSONAL INTERESTS, ATTITUDES AND VALUESYour motivation to succeed in anything you do is determined by your underlying values. You will feel energizedand successful at work when your job supports your personal values. They are listed below from the highest tothe lowest.

1. UTILITARIAN/ECONOMIC0....1....2....3....4....5....6....7....8....9....10

5.8 * 9.8

2. INDIVIDUALISTIC/POLITICAL0....1....2....3....4....5....6....7....8....9....10

4.8 * 6.5

3. THEORETICAL0....1....2....3....4....5....6....7....8....9....10

5.5 * 6.3

4. AESTHETIC0....1....2....3....4....5....6....7....8....9....10

3.8 * 4.0

5. TRADITIONAL/REGULATORY0....1....2....3....4....5....6....7....8....9....10

4.5 * 3.3

6. SOCIAL0....1....2....3....4....5....6....7....8....9....10

5.7 * 0.0

* 68% of the population falls within the shaded area.PIAV: 50-71-36-12-51-32 (THE.-UTI.-AES.-SOC.-IND.-TRA.)


Jamie Clark

BEHAVIORAL HIERARCHYYour observable behavior and related emotions contribute to your success on the job. When matched to thejob, they play a large role in enhancing your performance. The list below ranks your behavioral traits from thestrongest to the weakest.

1. FREQUENT INTERACTION WITH OTHERS0....1....2....3....4....5....6....7....8....9....10

5.7 * 8.0

2. CUSTOMER ORIENTED0....1....2....3....4....5....6....7....8....9....10

6.4 * 7.5

3. FREQUENT CHANGE0....1....2....3....4....5....6....7....8....9....10

5.4 * 7.5

4. COMPETITIVENESS0....1....2....3....4....5....6....7....8....9....10

5.7 * 7.0

5. VERSATILITY0....1....2....3....4....5....6....7....8....9....10

5.4 * 6.5

6. URGENCY0....1....2....3....4....5....6....7....8....9....10

5.2 * 6.0

7. ANALYSIS OF DATA0....1....2....3....4....5....6....7....8....9....10

5.9 * 3.5

8. ORGANIZED WORKPLACE0....1....2....3....4....5....6....7....8....9....10

5.6 * 2.5

* 68% of the population falls within the shaded area.SIA: 64-84-41-27 (14) SIN: 64-74-44-24 (13)


Jamie Clark

FEEDBACK

Most people, when asked to describe their talents, have difficulty describing them. The

purpose of this section is to provide insights into your top talents in three areas:

Personal Skills, Values (motivators) and Behavioral Traits. Everyone has a unique set

of strengths within these three areas that will be instrumental to success and

self-fulfillment. No one is equally talented in everything. In fact, the quickest way to

burn out is to try to be all things to all people.


Jamie Clark

PERSONAL SKILLS FEEDBACKYour unique hierarchy of personal skills is key to your success. Knowing what they are is essential to reachingyour goals. The following are your 7 highest ranked personal skills:

1. PROBLEM SOLVING: The ability to identify key components of a problem to formulatea solution or solutions.• Analyzes all data relative to a problem• Divides complex issues into simpler components in order to achieve clarity• Selects the best options available to solve specific problems• Applies all relevant resources to implement suitable solutions

2. FLEXIBILITY: The ability to readily modify, respond to and integrate change withminimal personal resistance.• Adapts effectively to changing plans and priorities• Demonstrates the capacity to handle multiple tasks at one time• Deals comfortably with ambiguity• Adjusts preset plans as necessary with minimal resistance

3. INTERPERSONAL SKILLS: The ability to interact with others in a positive manner.• Initiates and develops business relationships in positive ways• Successfully works with a wide range of people at varying levels of organizations• Communicates with others in ways that are clear, considerate and understandable• Demonstrates ease in relating with a diverse range of people of varying

backgrounds, ages, experience and education levels

4. DIPLOMACY AND TACT: The ability to treat others fairly, regardless of personalbiases or beliefs.• Maintains positive relationships with others through treating them fairly• Demonstrates respect for others• Understands and values differences between people• Respects diversity in race, national origin, religion, gender, life style, age and

disability.

5. DECISION MAKING: The ability to analyze all aspects of a situation to gain thoroughinsight to make decisions.• Analyzes data necessary for decision-making• Makes major decisions impacting strategic outcomes appropriately and effectively• Makes decisions in a timely manner• Demonstrates ability to make unpopular and difficult decisions when necessary


Jamie Clark

PERSONAL SKILLS FEEDBACK

6. CONFLICT MANAGEMENT: The ability to resolve different points of viewconstructively.• Faces difficult issues with objectivity• Considers all opinions and facts before drawing conclusions• Identifies appropriate solutions for volatile situations• Negotiates acceptable solutions between parties to successfully move beyond

confrontation

7. PERSONAL ACCOUNTABILITY: A measure of the capacity to be answerable forpersonal actions.• Accepts personal responsibility for the consequences of personal actions• Avoids placing unnecessary blame on others• Maintains personal commitment to objectives regardless of the success or failure

of personal decisions• Applies personal lessons learned from past failures to moving forward in achieving

future successes


Jamie Clark

PERSONAL INTERESTS, ATTITUDES AND VALUESFEEDBACK

Your motivation to succeed in anything you do is determined by your underlying values. You will feel energizedand successful at work when your job supports your personal values. The following are your 3 highest rankedpersonal values:

1. UTILITARIAN/ECONOMIC• You value practical accomplishments, results and rewards for your investments of

time, resources, and energy.

2. INDIVIDUALISTIC/POLITICAL• You value personal recognition, freedom and control over your own destiny and

others.

3. THEORETICAL• You value knowledge, continuing education and intellectual growth.


Jamie Clark

BEHAVIORAL FEEDBACKYour observable behavior and related emotions contribute to your success on the job. When matched to thejob, they play a large role in enhancing your performance. The following are your 3 highest ranked behavioraltraits:

1. FREQUENT INTERACTION WITH OTHERS• You prefer to interact with others rather than deal with tasks. You are able to

maintain a friendly interface with others when faced with multiple interruptions on acontinual basis.

2. CUSTOMER ORIENTED• You have a positive and constructive view of working with others. You prefer to

spend a high percentage of your time listening and understanding others and areable to successfully work with a wide range of people from diverse backgrounds toachieve "win-win" outcomes.

3. FREQUENT CHANGE• You have a high level of comfort "juggling many balls in the air at the same time".

You can easily move on to new tasks with little or no notice, leaving several tasks tobe completed at a later time.


Jamie Clark

DIMENSIONAL BALANCEFor consulting and coaching

EXTERNAL FACTORS (Part 1) INTERNAL FACTORS (Part 2)

*

8.6

*

8.4

*

8.6

*

8.6

*

8.8

*

8.6

0 0

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

EmpatheticOutlook

PracticalThinking

SystemsJudgment

Sense of Self RoleAwareness

Self Direction

50

100100 - +

50

100100 - +

50

100100 - +

50

100100 - +

50

100100 - +

50

100100 - +

Population meanOvervaluationNeutral valuationUndervaluation

*

ScoreBias


Rev: 0.96-0.96Copyright © 2006-2008. Target Training International, Ltd. 13

Jamie Clark

CATEGORY BREAKDOWNFor consulting and coaching

Accountability for Others

Conceptual Thinking

Conflict Management• Correcting Others• Problem Solving• Sensitivity to Others

Continuous Learning• Self Improvement• Personal Drive

Customer Focus• Evaluating What is Said• Empathetic Outlook• Freedom from Prejudices

Decision Making• Conceptual Thinking• Theoretical Problem Solving• Role Confidence• Balanced Decision Making

Developing Others

Diplomacy and Tact• Empathetic Outlook• Balanced Decision Making• Freedom from Prejudices

Empathetic Outlook

Flexibility• Surrendering Control• Integrative Ability• Understanding Motivational Needs

Goal Achievement• Results Orientation• Realistic Personal Goal Setting• Project and Goal Focus• Persistence

Influencing Others• Conveying Role Value• Gaining Commitment• Understanding Motivational Needs

Interpersonal Skills• Evaluating Others• Personal Relationships• Persuading Others

Leading Others

Personal Accountability

Objective Listening• Evaluating What is Said

Planning and Organization• Long Range Planning• Concrete Organization• Proactive Thinking

Problem Solving

Resiliency• Persistence• Handling Rejection• Initiative

Results Orientation

Self Management

Self-Starting Ability• Initiative

Teamwork• Surrendering Control• Relating to Others• Sense of Belonging• Sensitivity to Others


Jamie Clark

CORE SKILLS LISTFor consulting and coaching

Score Mean Description Score Mean Description10.0 7.6 Integrative Ability 9.9 7.0 Intuitive Decision Making 9.8 7.0 Handling Stress 9.6 7.6 Using Common Sense 9.3 6.7 Self Assessment 9.3 7.5 Problem Solving 9.1 8.0 Following Directions 9.1 8.3 Theoretical Problem Solving 9.1 7.0 Balanced Decision Making 9.1 8.0 Respect for Policies 9.0 7.7 Realistic Expectations 9.0 7.7 Evaluating Others 9.0 7.1 Internal Self Control 9.0 7.4 Enjoyment of the Job 8.8 7.1 Role Confidence 8.8 8.2 Respect for Property 8.8 7.1 Role Awareness 8.7 7.2 Personal Accountability 8.7 7.5 Accountability for Others 8.7 7.4 Self Confidence 8.7 7.9 Leading Others 8.7 7.1 Gaining Commitment 8.7 8.1 Understanding Motivational Needs 8.7 7.3 Job Ethic 8.7 7.9 Emotional Control 8.7 7.8 Persuading Others 8.7 6.9 Initiative 8.7 7.3 Sense of Mission 8.7 7.2 Taking Responsibility 8.6 7.3 Surrendering Control 8.6 7.9 Attitude Toward Others 8.6 7.8 Freedom from Prejudices 8.6 7.1 Personal Drive 8.6 7.6 Realistic Personal Goal Setting 8.6 7.9 Correcting Others 8.6 7.4 Developing Others 8.6 7.3 Project Scheduling 8.6 7.9 Conveying Role Value 8.6 7.6 Long Range Planning 8.6 7.4 Handling Rejection 8.6 7.8 Relating to Others 8.6 7.3 Sense of Self 8.6 7.9 Sensitivity to Others 8.6 7.7 Evaluating What is Said

8.6 7.5 Sense of Timing 8.6 8.1 Empathetic Outlook 8.6 6.9 Self Direction 8.6 7.8 Systems Judgment 8.6 7.6 Status and Recognition 8.6 7.7 Sense of Belonging 8.6 8.1 Self Improvement 8.6 8.1 Personal Relationships 8.6 7.4 Self Management 8.5 7.6 Concrete Organization 8.5 7.4 Project and Goal Focus 8.5 7.3 Results Orientation 8.5 8.2 Realistic Goal Setting for Others 8.5 7.9 Proactive Thinking 8.5 7.8 Monitoring Others 8.4 7.2 Persistence 8.4 8.0 Practical Thinking 8.3 7.5 Quality Orientation 8.2 8.0 Attention to Detail 8.2 7.3 Consistency and Reliability 8.2 6.9 Meeting Standards 8.0 7.3 Conceptual Thinking 7.8 8.0 Material Possessions


Jamie Clark


Score Mean Description Score Mean Description 8.7 7.5 Accountability for Others 8.2 8.0 Attention to Detail 8.6 7.9 Attitude Toward Others 9.1 7.0 Balanced Decision Making 8.0 7.3 Conceptual Thinking 8.5 7.6 Concrete Organization 8.2 7.3 Consistency and Reliability 8.6 7.9 Conveying Role Value 8.6 7.9 Correcting Others 8.6 7.4 Developing Others 8.7 7.9 Emotional Control 8.6 8.1 Empathetic Outlook 9.0 7.4 Enjoyment of the Job 9.0 7.7 Evaluating Others 8.6 7.7 Evaluating What is Said 9.1 8.0 Following Directions 8.6 7.8 Freedom from Prejudices 8.7 7.1 Gaining Commitment 8.6 7.4 Handling Rejection 9.8 7.0 Handling Stress 8.7 6.9 Initiative10.0 7.6 Integrative Ability 9.0 7.1 Internal Self Control 9.9 7.0 Intuitive Decision Making 8.7 7.3 Job Ethic 8.7 7.9 Leading Others 8.6 7.6 Long Range Planning 7.8 8.0 Material Possessions 8.2 6.9 Meeting Standards 8.5 7.8 Monitoring Others 8.4 7.2 Persistence 8.7 7.2 Personal Accountability 8.6 7.1 Personal Drive 8.6 8.1 Personal Relationships 8.7 7.8 Persuading Others 8.4 8.0 Practical Thinking 8.5 7.9 Proactive Thinking 9.3 7.5 Problem Solving 8.5 7.4 Project and Goal Focus 8.6 7.3 Project Scheduling 8.3 7.5 Quality Orientation 9.0 7.7 Realistic Expectations 8.5 8.2 Realistic Goal Setting for Others 8.6 7.6 Realistic Personal Goal Setting

8.6 7.8 Relating to Others 9.1 8.0 Respect for Policies 8.8 8.2 Respect for Property 8.5 7.3 Results Orientation 8.8 7.1 Role Awareness 8.8 7.1 Role Confidence 9.3 6.7 Self Assessment 8.7 7.4 Self Confidence 8.6 6.9 Self Direction 8.6 8.1 Self Improvement 8.6 7.4 Self Management 8.6 7.7 Sense of Belonging 8.7 7.3 Sense of Mission 8.6 7.3 Sense of Self 8.6 7.5 Sense of Timing 8.6 7.9 Sensitivity to Others 8.6 7.6 Status and Recognition 8.6 7.3 Surrendering Control 8.6 7.8 Systems Judgment 8.7 7.2 Taking Responsibility 9.1 8.3 Theoretical Problem Solving 8.7 8.1 Understanding Motivational Needs 9.6 7.6 Using Common Sense




TTI TriMetrix Talent Report

TTI TriMetrix® Gap Report

TTI TriMetrix®

Gap Report



Jamie Clark

INTRODUCTION

Long-term superior performance is directly related to job fit. Job fit, in simple terms, ishaving the talent that the job requires.

Most people match some, but not necessarily all, job requirements. When thishappens, we have a gap. The gap is nothing more than an area for development.

This report makes it easy for both manager and subordinate to discuss and develop aplan for personalized development.


Jamie Clark

Section 1

PERSONAL SKILLS HIERARCHYYour unique hierarchy of personal skills is key to your success. Knowing what they are is essential to reachingyour goals. The graphs below rank your personal skills from top to bottom.

1. PERSONAL ACCOUNTABILITY: A measure of the capacity to beanswerable for personal actions.0....1....2....3....4....5....6....7....8....9....10

8.7 - Person9.8 - Job

2. SELF MANAGEMENT: The ability to prioritize and complete tasks inorder to deliver desired outcomes within allotted time frames.0....1....2....3....4....5....6....7....8....9....10


3. CUSTOMER FOCUS: A commitment to customer satisfaction.0....1....2....3....4....5....6....7....8....9....10


4. SELF STARTING: The ability to initiate and sustain momentumwithout external stimulation.0....1....2....3....4....5....6....7....8....9....10


5. GOAL ACHIEVEMENT: The overall ability to set, pursue and attainachievable goals, regardless of obstacles or circumstances.0....1....2....3....4....5....6....7....8....9....10


6. INTERPERSONAL SKILLS: The ability to interact with others in apositive manner.0....1....2....3....4....5....6....7....8....9....10


* 68% of the population falls within the shaded area.Rev: 0.96-0.96 - Person - Job


Jamie Clark

Section 1


7. INFLUENCING OTHERS: The ability to personally affect others’actions, decisions, opinions or thinking.0....1....2....3....4....5....6....7....8....9....10


8. DIPLOMACY AND TACT: The ability to treat others fairly, regardlessof personal biases or beliefs.0....1....2....3....4....5....6....7....8....9....10


9. RESULTS ORIENTATION: The ability to identify actions necessary tocomplete tasks and obtain results.0....1....2....3....4....5....6....7....8....9....10


10. RESILIENCY: The ability to quickly recover from adversity.0....1....2....3....4....5....6....7....8....9....10


11. FLEXIBILITY: The ability to readily modify, respond to and integratechange with minimal personal resistance.0....1....2....3....4....5....6....7....8....9....10


12. EMPATHETIC OUTLOOK: The capacity to perceive and understandthe feelings and attitudes of others.0....1....2....3....4....5....6....7....8....9....10


* 68% of the population falls within the shaded area. - Person - Job


Jamie Clark

Section 1


13. TEAMWORK: The ability to cooperate with others to meetobjectives.0....1....2....3....4....5....6....7....8....9....10


14. LEADING OTHERS: The ability to organize and motivate people toaccomplish goals while creating a sense of order and direction.0....1....2....3....4....5....6....7....8....9....10


15. PLANNING AND ORGANIZATION: The ability to establish a processfor activities that lead to the implementation of systems, procedures oroutcomes.0....1....2....3....4....5....6....7....8....9....10


16. CONTINUOUS LEARNING: The ability to take personalresponsibility and action toward learning and implementing new ideas,methods and technologies.0....1....2....3....4....5....6....7....8....9....10


17. CONCEPTUAL THINKING: The ability to analyze hypotheticalsituations or abstract concepts to compile insight.0....1....2....3....4....5....6....7....8....9....10




Jamie Clark

Section 1


18. OBJECTIVE LISTENING: The ability to listen to many points of viewwithout bias.0....1....2....3....4....5....6....7....8....9....10


19. DECISION MAKING: The ability to analyze all aspects of a situationto gain thorough insight to make decisions.0....1....2....3....4....5....6....7....8....9....10


20. PROBLEM SOLVING: The ability to identify key components of aproblem to formulate a solution or solutions.0....1....2....3....4....5....6....7....8....9....10


21. CONFLICT MANAGEMENT: The ability to resolve different points ofview constructively.0....1....2....3....4....5....6....7....8....9....10


22. DEVELOPING OTHERS: The ability to contribute to the growth anddevelopment of others.0....1....2....3....4....5....6....7....8....9....10




Jamie Clark

Section 1


23. ACCOUNTABILITY FOR OTHERS: The ability to take responsibilityfor others' actions.0....1....2....3....4....5....6....7....8....9....10


- Person - Job* 68% of the population falls within the shaded area.


Jamie Clark

Section 2

JOB REWARDS/CULTURE HIERARCHYThese graphs are based on the hierarchy of the job benchmark’s rewards/culture in descending order fromhighest required by the job to the lowest. Gaps may point to a job culture that does not match the person’spassion and may produce negative feelings about the job.





3. THEORETICAL0....1....2....3....4....5....6....7....8....9....10


4. AESTHETIC0....1....2....3....4....5....6....7....8....9....10




6. SOCIAL0....1....2....3....4....5....6....7....8....9....10




Jamie Clark

Section 2ORGANIZATIONAL REWARDS/CULTURE HIERARCHY

This section identifies the rewards/culture system of a specific organization. Matching a person's passion to anorganization that rewards that passion always enhances performance. The graphs below are in descendingorder from the highest rewards/culture required by the organization to the lowest.





3. THEORETICAL0....1....2....3....4....5....6....7....8....9....10




5. AESTHETIC0....1....2....3....4....5....6....7....8....9....10


6. SOCIAL0....1....2....3....4....5....6....7....8....9....10




Jamie Clark

Section 3

BEHAVIORAL HIERARCHYYour observable behavior and related emotions contribute to your success on the job. When matched to thejob, they play a large role in enhancing your performance. The list below ranks your behavioral traits from thestrongest to the weakest.







4. FREQUENT CHANGE0....1....2....3....4....5....6....7....8....9....10


5. VERSATILITY0....1....2....3....4....5....6....7....8....9....10


6. URGENCY0....1....2....3....4....5....6....7....8....9....10




8. ANALYSIS OF DATA0....1....2....3....4....5....6....7....8....9....10


- Person - Job SIA: 64-84-41-27 (14) SIN: 64-74-44-24 (13)* 68% of the population falls within the shaded area.


Jamie Clark



*

8.6

*

8.4

*

8.6

*

8.6

*

8.8

*

8.6

0 0

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

EmpatheticOutlook

PracticalThinking

SystemsJudgment


Self Direction

50

100100 - +

50

100100 - +

50

100100 - +

50

100100 - +

50

100100 - +

50

100100 - +


*

ScoreBias



Jamie Clark





Jamie Clark

COMPARISON ANALYSISFor consulting and coaching

Job Attributes Hierarchy Zone Range Person1. PERSONAL ACCOUNTABILITY 8.1 10.0 8.7

2. SELF MANAGEMENT 8.4 10.0 8.6

3. CUSTOMER FOCUS 9.1 10.0 8.6

4. SELF STARTING 8.1 10.0 8.7

5. GOAL ACHIEVEMENT 8.3 10.0 8.5

6. INTERPERSONAL SKILLS 8.9 10.0 8.8

7. INFLUENCING OTHERS 8.6 10.0 8.7

Job Rewards/Culture Hierarchy Zone Range Person1. UTILITARIAN/ECONOMIC 7.7 10.0 9.8

2. INDIVIDUALISTIC/POLITICAL 4.9 6.3 6.5

3. THEORETICAL 3.8 5.5 6.3

Job Behavioral Hierarchy Zone Range Person1. FREQUENT INTERACTION WITH OTHERS 8.7 10.0 8.0

2. CUSTOMER ORIENTED 6.5 8.2 7.5

3. COMPETITIVENESS 5.8 8.7 7.0

Exact match

Good compatibility

Fair compatibility

Poor compatibility Over-focused





TTI TriMetrix Gap Report

TTI TriMetrix® Coaching Report

TTI TriMetrix®

Coaching Report - Sales Version

"He who knows others is learned.He who knows himself is wise."

–Lao Tse



Jamie Clark

INTRODUCTIONWhere Opportunity Meets Talent®

The TTI TriMetrix® Coaching Report was designed to increase the understanding ofan individual's talents. The report provides insight to three distinct areas: behaviors,motivators and attributes. Understanding strengths and weaknesses in each of thethree areas will lead to personal and professional development and a higher level ofsatisfaction.

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

SECTION 1: BEHAVIORS

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: ATTRIBUTES

This section of the report will give you detailed information about your individualthought process. Understanding how you think will identify your preferences, strengthsand weaknesses. This increased understanding will lead to personal and professionaldevelopment.


Jamie Clark

INTRODUCTIONBehaviors

Behavioral research suggests that the most effective people are those who understandthemselves, both their strengths and weaknesses, so they can develop strategies tomeet the demands of their environment.

A person's behavior is a necessary and integral part of who they are. In other words,much of our behavior comes from "nature" (inherent), and much comes from "nurture"(our upbringing). It is the universal language of "how we act," or our observablehuman behavior.

In this report we are measuring four dimensions of normal behavior. They are:

how you respond to problems and challenges.

how you influence others to your point of view.

how you respond to the pace of the environment.

how you respond to rules and procedures set by others.

This report analyzes behavioral style; that is, a person's manner of doing things. Is thereport 100% true? Yes, no and maybe. We are only measuring behavior. We onlyreport statements from areas of behavior in which tendencies are shown. To improveaccuracy, feel free to make notes or edit the report regarding any statement from thereport that may or may not apply, but only after checking with friends or colleagues tosee if they agree.

"All people exhibit all four behavioral factors in varying degrees of intensity."–W.M. Marston


Jamie Clark

SALES CHARACTERISTICSBased on Jamie's responses, the report has selected general statements to provide a broad understanding ofher sales style. This section highlights how she deals with preparation, presentation, handling objections,closing, and servicing. The statements identify the natural sales style she brings to the job. Eliminate or modifyany statement that is not true based on sales training or experience.

Jamie maintains a high trust level; that is, she trusts that people will make good on

their promises. Detail work is not Jamie's forte. She enjoys "people over things" and may

procrastinate when faced with time-consuming, detail work. She prefers to be evaluated

on her results, not the paper work. Inclined to talk smoothly, readily and at length, she

loves the opportunity to verbalize. Sales presents an opportunity for her to use this great

attribute. She consistently meets the challenge of persuading people to her point of view.

Some buyers may desire less talk and more facts. Socially and verbally aggressive, she

loves to meet strangers and begin conversations. This is a great attribute when new

territory is opened, or new accounts are dictated by business conditions. She may be

seen as somewhat impulsive. She likes new products and often is the first in her

neighborhood to buy the latest things. She becomes highly excited about what influences

her. She usually displays this emotion when she is attempting to influence people.

Jamie frequently uses emotion and active body language in her sales presentation.

With some buyers this could be detrimental because they may see her as being

superficial. Some see her as a natural born salesperson but what they really see is her

ability to talk smoothly and readily on most subjects. She quickly shares her opinion on

most topics. She may not answer objections completely. She often treats them lightly and


Jamie Clark

SALES CHARACTERISTICS

may "tap dance" around the objections or use sales puffery to answer them. She may use

sales aids with her presentation. Her usage sometimes depends on her ability to be

organized; that is, she occasionally forgets to replenish her supply of sales aids or feels

she can verbalize the presentation without them. Jamie has probably been known to

answer objections even if she has never heard the objection before. She will rely on her

quick thinking and verbal skills to meet the challenge. She may use humor in her

presentation, which may help or hinder, based on the style of the buyer. Excessive humor

may cause her to ramble and not provide sufficient time for the presentation.

Jamie may be positive and direct with her closes. She will be friendly and persistent

as she attempts to close the sale. She may promise more than she can deliver to close a

sale. She does intend to deliver what she says, but she has difficulty finding the time to

provide what she promises. Her optimism makes her believe she can deliver. She has a

good sense of urgency to get things done quickly. Sometimes this will not allow her the

patience needed to service some of her accounts. If given the choice, she would prefer to

sell a new account instead of servicing an old account. This is especially true if the old

account has little potential or requires sufficient facts and data to support their purchase

decisions. Jamie would rather make a social visit instead of a service visit. The social visit

meets her need to be friendly and outgoing, while the service visit requires special effort if

customers don't buy more products or services. She will promise more service than she


Jamie Clark

SALES CHARACTERISTICS

can deliver, especially if she must provide the service herself. She needs the help of a

support staff to provide the follow-up service so she can focus on new opportunities.


Jamie Clark

VALUE TO THE ORGANIZATIONThis section of the report identifies the specific talents and behavior Jamie brings to the job. By looking at thesestatements, one can identify her role in the organization. The organization can then develop a system tocapitalize on her particular value and make her an integral part of the team.

Motivates others towards goals.

Optimistic and enthusiastic.

Dedicated to her own ideas.

People-oriented.

Creative problem-solving.

Bottom line-oriented.

Can support or oppose strongly.

Verbalizes her feelings.


Jamie Clark

CHECKLIST FOR COMMUNICATINGMost 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 Jamie. Read each statement andidentify the 3 or 4 statements which are most important to her. We recommend highlighting the most important"DO's" and provide a listing to those who communicate with Jamie most frequently.

Do:

Use enough time to be stimulating, fun-loving, fast-moving.

Provide testimonials from people she sees as important.

Understand her defiant nature.

Flatter her ego.

Appeal to how she will benefit or be admired.

Leave time for relating, socializing.

Speak at a rapid pace.

Use a balanced, objective and emotional approach.

Provide solutions--not opinions.

Talk about her, her goals and opinions she finds stimulating.

Plan interaction that supports her dreams and intentions.


Jamie Clark

DON'TS ON COMMUNICATINGThis section of the report is a list of things NOT to do while communicating with Jamie. Review each statementwith Jamie 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.

Don't:

Give her your opinion unless asked.

Waste time trying to be impersonal, judgmental, or too task-oriented.

Drive on to facts, figures, alternatives or abstractions.

Let her overpower you with verbiage.

Be paternalistic.

Be curt, cold or tight-lipped.

Talk down to her.

Hesitate when confronted.

Ramble.

Legislate or muffle--don't overcontrol the conversation.

Be dogmatic.

"Dream" with her or you'll lose time.

Leave decisions hanging in the air.


Jamie Clark

SELLING TIPSThis section provides suggestions on methods which will improve Jamie's communications when selling todifferent styles. The tips include a brief description of typical people in which she may interact. By adapting tothe communication style desired by other people, Jamie will become more effective in her communications withthem. She may have to practice some flexibility in varying her communication style with others who may bedifferent from herself. This flexibility and the ability to interpret the needs of others is the mark of a superiorsalesperson.

When selling to a person who is ambitious,forceful, decisive, strong-willed, independentand goal-oriented:

Be clear, specific, brief and to the point.Stick to business. Give an effectivepresentation.Come prepared with support material in awell-organized "package."

Factors that will create tension:

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

When selling to a person who is magnetic,enthusiastic, friendly, demonstrative andpolitical:

Provide a warm and friendly environment.Don't deal with a lot of details, unless theywant them.Provide testimonials from people they see asimportant.


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

When selling to a person who is patient, predictable,reliable, steady, relaxed and modest:

Begin with a personal comment--break the ice.Present yourself softly, nonthreateningly andlogically.Earn their trust--provide proven products.


Rushing headlong into the interview.Being domineering or demanding.Forcing them to respond quickly to yourquestions.

When selling to a person who is dependent, neat,conservative, perfectionist, careful and compliant:

Prepare your "presentation" in advance.Stick to business--provide fact to support yourpresentation.Be accurate and realistic--don't exaggerate.


Being giddy, casual, informal, loud.Wasting time with small talk.Being disorganized or messy.


Jamie Clark

IDEAL ENVIRONMENTThis section identifies the ideal work environment based on Jamie's basic style. People with limited flexibility willfind themselves uncomfortable working in any job not described in this section. People with flexibility useintelligence to modify their behavior and can be comfortable in many environments. Use this section to identifyspecific duties and responsibilities that Jamie enjoys and also those that create frustration.

Freedom of movement.

Work with a results-oriented team.

Tasks involving motivated groups and establishing a network of contacts.

Forum for her ideas to be heard.

Needs difficult assignments.

Position with a tolerant sales manager.

Freedom to try new approaches.

Freedom from control and detail.

Democratic supervisor with whom she can associate.


Jamie Clark

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

"See Yourself As Others See You"

SELF-PERCEPTION

Jamie usually sees herself as being:

Enthusiastic OutgoingCharming InspiringPersuasive Optimistic

OTHERS' PERCEPTION

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

Self-Promoting GlibOverly Optimistic Unrealistic

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

Overly Confident TalkativePoor Listener Self-Promoter


Jamie Clark

DESCRIPTORSBased on Jamie's responses, the report has marked those words that describe her personal behavior. Theydescribe how she solves problems and meets challenges, influences people, responds to the pace of theenvironment and how she responds to rules and procedures set by others.

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


Jamie Clark

NATURAL AND ADAPTEDSELLING STYLE

Jamie's natural selling style of dealing with problems, people, pace and procedures may not always fit the salesenvironment. This section is extremely important as it will identify if a salesperson's natural style or adaptedstyle is correct for the current sales environment.

PROBLEMS - CHALLENGES Natural

Jamie is quite inquisitive and wants to be seen as anoutwardly competitive person. She is results-orientedand likes to be innovative in her sales approach. She isnot necessarily confrontal by nature, but will not turndown the opportunity for confrontation if the opportunityexists.

Adapted

Jamie sees no need to change her sales approach fromher basic style as it is related to solving problems andchallenges.

PEOPLE - CONTACTS Natural

Jamie is enthusiastic about her ability to influence others.She prefers an environment in which she has theopportunity to deal with different types of individuals. Sheis trusting and also wants to be trusted.

Adapted

Jamie sees no need to change her approach toinfluencing others to her way of thinking. She sees hernatural style to be what the environment is calling for.


Jamie Clark

NATURAL AND ADAPTEDSELLING STYLE

PACE - CONSISTENCY Natural

Jamie is comfortable in a sales environment that allowsher mobility and movement. She feels comfortable withseveral proposals in the mill at the same time. She canmove from one prospect to another with ease.

Adapted

Jamie feels that the sales environment doesn't requireher to alter the way she deals with activity level andconsistency.

PROCEDURES - CONSTRAINTS Natural

Jamie is independent by nature and her sales styledisplays her desire to sell the results she can deliver, asopposed to providing all the details to support herposition. If she feels that rules and procedures are toorestrictive she will attempt to change them in an activemanner.

Adapted

The difference between Jamie's basic and adapted salesstyle is not significant and she sees no need to changeon this factor.


Jamie Clark

ADAPTED STYLEJamie sees her present work environment requiring her to exhibit the behavior listed on this page. If thefollowing statements DO NOT sound job related, explore the reasons why she is adapting this behavior.

Telling clients or customers about the "big picture."

Using authority and responsibility for completing the sale.

Speaking smoothly and emotionally with her customers or clients.

Dealing with customers and clients efficiently.

Adaptable in meeting the needs of clients or customers.

Exhibiting confidence in approaching customers.

Skillfully using humor to persuade her clients or customers.

Authority to carry out responsibility.

Ability to handle many new products or services.

Using great social strengths in approaching new prospects.

Meeting customers either formally or informally.


Jamie Clark

KEYS TO MOTIVATINGThis section of the report was produced by analyzing Jamie's wants. People are motivated by the things theywant; thus, wants that are satisfied no longer motivate. Review each statement produced in this section withJamie and highlight those that are present "wants."

Jamie wants:

To be trusted.

Flattery, praise, popularity and strokes.

Participation in meetings on future planning.

To be seen as a leader.

New challenges and problems to solve.

Rewards to support her dreams.

Working conditions with freedom to move and to talk to people.

Prestige, position and titles so she can control the destiny of others.

Public recognition of her ideas and sales results.

A manager who practices participative management.

Opportunity for rapid advancement.

Opportunity to verbalize her ideas and demonstrate her skills.

Freedom from control and detail.


Jamie Clark

KEYS TO MANAGINGIn this section are some needs which must be met in order for Jamie to perform at an optimum level. Someneeds can be met by herself, 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 Jamie and identify 3 or 4 statements that are most important to her. This allows Jamie to participate informing her own personal management plan.

Jamie needs:

Help on controlling time and setting priorities.

Support in doing excessive detail work.

Better organization of record keeping.

Participatory management.

A health fitness program.

To mask emotions when appropriate.

Objectivity in managing a sales territory.

To handle routine paperwork only once.

More logical presentations--less emotional.

Opportunity to try the untried.

Bottom-line measurement.

Objectivity when dealing with customers because of her high trust level.


Jamie Clark

AREAS FOR IMPROVEMENTIn this area is a listing of possible limitations without regard to a specific job. Review with Jamie and cross outthose limitations that do not apply. Highlight 1 to 3 limitations that are hindering her performance and developan action plan to eliminate or reduce this hindrance.

Jamie has a tendency to:

Have difficulty planning and controlling time.

Sell new accounts rather than service present ones.

Not have all the necessary brochures and sales aids.

Be careless and ramble in the sales presentation.

Dislike call reports, etc.

"Oversell" or talk her way out of a sale by focusing on irrelevant things.

Be a situational listener.


Jamie Clark

ACTION PLAN

Professional Development

1. I learned the following behaviors contribute positively to increasing my professionaleffectiveness: (list 1-3)

2. My report uncovered the following behaviors I need to modify or adjust to make me moreeffective in my career: (list 1-3)

3. When I make changes to these behaviors, they will have the following impact on my career:

4. I will make the following changes to my behavior, and I will implement them by ____________:


Jamie Clark

ACTION PLAN

Personal Development

1. When reviewing my report for personal development, I learned the following key behaviorscontribute to reaching my goals and the quality of life I desire: (list 1-3)

2. The following behaviors were revealed, which show room for improvement to enhance thequality of my life: (list 1-3)

3. When I make changes to these behaviors, I will experience the following benefits in my qualityof life:

4. I will make the following changes to my behavior, and I will implement them by ____________:


Jamie Clark

BEHAVIORAL HIERARCHYThe Behavioral Hierarchy graph will display a ranking of your natural behavioral style within a total of eight (8)areas commonly encountered in the workplace. It will help you understand in which of these areas you willnaturally be most effective.


8.0


7.5

3. FREQUENT CHANGE0....1....2....3....4....5....6....7....8....9....10

7.5


7.0

5. VERSATILITY0....1....2....3....4....5....6....7....8....9....10

6.5

6. URGENCY0....1....2....3....4....5....6....7....8....9....10

6.0

7. ANALYSIS OF DATA0....1....2....3....4....5....6....7....8....9....10

3.5


2.5

SIA: 64-84-41-27 (14) SIN: 64-74-44-24 (13)Copyright © 2006-2008. Target Training International, Ltd. 21

Jamie Clark

STYLE INSIGHTS® GRAPHS


MOSTGraph I

Adapted Style

D I S C

LEASTGraph II

Natural Style

D I S C

0

10

20

30

40

50

60

70

80

90

100

0

10

20

30

40

50

60

70

80

90

100

64 84 41 27 64 74 44 24%

Norm 2003


Jamie Clark

THE SUCCESS INSIGHTS® WHEEL

The Success Insights® Wheel is a powerful tool popularized in Europe. In addition tothe text 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 yourbehavior to your job.

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

If you are part of a group or team who also took the behavioral assessment, it wouldbe advantageous to get together, using each person's Wheel, and make a masterWheel that contains each person's Natural and Adapted style. This allows you toquickly see where conflict can occur. You will also be able to identify wherecommunication, understanding and appreciation can be increased.

Copyright © 1992,1998. Target Training International, Ltd. 23

Jamie Clark

THE SUCCESS INSIGHTS® WHEEL


D

IS

CCONDUCTOR

PERSUADER

PROMOTER

RELATER

SUPPORTER

COO

RDIN

ATO

RAN

ALYZER

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

★

●

Natural: ● (13) PROMOTING PERSUADERAdapted: ★(14) PERSUADING PROMOTER

Norm 2003Copyright © 1992,1998. Target Training International, Ltd. 24

Jamie Clark

INTRODUCTIONMotivators

Knowledge of an individual's values help to tell us WHY they do things. A review of an individual'sexperiences, references, education and training help to tell us WHAT they can do. Behavioralassessments help to tell us HOW a person behaves and performs in the work environment. TheMotivation Insights® measures the relative prominence of six basic interests or values (a way ofvaluing life): Theoretical, Utilitarian/Economic, Aesthetic, Social/Altruistic, Individualistic/Political andTraditional/Regulatory.

Value the Drive forTheoretical KnowledgeUtilitarian/Economic MoneyAesthetic Form and HarmonySocial/Altruistic HelpfulnessIndividualistic/Political PowerTraditional/Regulatory Order

Values help to initiate one's behavior and are sometimes called the hidden motivators because theyare not always readily observed. It is the purpose of this report to help illuminate and amplify someof 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 values. Aknowledge of an individual's values help to tell us why they do what they do. By measuring values,we uncover some of these motivators and can identify strengths that make each person uniquewithin an organization. Values initiate or drive our behavioral style.

Workplace Motivators Report

This document has been prepared based on careful statistical analysis of the response pattern onthe Motivation Insights® instrument. Norms have been developed for this instrument fromthousands of professionals. This report uses the latest information available about human cognitionand memory. Content is arranged in easy-to-remember categories using an interactive page layout.

Copyright © 1989-2008. Use by Target Training International, Ltd. permitted under license agreement. All rights reserved. 25

Jamie Clark

INTRODUCTIONMotivators

How to get the most from this report

1. Add, delete, and write comments in this document and consider it a work-in-progress handbookor personal tool. Consult, review, revise, and update this document periodically.

2. Review the report and select items of primary importance to current projects. Determine thebest steps ahead based on what the report reveals and current experiences.

3. As appropriate, share the information on the Team Building Summary with peers and managersat whatever level of disclosure feels comfortable. As communication is a two-way process,peers and managers are encouraged to share similar information from their own Team BuildingSummary sheets.

4. Use the information in the report to serve as a "self-management handbook" or "empowermentmanual" to help clarify workplace values issues, and to assist in maintaining optimalperformance.

5. Other steps and processes may emerge through team meetings.

This report includes

A section for each of the six Values dimensions in these categories: General Characteristics;Value to the Organization; Keys to Managing and Motivating; Training, ProfessionalDevelopment and Learning Insights; Continuous Quality Improvement.

A Norms and Comparisons section that reveals where your values are compared to the nationalmean.

A Values Graph

A Values Wheel

A Values Action Plan for affirming strengths and encouraging growth and development.

A Team Building Summary to facilitate sharing selected information with others.


Jamie Clark

UTILITARIAN/ECONOMICThe Utilitarian/Economic score shows a characteristic interest in money and what is useful. This means that anindividual wants to have the security that money brings not only for themselves, but for their present and futurefamily. This value includes the practical affairs of the business world - the production, marketing andconsumption of goods, the use of credit, and the accumulation of tangible wealth. This type of individual isthoroughly practical and conforms well to the stereotype of the average businessperson. A person with a highscore is likely to have a high need to surpass others in wealth.

General CharacteristicsInterested in what is practical and useful in meeting goals (usually economic ones).Fits the stereotype of the highly driven businessperson, motivated by economic incentives.Motivated by high pay, and attaches importance to high earnings.Jamie tends to like rewards based on the results achieved rather than on the method used toobtain the results.Sales, technical, or management training programs must demonstrate a bottom-line financialgain as a result of their participation.Needs for education and training to be practical and useful, with a profit or economic motive.Jamie tends to be hard working, competitive, and motivated mostly by financial rewards andchallenging compensation plans.Will attempt to structure her economic dealings.Uses money as a scorecard.

Value to the OrganizationAble to multi-task in a variety of areas and keep important projects moving.Is profit driven and bottom-line oriented.Is highly responsive to competition, challenges, and economic incentives.Makes decisions with practicality and bottom-line dollars in mind.High motivation to achieve and win in a variety of areas.Shows a keen awareness of the revenue-clock, her own and the organization's.


Jamie Clark

UTILITARIAN/ECONOMIC

Keys to Managing and MotivatingRealize that it's not just money that motivates, but also personal payback from the job.Assure that economic rewards are fair, clearly communicated, and provide a high-end return forthose willing to work for them.Be aware that for those who score in this very high range there is a potential for low companyloyalty. Be certain to reward performance, and encourage participation as an importantmember of the team.Provide substantial room for financial rewards for excellent performance.Provide coaching to help Jamie appreciate that not everybody is highly-motivated by wealth,return-on-investment and gain like she is.

Training, Professional Development and Learning InsightsIf possible, build in some group competition as a part of the training activities.Link learning outcomes to the ability to become more effective in increasing earnings for bothherself and the organization.Provide rewards and incentives for participation in additional training and professionaldevelopment.

Continuous Quality ImprovementsNeeds to learn to appreciate that not everybody is highly-motivated by wealth,return-on-investment or gain so as not to alienate a prospect, customer or client.Needs to hide the dollar signs in her eyes in order to establish the most appropriate rapport withothers.Needs to have an increased sensitivity to the needs of others, and less demonstration ofpotential selfishness.


Jamie Clark

INDIVIDUALISTIC/POLITICALThe primary interest for this value is POWER. Research studies indicate that leaders in most fields have a highpower value. Since competition and struggle play a large part in all areas of life, many philosophers have seenpower as the most universal and most fundamental of motives. There are, however, certain personalities inwhom the desire for direct expression of this motive is uppermost; who wish, above all, for personal power,influence and renown.

General CharacteristicsThis high individualism may be demonstrated in a variety of observable ways; In creativeproblem solving, in a risk-taking attitude, etc.She surprises others with spontaneous ideas or responses.She likes to invent new things, design new products, and develop new ideas and procedures.She experiences a feeling of accomplishment in being recognized for completing a toughassignment in a creative way.Prefers to make her own decisions about how an assignment or project is to be accomplished.Brings a lot of energy that needs to be put to good use.There is a tendency to push the envelope a bit in situations where winning is desired.Comfortable being in the limelight and enjoys demonstrating her uniqueness or creativity.

Value to the OrganizationAbility to take a stand and not be afraid to be different in either ideas or approaches to problemsolving.Brings creative ideas.Not afraid to take calculated risks.Desires to be an individual and celebrate differences.Enjoys making presentations to small or large groups, and is generally perceived as anengaging presenter by her audience.

Keys to Managing and MotivatingRemember to build in a continuous opportunity to learn and progress.Be patient in allowing for expression of her uniqueness and sense of humor.Jamie brings a variety of strengths to the team that may not have been utilized. Explore thepossibilities of expanding these opportunities.Be open to new ideas Jamie may offer, and realize that she may do things a bit differently thanstandard operating procedure.She will appreciate "air-time" at meetings to share ideas with others on the team.


Jamie Clark

INDIVIDUALISTIC/POLITICAL

Training, Professional Development and Learning InsightsAttempt to provide enough creative space for her to express her uniqueness.Allow for some experimental or non-routine types of options.Link some of the benefits of the learning activity to enhancing ability to make a special andunique contribution to the team.

Continuous Quality ImprovementsMay spend excess time telling (or selling) an audience on her uniqueness, rather thandiscussing the topic at hand.Needs to remember that her good ideas aren't the only good ideas.Needs to listen more and speak less.


Jamie Clark

THEORETICALThe primary drivers with this value are the discovery of KNOWLEDGE and appetite for LEARNING. In pursuit ofthis value, an individual takes a "cognitive" attitude. Such an individual is nonjudgmental regarding the beauty orutility of objects and seeks only to observe and to reason. Since the interests of the theoretical person areempirical, critical and rational, the person appears to be an intellectual. The chief aim in life is to order andsystematize knowledge: knowledge for the sake of knowledge.

General CharacteristicsHer Theoretical need is not the most important or primary driving values factor.Jamie may provide a balance between the very high theoretical approaches, and the very lowapproaches, and be able to communicate with each side.Is able to understand the needs of big picture issues, and appreciate the needs of trivial orminute issues without being an extremist.Brings a sense of balance and stability to a variety of technical issues impacting the team.Jamie typically won't get bogged down in minutia, nor will she ignore the details whendecision-making.

Value to the OrganizationJamie demonstrates awareness of the necessary technical features, and responds as neededon-the-job.Brings flexibility to the team; that is, being detail-oriented when necessary, and beingpractically-oriented other times.Is a stabilizing force on the team.Is able to appreciate the needs of both the higher and lower Theoreticals.Shows curiosity about technical details without getting bogged down.

Keys to Managing and MotivatingRemember that she has the ability to be a balancing and stabilizing agent on highknowledge-driven tasks/assignments/projects.Jamie brings a knowledge-drive typical of many business professionals.Include the perspective she brings in order to gain a middle-ground understanding.Check for other values drives that may be higher or lower than this one in order to gain a morecomplete picture of specific keys to managing and motivating.


Jamie Clark

THEORETICAL

Training, Professional Development & Learning InsightsIs rather flexible and accepting of most training programs offered in the organization.Is able to see the need for training, and also realizes the importance of practical information.Please check other areas of higher or lower values drive for additional insight into professionaldevelopment needs.

Continuous Quality ImprovementsMay need to be a bit more demonstrative on some complex theoretical issues.May be asked to take a firmer stand or position on team initiatives.May need to examine other values drives to determine the importance of this Theoretical drivefactor.


Jamie Clark

AESTHETICA 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.

General CharacteristicsShows an appropriate and realistic approach to Aesthetic appreciation without being anextremist.The need for and appreciation of beauty is determined on an individual basis and is notgeneralized in terms of the total work around her.Has an interest in form and harmony, but also understands there may be more importantfactors when making decisions.Can support and understand the positions of individuals with either higher or lower Aestheticscores.Brings a sense of balance and stability to a variety of job-related Aesthetic issues that mightemerge.

Value to the OrganizationBrings flexibility to the team regarding this Aesthetic area: able to see the issues and positionsfrom a variety of sources with a sense of balance.Is a stabilizing and realistic influence on the team.Able to appreciate the needs of both the higher or lower Aesthetic individuals on the team.Shows ability to help and go the extra mile without a negative impact on her own responsibilityand work-load.Not an extremist, and therefore when Aesthetic issues emerge Jamie demonstrates anawareness of form and harmony and responds as needed on the job.

Keys to Managing and MotivatingRemember that she shows a practicality and realism regarding Aesthetic values and positions.This middle ground between the extremes of higher and lower Aesthetic issues may be anappropriate stabilizing force.Check for other Values drives that may be higher or lower than this Aesthetic value in order togain a better idea of specific keys to managing and motivating.Support the middle ground strength that she brings between various positions on team issues.


Jamie Clark

AESTHETIC

Training, Professional Development and Learning InsightsExplore the professional development insights from some of the other Values scales todetermine more specific preferences.Can become engaged in training activities because she sees it as a part of necessary growthand professional improvement.Jamie will be supportive of the training efforts as well as supportive of the trainer(s) from theviewpoint of this Aesthetic dimension.

Continuous Quality ImprovementsTo gain additional insight, it is important to review other Values drives to determine theimportance of this Aesthetic drive factor.She may need to take a more visible position with the team on some issues within theorganization.Allow space for those who differ on this Aesthetic scale, and remember that all Values positionsare positions deserving of respect.


Jamie Clark

TRADITIONAL/REGULATORYThe highest interest for this value may be called "unity," "order," or "tradition." Individuals with high scores in thisvalue seek a system for living. This system can be found in such things as conservatism or any authority thathas defined rules, regulations and principles for living.

General CharacteristicsAn informal approach to rules and regulations.Has the desire for quick results. This may include expediting certain procedures.May behave independently from the standard operating procedure.Is perceived by some as a rule-bender.Is a very flexible problem-solver.Places lesser importance on conformity to group patterns.Will change job roles when it is important to express or develop herself.Is motivated by the personal right to express herself.

Value to the OrganizationIs able to make quick decisions without getting emotionally involved.Is always looking for efficient and logical solutions.Asks lots of questions.Desires to learn new methods and strategies.Looks for creative solutions to problems.

Keys to Managing and MotivatingProvide opportunities for professional development and growth.Requires specific instructions so that she can do the routine aspects of job correctly the firsttime.Prefers being allowed to make her own decisions about how the work will be done within herown authority or empowerment boundaries.Is interested in evaluating and improving inefficient procedures.If new precedent needs to be set, involve her in the planning and strategy.

Training, Professional Development and Learning InsightsMay prefer more dynamic, spontaneous, or creative learning activities.Tends to be more flexible and adaptable to a variety of learning activities.May want to create her own learning path or activities in a creative manner.


Jamie Clark

TRADITIONAL/REGULATORY

Continuous Quality ImprovementsDon't ignore the important details.Needs to increase patience when interacting with more rules-oriented individuals.Maintain awareness of facial expression and comments when in disagreement with thoseshowing a different point of view.


Jamie Clark

SOCIAL/ALTRUISTICThose who score very high in this value have an inherent love of people. The Social/Altruistic person prizesother people and is, therefore, kind, sympathetic and unselfish. They are likely to find the Theoretical, Utilitarianand Aesthetic values cold and inhuman. Compared to the Individualistic value, the Social/Altruistic personregards helping others as the only suitable form for human relationships. Research into this value indicates thatin its purest form, the Social/Altruistic interest is selfless.

General CharacteristicsShows a bottom-line practicality regarding helping others and sharing time and resources: theremust be a set of mutual wins.Places a business "guard" on her trust level, perhaps as a result of being burned in the pastand attempting not to let it happen again.May keep an ear to the revenue-clock of an organization, and maintain a business sense inpeople transactions.Has learned to say "No" when asked to do things that may not contribute to the bottom line(either her own or the organization's).May look at those scoring higher as selfless types who are giving their security away.May be generous to charities outside of the job, but may balk at displaying that same generosityin the workplace.Motivated and driven in Values areas other than the Social/Altruistic.

Value to the OrganizationBottom-line practicality regarding business and transactions.Survivor in the business arena, even in the midst of heavy competition.Not easily swayed in terms of emotional issues.Good business sense.

Keys to Managing and MotivatingBe careful not to overload assignments with too many coaching or counseling activities sinceshe may not perceive an immediate business gain from those activities.Appeal to the practical side that Jamie shows.Stay bottom-line oriented.Don't be emotional or paternal.Have your idea or approach make "business sense."


Jamie Clark

SOCIAL/ALTRUISTIC

Training, Professional Development and Learning InsightsLink learning and professional development to other items of greater self-interest.Find areas of the training that relate to increased business opportunity or advancement.Connect learning and training goals to bottom-line increases and successes.

Continuous Quality ImprovementsSome perceive a "selfishness-factor" on certain projects or when sharing information resourceswith the team.Seen as overly "guarded" by some, especially those who tend to be more open and sharing in abusiness sense.Needs to be more open and receptive to others.


Jamie Clark

MOTIVATORS - NORMS & COMPARISONS

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 values, you will fit in with the group and be energized. However, when surrounded bypeople whose values are significantly different from yours, you may be perceived as out of themainstream. If the differences are understood, each brings strengths to the equation. If notunderstood, 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 values 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 value. The further away from the mainstream on the low side, the morepeople will view you as indifferent and possibly negative about that value. The shaded area for eachvalue represents 68 percent of the population or scores that fall within one standard deviation aboveor below the national mean.

NORMS & COMPARISONS TABLE - Norm 2003Jamie Clark

THEORETICAL * MainstreamUTILITARIAN * ExtremeAESTHETIC * MainstreamSOCIAL * ExtremeINDIVIDUALISTIC * PassionateTRADITIONAL * Mainstream

- 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


Jamie Clark

MOTIVATORS - NORMS & COMPARISONS

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

You strive for efficiency and practicality in all areas of your life, seeking to gain a return on yourinvestment of time, talent and resources. Others may feel you always have a string attachedand are always trying to gain a personal advantage. They may feel you should give just for thesake of giving.

You have a strong desire to lead, direct and control your own destiny and the destiny of others.You have a desire to lead and are striving for opportunities to advance your position andinfluence. Others may believe you are jockeying for position and continually stepping "over theline." They may believe that you form relationships only to "move ahead" and gain anadvantage.

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

Your self-reliance will cause you to feel uncomfortable around people who are always trying tohelp you or be too nice to you.


Jamie Clark

MOTIVATION INSIGHTS® GRAPH


THE.

THE.503rd

UTI.

UTI.711st

AES.

AES.364th

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SOC.126th

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ATTITUDES WHEELTM


THEORETICAL3rd

50

UTILITARIAN

1st7 1

INDIVIDUALISTIC2nd

51AESTHETIC

4th36

SOCI

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TRADITIONAL

5th32


Jamie Clark

VALUES ACTION PLANThis Action Plan is your tool to contribute to the process of self-development and continuous improvement. Asyou have reviewed information in this document, please respond to the items below as they relate to yourspecific professional environment.

Area 1: The greater or global mission of the team or organization.

In the space below indicate briefly one or two areas of strength that you bring to the greater missionof the organization at large.

Area 2: An immediate or shorter-term mission, task or purpose of a smaller group of peoplewith whom you work on day-to-day operations.

In the space below, indicate briefly one or two areas of strength (different from those above), thatyou bring to the shorter-term tasks or day-to-day operations.


Jamie Clark

QUALITY IMPROVEMENT ACTION PLAN

In the area below, respond briefly as indicated. Base your answers on some of the information andresults presented in this document.

Action Point 1: Things I will keep on doing.

Indicate three things that you are doing very well already, and that you plan to keep on doing.

1.

2.

3.

Action Point 2: Things I will modify or change slightly.

Indicate 2 things that you will modify, adjust, or change slightly in order to increase personaleffectiveness.

1.

2.

Action Point 3: Things I will stop doing, or try to eliminate.

Indicate one thing that you will try to stop doing in order to increase personal effectiveness.

1.

Today's Date: _________________ Date to review with mentor or peer: ________________


Jamie Clark

TEAM BUILDING SUMMARY OF WORKPLACE VALUES

Pick the most important item in each category from your report in the topic areas indicated. Leave aline blank if no primary item emerges to you. This summary sheet is to be used as a primary point ofdialogue between you, your peers, and your manager, provided that all have copies of their owninformation. This communication should be a two-way process.

(Remember, these items are related to one's intrinsic drive factors, their 'hidden motivators' notreadily observable. These items are of critical importance to one's long range success. This listilluminates why we do what we do.)

General Characteristics1. Theoretical ____________________________________________________________________

_____________________________________________________________________________2. Utilitarian/Economic _____________________________________________________________

_____________________________________________________________________________3. Aesthetic _____________________________________________________________________

_____________________________________________________________________________4. Social/Altruistic ________________________________________________________________

_____________________________________________________________________________5. Individualistic/Political ___________________________________________________________

_____________________________________________________________________________6. Traditional/Regulatory ___________________________________________________________

_____________________________________________________________________________

Value to the Organization1. Theoretical ____________________________________________________________________


_____________________________________________________________________________3. Aesthetic _____________________________________________________________________




_____________________________________________________________________________


Jamie Clark


Keys to Managing and Motivating:1. Theoretical ____________________________________________________________________


_____________________________________________________________________________3. Aesthetic _____________________________________________________________________




_____________________________________________________________________________

Training, Professional Development and Learning Insights:1. Theoretical ____________________________________________________________________


_____________________________________________________________________________3. Aesthetic _____________________________________________________________________




_____________________________________________________________________________


Jamie Clark


Continuous Quality Improvement:1. Theoretical ____________________________________________________________________


_____________________________________________________________________________3. Aesthetic _____________________________________________________________________




_____________________________________________________________________________

Continuous Quality Improvement: (choose two items from any values areas)1. _____________________________________________________________________________

_____________________________________________________________________________2. _____________________________________________________________________________

_____________________________________________________________________________


Jamie Clark

WORLD VIEW

This is how Jamie sees the world around her. This view measures her clarity andunderstanding of people, tasks and systems. It could also be looked at in terms offeeling, doing and thinking from an external standpoint. The statements below arebased primarily on the 3 dimensions on the left side of the dimensional balance pageand are in a random order.

• Jamie delegates specific assignments or tasks from a base of authority or fromthe overall plan.

• She may do well in positions that involve the management, coaching or leadershipof others.

• She understands the importance of authority figures and enforces her ownauthority well.

• She has good thinking and planning ability, as well as good organizational skills.

• Jamie prefers not to get bogged down in the details.

• She has a high understanding of people and can build and maintain relationships.

• She believes rules and policies should be respected and followed.

• She needs to associate with people who can take care of the details and theprocess of implementing the plan or idea.

• Jamie could benefit from the actual doing of detail work.


Jamie Clark

SELF VIEW

This is how Jamie sees herself. This view measures her clarity and understanding ofherself, her roles in life and her direction for the future. The internal dimensions are areflection of her from both personal and professional viewpoints. The statementsbelow are based primarily on the 3 dimensions on the right side of the dimensionalbalance page and are in a random order.

• Jamie clearly understands herself evenly in terms of sense of self, roleawareness, and self direction.

• She tends to be adaptable, depending on what is called for in the currentsituation.

• She sees what perspective she needs to focus on, depending on the currentsituation.

• She has already achieved a high level of self understanding.

• Jamie has a clear image of herself, her roles and her future.

• She has a good grasp of her actual and potential accomplishments and life roles.

• She uses her internal awareness to achieve the desired outcome during theprocess of a role change.

• She could benefit from continuously challenging her abilities.

• Jamie believes that her own worth is based equally on her sense of self,producing and achieving in various roles, and her accomplishments.


Jamie Clark

SUMMARY OF STRENGTHS AND WEAKNESSES

The key lies in being able to measure these individual preferences in the way we think, andunderstanding how they shape our decisions. It is this understanding of our individual strengthsand weaknesses that will enable us to effect change in our lives and achieve greater personalsuccess. It is only by first understanding something that we are then able to change it.

The top five and bottom five scores on your Core Skills List determines the information below.Please take the national mean and the requirements of your position into consideration whendetermining a development plan.

Strengths Weaknesses

INTEGRATIVE ABILITY QUALITY ORIENTATION

INTUITIVE DECISION MAKING ATTENTION TO DETAIL

HANDLING STRESS CONSISTENCY AND RELIABILITY

USING COMMON SENSE MEETING STANDARDS

SELF ASSESSMENT CONCEPTUAL THINKING

Copyright © 2004-2008. Target Training International, Ltd. and Dr. D. Mefford. 50

Jamie Clark

INTEGRATIVE ABILITY

In part Integrative Ability is an individual's ability to identify the key elements of a problemsituation and understand which components are critical. Furthermore, this is an ability to thenput together the different elements and to see different types of situational structures. It isthereby the ability to see different types of problem solutions.

Possible Strengths:Is able to prioritize critical events while not losing track of less critical ones.Accurately defines the key elements in problem situations.Is a good project planner and scheduler.

Continuous Development:Approach problem solving as a project that requires planning.Don't rely on stop-gap measures.Don't be afraid to ask for assistance.


Jamie Clark

INTUITIVE DECISION MAKING

Intuitive Decision Making is the ability to accurately compile intuitive perceptions about asituation into a decision or action. It is the ability to be "intuitional" as opposed to intellectual (orrequiring data and logical reasoning) in decision making and to be effective in doing it. Thisrequires a good deal of understanding of people, and the outside world, and the ability tovisualize the whole picture in a mental scenario.

Possible Strengths:Analyzes and understands available data, input and role in decision-making.Makes decisions in a timely manner.Explains the rationale for decisions when circumstances demand it.

Continuous Development:Use trusted peers or a mentor as a reality check.Take responsibility for the decision making process.If a course of action is unclear, choose what seems to be the best solution and implement ittemporarily.


Jamie Clark

HANDLING STRESS

Handling Stress is an individual's ability to balance and defuse inner tensions and stresses,which, if allowed to build up, could interfere with his or her ability to perform to potential. It is notan individual's ability to handle stressful situations, but rather the ability to appropriately separateoneself from such stressful situations and maintain separate inner sense of peace.

Possible Strengths:Does not assign blame for problems, but instead focuses on finding a solution.Finds productive ways to reduce the impact of "bad stress".Is able to separate emotionally from difficult situations.

Continuous Development:Dwell on past successes and view past failures only as lessons learned.Use constructive stress as a powerful force to get more out of life.Don't engage in conflict unless it relates to things of significance to long-term goals.


Jamie Clark

USING COMMON SENSE

Using Common Sense as a capacity is determined by an individual's focus on practical thinking.It is the ability to see the world clearly and the general ability to combine abilities for empathy,practical thinking, and organizational ability into cohesive decisions and actions.

Possible Strengths:Maintains focus on the immediate issues requiring attention.Develops analytical skills through practice and careful thought.Capable of managing unforeseen situations without getting frustrated.

Continuous Development:Remember to stay organized.Put time frames around objectives.Communicate proposed solutions and objectives clearly.


Jamie Clark

SELF ASSESSMENT

Self Assessment is the ability to practically and objectively identify personal managementstrengths and weaknesses. This is the ability to take the skills and techniques gained inevaluating external situations and applying them to the evaluation of own performance andabilities.

Possible Strengths:A good observer of others.Admits mistakes and accepts constructive criticism but seeks to learn from them.Allows other people to excel in their areas of competency.

Continuous Development:Be gracious about compliments and accept them with good humor.Be open and encouraging with other people about their strengths.Be proactive about pursuing training opportunities.


Jamie Clark

QUALITY ORIENTATION

Quality Orientation is a measure of an individual's affinity for seeing details, grading him or heragainst a preset standard (internal or external) and identifying flaws. This is directly related to aperson's preference for paying attention to detail. Whereas "attention to detail" is more ameasure of how capable a person is at seeing detail, this capacity also measures a person'sproclivity for such accuracy as well.

Possible Limitations:May not understand standards set by others.Does not measure self against previous results.

Developmental Suggestions:Don't skimp on quality just to save a dollar or two.Seek customer feedback.Document processes and audit them regularly.


Jamie Clark

ATTENTION TO DETAIL

Attention to Detail is the ability to see and pay attention to details. Being able to recognize thecomponent parts of a procedure or object. Being able to verify the correctness or error in anindividual part or procedure. Although many people with low scores in the attribute may be ableto be attentive to detail, it is not a natural strength for the individual and something that ifrequired over time, can become increasingly tedious and draining for them.

Possible Limitations:May get bogged down in details.May neglect some daily activities.May not check the details of a situation.

Developmental Suggestions:Write things down!Establish careful plans for executing tasks toward a final goal.Ask for confirmation on your observations.


Jamie Clark

CONSISTENCY AND RELIABILITY

Consistency and Reliability is the ability to feel an internal motivation to be conscientious inpersonal or professional efforts. It is the need to be consistent and reliable in life roles.

Possible Limitations:May need external motivators to stay on task.May not maintain personal composure in the face of adversity.May not have an equal commitment to the job and other life priorities.

Developmental Suggestions:Try to monitor and manage interruptions.Keep promises made.Prioritize tasks both personally and professionally.


Jamie Clark

MEETING STANDARDS

Meeting Standards is the ability to see and understand the standard requirements establishedfor a job and an individual's commitment to meeting them. This comes more from an internalplace than simply being driven toward such commitment by outside forces like management orreward. This combines the capacities of quality orientation and one's focus on structure andorder.

Possible Limitations:May focus too little or too much on achieving standards.May not believe strongly enough or too strongly in oneself.

Developmental Suggestions:Learn how required standards are related to overall corporate expectations.Pay attention! Changing priorities can change expectations.Think about why standards are there to be met.


Jamie Clark

CONCEPTUAL THINKING

Conceptual Thinking skills allows a person to see the "big picture," helping to determine whatdirection to take and what resources to use to attain the outcome that is desired. Imaginingand/or predicting changes in current reality seem to come naturally to some people.

This is an individual's ability to identify and evaluate resources and plan for their utilizationthroughout the execution of comprehensive, long-range plans. Schematic thinking is much moreabstract than concrete organization and deals with an individual's ability to allocate resources ina mental scenario and accurately visualize outcomes.

Possible Limitations:May not see interrelationships between individual goals, short-term company goals andlong-term corporate missions.May not properly set priorities.May not use appropriate resources to attain desired goals.

Developmental Suggestions:Challenge inherent assumptions and/or beliefs.Brainstorm; always be on the lookout for new ideas and approaches.Operate from a broad, long-term perspective.


Jamie Clark



*

8.6

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EmpatheticOutlook

PracticalThinking

SystemsJudgment


Self Direction

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100100 - +

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100100 - +


*

ScoreBias



Jamie Clark









TTI TriMetrix Coaching Report


PERSONAL DEVELOPMENT PLAN

“The wise person questions himself, the fool others.”

-Henri Arnold

Jamie Clark

ABC Company

Sales Representative

INTRODUCTION

Copyright © 1984-2004 Target Training International Ltd.

Your Personal Development Plan employs a concept that emphasizes specific developmental experiences necessary to fulfill the mutual goals of your individual career development and organizational enhancement. Your plan is uniquely tailored to your individual needs. The PDP is a personal action plan that helps you to identify the training and other developmental experiences needed to achieve your goal of superior performance, within a specified time frame. The goal of this PDP is to assist you in developing your skill-set to bring your scores up to a level of mastery. Mastery here is defined as meeting or exceeding the requirement set forth by the job. As you know, your areas for development were identified in your Job Plus Talent Comparison report. The first step in your development process should be to identify an Accountability Partner or mentor/coach. Their role is not only to help you identify specific development activities to help you master each identified area, but to also offer guidance, wisdom, experience and encouragement. All development plans require:

!" Goals !" Timeframes !" Action steps/methods !" Evaluation

Keep these in mind as you work with your Accountability Partner in putting your detailed plan together. Your development areas include: Personal Skills: Rewards/Culture: Behaviors: The following pages list your individual areas for development. A contract has been included to hold you accountable for identifying specific development activities and completing them within a specified timeframe.

Jamie Clark

1

1 - Personal Accountability2 - Self Management3 - Customer Focus4 - Self Starting5 - Goal Achievement6 - Interpersonal Skills7 - Influencing Others

1 - Utilitarian/Economic2 - Individual/Political

1 - Frequent Interaction with Others2 - Customer Oriented

TAKING RESPONSIBILITY/PERSONAL ACCOUNTABILITY


A measure of the capacity to be answerable for personal actions.

!" Accepts personal responsibility for the consequences of personal actions !" Avoids placing unnecessary blame on others !" Maintains personal commitment to objectives regardless of the success or failure of

personal decisions !" Applies personal lessons learned from past failures to moving forward in achieving future

successes “Taking Responsibility/Personal Accountability” is an individual’s ability to be responsible for the consequences of one’s own decisions and actions. It involves taking responsibility for these decisions and not shifting blame or poor performance somewhere else. This derives from an internal responsibility to oneself to be accountable and to own up to oneself when a mistake has been made. It is important to note that this involves owning up to oneself more than it involves owning up to others. A low score in this personal skill typically involves a reluctance to admit to oneself that a mistake has been made, even though once outside forces make that apparent, a person can be more than willing to step up and take responsibility for one’s actions. This is not “taking public responsibility”, but rather willingness to be honest with oneself. Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Taking Responsibility/Personal Accountability”.

SIGNIFICANT MODERATE EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Taking Responsibility/Personal Accountability”? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What impact will mastery have on my career or personal life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What will I hear others say about me after I master “Taking Responsibility/Personal Accountability”, with regard to my skill and development? ________________________________________________________________________________________________________________________________________________________________________________________________________________________

Jamie Clark

2



Development activities could include:

!" RxCDs !" Formal Training !" Reading !" Multimedia-Based Training/Computer-Based Training !" Shadowing !" Work Observation

Jamie Clark

3




Contract

DEVELOPMENT ACTIVITIES Start Date End Date

1.

2.

3.

4.

5.

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9.

10.

____________________________ _____________ Signature Date

____________________________ _____________

Activity Partner Signature Date

Jamie Clark

4

SELF MANAGEMENT


The ability to prioritize and complete tasks in order to deliver desired outcomes within allotted time frames.

!" Independently pursues business objectives in an organized and efficient manner !" Prioritizes activities as necessary to meet job responsibilities !" Maintains required level of activity toward achieving goals without direct supervision !" Minimizes work flow disruptions and time wasters to complete high quality work within a

specified time frame The ability to prioritize and complete tasks in order to deliver desired outcomes within allotted time frames is “Self Management.” This is an overall capacity comprised of multiple factors, which involve a person’s ability to manage his or her “self”. Similar to one’s ability to manage others, which involves empathy, understanding, the ability to gain commitment and various other leadership qualities, this capacity measures a person’s ability to marshal similar abilities toward managing self. It requires introspection and self-objectivity. Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Self Management”.

SIGNIFICANT MODERATE EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Self Management”? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What impact will mastery have on my career or personal life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What will I hear others say about me after I master “Self Management”, with regard to my skill and development? ________________________________________________________________________________________________________________________________________________________________________________________________________________________

Jamie Clark

5

SELF MANAGEMENT


Development activities could include:


Jamie Clark

6

SELF MANAGEMENT



Contract


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Jamie Clark

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CUSTOMER FOCUS


!" Evaluating What is Said !" Understanding Attitude !" Freedom from Prejudices

A commitment to customer satisfaction.

!" Consistently places a high value on customers and all issues related to customers !" Objectively listens to, understands and represents customer feedback !" Anticipates customer needs and develops appropriate solutions !" Meets all promises and commitments made to customers

Critical to the ability to “Evaluate What Is Said” is the positive appreciation of other people, their opinions and a positive approach to problem solving—being open to whatever solution may present itself as the most effective, depending on the situation. This is based on a person’s openness to people and a willingness to hear what the other person is saying, and not what the person thinks they should say. The ability to “read between the lines” means understanding such things as body language, reticence, stress, and emotions. “Understanding Attitude” is essential to interacting effectively with other people. It requires that an individual becomes attentive to obvious body language as well as less obvious signs such as silence, expressions of stress, “fake” happiness, restraint, joy, etc. “Freedom from Prejudices” is an individual’s ability to not allow the unfair implications of prejudged information to enter into, and affect, an interpersonal relationship. It is about not allowing a person’s class, race, sex, ethnicity or personal philosophy to cause one to prejudge the actions, potential, intentions or attitudes of others. Please look at each of the components listed above for “Customer Focus”. On a scale of 1-10, 1 meaning least competent and 10 meaning most competent, circle a rating for each that best describes your competency. This will give you a visual representation of your skill level. Be prepared to discuss with your Activity Partner why you rated yourself accordingly. EVALUATE WHAT IS SAID 1 2 3 4 5 6 7 8 9 10 UNDERSTANDING ATTITUDE 1 2 3 4 5 6 7 8 9 10 FREEDOM FROM PREJUDICES 1 2 3 4 5 6 7 8 9 10 Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Customer Focus”.

Jamie Clark

8

CUSTOMER FOCUS


SIGNIFICANT MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Customer Focus”? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What impact will mastery have on my career or personal life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What will I hear others say about me after I master “Customer Focus”, with regard to my skill and development? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ Development activities could include:

!" RxCDs !" Formal Training !" Reading !" MULTIMEDIA-BASED TRAINING/COMPUTER-BASED TRAINING !" Shadowing !" Work Observation

Jamie Clark

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CUSTOMER FOCUS



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SELF-STARTING ABILITY


The ability to initiate and sustain momentum without external stimulation.

!" Initiates relevant activities toward achieving business goals !" Independently completes projects and produces desired results !" Requires little or no supervision to stay focused on necessary activities !" Readily identifies and pursues business opportunities without ouside direction

“Self Starting Ability” is an individual’s ability to find personal motivations for accomplishing a task and the degree to which a person will maintain that course in the face of adversity. This capacity is somewhat dependent on your level of persistence, focus and initiative. Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Self-Starting Ability”.

SIGNIFICANT MODERATE EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Self-Starting Ability”? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What impact will mastery have on my career or personal life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What will I hear others say about me after I master “Self-Starting Ability”, with regard to my skill and development? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ Development activities could include:


Jamie Clark

11

SELF-STARTING ABILITY



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GOAL ACHIEVEMENT


!" Results Orientation !" Realistic Personal Goal Setting !" Project and Goal Focus !" Persistence

The ability to identify and prioritize activities that lead to a goal.

!" Establishes goals that are relevant, realistic and attainable !" Identifies and implements required plans and milestones to achieve specific business

goals !" Initiates activity toward goals without unnecessary delay !" Stays on target to complete goals regardless of obstacles or adverse circumstances

“Results Orientation” is an individual’s ability to identify actions necessary to achieve task completion and to obtain results. This ability will be manifested in a person’s ability to meet schedules, deadlines, quotas and performance goals. “Realistic Personal Goal Setting” is an individual’s ability to set personal goals that can be achieved using available resources, own abilities, and operating within a projected timeframe. Whereas setting realistic goals for others involves the ability to evaluate others’ strengths and weaknesses, this capacity deals with the ability to accurately evaluate your own strengths and weaknesses and to use this information to set achievable personal goals. “Project and Goal Focus” is an individual’s ability to maintain direction in spite of obstacles and the ability to stay on target, regardless of circumstance. This score is derived from an individual’s clarity and focus in the areas of self-direction and appreciation of structure and order. “Persistence” is an individual’s capacity to stay the course in difficult times. It involves a level of personal commitment, a belief in what a person is doing, and an individual’s project and goal focus. It is an individual’s ability to remain motivated to accomplish goals in the face of adversity or obstacles. Please look at each of the components listed above for “Goal Achievement”. On a scale of 1-10, 1 meaning least competent and 10 meaning most competent, circle a rating for each that best describes your competency. This will give you a visual representation of your skill level. Be prepared to discuss with your Activity Partner why you rated yourself accordingly. RESULTS ORIENTATION 1 2 3 4 5 6 7 8 9 10 REALISTIC PERSONAL GOAL SETTING 1 2 3 4 5 6 7 8 9 10 PROJECT AND GOAL FOCUS 1 2 3 4 5 6 7 8 9 10 PERSISTENCE 1 2 3 4 5 6 7 8 9 10

Jamie Clark

13

GOAL ACHIEVEMENT


Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Goal Achievement”.

SIGNIFICANT MODERATE EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Goal Achievement”? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What impact will mastery have on my career or personal life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What will I hear others say about me after I master “Goal Achievement”, with regard to my skill and development? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ Development activities could include:


Jamie Clark

14

GOAL ACHIEVEMENT



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Jamie Clark

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INTERPERSONAL SKILLS


!" Empathetic Outlook !" Personal Relationships !" Emotional Control

The ability to interact with others in a positive manner.

!" Initiates and develops business relationships in positive ways !" Successfully works with a wide range of people at varying levels of organizations !" Communicates with others in ways that are clear, considerate and understandable !" Demonstrates ease in relating with a diverse range of people of varying backgrounds,

ages, experience and education levels “Empathetic Outlook” is an individual’s ability to perceive and understand the feelings and attitudes of others; the ability to place oneself “in-the-shoes” of another and to be able to view a situation from their perspective. It involves being conscious of how one’s actions will impact others. “Personal Relationships” deals with the amount of motivation a person has for forming personal relationships with other people. The higher the scores in this personal skill the more motivated the person is by being accepted and recognized as a person, not simply as a professional that is part of a team or group. There are no “good” or “bad” scores in the category. “Emotional Control” is an individual’s ability to maintain rational and objective actions when experiencing strong internal emotions. Unlike “Internal Self Control” (which is your ability to prevent the feeling of others from negatively affecting your internal emotions), this capacity measures the ability to control internal emotions and prevent them from affecting his or her actions, logic, objectivity, etc. If “Internal Self Control” deals with an ability to keep outside emotions out, “Emotional Control” deals with keeping internal emotions in. Please look at each of the components listed above for “Interpersonal Skills”. On a scale of 1-10, 1 meaning least competent and 10 meaning most competent, circle a rating for each that best describes your competency. This will give you a visual representation of your skill level. Be prepared to discuss with your Activity Partner why you rated yourself accordingly. EMPATHETIC OUTLOOK 1 2 3 4 5 6 7 8 9 10 PERSONAL RELATIONSHIPS 1 2 3 4 5 6 7 8 9 10 EMOTIONAL CONTROL 1 2 3 4 5 6 7 8 9 10 Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Interpersonal Skills”.

Jamie Clark

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SIGNIFICANT MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Interpersonal Skills”? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What impact will mastery have on my career or personal life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What will I hear others say about me after I master “Interpersonal Skills”, with regard to my skill and development? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ Development activities could include:


Jamie Clark

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INFLUENCING OTHERS


!" Empathetic Outlook !" Conveying Role Value !" Gaining Commitment !" Understanding Motivational Needs

The ability to personally affect others’ actions, decisions, opinions or thinking.

!" Effectively impacts others’ actions !" Gains commitment from others to achieve desired results !" Analyzes others’ opinions and leads them to understand and willingly accept desired

alternatives !" Persuades others in a positive manner

“Empathetic Outlook” is an individual’s ability to perceive and understand the feelings and attitudes of others. The ability to place oneself “in-the-shoes” of another and to be able to view a situation from their perspective. It involves being conscious of how one’s actions will impact others. “Conveying Role Value” is an individual’s ability to draw upon a variety of capacities (empathetic, interpersonal and leadership) to instill in others a sense of value for the task at hand. It is the ability to convey to another, the value and importance that a given role carries with it. This is not a measurement of a person’s ability to understand a role’s value, but to communicate that value to another or group of others. “Gaining Commitment” is an individual’s ability to develop and invoke a self-starting attitude in employees in their pursuit of goals. It is the ability to motivate people to do their best and to provide them with concrete, practical ideas and methods by which they can achieve their goals. “Understanding Motivational Needs” is an individual’s ability to understand the needs and desires of others so that this knowledge may be used to motivate them to succeed. This requires objectivity, lack of prejudice, empathy and an open mind. Please look at each of the components listed above for “Influencing Others”. On a scale of 1-10, 1 meaning least competent and 10 meaning most competent, circle a rating for each that best describes your competency. This will give you a visual representation of your skill level. Be prepared to discuss with your Activity Partner why you rated yourself accordingly. EMPATHETIC OUTLOOK 1 2 3 4 5 6 7 8 9 10 CONVEYING ROLE VALUE 1 2 3 4 5 6 7 8 9 10 GAINING COMMITMENT 1 2 3 4 5 6 7 8 9 10 UNDERSTANDING MOTIVATIONAL NEEDS 1 2 3 4 5 6 7 8 9 10

Jamie Clark

19

INFLUENCING OTHERS


Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Influencing Others”.

SIGNIFICANT MODERATE EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Influencing Others”? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What impact will mastery have on my career or personal life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What will I hear others say about me after I master “Influencing Others”, with regard to my skill and development? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ Development activities could include:


Jamie Clark

20

INFLUENCING OTHERS



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The “Utilitarian/Economic” score shows a characteristic interest in money and what is useful. This means that an individual wants to have the security that money brings not only for themselves, but also for their present and future family. This value includes the practical affairs of the business world – the production, marketing and consumption of goods, the use of credit and the accumulation of tangible wealth. This type of individual is thoroughly practical and conforms well to the stereotype of the average American businessperson. A person with a high score is likely to have a high need to surpass others in wealth. “Utilitarian/Economic” types are those who value practical accomplishments, results and rewards for their investments of time, resources and energy.Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master the “Utilitarian/Economic” drive.

SIGNIFICANT MODERATE EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered the “Utilitarian/Economic” drive? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What impact will mastery have on my career or personal life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What will I hear others say about me after I master the “Utilitarian/Economic” drive, with regard to my skill and development? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ Development activities could include:


Jamie Clark

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The primary interest in the “Individualistic/Political” value is POWER. Research studies indicate that leaders in most fields have a high power value. Since competition and struggle play a large part in all areas of life, many philosophers have seen power as the most universal and fundamental of motives. There are, however, certain personalities in whom the desire for direct expression of the motive is uppermost; who wish, above all for power, influence and renown. The “Individualistic/Political” value rewards those who value personal recognition, freedom, and control over their own destiny and others. Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master the “Individualistic/Political” drive.

SIGNIFICANT MODERATE EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered the “Individualistic/Political” drive”? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What impact will mastery have on my career or personal life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What will I hear others say about me after I master the “Individualistic/Political” drive, with regard to my skill and development? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ Development activities could include:


Jamie Clark

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FREQUENT INTERACTION WITH OTHERS


The job requires a strong “people orientation”, versus a task orientation. The job will comfortably deal with multiple interruptions on a continual basis, always maintaining a friendly interface with others.Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Frequent Interaction with Others”.

SIGNIFICANT MODERATE EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Frequent Interaction with Others”? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What impact will mastery have on my career or personal life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What will I hear others say about me after I master “Frequent Interaction with Others”, with regard to my skill and development? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ Development activities could include:

!" RxCDs !" Formal Training !" Reading !" MBT/CBT !" Shadowing !" Work Observation

Jamie Clark

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FREQUENT INTERACTION WITH OTHERS



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CUSTOMER ORIENTED


The job demands a positive and constructive view of working with others. There will be a high percentage of time spent in listening to, understanding and successfully working with a wide range of people from diverse backgrounds to achieve “win-win” outcomes.Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master the “Customer Oriented” drive.

SIGNIFICANT MODERATE EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered the “Customer Oriented” drive? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What impact will mastery have on my career or personal life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ What will I hear others say about me after I master the “Customer Oriented” drive, with regard to my skill and development? ________________________________________________________________________________________________________________________________________________________________________________________________________________________ Development Activities could include:

!" RxCDs !" Formal Training !" Reading !" MBT/CBT !" Shadowing !" Work Observation

Jamie Clark

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CUSTOMER ORIENTED



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Development CD’s & Workbooks – Personal Skills

tti on boarding process

Documents

sales goals

sales team

sales strategies

sales challenges

sales representatives

sales responsibilities

close sales

sales needs