Stephen Behavioural Assesment

Management-Staff

Stephen MotauInternSpotAHome12-29-2015

CONSULTORÍA ESTRATÉGICA EN PERSONASChile-Perú-Argentina-Uruguay-ColombiaLos Conquistadores 2722, ProvidenciaSANTIAGO - CHILE(56-2)2436 [email protected]

Copyright © 1984-2015. Target Training International Ltd.

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

A person's behavior is a necessary and integral part of who they are. In other words, much of ourbehavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing). It isthe universal language of "how we act," or our observable human 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 the report100% true? Yes, no and maybe. We are only measuring behavior. We only report statementsfrom areas of behavior in which tendencies are shown. To improve accuracy, feel free to makenotes or edit the report regarding any statement from the report that may or may not apply, butonly after checking with friends or colleagues to see if they agree.

1Stephen Motau

Copyright © 1984-2015. Target Training International Ltd.Chile-Perú-Argentina-Uruguay-Colombia

General CharacteristicsBased on Stephen's responses, the report has selected general statements to providea broad understanding of his work style. These statements identify the basic naturalbehavior that he brings to the job. That is, if left on his own, these statements identifyHOW HE WOULD CHOOSE TO DO THE JOB. Use the general characteristics togain a better understanding of Stephen's natural behavior.

Stephen likes to win through persistence. He uses his strong, steadytendencies to accomplish his goals. He may have difficulty sharing his feelingsif it may disturb the relationship. He likes to develop a routine in both hispersonal and professional life and will function best when this routine ismaintained. He can be open, patient and tolerant of differences. His naturalquality of being nonjudgmental is a great strength. Because he is receptive andlistens well, he excels in gathering information. Stephen's flexibility will allowhim to fit into almost any environment. He tends to build a close relationshipwith a relatively small group of associates. He can be spontaneous and casualin familiar circumstances. The familiar atmosphere allows spontaneity when heis in his comfort zone. He does not always like being placed in competitivesituations. He tends to lose the "team feeling" when he is involved in directcompetition. Stephen wins through hard work and persistence. He likes to staywith one task until it is completed. He is eager to please others. He wantsothers to be satisfied and he may go out of his way to accommodate others,sometimes even to his own discomfort.

Stephen prefers to plan his work and work his plan. Others may find itrefreshing to have him on their team. Occasionally he will underplay bad news,if telling it as it is will offend someone. He may fear it would disturb therelationship. Once he has arrived at a decision, he can be tough-minded andunbending. He has made his decision after gathering much data, and heprobably won't want to repeat the process. He tries to use balanced judgment.He is the person who brings stability to the entire team. Making plans andfollowing those plans is important to him. He may tend to fight for his beliefs orthose things he feels passionate about. He finds making decisions easier whenhe knows that others he respects are doing the same thing; he then has afeeling of stability and "family." He is good at analyzing situations that can befelt, touched, seen, heard, personally observed or experienced. His motto is,"facts are facts."

Adapted Style

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2Stephen Motau


General Characteristics Continued

Stephen likes to know what is expected of him in a working relationship andhave the duties and responsibilities of others who will be involved explained.Communication is accomplished best by well-defined avenues. He is quick topick up on group dynamics and skilled in fitting in with a group. He brings bothspeaking and listening skills to the group. He likes a friendly, open style ofcommunication. He is not easily triggered or explosive, but he may concealsome grievances because he doesn't always state his feelings. Stephen will beopen with those he trusts; however, reaching the required trust level may taketime. He does not enjoy confrontation for confrontation's sake. He feels he canwin through patience and resolve. He usually is considerate, compassionateand accepting of others; however, on some occasions can become stubborn.Stubbornness surfaces when his ideals and beliefs are confronted.

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Value to the OrganizationThis section of the report identifies the specific talents and behavior Stephen brings tothe job. By looking at these statements, one can identify his role in the organization.The organization can then develop a system to capitalize on his particular value andmake him an integral part of the team.

Dependable team player.

Adaptable.

Concerned about quality.

Respect for authority and organizational structure.

Builds good relationships.

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

Patient and empathetic.

Flexible.

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4Stephen Motau


Checklist for CommunicatingMost people are aware of and sensitive to the ways with which they prefer to becommunicated. Many people find this section to be extremely accurate and importantfor enhanced interpersonal communication. This page provides other people with alist of things to DO when communicating with Stephen. Read each statement andidentify the 3 or 4 statements which are most important to him. We recommendhighlighting the most important "DO's" and provide a listing to those who communicatewith Stephen most frequently.

Ways to Communicate

Look for hurt feelings or personal reasons if you disagree.

Be prepared.

Give him time to ask questions.

Provide guarantees that his decision will minimize risks; give assurancethat provides him with benefits.

Provide solid, tangible, practical evidence.

Show sincere interest in him as a person. Find areas of commoninvolvement and be candid and open.

Provide personal assurances, clear, specific solutions with maximumguarantees.

Present your case softly, nonthreateningly with a sincere tone of voice.

Support your communications with correct facts and data.

Give him time to verify reliability of your comments--be accurate andrealistic.

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

Take time to be sure that he is in agreement and understands what yousaid.

Define clearly (preferably in writing) individual contributions.

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5Stephen Motau


Ineffective CommunicationThis section of the report is a list of things NOT to do while communicating withStephen. Review each statement with Stephen and identify those methods ofcommunication that result in frustration or reduced performance. By sharing thisinformation, both parties can negotiate a communication system that is mutuallyagreeable.

Ways NOT to Communicate

Don't be haphazard.

Manipulate or push him into agreeing because he probably won't fight back.

Rush him in the decision-making process.

Push too hard, or be unrealistic with deadlines.

Debate about facts and figures.

Keep deciding for him, or he'll lose initiative. Don't leave him withoutbackup support.

Patronize or demean him by using subtlety or incentive.

Be abrupt and rapid.

Talk in a loud voice or use confrontation.

Be domineering or demanding; don't threaten with position power.

Give your presentation in random order.

Force him to respond quickly to your objectives. Don't say "Here's how Isee it."

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

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

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

Factors that will create tension ordissatisfaction:

Talking about things that are not relevant to theissue.Leaving loopholes or cloudy issues.Appearing disorganized.

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

Provide a warm and friendly environment.Don't deal with a lot of details (put them in writing).Ask "feeling" questions to draw their opinions orcomments.


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

When communicating with a person who ispatient, predictable, reliable, steady, relaxed andmodest:

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


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

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

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


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

7Stephen Motau


Ideal EnvironmentThis section identifies the ideal work environment based on Stephen's basic style.People with limited flexibility will find themselves uncomfortable working in any job notdescribed in this section. People with flexibility use intelligence to modify theirbehavior and can be comfortable in many environments. Use this section to identifyspecific duties and responsibilities that Stephen enjoys and also those that createfrustration.

Needs an opportunity to deal with people with whom a long-standingrelationship has been established.

Little conflict between people.

Practical work procedures.

Work place where people seldom get mad.

A stable and predictable environment.

Needs personal attention from his manager and compliments for eachassignment well done.

An environment in which he may deal with people on a personal, intimatebasis.

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8Stephen Motau


PerceptionsSee Yourself as Others See You

A person's behavior and feelings may be quickly telegraphed to others. This sectionprovides additional information on Stephen's self-perception and how, under certainconditions, others may perceive his behavior. Understanding this section willempower Stephen to project the image that will allow him to control the situation.

Self-PerceptionStephen usually sees himself as being:

Considerate Thoughtful

Good-Natured Dependable

Team player Good listener

Others' Perception - Moderate Under moderate pressure, tension, stress or fatigue, others may see him asbeing:

Nondemonstrative Hesitant

Unconcerned Inflexible

Others' Perception - ExtremeUnder extreme pressure, stress or fatigue, others may see him as being:

Possessive Stubborn

Detached Insensitive

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9Stephen Motau


DescriptorsBased on Stephen's responses, the report has marked those words that describe hispersonal behavior. They describe how he solves problems and meets challenges,influences people, responds to the pace of the environment and how he responds torules and procedures set by others.

Driving

Ambitious

Pioneering

Strong-Willed

Determined

Competitive

Decisive

Venturesome

Calculating

Cooperative

Hesitant

Cautious

Agreeable

Modest

Peaceful

Unobtrusive

Dominance

Inspiring

Magnetic

Enthusiastic

Persuasive

Convincing

Poised

Optimistic

Trusting

Reflective

Factual

Calculating

Skeptical

Logical

Suspicious

Matter-of-Fact

Incisive

Influencing

Relaxed

Passive

Patient

Possessive

Predictable

Consistent

Steady

Stable

Mobile

Active

Restless

Impatient

Pressure-Oriented

Eager

Flexible

Impulsive

Steadiness

Cautious

Careful

Exacting

Systematic

Accurate

Open-Minded

Balanced Judgment

Diplomatic

Firm

Independent

Self-Willed

Obstinate

Unsystematic

Uninhibited

Arbitrary

Unbending

Compliance

10Stephen Motau


Natural and Adapted StyleStephen's natural style of dealing with problems, people, pace of events andprocedures may not always fit what the environment needs. This section will providevaluable information related to stress and the pressure to adapt to the environment.

Problems - Challenges

Natural Adapted

Stephen uses a laid-back andpeaceful approach to problemsolving. He tends to solve problemsin a reactive and team-orientedmanner. Stephen tends to beunobtrusive and avoids confrontationso he can be seen as a true teamplayer.

Stephen sees no need to change hisapproach to solving problems ordealing with challenges in his presentenvironment.

People - Contacts

Natural Adapted

Stephen is sociable and optimistic.He is able to use an emotionalappeal to convince others of acertain direction. He likes to be on ateam and may be the spokesman forthe team. He will trust others andlikes a positive environment in whichto relate.

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

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11Stephen Motau


Natural and Adapted Style Continued

Pace - Consistency

Natural Adapted

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

Stephen sees his natural activity styleto be just what the environmentneeds. What you see is what you getfor activity level and consistency.Sometimes he would like the world toslow down.

Procedures - Constraints

Natural Adapted

Stephen is somewhat open-minded,but aware and sensitive to theimplications of not following therules. He can display balancedjudgment in reviewing procedures.Knowing he is doing things well is akey reinforcement for him.

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

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12Stephen Motau


Adapted StyleStephen sees his present work environment requiring him to exhibit the behavior listedon this page. If the following statements DO NOT sound job related, explore thereasons why he is adapting this behavior.

Logical solutions.

Limited or prepared changes in routine.

Being a good "team player."

Presenting a practical, proven approach to decision making.

Being conservative, not competitive, in nature.

Diplomatic cooperation in team interaction.

Exhibiting patience and good listening skills.

Being cooperative and supportive.

Freedom from confrontation.

Undemanding of others' time and attention.

Adherence to established guidelines and procedures.

Being cordial and helpful when dealing with new clients or customers.

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13Stephen Motau


Keys to MotivatingThis section of the report was produced by analyzing Stephen's wants. People aremotivated by the things they want; thus wants that are satisfied no longer motivate.Review each statement produced in this section with Stephen and highlight those thatare present "wants."

Stephen wants:

Recognition for loyalty and long service.

Freedom from conflict and confrontation.

To be accepted as a member of the team.

Peace and harmony.

To work with people who he can trust.

Complete directions for work to be completed.

Safety and security of the situation.

Identification with fellow workers.

People who understand his reasons for not wanting to argue.

A leader to follow and one who sets good examples.

A predictable work environment.

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14Stephen Motau


Keys to ManagingIn this section are some needs which must be met in order for Stephen to perform atan optimum level. Some needs can be met by himself, while management mustprovide for others. It is difficult for a person to enter a motivational environment whenthat person's basic management needs have not been fulfilled. Review the list withStephen and identify 3 or 4 statements that are most important to him. This allowsStephen to participate in forming his own personal management plan.

Stephen needs:

Clear assignments with detailed instructions.

A way to say "no" when he feels "no."

Methods to translate ideas into action.

Rewards in terms of tangible things, not just flattery and praise.

Reassurances that he is doing the job right.

A manager who delegates in detail.

A program to encourage creativity and self-worth.

Assistance in new or difficult assignments.

Appreciation from the boss for the "price" paid to perform.

To be more direct and less subjective.

Shortcut methods that don't affect quality of the work.

Conditioning prior to change.

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Areas for ImprovementIn this area is a listing of possible limitations without regard to a specific job. Reviewwith Stephen and cross out those limitations that do not apply. Highlight 1 to 3limitations that are hindering his performance and develop an action plan to eliminateor reduce this hindrance.

Stephen has a tendency to:

Become resistive and indecisive when forced to act quickly. Withoutproper information he will resist in a passive-aggressive manner.

Hold a grudge if his personal beliefs are attacked.

Not let others know where he stands on an issue.

Be defensive when risk is involved--move towards maintaining status quo.

Not take action against those who challenge or break the rules orguidelines.

Avoid accountability by overstating the complexity of the situation.

Underestimate his abilities.

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Action Plan

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

Communicating (Listening)DelegatingDecision MakingDiscipliningEvaluating PerformanceEducation

Time ManagementCareer GoalsPersonal GoalsMotivating OthersDeveloping PeopleFamily

Area: ___________________________________

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2.

3.

Area: ___________________________________

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Area: ___________________________________

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Date to Begin: ____________ Date to Review: ____________

17Stephen Motau


Behavioral Factor Indicator™

Management Version

Classifying management behavior is not an easy undertaking, largely because there areso many variables on which classifications could be based. The classifications in thisreport are purely behavioral. Behavioral measurement can be classified as how a personwill do a job. No consideration has been given to age, experience, training or values.

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

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

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

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

18Stephen Motau


Specific Factor Analysis

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

4.50 4.25

NaturalAdapted

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

5.00 4.75

NaturalAdapted

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

5.25 5.00

NaturalAdapted

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

5.00 4.75

NaturalAdapted

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

4.00 3.75

NaturalAdapted

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

8.25 8.50

NaturalAdapted

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19Stephen Motau


Specific Factor Analysis

LISTENING0 1 2 3 4 5 6 7 8 9 10

8.00 8.25

NaturalAdapted

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

8.00 8.25

NaturalAdapted

CONSISTENCY0 1 2 3 4 5 6 7 8 9 10

7.50 8.00

NaturalAdapted

PAPERWORK0 1 2 3 4 5 6 7 8 9 10

8.00 8.25

NaturalAdapted

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

8.50 8.50

NaturalAdapted

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

8.00 8.25

NaturalAdapted

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Style Insights®

Graphs12-29-2015

Adapted Style

Graph I

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Intl Norm 2014 R4

Natural Style

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21Stephen Motau


The Success Insights®

Wheel

The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to the text youhave received about your behavioral style, the Wheel adds a visual representation that allows youto:

View your natural behavioral style (circle).

View your adapted behavioral style (star).

Note the degree you are adapting your behavior.

If you filled out the Work Environment Analysis, view the relationship of your behavior to yourjob.

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

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

22Stephen Motau


The Success Insights®

Wheel12-29-2015

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Natural: (33) SUPPORTING RELATER (FLEXIBLE)

Adapted: (34) RELATING SUPPORTER (FLEXIBLE)

Intl Norm 2014 R4

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23Stephen Motau


Stephen Behavioural Assesment

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