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This Innermetrix ADVanced Insights Profile combines the best of three world-classprofiles. The Attribute Index measures how you think and make decisions. The ValuesIndex measures your motivational style and drivers and the DISC Index measures yourpreferred Behavioral style. Together they create WHAT, WHY and HOW (i.e., Whatnatural talents do you have, Why are you motivated to use them and How do you preferto use them.)
Natural Style: The natural style is how youbehave when you are being most natural. Itis your basic style and the one you adoptwhen you are being authentic and true toyourself. It is also the style that you revert towhen under stress or pressure. Behaving inthis style, however, reduces your stress andtension and is comforting. When authentic tothis style you will maximize your truepotential more effectively.
Adaptive Style
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Adaptive Style: The adaptive style is how youbehave when you feel you are being observedor how you behave when you are aware of yourbehavior. This style is less natural and lessauthentic for you or your true tendencies andpreferences. When forced to adapt to this stylefor too long you may become stressed and lesseffective.
Seven Dimensions of Value and MotivationLindsey Krug
Natural Style: The natural style is how youbehave when you are being most natural. Itis your basic style and the one you adoptwhen you are being authentic and true toyourself. It is also the style that you revert towhen under stress or pressure. Behaving inthis style, however, reduces your stress andtension and is comforting. When authentic tothis style you will maximize your truepotential more effectively.
Adaptive Style
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Adaptive Style: The adaptive style is how youbehave when you feel you are being observedor how you behave when you are aware of yourbehavior. This style is less natural and lessauthentic for you or your true tendencies andpreferences. When forced to adapt to this stylefor too long you may become stressed and lesseffective.
Research conducted by Innermetrix shows that the most successful people share the common trait ofself-awareness. They recognize the situations that will make them successful, and this makes it easyfor them to find ways of achieving objectives that fit their behavioral style. They also understand theirlimitations and where they are not effective and this helps them understand where not to go or how notto be as well. Those who understand their natural behavioral preferences are far more likely to pursuethe right opportunities, in the right way, at the right time, and get the results they desire.
This report measures four dimensions of your behavioral style. They are:• Decisive — your preference for problem solving and getting results• Interactive — your preference for interacting with others and showing emotion• Stability — your preference for pacing, persistence and steadiness• Cautious — your preference for procedures, standards and protocols
This report includes:
• The Elements of DISC — Educational background behind the profile, the science and the fourdimensions of behavior
• The DISC Dimensions — A closer look at each of your four behavioral dimensions• Style Summary — A comparison of your natural and adaptive behavioral styles • Behavioral Strengths — A detailed strengths-based description of your overall behavioral style • Communication — Tips on how you like to communicate and be communicated with • Ideal Job Climate — Your ideal work environment • Effectiveness — Insights into how you can be more effective by understanding your behavior • Behavioral Motivations — Ways to ensure your environment is motivational • Continual Improvement — Areas where you can focus on improving • Training & Learning Style — Your preferred means of sharing and receiving styles • Relevance Section — Making the information real and pertinent to you • Success Connection — Connecting your style to your own life
This DISC-Index report is unique in the marketplace for a number of reasons. You just completed thefirst ever click & drag DISC instrument on the market. This was constructed in a precise manner to allowfor ease of responses, even in the midst of many difficult decisions. This intuitive interface allows youto focus on your answers, not the process.
Also, unlike other DISC instruments, this instrument allows you to rank all four items instead. As a result,this instrument produces zero waste in responses. Some instruments ask you to choose two items outof four, and leave two items blank. Those instruments have a 50% waste of terms, and do not providefor an efficient response process. The DISC Index instrument eliminates that response problem.
Another unique aspect of this DISC-Index report is that we present the DISC aspects of your behaviorboth as separate entities and as a dynamic combination of traits. This report presents the first time thateach of the DISC elements are separated and developed as pure entities of themselves. This can serveas an important learning tool as you explore the deeper aspects of DISC. Your unique pattern of DISCtraits is developed through the context of this report. Additionally, the following four pages will bedevoted to exploring your DISC scores as separate components within the unique combination of traitsthat you exhibit.
A comment on contradictions: You may read some areas of this report that may contradict other text.This is due to the fact that many of us show contradictory behaviors in the normal course of our dailyoperations. Each of us are at times talkative and other times more reflective, depending on how we areadapting our behavior. The expression of these contradictions is a demonstration of the sensitivity ofthis instrument to determine these subtle differences in our natural and adaptive style.
Your approach to problem-solving and obtaining results
The D in DISC represents Decisiveness. Your score on this scale, represented below, showsyour location on the D spectrum based on the pattern of your responses. A high score doesn'tmean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioraltraits. For example:
Higher D —Tend to solve new problems very quickly and assertively. They take an active and directapproach to obtaining results. The key here is new problems such as those that areunprecedented or haven't happened before. There may also be an element of risk in takingthe wrong approach or developing an incorrect solution, but those with a High D score arewilling to take those risks, even if they may be incorrect.
Lower D —Tend to solve new problems in a more deliberate, controlled, and organized manner. Again,the key here is new and unprecedented problems. The Lower D style will solve routineproblems very quickly because the outcomes are already known. But, when the outcomesare unknown and the problem is an uncertain one, the Lower D style will approach the newproblem in a calculated and deliberate manner by thinking things through very carefully beforeacting.
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Your score shows a low average score on the 'D' spectrum.The comments below highlight some of the traits specificto just your unique score.
• Sometimes you demand too much of yourself.• You think it is important to have some time to evaluate
options before acting.• You are usually very supportive of decisions made by
others on the team.• You can be very modest in dealing with others.• Under high pressure, you may become somewhat
indecisive or resistant to making a very quick decision.• You are quite self-critical of yourself and demand a lot
Your approach to interacting with people and display of emotions.
The I in DISC represents Interactive. Your score on this scale represented below shows yourlocation on the I spectrum based on the pattern of your responses. A high score doesn't meangood, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioraltraits. For example:
Higher I —Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The keyhere is new people whom one hasn't met before. Many other styles are talkative, but moreso with people that they've known for some time. The Higher I scores are talkative, interactiveand open even with people whom they have just initially met. People scoring in this rangemay also be a bit impulsive. Generally speaking, those with the Higher I scores are generallytalkative and outgoing.
Lower I —Tend to meet new people in a more controlled, quiet and reserved manner. Here's where thekey word "new people" enters the equation. Those with Lower I scores are talkative with theirfriends and close associates, but tend to be more reserved with people they've just recentlymet. They tend to place a premium on the control of emotions, and approach new relationshipswith a more reflective approach than an emotional one.
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Your score shows a very high score on the 'I' spectrum.The comments below highlight some of the traits specificto just your unique score.
• You have a very high trust level for others, but this couldactually result in you being "burned."
• At times, your desire to express your opinion and interactwith others may come across as self-promoting by thequieter people you know.
• You are gregarious and outgoing with most everyoneyou meet.
• You enjoy opportunities to motivate others.• You most likely enjoy helping others as coach, counselor,
or teacher.• Generally speaking, people find you warm, open and
The S in DISC represents Stabilizing. Your score on this scale represented below shows yourlocation on the S spectrum based on the pattern of your responses. A high score doesn't meangood, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioraltraits. For example:
Higher S —Tend to prefer a more controlled, deliberative and predictable environment. They place apremium on security of a work situation and disciplined behavior. They also tend to show asense of loyalty to a team or organization, and as a result, may have a greater longevity ortenure in a position than some other styles. They have an excellent listening style and arevery patient coaches and teachers for others on the team.
Lower S —Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedomof expression and the ability to change quickly from one activity to another. They tend tobecome bored with the same routine that brings security to the Higher S traits. As a result,they will seek opportunities and outlets for their high sense of urgency and high activity levels,as they have a preference for spontaneity.
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Your score shows a high average score on the 'S' spectrum.The comments below highlight some of the traits specificto just your unique score.
• You tend to be a calming influence on those with whomyou work.
• You are generally known as steadfast and dependable.• When you need to, you can be flexible to change or new
ideas.• You believe rules exist for a reason.• You bring a high degree of self-control to work. You
steadily move towards the completion of a task.• If insufficient structure and order exist, you will create it.
Your approach to standards, procedures, and expectations.
The C in DISC represents Cautiousness. Your score on the scale represented below showsyour location on the C spectrum based on the pattern of your responses. A high score doesn'tmean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioraltraits. For example:
Higher C — Tend to adhere to rules, standards, procedures, and protocol set by those in authority whomthey respect. They like things to be done the right way according to the operating manual."Rules are made to be followed" is an appropriate motto for those with higher C scores. Theyhave some of the highest quality control interests of any of the styles and frequently wishothers would do the same.
Lower C —Tend to operate more independently from the rules and standard operating procedures. Theytend to be bottom-line oriented. If they find an easier way to do something, they'll do it bydeveloping a variety of strategies as situations demand. To the Lower C scores, rules areonly guidelines, and may be bent or broken as necessary to obtain results.
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Your score shows a low average score on the 'C' spectrum.The comments below highlight some of the traits specificto just your unique score.
• To you, rules are guidelines, not concrete.• While you appreciate a need for procedures and
protocol, you also understand they must be practical anddirectly support results.
• You may be perceived as being non-committal by somewhen it comes to deciding on how to proceed.
• You can easily work independently when it comes tocompleting tasks and assignments.
• You are practical and realistic.• You might be perceived as a bit of a rule-bender by some
In order to make the most out of the information in this report it is important that you connectit to your life in a tangible way. To help you make this information your own, and pull out themost relevant parts, fill in the blanks below.
Decisiveness:How is your 'D' score relevant to your life?_________________________________________________________________________
Interacting:How is your 'I' score relevant to your life?_________________________________________________________________________
Stabilizing:How is your 'S' score relevant to your life?_________________________________________________________________________
Cautiousness:How is your 'C' score relevant to your life?_________________________________________________________________________
Overall Natural Style:What is one way in which your natural style relates to your life?_________________________________________________________________________
Overall Adaptive Style:What is one way in which your adaptive style relates to your life?_________________________________________________________________________
Strength-based insights:What specific strengths do you think connect to your success more than any other?_________________________________________________________________________
Communication Dos and Don'ts:What did you learn from understanding your preferred communication style?_________________________________________________________________________
Ideal Job Climate:How well does your current climate fit your behavioral style?_________________________________________________________________________
Effectiveness: What is one way in which you could become more effective?_________________________________________________________________________
Motivation:How can you stay more motivated?_________________________________________________________________________
Improvement:What is something you learned that you can use to improve your performance?_________________________________________________________________________
Training/Learning:What did you learn that could help you instruct others better, or learn more effectively?_________________________________________________________________________
Your final step to making sure you really benefit from the information in this report is tounderstand how your behavioral style contributes to, and perhaps hinders, your overall success.
Supporting Success:Overall, how can your unique behavioral style support your success? (cite specific examples)________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Limiting Success: Overall, how could your unique behavioral style get in the way of your success? (cite specificexamples)________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Values help influence behavior and action and can be consideredsomewhat of a hidden motivation because they are not readilyobservable. Understanding your values helps to tell you why you preferto do what you do.It is vital for superior performance to ensure that your motivations aresatisfied by what you do. This drives your passion, reduces fatigue,inspires you and increases drive.
Value The Drive For
Aesthetic Form, Harmony, Beauty, Balance
Economic Money, Practical results, Return
Individualistic Independence, Uniqueness
Political Control, Power, Influence
Altruistic Altruism, Service, Helping others
Regulatory Structure, Order, Routine
Theoretical Knowledge, Understanding
Seven Dimensions of Value and MotivationLindsey Krug
The Aesthetic Dimension: The main motivation in thisvalue is the drive to achieve balance, harmony and findform or beauty. Environmental concerns or “green”initiatives are also typically prized by this dimension.
General Traits:• You tend to take a practical approach to workplace aesthetics and appearance and
surroundings.• You are a good steward of business processes and don't want to waste resources on
aesthetics or beauty if they don't impact productivity.• You show some preference for functionality over beauty.• You can live with lesser emphasis on harmony, balance, or aesthetics.• You believe making something 'pretty' just for pretty's sake is not very practical.
Key Strengths:• You tend to take more of a bottom-line approach.• You are a strong survivor even in heavy competition.• To you, achieving balance and peace in life may take a back seat to results.• You are less emotional than many and prefer practical transactions.
The Aesthetic Dimension: The main motivation in thisvalue is the drive to achieve balance, harmony and findform or beauty. Environmental concerns or “green”initiatives are also typically prized by this dimension.
Motivational Insights:• You connect topics to improvements in function, not things like harmony or beauty.• You can keep motivation high by appealing to the practical side of projects.• To you, rational goals are the primary motivator.• You appeal to the practical aspects of a situation.• To you, rational goals are more inspirational than emotional or feel-good ones.
Training/Learning Insights:• You teach/learn in a very practical way, nothing fancy.• You will be flexible about the surroundings in which you learn.• You should avoid lots of team interaction just for the sake of interaction; be certain there
is a business reason.• You will make sure to connect training benefits to business opportunities.• You believe more team involvement would benefit from pointing out the practical reasons.
The Aesthetic Dimension: The main motivation in thisvalue is the drive to achieve balance, harmony and findform or beauty. Environmental concerns or “green”initiatives are also typically prized by this dimension.
Continual Improvement Insights:• Some might consider you somewhat unconcerned about aesthetics, artistic beauty or
harmony.• You may be seen as a bit overly businesslike.• You should try to appreciate the value others have for artistic things, or trying to increase
workplace aesthetics.• Remember to respect the creativity of others.• You need to remember that others have different levels of appreciation of aesthetic
The Economic Dimension: This dimension examinesthe motivation for security from economic gain, and toachieve practical returns. The preferred approach ofthis dimension is a professional one with a focus onbottom-line results.
General Traits:• You are motivated by high pay, and attach importance to high earnings.• To you, knowledge for the sake of knowledge may be viewed as a waste of time, talent,
energy, and creativity.• People who score like you tend to like rewards based on the results they achieve rather
than on the method used to obtain the results.• You may take the position that the ends justify the means.• You are goal driven, especially financial goals.
Key Strengths:• You will protect organizational or team finances fiercely.• You make a decision with practicality and bottom-line dollars in mind.• You are driven and motivated to achieve and win in a variety of areas.• You are highly productive.• You are able to multi-task in a variety of areas, and keep important projects moving.
The Economic Dimension: This dimension examinesthe motivation for security from economic gain, and toachieve practical returns. The preferred approach ofthis dimension is a professional one with a focus onbottom-line results.
Motivational Insights:• You should be certain you are balancing your professional and personal life.• You should provide recognition and rewards (e.g., bonuses) as soon as possible, not
just at the end of the quarter or year.• You should remember that you have an ear to the revenue-clock. This may give you a
keen economic awareness in projects and decision-making with the team.• You should reward high performance in tangible and monetary ways with individual and
team recognition.• You should link training and meeting events to potential gains in business share or future
income.
Training/Learning Insights:• You link learning outcomes to the ability to become more effective in increasing earnings
for both yourself and the organization.• You score like those who want information that will help them increase bottom-line activity
and effectiveness.• You attempt to provide some rewards or incentives for participation in additional training
and professional development.• If possible, build in some group competition as a part of your training activities.
The Economic Dimension: This dimension examinesthe motivation for security from economic gain, and toachieve practical returns. The preferred approach ofthis dimension is a professional one with a focus onbottom-line results.
Continual Improvement Insights:• You may judge the efforts of others on the team by an economic scale only.• You may need to learn how to mask that greed factor so as not to alienate a prospect,
customer, client or others on the team.• You may need to hide the dollar signs in your eyes in order to establish the most
appropriate rapport with others.• You may need to develop an increased sensitivity to the needs of others and less
demonstration of potential selfishness.• You may need to work on balancing other Values scales and appreciating the strengths
that others bring, even those who may not share this high Economic drive.
The Individualistic Dimension: The Individualisticdimension deals with one's need to be seen as unique,independent, and to stand apart from the crowd. Thisis the drive to be socially independent and haveopportunity for freedom of personal expression.
General Traits:• You score like those who are comfortable being in the limelight and enjoy demonstrating
their uniqueness or creativity.• You experience a feeling of accomplishment in being recognized for completing a tough
assignment in a creative way.• Many who score in this range like to invent new things, design new products, and develop
new ideas and procedures.• You enjoy work and assignments, which gives you standing in the eye of others and
evokes respect.• You prefer to make your own decisions about how an assignment or project is to be
accomplished.
Key Strengths:• You enjoy making presentations to small or large groups and are generally perceived as
an engaging presenter by your audiences.• You bring creative ideas.• You are not afraid to take calculated risks.• You desire to be an individual and to celebrate differences.• You bring a variety of different and energetic ideas to the workplace.
The Individualistic Dimension: The Individualisticdimension deals with one's need to be seen as unique,independent, and to stand apart from the crowd. Thisis the drive to be socially independent and haveopportunity for freedom of personal expression.
Motivational Insights:• Remember that even as attention from others is important, you may also desire some
independence from team organization and protocol at times.• You should work with an idea, develop it, and run with it for a while before making a
judgment.• You should create an environment that provides security while it encourages taking
appropriate risks.• You prefer an environment where you have space to demonstrate your unique
contributions to the team.• You may bring a variety of strengths to the team that may not have been utilized; explore
the possibilities of expanding these opportunities.
Training/Learning Insights:• Your learning and professional development activities should be flexible, having a wide
variety of options.• You should attempt to provide enough creative space for you to express your uniqueness.• You should allow for some experimental or non-routine types of options.• You should link some of the benefits of the learning activity to enhancing ability to make
The Individualistic Dimension: The Individualisticdimension deals with one's need to be seen as unique,independent, and to stand apart from the crowd. Thisis the drive to be socially independent and haveopportunity for freedom of personal expression.
Continual Improvement Insights:• Sometimes your very unique approaches do not always result in complete success, and
may sometimes cause conflict with others if sensitivity is not used.• Sometimes individuals with this high Individualistic score, if in a presentation situation,
may spend excess time telling (or selling) the audience on their own, rather thandiscussing the topic of the presentation.
• Your potential value clashes with others may be reduced through increased awarenessand sensitivity to the needs of others.
• You may need to remember that your good ideas aren't the only good ideas.• You may need to listen more to others and speak less.
The Political Dimension: This drive is to be seen asa leader and to have influence and control over one'senvironment or success. Competitiveness is oftenassociated with those scoring high in this motivation.
General Traits:• You enjoy winning.• You are accountable for actions and decisions: Are ready to take the credit or the blame.• You use power and control readily and effectively to keep projects moving.• You have a bottom-line approach to getting things done.• You enjoy a feeling of accomplishment in getting a difficult job done on your own.
Key Strengths:• You have a strong ‘buck stops here' approach to business and getting things done.• You have a very high energy level to work hard at meeting goals.• You accept struggle and hard work toward a goal.• You are able to plan and design work projects for teams to accomplish.• You are able to plan and control your own work tasks.
The Political Dimension: This drive is to be seen asa leader and to have influence and control over one'senvironment or success. Competitiveness is oftenassociated with those scoring high in this motivation.
Motivational Insights:• You enjoy status and esteem in the eyes of others.• You may need to be more willing to share the attention and successes for wins.• You should provide an environment with minimal involvement with routine, detail, and
paperwork.• You score like others who may feel stifled if surrounded by many constraints.• You may like to be seen as a catalyst for change.
Training/Learning Insights:• Your scores are like those who frequently show an interest in leading some training or
professional development activities.• You provide for a variety of learning and personal development options.• Many who score like you, may prefer independent study instead of group or team activities.• You provide for individual recognition for exceptional performance.• If group activities are involved, you attempt to build in some competition and group
The Political Dimension: This drive is to be seen asa leader and to have influence and control over one'senvironment or success. Competitiveness is oftenassociated with those scoring high in this motivation.
Continual Improvement Insights:• You may need to be more sensitive to the needs of others on the team.• You may be perceived as one who oversteps authority at times.• You may show impatience with others who don't see the big picture as clearly.• You may need to soften your own agenda at times and allow for other ideas and methods
to be explored.• You may project a high sense of urgency which may also translate to some as a high
The Altruistic Dimension: This drive is an expressionof the need or drive to benefit others in a humanitariansense. There is a genuine sincerity in this dimension tohelp others, give of one's time, resources and energy,in aid of others.
General Traits:• You care about the feelings of others on the team.• Your high sincerity-factor may be exhibited in your tone of voice in communicating with
others.• You freely give time, talent and energy without being asked.• Your philosophy is "Better to give than receive," sometimes even in an organizational
environment.• You have a high service-ethic.
Key Strengths:• You are a proactive volunteer who steps in to aid others without being asked to.• You have an empathetic attitude towards others.• You are a social person more than solitary,and like networking.• You are a very good team player.• You are good at helping others communicate and respect each other and are a calming
The Altruistic Dimension: This drive is an expressionof the need or drive to benefit others in a humanitariansense. There is a genuine sincerity in this dimension tohelp others, give of one's time, resources and energy,in aid of others.
Motivational Insights:• You keep sincerity as a primary focus in communication.• You could be more easily taken advantage of by others because of your sincerity and
desire to be helpful.• You should provide flexibility to allow for helping others on the team.• You should treat yourself with the same level of sincere concern and interest that you
give others.• You should seek a professional outlet that allows you to help others.
Training/Learning Insights:• Your learning and development should be linked to the potential to help others.• You should link courses and training to the knowledge gained that may potentially be
shared with others on the team, or externally.• Your training and professional development will assist in personal growth and
The Altruistic Dimension: This drive is an expressionof the need or drive to benefit others in a humanitariansense. There is a genuine sincerity in this dimension tohelp others, give of one's time, resources and energy,in aid of others.
Continual Improvement Insights:• You need to watch to ensure that your giving nature is not abused or taken advantage of.• You may need to say "no" more often.• You can lose focus on personal work in favor of helping others with theirs.• You need to remember that support and service efforts need to be practical as well.• You could benefit from resisting the urge to go into teaching mode unless clearly desired
The Regulatory Dimension: The Regulatory driveindicates one's drive to establish order, routine andstructure. This motivation is to promote rules andpolicies, a traditional approach and security throughstandards and protocols.
General Traits:• You are right at the national mean when it comes to desire for stability or steadiness.• You strike a good balance between respecting individual needs, and those of the group.• You are accepting of authority, but not bound by it blindly.• You can challenge the rules as long as it is done carefully and logically.• You tend to be balanced and stable.
Key Strengths:• You are good at providing order and structure where it is required.• You are very flexible when it comes to dealing with very little or too much structure.• You are situationally aware of when rules must be followed and when they should not be.• You act to stabilize those on a team.• You serve as a good moderator between those defending the standard operating
The Regulatory Dimension: The Regulatory driveindicates one's drive to establish order, routine andstructure. This motivation is to promote rules andpolicies, a traditional approach and security throughstandards and protocols.
Motivational Insights:• You can help bring order out of chaos without going overboard.• You can be the mediator between those who support the old guard and those who want
revolution.• You can provide a balanced view for creating new policies, procedures and protocols
that are effective.• You will be good at helping maintain a stable environment.• You can be a valuable asset when it comes to working in routine environments.
Training/Learning Insights:• You are open to creativity or flexibility.• You prefer to learn in the accepted way through the existing curriculum.• You become a supportive team member who gets behind the initiative.
The Regulatory Dimension: The Regulatory driveindicates one's drive to establish order, routine andstructure. This motivation is to promote rules andpolicies, a traditional approach and security throughstandards and protocols.
Continual Improvement Insights:• You might benefit from exerting opinions freely in discussions of direction and planning.• You could take a firmer stand on team issues involving dissenting opinions.
The Theoretical Dimension: The drive to understand,gain knowledge, or discover the “truth”. This motivationcan often be to gain knowledge for knowledge sake.Rational thinking, reasoning and problem solving areimportant to this dimension.
General Traits:• Your score in this range is near the typical businessperson's score.• You may provide a balance between the very high theoretical approaches and the very
low approaches and be able to communicate with each side.• You are able to understand the needs of the big picture issues, and appreciate the needs
of the minutia issues without being an extremist.• You bring a sense of balance and stability to a variety of technical issues and features
impacting the team.• You typically won't get bogged down in minutia, nor will you ignore the details when
decision-making.
Key Strengths:• You will demonstrate awareness of the necessary technical features and an appropriate
on-the-job response as needed.• You bring flexibility to the team, that is, being detail-oriented when necessary, and being
practically-oriented other times.• You are a stabilizing force on the team.• You are able to appreciate the needs of both the high and lower Theoreticals.• You show curiosity about technical details without getting bogged down.
The Theoretical Dimension: The drive to understand,gain knowledge, or discover the “truth”. This motivationcan often be to gain knowledge for knowledge sake.Rational thinking, reasoning and problem solving areimportant to this dimension.
Motivational Insights:• Remember that you have the ability to be a balancing and stabilizing agent on high
knowledge-driven issues, without being an extremist toward either side.• You bring a knowledge-drive typical of many business professionals, i.e., near the national
mean.• Your perspective provides a middle-ground understanding.• Check for other values drives that may be higher or lower than this one in order to gain
a more robust picture of specific keys to your motivation.
Training/Learning Insights:• You are rather flexible and accepting of most training programs offered in the organization.• You are able to see the need for training and also realize the importance of practical
information.• You understand the needs of the high Theoreticals who want more information and the
lower Theoreticals who want only the necessary information.• Because your score range is near the national mean, please check other areas of higher
or lower values drive for additional insight into professional development needs.
The Theoretical Dimension: The drive to understand,gain knowledge, or discover the “truth”. This motivationcan often be to gain knowledge for knowledge sake.Rational thinking, reasoning and problem solving areimportant to this dimension.
Continual Improvement Insights:• You may need to be a bit more demonstrative on some complex theoretical issues.• You may be asked to take a firmer stand or position on team initiatives.• You may need to examine other values' drives to determine the importance of this
Use this sheet to help you track which motivators are well aligned and which are not andwhat you can do about it.
Action Step: Looking at your Values Index report, find which motivators are the most powerfulfor you (i.e., which ones are highest and farthest above the norm). Write down the top two inthe space below, and record how well your current roles align with these motivators (i.e., howwell what you do satisfies what you are passionate about).
To reach Genius levels of passion, you must increase alignment of your environment withyour passions.
Motivator #1: What aspects of your company or role can you get involved in that would satisfythis motivator?__________________________________________________________________________________________________________________________________________________
Motivator #2: What aspects of your company or role can you get involved in that would satisfythis motivator?__________________________________________________________________________________________________________________________________________________
Alignment
Poorly Highly
Motivator #1: ______________________ 1 2 3 4 5
Motivator #2: ______________________ 1 2 3 4 5
Legend:
• 2-4 = Poor • 8-9 = Excellent• 4-5 = Below Average • 10 = Genius• 6-7 = Average
Your final step to making sure you really benefit from the information in this report is tounderstand how your values style contributes to, and perhaps hinders, your overall success.
Supporting Success: Overall, how well do your motivators and drivers help support yoursuccess? (cite specific examples):_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Limiting Success: Overall, how do your natural drivers or motivators not support yoursuccess? (cite specific examples):________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Over fifty years of scientific research has revealed that there are three distinct styles of decision-making.Each of us can make decisions in these three ways, but we tend to develop a preference for one morethan the other two. This preference becomes a subconscious force, affecting the decisions we makeon a daily basis and shaping how we perceive the world around us and ourselves.
The three decisional styles are the personal, the practical, and the analytical. These dimensions canbe examined in the form of patterns based on two distinct factors unique to axiology.
The Personal Style: People with a preference for this style of making decisions tend to see the worldfrom a personal point of view, or with concern for the individuals involved. They see people in a unique,individual light and are more concerned about others than the results and theory. This involves apersonal involvement with, concentration on, or investment in people. To this style, the world is filledwith people needing to be understood.
The Practical Style: People with a preference for this style of making decisions tend to see things invery practical, no nonsense, real-world, task oriented manner. They are more concerned with resultsthan others and theory. They see people in comparative ways as they relate to others. To this style,the world is an objective waiting to be achieved.
The Analytical Style: People with a preference for this style of making decisions tend to see the worldfrom a theoretical perspective, more in an abstract way than a concrete one. They see people as partof a system and tend to think in very black and white terms. They are more concerned with thinkingabout things, and analysis than actual results or personal concerns of others. To this style, the worldis a problem to be explored and solved.
To some extent we are all capable of making all three kinds of decisions, but our preference tends tobe for one more than the other two. Here's a simple example of the three in contrast to each other.One of each style are sitting around a table trying to figure out what to do. While the Personal style isfocused on the needs of the workers involved and how best to utilize their talents, the Practical doesn'treally care as much about the personal needs, or if it is done right, he just wants to get it done. Finallythere is the Analytical who sees no reason to worry about the people involved or even getting it doneif it isn't going to be done correctly.
We all have different balances of these three styles; that's what makes our decisions and actions differentfrom each other's. These ways of making decisions, and how we use them, are at the core of who weare. They are behind our preferences, our strengths, and our weaknesses. In the following pages youwill find a list of capacities which are the result of your unique combination of these three decisionalstyles. It is this understanding of your individual strengths and weaknesses that will enable you to affectchange in your life and achieve greater personal success. It is only by first understanding somethingthat we are then able to change it.
External Decision Making Pattern SummaryYou tend to interpret situations in terms of people and their social and work relationships first, and thenthe relationships to the larger system or structure within which these people exist. Social behavior andproductive application of human resources take precedence over system and organization, orcompliance with the existing structure or set of rules. You have very good to excellent ability forempathetic and pragmatic thinking with good to very good systemic thinking ability. This means thatyou are someone who values people and their needs as important and balance this importance withbusiness objectives in a good way. Your lower valuation of the Systems dimension implies that you arenot as concerned about having strict order or structure. Your overall development levels in the Peopleand Tasks dimensions are equal and high, while the Systems dimension is moderate, but underdeveloped in comparison. Level of development speaks to your ability to "see" a specific dimension.The more clearly we see a dimension of thought, the more able we are to use it; therefore the betterwe are at it.
MaximizersTeamwork or any group effortInterpersonal communicationEmpathyPractical thinkingUnderstanding othersPlanning and organizingBalancing performance and people needs with goal demands
MinimizersAppreciation for authority, rules and regulations as compared to that of people and resultsMay tend to prefer production deadlines or personnel needs in favor of rules or systemic guidelinesSystems dimension thinking
MotivatorsFinancial securityPeer recognitionFamily needsStatus and recognitionPersonal relationships
Needs for GrowthDevelop better two-way communication with authority figures, and greater balance between appreciationfor set rules, parameters, order or structure and people and performance objectives.
Targets for Reinforcement (R) and Development (D)Results orientation (D)Problem Solving (D)Relating to others (R)
Preferred EnvironmentDecision-sharing; cooperative, teamwork atmosphere under higher-level leadership.
Internal Decision Making Pattern SummaryYou define yourself according to your present work or primary social role and identify this with theperception of your true strengths and weaknesses. Your self-image is more flexible and malleableaccording to the demands of your primary social role or work. You have a good self image and you areconfident in the roles you find yourself in life right now (e.g., husband, manager, mother, etc). However,you are less confident about the best way to proceed in one of those roles. This can be caused bychanges in the "way" you fulfill a role. New technology at work, changing relationships, newresponsibilities. These would all be examples of changes in your life that could cause you to changehow you fulfill your many roles. You see the People and Tasks dimensions clearly and have good levelsof development in both. You see the Systems dimension less clearly with moderate development.Level of development speaks to your ability to "see" a specific dimension. The more clearly we see adimension of thought, the more able we are to use it; therefore the better we are at it.
MotivatorsSelf improvementMaterial PossessionsProfessional/social role involvementResponsibilities
Needs for GrowthTo develop a clearer sense of direction that guides your actions based on your own internalunderstanding of how you should be doing things, rather than how you feel others expect you to do things.
Targets for Reinforcement (R) and Development (D)Self Direction (D)Sense of mission (D)Self awareness (R)
This graph summarizes the 6 Categories that comprise this Innermetrix Talent Profile. A descriptionand mean score for each category is on the following page.
This Sales Assessment Profile is designed to objectively measure those capacities which are vital tosuccess in a sales capacity. This report seeks to provide valuable insight into Lindsey's specific aptitudesand abilities in a multitude of sales related categories.
A. PROSPECTING (8.5)This is the first step of any sale. It is the phase of the sale where prospects are identified, detailedbackground information is gathered, the physical activity of traditional prospecting is coordinated andan overall strategy for face-to-face selling is developed.
B. GREETING (8.8)The first face-to-face interaction between a prospect and the salesperson, this step is designed to enablethe salesperson to display her sincere interest in the prospect... to gain positive acceptance and todevelop a sense of mutual respect and rapport. It is the first phase of face-to-face trust building andsets the face-to-face selling process in motion.
C. QUALIFYING (8.9)The detailed needs analysis phase of the face-to-face sale. This step of the sale enables the salespersonto discover what the prospect will buy, when they will buy and under what conditions they will buy. It isallowing the prospect to identify and verbalize their level of interest, specific wants and detailed needsin the product or service the salesperson is offering.
D. DEMONSTRATING (8.7)This step allows the salesperson to present her product knowledge in such a way that it fulfills the statedor implied wants, needs or intentions of the prospect as identified and verbalized in the qualifying phaseof the sale.
E. INFLUENCING (8.8)What people believe enough, they act upon. This step is designed to enable the salesperson to buildvalue and overcome the tendency that many prospects have to place little belief or trust in what is toldto them. It is this phase of the sale that solidifies the prospect's belief in the supplier, product or serviceand salesperson.
F. CLOSING (8.5)The final phase is closing. This phase of the sale is asking the prospect to buy, dealing with objections,handling any necessary negotiation and completing the transaction to mutual satisfaction.
Category DescriptionThis is the first step of any sale. It is the phase of the sale where prospects are identified, detailedbackground information is gathered, the physical activity of traditional prospecting is coordinated andan overall strategy for face-to-face selling is developed.
Category Component DescriptionsInitiative (8.3)evaluates Lindsey's ability to direct her energy toward the completion of a goal without an external catalyst.
Intuitive Decision Making (8.7)evaluates Lindsey's ability to accurately compile intuitive perceptions about a situation into a decision or action.
Persistence (8.4)evaluates Lindsey's ability to stay on course in times of difficulty.
Role Confidence (8.8)evaluates Lindsey's ability to develop and to maintain an inner strength based on the belief that she will succeed.
Self Starting Ability (8.5)evaluates Lindsey's ability to find her own motivation for accomplishing a task and the degree to which she willmaintain that course in the face of adversity.
Category DescriptionThe first face-to-face interaction between a prospect and the salesperson, this step is designed to enablethe salesperson to display her sincere interest in the prospect... to gain positive acceptance and todevelop a sense of mutual respect and rapport. It is the first phase of face-to-face trust building andsets the face-to-face selling process in motion.
Category Component DescriptionsAttitude Toward Others (8.8)evaluates Lindsey's ability to maintain a positive, open and objective attitude towards others.
Initiative (8.3)evaluates Lindsey's ability to direct her energy toward the completion of a goal without an external catalyst.
Relating To Others (8.8)evaluates Lindsey's ability to coordinate personal insights and knowledge of others into effective interactions.
Sensitivity To Others (9.4)evaluates Lindsey's ability to be sensitive and aware of the feelings of others but not to allow this awareness toget in her way when faced with making objective decisions.
Category DescriptionThe detailed needs analysis phase of the face-to-face sale. This step of the sale enables the salespersonto discover what the prospect will buy, when they will buy and under what conditions they will buy. It isallowing the prospect to identify and verbalize their level of interest, specific wants and detailed needsin the product or service the salesperson is offering.
Category Component DescriptionsBalanced Decision Making (8.6)evaluates Lindsey's ability to be objective and to evaluate fairly the different aspects (people and other) of asituation; and her ability to make an ethical decision that takes into account all aspects and components.
Empathetic Outlook (8.8)evaluates Lindsey's capacity to perceive and understand the feelings and attitudes of others or to place herselfin the shoes of another.
Problem and Situation Analysis (9.2)evaluates Lindsey's ability to identify the elements of a problematic situation and to understand which componentsare critical.
Self Confidence (9.1)evaluates Lindsey's ability to develop and to maintain inner strength based on the desire to succeed and on herbelief that she possesses the capabilities to succeed.
Category DescriptionThis step allows the salesperson to present her product knowledge in such a way that it fulfills the statedor implied wants, needs or intentions of the prospect as identified and verbalized in the qualifying phaseof the sale.
Sense of Timing0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.4
Category Component DescriptionsConcrete Organization (8.3)evaluates Lindsey's understanding of the immediate, concrete needs of a situation and to establish an effectiveplan of action for meeting those needs.
Problem Solving (8.9)evaluates Lindsey's ability to identify alternative solutions to a problem and to select the best option.
Project Scheduling (9.0)evaluates Lindsey's ability to understand the proper allocation of resources for the purpose of getting things donewithin a defined timeframe.
Sense of Timing (8.4)evaluates Lindsey's ability to evaluate a situation in such a way that statements, decisions, and actions are themost effective, accurate, and timely.
Category DescriptionWhat people believe enough, they act upon. This step is designed to enable the salesperson to buildvalue and overcome the tendency that many prospects have to place little belief or trust in what is toldto them. It is this phase of the sale that solidifies the prospect's belief in the supplier, product or serviceand salesperson.
Category Component DescriptionsFlexibility (8.6)evaluates Lindsey's ability to readily integrate, modify, and respond to changes with minimal personal resistance.
Persuading Others (8.7)evaluates Lindsey's ability to present her viewpoint in such a way that it is accepted by others.
Understanding Attitude (8.8)evaluates Lindsey's ability to read between the lines and to understand body language, reticence, stress, andemotions.
Understanding Motivational Needs (9.2)evaluates Lindsey's ability to understand the needs and desires of employees and to use this knowledge tomotivate them to succeed.
Category DescriptionThe final phase is closing. This phase of the sale is asking the prospect to buy, dealing with objections,handling any necessary negotiation and completing the transaction to mutual satisfaction.
Category Component DescriptionsAttention To Detail (8.1)evaluates Lindsey's ability to see and to pay attention to details.
Handling Rejection (9.1)evaluates Lindsey's ability to avoid taking rejection or criticism in an overly personal manner.
Results Orientation (7.9)evaluates Lindsey's ability to identify the actions necessary to complete tasks and to obtain results.
Self Confidence (9.1)evaluates Lindsey's ability to develop and to maintain inner strength based on the desire to succeed and on herbelief that she possesses the capabilities to succeed.
Realistic Goal Setting For Others (9.8)Correcting Others (9.5)Evaluating Others (9.4)Realistic Expectations (9.4)Sensitivity To Others (9.4)Developing Others (9.2)Freedom From Prejudices (9.2)Understanding Motivational Needs (9.2)Integrative Ability (9.2)Problem and Situation Analysis (9.2)Seeing Potential Problems (9.2)Theoretical Problem Solving (9.2)Self Confidence (9.1)Handling Rejection (9.1)Material Possessions (9.0)Project Scheduling (9.0)Role Awareness (9.0)Emotional Control (9.0)Realistic Personal Goal Setting (9.0)Self Assessment (9.0)Problem Solving (8.9)Diplomacy (8.9)Evaluating What Is Said (8.8)Attitude Toward Others (8.8)Conveying Role Value (8.8)Empathetic Outlook (8.8)Enjoyment Of The Job (8.8)Human Awareness (8.8)Monitoring Others (8.8)Personal Relationships (8.8)Relating To Others (8.8)Role Confidence (8.8)Understanding Attitude (8.8)Using Common Sense (8.8)Consistency and Reliability (8.7)Creativity (8.7)Intuitive Decision Making (8.7)Persuading Others (8.7)Surrendering Control (8.7)
Self Control (8.6)Flexibility (8.6)Leading Others (8.6)Proactive Thinking (8.6)Handling Stress (8.6)Self Esteem (8.6)Self Improvement (8.6)Balanced Decision Making (8.6)Job Ethic (8.5)Self Starting Ability (8.5)Problem Management (8.4)Persistence (8.4)Sense of Timing (8.4)Attitude Toward Honesty (8.4)Concrete Organization (8.3)Following Directions (8.3)Practical Thinking (8.3)Respect For Property (8.3)Status and Recognition (8.3)Project and Goal Focus (8.3)Initiative (8.3)Personal Drive (8.3)Long Range Planning (8.2)Gaining Commitment (8.2)Meeting Standards (8.2)Personal Commitment (8.2)Attention To Detail (8.1)Quality Orientation (8.1)Conceptual Thinking (7.9)Respect For Policies (7.9)Results Orientation (7.9)Sense of Belonging (7.9)Systems Judgment (7.9)Self Management (7.7)Self Direction (7.4)Self Discipline and Sense of Duty (7.4)Sense of Mission (7.4)Personal Accountability (5.4)Accountability For Others (5.3)