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SUCCESS INSIGHTS

Management-Staff Version

R CEO XYZ SERVICES 6-23-2010

Assess Matrix 301/5, Garden Enclave, Near Vasant Vihar School, Thane (w), Mumbai 400610 +912240241549 assessmatrix@gmail.com

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

INTRODUCTION

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

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

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

GENERAL CHARACTERISTICS

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

R likes to start and finish activities. Others who work with him know they can depend on him. He likes to set his own pace. When others try to rush him, he feels threatened and may balk. He wants to be seen as a responsible person, and will avoid behavior that could be seen by others as irresponsible. At times, R would like to slow the world down and cut out some of the activities people want him involved in. R is family-oriented. He may go to great lengths to ensure the "happiness" of his personal or work family. When the time is right, R can stand up aggressively for what he believes. When challenged, he becomes more objective. He usually develops strong attachments for his work group and family. At times he can be quite skeptical. Others may misinterpret this strength as a negative one, but he is only seeking needed data. He wins through hard work and persistence. He likes to stay with one task until it is completed.

R often thinks over major decisions before acting. He prefers to plan his work and work his plan. Others may find it refreshing to have him on their team. He is persistent and persevering in his approach to achieving goals. He is good at analyzing situations that can be felt, touched, seen, heard, personally observed or experienced. His motto is, "facts are facts." When challenged he can become objective, searching hard for facts and figures. This may be his way of defending his decisions. Once he makes a decision, he can be organized in carrying it out. He finds making decisions easier when he knows that others he respects are doing the same thing; he then has a feeling of stability

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

GENERAL CHARACTERISTICS

and "family." Logic is important when trying to influence him. He pays more attention to logic than emotional "hype."

R is somewhat reserved with those he doesn't trust or know. After trust has been established, he may be open and candid. Rarely does he display his emotions; that is, he projects a good poker face. Others may get the feeling that he is unfriendly, when in reality he is not. He can be outgoing at times. Basically introverted, he will "engage" in social conversation when the occasion warrants. He likes to know what is expected of him in a working relationship and have the duties and responsibilities of others who will be involved explained. Communication is accomplished best by well-defined avenues. R is more motivated by logic than emotion. To him, logic represents tangible research. He may guard some information unless he is asked specific questions. He will not willingly share unless he is comfortable with the knowledge he possesses about the topic. Sometimes he will withdraw from a verbal battle. If he feels strong about an issue, he may retreat to gather his resources and then return to take a stand! He remains aloof from active participation in unfamiliar groups. He will talk more, however, in a group of people he trusts and has known for a long time.

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

VALUE TO THE ORGANIZATION

This section of the report identifies the specific talents and behavior R brings to the 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 and make him an integral part of the team.

Competitive. Thinks big. Always looking for the logical solutions. People-oriented. Places high value on time. Challenge-oriented. Usually makes decisions with the bottom line in mind. Patient and empathetic.

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

CHECKLIST FOR COMMUNICATING

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

Do: Motivate and persuade by referring to objectives and results. Present your case softly, nonthreateningly with a sincere tone of voice. Take issue with facts, not the person, if you disagree. Watch carefully for possible areas of early disagreement or dissatisfaction. Be clear, specific, brief and to the point. Provide a friendly environment. Stick to business--let him decide if he wants to talk socially. Present the facts logically; plan your presentation efficiently. Define clearly (preferably in writing) individual contributions. Support and maintain an environment where he can be efficient. Provide questions, alternatives and choices for making his own decisions. Ask specific (preferably "what?") questions.

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

INEFFECTIVE COMMUNICATION

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

Don't: Offer assurance and guarantees you can't fulfill. Stick coldly or harshly to business; on the other hand, don't lose sight of goals by being too personal. Let disagreement reflect on him personally. Direct or order. Rush headlong into business or the agenda. Be redundant. Ramble on, or waste his time. Patronize or demean him by using subtlety or incentive. Ask rhetorical questions, or useless ones. Forget or lose things, be disorganized or messy, confuse or distract his mind from business. Be vague; don't offer opinions and probabilities. Be abrupt and rapid. Come with a ready-made decision, or make it for him.

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

COMMUNICATION TIPS

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

When communicating with a person who is dependent, neat, conservative, perfectionist, careful and compliant: Prepare your "case" in advance. Stick to business. Be accurate and realistic. Factors that will create tension or dissatisfaction: Being giddy, casual, informal, loud. Pushing too hard or being unrealistic with deadlines. Being disorganized or messy.

When communicating with a person who is ambitious, 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 a well-organized "package." Factors that will create tension or dissatisfaction: Talking about things that are not relevant to the issue. Leaving loopholes or cloudy issues. Appearing disorganized. When communicating with a person who is magnetic, enthusiastic, friendly, demonstrative and 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 or comments. Factors that will create tension or dissatisfaction: Being curt, cold or tight-lipped. Controlling the conversation. Driving on facts and figures, alternatives, abstractions.

When communicating with a person who is patient, predictable, reliable, steady, relaxed and modest: Begin with a personal comment--break the ice. Present your case softly, nonthreateningly. Ask "how?" questions to draw their opinions. Factors that will create tension or dissatisfaction: Rushing headlong into business. Being domineering or demanding. Forcing them to respond quickly to your objectives.

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

IDEAL ENVIRONMENT

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

Little conflict between people. An innovative and futuristic-oriented environment. Freedom from controls, supervision and details. Nonroutine work with challenge and opportunity. Forum to express ideas and viewpoints. Evaluation based on results, not the process.

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

PERCEPTIONS

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

"See Yourself As Others See You"

SELF-PERCEPTION R usually sees himself as being: Considerate Good-Natured Team player Thoughtful Dependable Good listener

OTHERS' PERCEPTION Under moderate pressure, tension, stress or fatigue, others may see him as being: Nondemonstrative Unconcerned Hesitant Inflexible

And, under extreme pressure, stress or fatigue, others may see him as being: Possessive Detached Stubborn Insensitive

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

DESCRIPTORS

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

Dominance
Demanding Egocentric Driving Ambitious Pioneering Strong-Willed Forceful Determined Aggressive Competitive Decisive Venturesome Inquisitive Responsible Conservative Calculating Cooperative Hesitant Low-Keyed Unsure Undemanding Cautious Mild Agreeable Modest Peaceful Unobtrusive

Influencing
Effusive Inspiring Magnetic Political Enthusiastic Demonstrative Persuasive Warm Convincing Polished Poised Optimistic Trusting Sociable Reflective Factual Calculating Skeptical Logical Undemonstrative Suspicious Matter-of-Fact Incisive Pessimistic Moody Critical

Steadiness
Phlegmatic Relaxed Resistant to Change Nondemonstrative Passive Patient Possessive Predictable Consistent Deliberate Steady Stable Mobile Active Restless Alert Variety-Oriented Demonstrative Impatient Pressure-Oriented Eager Flexible Impulsive Impetuous Hypertense

Compliance
Evasive Worrisome Careful Dependent Cautious Conventional Exacting Neat Systematic Diplomatic Accurate Tactful Open-Minded Balanced Judgment Firm Independent Self-Willed Stubborn Obstinate Opinionated Unsystematic Self-Righteous Uninhibited Arbitrary Unbending Careless with Details

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

NATURAL AND ADAPTED STYLE

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

Natural

PROBLEMS - CHALLENGES

Adapted

R is quite inquisitive and wants to be seen as an outwardly competitive person who is adventuresome by nature. He is results-oriented and likes to be innovative in his approach to problem solving. R is not necessarily confrontational by nature, but if a problem does exist he will not turn down the opportunity for confrontation.

R sees the need to be somewhat conservative in his approach to solving problems. He wants to accept challenges but will be calculated in his response.

Natural

PEOPLE - CONTACTS

Adapted

R is factual and logical in his attempt to persuade others. He looks at things in a rather direct and straightforward manner. His approach can be analytical and objective when attempting to influence others.

R sees no need to change his approach to influencing others to his way of thinking. He sees his natural style to be what the environment is calling for.

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

NATURAL AND ADAPTED STYLE

Natural

PACE - CONSISTENCY

Adapted

R is comfortable in an environment in which there is a relaxed demeanor, or one in which patience is looked at as a virtue. He prefers to complete one task before starting the next and prefers an environment that is predictable.

R sees the need to start and finish activities one at a time if possible. He feels the need to be consistent, patient and to have a secure work environment. Change needs to be held to a minimum.

Natural

PROCEDURES - CONSTRAINTS

Adapted

R is independent by nature and somewhat self-willed. He is open to new suggestions and can, at times, be seen as somewhat freewheeling. He is most comfortable in an environment where the constraints can be "loosened" for certain situations.

R shows little discomfort when comparing his basic (natural) style to his response to the environment (adapted) style. The difference is not significant and R sees little or no need to change his response to the environment.

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

ADAPTED STYLE

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

Freedom from confrontation. Being cordial and helpful when dealing with new clients or customers. Being a good "team player." Diplomatic cooperation in team interaction. Undemanding of others' time and attention. Being cooperative and supportive. Being conservative, not competitive, in nature. Exhibiting patience and good listening skills. Logical solutions. Consistency of task performance. Presenting a practical, proven approach to decision making. Limited or prepared changes in routine.

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

KEYS TO MOTIVATING

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

R wants: Activities that don't infringe on family life. Freedom from conflict and confrontation. A leader to follow and one who sets good examples. A plan he understands. To be accepted as a member of the team. To be persuaded by logic and emotion. Constant appreciation, and a feeling of security on the team. A predictable work environment. Identification with fellow workers. Methods for performing high quality work. Safety and security of the situation.

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

KEYS TO MANAGING

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

R needs: The facts in a logical sequence. A feeling of belonging--to know how important he is to the team. To negotiate commitment face-to-face. Reassurances that he is doing the job right. To be introduced to the new employees. To know results expected and to be evaluated on the results. To understand his impact on other people. The complete proposal and time to adjust prior to change. A quality product in which to believe. To understand his role on the team--either a team player or the leader. To display empathy for people who approach life differently than he does. To be confronted when in disagreement, or when he breaks the rules. A manager who delegates in detail.

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

AREAS FOR IMPROVEMENT

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

R has a tendency to: Become resistive and indecisive when forced to act quickly. Without proper information he will resist in a passive-aggressive manner. Hold a grudge if his personal beliefs are attacked. Take criticism of his work as a personal affront. Need help in prioritizing new assignments. Not let others know where he stands on an issue. Not take action against those who challenge or break the rules or guidelines. Have difficulty establishing priorities. Have a tendency to make all things a number one priority--may have trouble meeting deadlines. Tendency to underestimate his abilities.

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

ACTION PLAN

The following are examples of areas in which R may want to improve. Circle 1 to 3 areas and develop action plan(s) to bring about the desired results. Look over the report for possible areas that need improvement. Communicating (Listening) Delegating Decision Making Disciplining Evaluating Performance Education Area: ___________________________________ 1. 2. 3. Time Management Career Goals Personal Goals Motivating Others Developing People Family

Area: ___________________________________ 1. 2. 3.

Area: ___________________________________ 1. 2. 3.

Date to Begin: ____________ Date to Review: ____________


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

BEHAVIORAL FACTOR INDICATOR


Management Version

Classifying management behavior is not an easy undertaking, largely because there are so many variables on which classifications could be based. The classifications in this report are purely behavioral. Behavioral measurement can be classified as how a person will 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. Each factor was carefully selected allowing anyone to be successful if they meet the behavioral demands of the job. The Natural graph represents your natural behavior - the behavior you bring to the job. The Adapted graph measures your response to the environment - the behavior you think is necessary to succeed at a job. If your Adapted graph is significantly different from your Natural, you are under pressure to change or "mask" your behavior. Read and compare your graphs. Look at each factor and the importance of that factor to the successful performance of your job. Your Adapted graph will identify the factors you see as important and shows you where you are focusing your energy. Knowledge of your behavior will allow you to develop strategies to win in any environment you choose.

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Copyright 1990-2010. TTI, Ltd., Success Insights Intl, Inc.

SPECIFIC FACTOR ANALYSIS

DECISIVENESS/RESULTS ORIENTED
0 1 2 3 4 5 6 7 8 9 10

Natural Adapted SENSE OF URGENCY


0 1 2 3 4 5 6 7 8 9 10

5.00 4.50

Natural Adapted VISION FOR THE FUTURE


0 1 2 3 4 5 6 7 8 9 10

6.50 5.50

Natural Adapted MOTIVATING OTHERS


0 1 2 3 4 5 6 7 8 9 10

6.50 5.75

Natural Adapted SELF-CONFIDENCE


0 1 2 3 4 5 6 7 8 9 10

6.00 5.00

Natural Adapted CUSTOMER/EMPLOYEE INTERFACE


0 1 2 3 4 5 6 7 8 9 10

5.50 4.25

Natural Adapted

6.50 7.25

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Copyright 1990-2010. TTI, Ltd., Success Insights Intl, Inc.

SPECIFIC FACTOR ANALYSIS

LISTENING
0 1 2 3 4 5 6 7 8 9 10

Natural Adapted FOLLOW-UP AND FOLLOW-THROUGH


0 1 2 3 4 5 6 7 8 9 10

6.25 7.00

Natural Adapted CONSISTENCY


0 1 2 3 4 5 6 7 8 9 10

6.50 7.25

Natural Adapted PAPERWORK


0 1 2 3 4 5 6 7 8 9 10

6.00 7.25

Natural Adapted ATTENTION TO DETAIL


0 1 2 3 4 5 6 7 8 9 10

6.25 7.00

Natural Adapted FOLLOWING POLICY


0 1 2 3 4 5 6 7 8 9 10

7.25 8.00

Natural Adapted

6.75 7.50

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Copyright 1990-2010. TTI, Ltd., Success Insights Intl, Inc.

STYLE INSIGHTS GRAPHS

R XYZ SERVICES
6-23-2010

MOST Graph I Adapted Style

LEAST Graph II Natural Style

D
100 90 80 70 60 50 40 30 20 10 0

C
100 90 80 70 60 50 40 30 20 10 0

34

54

95

41

55

47

70

45

Norm 2009

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

THE SUCCESS INSIGHTS WHEEL

The Success Insights Wheel is a powerful tool popularized in Europe. In addition to the text you have received about your behavioral style, the Wheel adds a visual representation that allows you to: View your natural behavioral style (circle). View your adapted behavioral style (star). Note the degree you are adapting your behavior. If you filled out the Work Environment Analysis, view the relationship of your behavior 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 adapting your behavior. The further the 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 be advantageous to get together, using each person's Wheel, and make a master Wheel that contains each person's Natural and Adapted style. This allows you to quickly see where conflict can occur. You will also be able to identify where communication, understanding and appreciation can be increased.

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Copyright 1992-2010. TTI, Ltd., Success Insights Intl, Inc.

THE SUCCESS INSIGHTS WHEEL

R
XYZ SERVICES 6-23-2010

C
AN AL
Y
R ZE
23 39 7 22 38

IMPLEMENTOR
9 24 10 40 25 26 56 55 43 41 42

D
CO ND
11 27 2 12 28

OR CT U

IN COORD ATOR

54

PERSUADER

60

57 44

21

37

53

52 36 20 51

G
59 58 47 50 49 34 48

45

29

13

46 30 14

6 35

3 31

TE

#
R
5 18

33

15

16 17

O PR
4

S
Adapted: Natural:

O
M

TE

SU
PP

32

19

RELATER

# (18) G (59)

RELATING SUPPORTER CONDUCTING SUPPORTER (ACROSS)

Norm 2009
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Copyright 1992-2010. TTI, Ltd., Success Insights Intl, Inc.