About Ivor Kellock Sales Drive

7/31/2019 About Ivor Kellock Sales Drive

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Copyright © 2011 Lominger International, a Korn/Ferry company. All Rights Reserved.

Korn/Ferry’s ProSpective Assessment is an online assessment tool created by Korn/Ferry International to assist LinkedIn users with their career

development. Leadership characteristics are based on research by Lominger International, a Korn/Ferry company.

ProSpective Assessment

Ivor Kellock's Network Results

These are your Top 5 Leadership Characteristics as determined by your Network:

Focusing on the Bottom Line

You are achievement oriented. You are eager to take action and see results. Even when you

encounter obstacles, your energy and perseverance keep you going. You are motivated and

optimistic. At your best, you ensure that your actions are focused rather than lettingmomentum take over. You attribute much of your strong performance to your sense of

urgency, drive, and resilience.

Understanding the Business

You have earned a seat at the table. You have regular interaction with senior executives, and

they see you as a credible partner. You speak the language of business. With your high level

of acumen, you are able to analyze and speak intelligently about customers, competitors, and

business strategy. You have a clear point of view. The payoff is that many leaders seek you

out to ask your opinion about the potential impact of business decisions.

Managing Up

You relate well with higher management. You manage your career well. You know what you

want in your career. You are proactive in positioning yourself—your career aspirations and

interests—to leaders who will influence your career trajectory. You do not hesitate to take

advantage of opportunities that showcase your skills to higher management. This requires

confidence, but gaining support of your boss and senior leaders makes the risk worth it to you.

Managing Diverse Relationships

You seek out people with different points of view and different backgrounds. Even though you

acknowledge that it takes a little more time and more deliberate communication, you see the

value that a diversity of perspectives and experiences contributes. You are open and

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linkedin.kornferry.com







Ivor Kellock's Network ResultsManaging Diverse Relationships: Network Top 5 Characteristics (Cont'd)

collaborative. You share and communicate well. You seek to understand, accommodate, and

leverage differences.

Being Organizationally Savvy

You see the complexity of an organization—its policies, politics, people. You see navigating

the political maze as a necessary means to get results. You know whom to go to for what

purpose, how to usher a project through a myriad of stakeholders, and which messages or

arguments will influence key decision makers. You are up to speed on titles as well as

personalities and relationships. You gracefully navigate a tangled, high-stakes web of egos,

agendas, changing priorities, and sometimes outrageous demands. You leverage your

understanding of the organizational landscape to adjust your approach for the best outcome.

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Blind Spots Blind spots are characteristics that you overestimate. You are likely to see yourself as stronger in these skills than

others see you. Here are your potential blind spots and some ideas for next steps:

Dealing with TroubleOne of the most difficult aspects of leadership is challenging the status quo, dealing with

dilemmas, and handling conflict with others. Leaders that fail to do this effectively risk a

divided team, a resentful staff, and a culture of mistrust.

Take the long view – Giving negative feedback is uncomfortable in the moment, but

withholding such feedback can be a disservice in the long-term. Honest feedback opens

lines of communication and opens the door for development and improvement over time.

•

Commit to transparency – Everyone should be held to the same standards of behavior,

and processes for receiving feedback and addressing problems should be uniform across

the team. Make sure everyone is clear on what the standards and practices are and try to

keep rules consistent over time.

•

Build trust – Consistency, honesty, and respect are essential ingredients to building trust.

Feedback should be given consistently, in private, and whenever possible, in person.

Remove anger and generalizations from your message (i.e., “always,” “never”). Point out

specific behaviors that need changing and collaborate on a shared plan for improvement.

•

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Hidden Strengths Hidden strengths are characteristics that you underestimate. You are likely to see yourself as weaker in these

skills than others see you. Here are your potential hidden strengths:

This assessment did not generate any hidden strengths for you.

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Problem Areas Potential problem areas can be hard to talk about. However, we want to arm you with as much information as

possible about the roots of success as well as known causes of derailment. Through studying the career

trajectories of thousands of individual contributors, managers, and executives, we’ve identified the five most

common barriers to career success. If you suspect one or more of these areas is a problem for you, the section

below will provide initial steps toward improvement.

This assessment did not generate any problem areas for you.

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Korn/Ferry Insights Here’s how you compare to others:

Focusing on the Bottom Line

Focusing on the Bottom Line is critically important. It is highly correlated with performance andpromotion at the individual contributor and manager levels. Most people tend to be good at

this, partially because organizations clearly communicate their desire for people who get

results, and it’s easy to identify and measure this skill in others. Focusing on the Bottom Line

is a non-negotiable for anyone who wants to succeed at work.

Understanding the Business

Understanding the Business is moderately important at all levels of leadership and is linked to

success early in your career. The skill level for most people in Understanding the Business is

very high, so you will need to combine it with other skills to pull ahead of the pack. One of thereasons most people have this skill is that it’s easier to learn, compared to other skills. Your

knowledge of how businesses operate and your expertise in your functional area are likely to

be considered price-of-admission qualities.

Managing Up

Managing Up is a strong skill for most people across all leadership levels. However, it may not

be surprising that the skill improves as leaders move up to the manager and executive levels.

Your ability to garner support from senior leaders gives you the opportunity to position your

ideas and influence your career trajectory.

Managing Diverse Relationships

Managing Diverse Relationships is significantly related to getting promoted at the manager

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Ivor Kellock's Network ResultsManaging Diverse Relationships: Network Korn/Ferry Insights (Cont'd)

and executive levels. The skill level for most people is high, and it is moderately difficult to

develop. Relating well and collaborating with people who have different points of view and

different backgrounds and experiences can enhance and sharpen your contribution at work.


Being Organizationally Savvy is moderately important across all leadership levels. It is a rare

skill at the individual contributor level, but leaders steadily improve as they rise to the manager

and executive levels. Slow but steady improvement is laudable, given that this is one of the

hardest leadership skills to develop. Your ability to navigate organizational mazes to get things

done can mean the difference between stalled initiatives and moving things forward.

Dealing with Trouble

Dealing with Trouble is highly correlated with strong performance at the manager level.

Dealing with Trouble is a rare skill among individual contributors but improves at the manager

and executive levels. It takes courage to handle conflict, deliver tough feedback, and stick your

neck out for an unpopular idea. These are the things that make Dealing with Trouble harder to

develop. It is a good idea to begin to develop this skill as early as possible in your career so

that by the time you lead and manage others, you are prepared to handle tough, controversial

situations.

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Ivor Kellock's Assessment Results

These are your Top 5 Leadership Characteristics:

Acting with Honor and Character

You know what you stand for. Your actions are rooted in a stable set of values. You can be

counted on to act consistently and stay true to your word. Others trust you because your

beliefs and actions match. People see you walking your talk. They sense your authenticity andyour character.

Making Complex Decisions

When you mull over a problem, you can fill pages with plus and minus columns, mind map

sketches, lists of options, and various other notations. You gather enough data, but you don’t

get too bogged down in it. You find the essence of a problem. You take into account all of the

moving parts. When you look for patterns, you assess whether it’s something you’ve seen in

your past experience. But you don’t get caught up with surface similarities. Subtle differences

will lead you to take a new course of action—one that you haven’t tried in the past. Once youland on a decision, you are aware of the risk but confident that your approach has the best

chance for success.


You are willing to stick your neck out. You have the courage to challenge the status quo and

bring up ideas that may make others uncomfortable. People count on you to stand up, speak

your mind respectfully, and not let others off the hook. It’s something they admire about you

because they know it’s not easy to do. With you, people know where they stand. You do not

hesitate to confront problem performers, deal with conflict, or deliver negative feedback. Your approach is productive, not threatening. And you are able to keep your own personal feelings

in check. Challenge, conflict, and hardship do not deter you from leading. In fact, you are

energized by tough challenges.

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Ivor Kellock's Assessment ResultsTop 5 Characteristics (Cont'd)

Creating the New and Different

You are able to envision a future that no one else sees and invent things that haven’t been

imagined. You focus a lot of your time on gathering information and asking good questions.

Because you value all points of view and look broadly for information, you are able to make

connections across many fields and use analogies that help you think differently about a

problem. During brainstorming, you value the outlandish and the absurd—which can sparknew thinking. You don’t judge. You don’t hem people in. You believe that many people with

different ways of looking at the world will always outperform any one individual’s ideas. You

are not afraid of failure. Fail early, fail often is almost a mantra for you. You expect a result that

will wow clients and strive to make it a reality.

Communicating Effectively

You are clear and credible when you communicate. You are knowledgeable about the topic.

You have an interest and a passion in the message. And you are in tune with your audience.

You adjust your message and delivery appropriately for the audience. You are an articulate,engaging speaker and a strong writer. Your use of stories, visuals, descriptions, and tone

captivate the reader or the listener. You effectively inform, persuade, coach, and inspire.

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Potential Blind Spots Blind spots are characteristics that you overestimate. You are likely to see yourself as stronger in these skills than

others see you. A self assessment can give you insight on potential areas for self improvement, however, asking

others for their input by doing a network assessment will give you far greater insight on your blind spots. Here are

your potential blind spots and some ideas for next steps:

Demonstrating Personal Flexibility

Clearly, our world is in constant flux. And as the pace of change accelerates on all of us,

organizations have become keenly aware of their need for people who can tuck and roll and

keep their balance in a context of continuous change.

Keep learning – Getting better and better at something you’re already good at does not

grow you as fast as pushing past your comfort zone and entering unfamiliar terrain. Seek

out classes, opportunities to cross-team, or even lateral moves that will allow you to

exercise new muscles and break up your routine.

•

Start again, and again – Resilience used to be a term used mostly in psychology and

sports, but it’s creeping into the business lexicon. It refers to one’s ability to bounce back

from setbacks, losses, or simple failure. Your grace in the face of such challenges and your

ability to get back on the horse will communicate your resilience.

•

Think solutions – Where there’s a problem, there’s always a solution (or at least a brave

attempt at one). Identifying problems is an important part of any job, but looking deep into

the heart of a problem and coming up with a recommended course of action is what

separates the truly nimble from the rest of us.

•

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Potential Hidden Strengths Hidden strengths are characteristics that you underestimate. You are likely to see yourself as weaker in these

skills than others see you. A self assessment can give you insight on potential areas for self improvement,

however, asking others for their input by doing a network assessment will give you far greater insight on your

hidden strengths. Here are your potential hidden strengths:


You see the complexity of an organization—its policies, politics, people. You see navigating

the political maze as a necessary means to get results. You know whom to go to for what

purpose, how to usher a project through a myriad of stakeholders, and which messages or

arguments will influence key decision makers. You are up to speed on titles as well as

personalities and relationships. You gracefully navigate a tangled, high-stakes web of egos,

agendas, changing priorities, and sometimes outrageous demands. You leverage your

understanding of the organizational landscape to adjust your approach for the best outcome.

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Problem Areas Problem areas can be hard to talk about. However, we want to arm you with as much information as possible

about the roots of success as well as known causes of derailment. Through studying the career trajectories of

thousands of individual contributors, managers, and executives, we’ve identified the five most common barriers

to career success. If you suspect one or more of these areas is a problem for you, the section below will provide

initial steps toward improvement.

Self-Centered

Who can argue with ambitiousness and self-esteem? No one. You have to believe in yourself

and promote yourself to get ahead in this world. But in the absence of real self-awareness,

your efforts at self-promotion could be backfiring on you. Bringing self-awareness into the mix

means paying close attention to your strengths and your weaknesses, opening yourself up to

lessons and insights from others, and sharing wins with everyone who contributed along the

way. A little humility can help you tone down the potential negative effects of healthy self-confidence. Letting go of your need to impress others will have the paradoxical effect of

increasing your overall likability. Holding on to a self-centered approach with others can tax

your relationships and ultimately slow or stall your career progress.

Trace the source of your success – It’s easy, in the wake of a big success, to recall the

ingenious contributions you brought to the table. But the simple reality is that practically

nothing gets accomplished in a vacuum. Think back on all the doors that were opened,

thoughts shared, and even extra grunt work done that helped push that ball toward the

goal. Then hand out the thank-yous.

•

Work on your brand – Who are you to the people around you? Who are you in your

organization? You might be charismatic and bright and talented and assertive, but unless

you have the real support of others, your personal brand may be suffering. Try adding

•

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Ivor Kellock's Assessment ResultsSelf-Centered: Problem Areas (Cont'd)

“good listener, facilitator, collaborator, and encourager” to your repertoire.

Team build – Teams form around a sense of shared vision, effort, risk, and reward. People

connect to efforts they feel personally invested and involved in. When someone on the

team is overdriving or dominating the effort, the fabric of the team begins to fray. Hang

back, draw people out, and let the synergy begin.

•

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Korn/Ferry Insights Here’s how you compare to others:

Acting with Honor and Character

Acting with Honor and Character is ranked highest in importance compared to all other leadership skills. It is the foundation upon which all other leadership skills are built. Most

people are highly skilled in Acting with Honor and Character. It is moderately difficult to

develop. Being trustworthy, consistent, and ethical are viewed by most employers as price-of-

admission leadership qualities.

Making Complex Decisions

Making Complex Decisions is highly correlated with strong performance across all leadership

levels and is associated with further promotion at the manager level. It is moderately difficult to

develop. The skill level for most people in Making Complex Decisions is high. Having the skillto solve tough problems and deftly handle new situations will be mission critical at all stages of

your career.


Dealing with Trouble is highly correlated with strong performance at the manager level.

Dealing with Trouble is a rare skill among individual contributors but is more common at the

manager and executive levels. It takes courage to handle conflict, deliver tough feedback, and

stick your neck out for an unpopular idea. These are the things that make Dealing with Trouble

harder to develop. It is a good idea to begin to develop this skill as early as possible in your career so that by the time you lead and manage others, you are prepared to handle tough,

controversial situations.

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Ivor Kellock's Assessment ResultsKorn/Ferry Insights (Cont'd)

Creating the New and Different

Creating the New and Different is correlated with strong performance at the manager and

executive levels. Most people’s skill level in Creating the New and Different is low, and it is

harder to develop than most leadership skills. For these reasons, it is a good idea to focus on

developing this skill as early as possible in your career. Your ability to generate breakthroughs

will be noticed, appreciated, and sought after because it is the source of competitiveadvantage that companies seek.

Communicating Effectively

Communicating Effectively is particularly important at the individual contributor level. The

number of people who are good communicators tends to be lower at the individual contributor

level but steadily increases among managers and executives. With a little effort, this skill is not

hard to develop. The ability to tailor your delivery and clearly articulate your points builds

credibility for both you and your message.


Being Organizationally Savvy is moderately important across all leadership levels. It is a rare

skill at the individual contributor level, but leaders steadily improve as they rise to the manager

and executive levels. Slow but steady improvement is laudable, given that this is one of the

hardest leadership skills to develop. Being Organizationally Savvy is one of the most common

hidden strengths at the executive level. Your ability to navigate organizational mazes to get

things done can mean the difference between stalled initiatives and moving things forward.

Demonstrating Personal Flexibility

Demonstrating Personal Flexibility is a very low skill for most people. It is also harder for

people to develop because it involves the willingness to respond to feedback and to change.

Change can be hard for people, and personal change can be even more challenging. People

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Ivor Kellock's Assessment ResultsDemonstrating Personal Flexibility: Korn/Ferry Insights (Cont'd)

often overestimate their ability in this area; it is a common blind spot across all levels of

leadership. Enhancing your ability to adjust, adapt, and flex in response to feedback or

changing conditions will make you a resilient and nimble leader.

Self-Centered

Self-Centered is a staller that can slow your career progress. Compared to other stallers, it is

less likely to be a problem for most people. It is somewhat harmful to success, and it is a

known derailer, particularly at the manager level. Being too ambitious, arrogant, or

untrustworthy will be perceived negatively and can derail your career or cause it to

prematurely plateau.

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The DISC Index

WHAT WHY HOW

ivor kellock

July 27, 2010

This Innermetrix Disc Index is a modern interpretation of Dr. William Marston's

behavioral dimensions. Marston's research uncovered four quadrants of behavior which

help to understand a person's behavioral preferences. This Disc Index will help you

understand your behavioral style and how to maximize your potential.

Anthony Robbins Coaching

www.tonyrobbins.com

800-455-8183

© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 1



Executive Summary

Natural and Adaptive Styles Comparison

Natural Style

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D

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I

53

S

14

C

Natural Style: The natural style is how

you behave when you are being most

natural. It is your basic style and the one

you adopt when you are being authentic

and true to yourself. It is also the style

that you revert to when under stress or

pressure. Behaving in this style,

however, reduces your stress and

tension and is comforting. When

authentic to this style you will maximize

your true potential more effectively.

Adaptive Style

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50

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49

D

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I

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S

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C

Adaptive Style: The adaptive style ishow you behave when you feel you are

being observed or how you behave

when you are aware of your behavior.

This style is less natural and less

authentic for you or your true tendencies

and preferences. When forced to adopt

to this style for too long you may become

stressed and less effective.

i v or k el l o ck




Introduction

About This Report

Research conducted by Innermetrix shows that the most successful people share the common

trait of self-awareness. They recognize the situations that will make them successful, and this

makes it easy for them to find ways of achieving objectives that fit their behavioral style. They

also understand their limitations and where they are not effective and this helps them understand

where not to go or how not to be as well. Those who understand their natural behavioral

preferences are far more likely to pursue the 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

• Cautiousness — your preference for procedures, standards and protocols

This report includes:

• The Elements of DISC — educational background behind the profile, the science and the

four dimensions 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

i v or k el l o ck




Four Components of Behavior

The Elements of DISC-Index

This DISC-Index report is unique in the marketplace for a number or reasons. You just completed

the first ever click & drag DISC instrument on the market. This was constructed in a precise

manner to allow for ease of responses, even in the midst of many difficult decisions. This

intuitive interface allows you to 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 out of four, and leave two items blank. Those instruments have a 50% waste

of terms, and do not provide for 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 D-I-S-C aspects of your

behavior both as separate entities and as a dynamic combination of traits. This report presents

the first time that each of the D-I-S-C elements are separated and developed as pure entities

of themselves. This can serve as an important learning tool as you explore the deeper aspects

of DISC. Your unique pattern of DISC traits is developed through the context of this report.

Additionally, the following four pages will be devoted to exploring your DISC scores as separate

components within the unique combination of traits that 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 daily operations. Each of us are at times talkative and other times more reflective,

depending on how we are adapting our behavior. The expression of these contradictions is a

demonstration of the sensitivity of this instrument to determine these subtle differences in our

natural and adaptive style.

i v or k el l o ck





A closer look at the four components of your behavioral style

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Decisive

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't

mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral

traits. For example:

Higher D —

Tend to solve new problems very quickly and assertively. They take an active and direct

approach to obtaining results. The key here is new problems such as those that are

unprecedented or haven't happened before. There may also be an element of risk in taking

the wrong approach or developing an incorrect solution, but those with a High D score are

willing 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 routine

problems very quickly because the outcomes are already known. But, when the outcomes

are unknown and the problem is an uncertain one, the Lower D style will approach the new

problem in a calculated and deliberate manner by thinking things through very carefully before

acting.

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10099

Natural

49

Adaptive

Your score shows a very high score on the 'D' spectrum.

The comments below highlight some of the traits specific

to just your unique score.

• You are a very strong self-starter who always seems to

have a high sense of urgency.

• You are a great source of innovation and new solutions,

even if radical sometimes.

• The more difficult the challenge, the more motivated you

seem to become.• You love a good challenge, seek freedom, and look for

a lot of variety.

• You can be very commanding and tend to take charge

more than you follow.

• When stressed you can become somewhat of a selective

listener, hearing only what you want to hear.

i v or k el l o ck





Interactive

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 mean

good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral


Higher I —

Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key

here is new people whom one hasn't met before. Many other styles are talkative, but more

so with people that they've known for some time. The Higher I scores are talkative, interactive

and open even with people whom they have just initially met. People scoring in this range

may 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 the

key word "new people" enters the equation. Those with Lower I scores are talkative with their

friends and close associates, but tend to be more reserved with people they've just recently

met. They tend to place a premium on the control of emotions, and approach new relationships

with a more reflective approach than an emotional one.

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10099

Natural

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Adaptive

Your score shows a very high score on the 'I' spectrum.



• You tend to not be very organized or attentive to details

at all.

• Generally speaking, people find you warm, open and

excellent at interacting with others.

• You suffer from a fair amount of procrastination when it

comes to tasks that require you to work with too manydetails all by yourself.

• You express or talk about your emotions openly on the

up-side or down-side.

• You have a very high trust level for others, but this could

actually result in you being "burned."

• You seek freedom of speech and the ability to express

ideas and opinions openly.

i v or k el l o ck





Stabilizing

Your approach to the pace of the work environment

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 mean

good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral


Higher S —

Tend to prefer a more controlled, deliberative and predictable environment. They place a

premium on security of a work situation and disciplined behavior. They also tend to show a

sense of loyalty to a team or organization, and as a result, may have a greater longevity or

tenure in a position than some other styles. They have an excellent listening style and are

very patient coaches and teachers for others on the team.

Lower S —

Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom

of expression and the ability to change quickly from one activity to another. They tend to

become 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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Natural

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Adaptive

Your score shows a high average score on the 'S' spectrum.



• You don't like rocking the boat unless you absolutely

have to.

• If insufficient structure and order exist, you will create it.

• You can accept change, but you require a good argument

for it first.

• You are generally known as steadfast and dependable.• You tend to be a calming influence on those with whom

you work.

• You prefer to have sufficient clarification of policy or tasks

before proceeding, so as to avoid mistakes.

i v or k el l o ck





Cautious

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't

mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral


Higher C —

Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom

they 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. They

have some of the highest quality control interests of any of the styles and frequently wish

others would do the same.

Lower C —

Tend to operate more independently from the rules and standard operating procedures. They

tend to be bottom-line oriented. If they find an easier way to do something, they'll do it by

developing a variety of strategies as situations demand. To the Lower C scores, rules are

only guidelines, and may be bent or broken as necessary to obtain results.

10

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14

Natural

28

Adaptive

Your score shows a very low score on the 'C' spectrum.



• You tend to be somewhat defiant and resistant to

restrictions or rules that become an obstacle to results.

• You tend to have a great deal of conviction that your

direction is correct. You may even become stubborn

about it.

• You may tend to be less than tactful when you expressstrong opposition to an idea, rule or protocol.

• You like an environment that provides maximum

independence and individual control.

• You have a strong dislike for too many details, or minutia.

• You may be perceived as a bit of a rule-breaker by some.

i v or k el l o ck




Natural Style Pattern Overview

Natural Style Pattern:

Your natural style is the way you tend to behave when you aren't thinking about it. This is where

you are most comfortable (natural). This is also the style you will revert back to when under

stress or moving too quickly to be consciously thinking about modifying your behavior. Finally,

this is the style you should seek to be true to in your daily roles. Being natural will return better

results with less effort and stress. The following statements are true to just your unique natural

style:

• Will react, adjust, and modify your behavior in a variety of situations.

• Poised, confident, and very articulate in front of large or small groups.

• Pace of personal operations is faster than many people, and may be a primary example

of 'multi-tasking.'

• All plotting points in the score pattern indicate a very active agent who makes things happen,

and doesn't wait for things to happen.

• You set high operational goals for yourself and others, and expects all involved to provide

100% effort.

• Can be very charming in persuading others when climate is favorable, and firm when

confronting a hostile situation.

• Able to direct the actions of others on the team using both a charming influence and a firm

delegation of tasks and responsibilities.

• High level of decisiveness, coupled with high influencing skills. The Higher D and I traits

are nearly tied.

i v or k el l o ck




Adaptive Style Pattern Overview

Adaptive Style pattern:

This is the style of behavior you adapt to when you are conscious of your own behavior, when

you feel you are being observed or whenever you are trying to better fit a situation. This is not

a natural style for you, but still one of your two styles none the less. In other words, it is the

way you feel you "should" behave when thinking about it. The statements below are specific

to your individual Adaptive style:

• You tend to have a moderate to higher sense of urgency, and you may become easily

bored by mundane or routine projects.

• You have the ability to handle pressing problems in a casual manner, but still get the

problem solved.

• May want to seek specialized assignments that can capitalize on your social and

motivational skills.

• You want to be seen as an easy person to be around, and won't deliberately antagonize

others.

• Displays a high energy level, especially in social situations, and is very good at meeting

new people.

• A moderate to higher risk taker, you may sometimes do the unexpected just to get attention,

or create a surprise situation.

• You tend to be action oriented, and you are able to handle many projects

simultaneously.

• You are known for a great ability to meet others easily and readily, and are socially poised

in small or large group situations.

i v or k el l o ck




Ideas for Being More Effective

Based on your behavioral style there are certain opportunities for becoming more effective by

being aware of how you prefer, and enjoy, to behave. The items below may assist you in your

professional development growth. By understanding these items you may find explanations for

why you may be stuck in some areas of your life and why other aspects give you no trouble at

all. You could be more effective by:

• Remembering that not everyone shares your high sense of urgency.

• Resisting, a little, your tendency to exceed your limits of authority, or work outside the

established policies or rules.

• Remembering not to be as abrupt and blunt sometimes.

• Opportunity for rapid learning, a broad scope of responsibilities and advancement.

• Being aware of where your authority begins and ends.

• Watching how you express strong emotions.

• Having a system for record-keeping or organization.

• Freedom to express your own ideas, initiatives, and creativity.

i v or k el l o ck




Ideas for Staying More Motivated

Your behavioral style will cause you to be motivated by certain factors in your environment.

Having these present may make you feel more motivated, and productive. The following are

things that you may want in your surroundings to feel optimally motivated:

• Acceptance as an important member of a group or team.

• You want to work with a team of people with whom you can show your high trust level.

• An environment offering mobility around the office or around the country.

• Interesting activities outside of the work environment. Some with similar scores like to be

involved in volunteer and community activities.

• A system of support to assist with the details and follow-through.

• An environment largely free of hostility and conflict.

• Assignments that allow for a variety of people-contacts.

• A variety of activities involving people, both on the job and off.

i v or k el l o ck




Strength-based Insights

Each behavioral style contains certain unique strengths as a result of how your four behavioral

dimensions relate to each another. Understanding your own unique behavioral strengths is an

important part of putting your new level of self-awareness to work for your success and

satisfaction. The following statements highlight specific strengths of your behavioral style:

• Excellent in presentations to large or small groups. You bring a poised, confident, and

engaging message to any audience.

• Excellent at building new projects, initiatives, or territory for an organization.

• Works in an assertive and aggressive manner for the goals, the team, and the organization

at large.

• Able to set high goals, then works hard with people to achieve those goals.

• Able to carry a new initiative or message to new audience in a new region and to build

trust, credibility and rapport in a skillful manner.

• Able to make decisions quickly and to take the credit or blame for the outcome of

decisions.

• Shows the rare ability of being able to manipulate people (in a positive way) without their

noticing the manipulation.

• Response pattern indicates a strong tendency to work toward making things happen rather

than waiting for things to happen.

i v or k el l o ck




Ideal Job/Climate

Your behavioral style plays a significant role in determining what aspects of an environment

you like. The items below will help you understand what will define an ideal working climate

for you. Based on how you prefer to behave an ideal climate for you is one that provides you with:

• Variety in the work tasks and multiple projects.

• Freedom from routine work.

• Freedom to move around, either in the office or around the country.

• A democratic supervisor and work environment.

• Activities to get and maintain attention of others.

• Projects needing you to motivate and persuade people.

• A non-hostile working environment.

• Activities with many opportunities for interaction with people.i v or k el l o ck




Areas for Continual Improvement

Along with strengths, all behavioral styles come with areas that could become weaknesses -

if depended upon or not acknowledged. The trick is not to manufacture a weakness in the first

place by depending on these things.

Here are a few items that could become problematic for you if not acknowledged or known.

Your awareness of the potentials below is your best step in making sure they remain only

potential problems. Due to your behavioral style, you may tend to:

• Set expectations for yourself and others that are overly ambitious or unrealistic.

• Become impatient, especially with slower-moving or slower-thinking people.

• Easily become restless and impatient with overly complex processes or slow-moving

work.

• Be somewhat intimidating to others due to your aggressiveness and dominance.

• Lack some follow-through with details or loose ends.

• Become more easily angry or belligerent when under pressure or when threatened.

• Lose interest in the project or initiative once the challenge is gone and it has become more

of a routine.

• Be a selective listener, hearing only what you want to hear at times.

i v or k el l o ck




Preferred Training and Learning Style

Based on how you tend to behave you have certain preferences for how you like to convey

information, teach, instruct or share knowledge with others. This is also true of how you like

to receive information and learn. Understanding your behavioral preferences here will help

increase your effectiveness in teaching or instructing others, and being taught and learning.

How you prefer to share knowledge or teach:

• May lack some follow-through and expect others to pick up all the loose ends.

• May become impatient, especially with slower-moving or slower-thinking people.

• May need to lower project expectations a bit in light of real-world constraints.

• May sometimes be a bit too self-serving.

• With the very high activity level and high sense of urgency, you may become restless or

impatient with convoluted processes or project slow-downs.

• May not always verbalize the complete story of a project or intention; rather, may withhold

some information on purpose.

• May become somewhat angry or belligerent when under pressure or when threatened.

How you prefer to receive knowledge or learn:

• Seeks inspiration and excitement in the learning process.

• Likes spontaneity, flexibility, and variety in the learning environment.

• Likes self-discovery and trial and error methods occasionally.

• Likes factual data and hands-on experiences.

• Likes active testing of ideas and experiences.

• Responds to extrinsic motivation such as praise and encouragement.

• Needs "what to do and when to do it" for optimal time and process management.

i v or k el l o ck




Communication Insights for Others

This page is unique in this report because it is the only one that doesn't speak directly to you,

rather those who interact with you. The information below will help others communicate with

you more effectively by appealing to your natural behavioral style. The first items are things

others SHOULD do to be better understood by you (Do's) and the second list is of things others

SHOULD NOT do (Don'ts) if they want you to understand them well.

Things to do to effectively communicate with ivor:

• Ask for input regarding people and specific assignments.

• Be certain to emphasize next action-steps.

• Free-up enough to be engaging, stimulating, and fast-paced.

• Provide options for you to express your opinions and make some of the decisions.

• Provide immediate incentives for willingness to help on the project.

• Put the details in writing, but don't plan on discussing them too much.

• Join in with some name-dropping, talk positively about people and their goals.

Things to avoid to effectively communicate with ivor:

• Be certain all decision-points have reached closure and action-plans are the result.

• Don't 'dream' too much with the team or you'll lose time.

• Don't talk down to anyone.

• Don't make decisions for anyone.

• Don't stick too rigidly to the agenda.

• Avoid getting bogged down in facts, figures, or abstractions.

• Don't be short-tempered, cold, or tight-lipped.

i v or k el l o ck




Relevance Section

In order to make the most out of the information in this report it is important that you connect

it to your life in a tangible way. To help you make this information your own, and pull out the

most 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 you natural style relates to your life?

_________________________________________________________________________

Overall Adaptive Style:

What is one way in which you adaptive style relates to your life?

_________________________________________________________________________

Strength-based insights:

What specific strengths do you think connect to your success more than any other?

_________________________________________________________________________

i v or k el l o ck




Relevance Section

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?

_________________________________________________________________________

i v or k el l o ck




Relevance Section

Your final step to making sure you really benefit from the information in this report is to

understand 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 specific

examples)

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

i v or k el l o ck




The Values Index

WHAT WHY HOW

ivor kellock

July 27, 2010

This Innermetrix Values Index is a combination of the research of Dr. Eduard Spranger

and Gordon Allport into what drives and motivates an individual. The seven dimensions

of value discovered between these two researchers help understand the reasons that

drive an individual to utilize their talents in the unique way they do. This Values Index

will help you understand your motivators and drivers and how to maximize your

performance by achieving better alignment and passion for what you do.

Anthony Robbins Coaching

www.tonyrobbins.com

800-455-8183




Introduction

About This Report

Research conducted by Innermetrix shows that the most successful people share the common

trait of self-awareness. They recognize the situations that will make them successful, and

this makes it easy for them to find ways of achieving objectives that resonate with their

motivations. They also understand their limitations and where they are not effective and this

helps them understand what does not inspire them or what will not motivate them to succeed.

Those who understand their natural motivators better are far more likely to pursue the right

opportunities, for the right reasons, and get the results they desire.

This report measures seven dimensions of motivation. They are:

• Aesthetic - a drive for balance, harmony and form.

• Economic - a drive for economic or practical returns.

• Individualistic - a drive to stand out as independent and unique.

• Political - a drive to be in control or have influence.

• Altruistic - a drive for humanitarian efforts or to help others altruistically.

• Regulatory - a drive to establish order, routine and structure.

• Theoretical - a drive for knowledge, learning and understanding.

i v or k el l o ck




Seven Dimensions of Value and Motivation

The Elements of the Values Index

This Values Index is unique in the marketplace in that it examines seven independent and

unique aspects of value or motivation. Most other values instruments only examine six

dimensions of value by combining the Individualistic and Political into one dimension. The

Values Index remains true to the original works and models of two of the most significant

researchers in this field, thus delivering to you a profile that truly helps you understand your

own unique motivations and drivers.

Also, the Values Index is the first to use a click & drag approach to ranking the various

statements in the instrument, which makes taking the instrument more intuitive, natural and

in the end you can actually create the order you see in your mind on the screen.

Finally, the Values Index instrument contains the most contemporary list of statements to

make your choices more relevant to your life today, which helps ensure the most accurate

results possible.

i v or k el l o ck





A closer look at the seven dimensions

Values help influence behavior and action and can be considered

somewhat of a hidden motivation because they are not readily

observable. Understanding your values help to tell you why you prefer

to do what you do.

It is vital for superior performance to ensure that your motivations are

satisfied 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, RoutineTheoretical - Knowledge, Understanding

i v or k el l o ck





Executive Summary of ivor's Values

High

Aesthetic

Very much prefers form, harmony, and balance. Likely a strong advocate for

green initiatives and protecting personal time and space.

Very LowEconomic

May try to help meet customers' needs (internal and external) before his own.

HighIndividualistic

Has no problem standing up for own rights, and may impart this energy intoothers as well.

AveragePolitical

Flexible, able to take or leave the power or clout that comes with the job titleor assignment.

HighAltruistic

A high desire to help others learn, grow, and develop.

Average

Regulatory

Able to balance and understand the need to have structure and order, but not

paralyzed without it.

Very High

Theoretical

Passionate about learning for its own sake. Continually in learning mode andbringing a very high degree of technical or knowledge base credibility.

10

20

30

40

50

60

70

80

90

100

Aesthetic Economic Individualistic Political Altruistic Regulatory Theoretical

norm

1 SD

1 SD

61

13

61

36

70

31

76

i v or k el l o ck




Your Aesthetic Drive

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Aesthetic Dimension: The main motivation in this

value is the drive to achieve balance, harmony and find

form or beauty. Environmental concerns or “green”

initiatives are also typically prized by this dimension.

General Traits:

• Achieving work that does not detract from the beauty of the world is important.

• Tends to appreciate the finer things in life (e.g., these may include design, clothes, music,

art, etc.), but for their aesthetic value rather than any status reasons.

• Will utilize creativity and artful expression to persuade or influence others.

• Finds rewards not just from pay for work, but in results that help protect the environmentor achieve better balance in life or the world.

• Prefers an enjoyable and visually pleasing work environment.

Key Strengths:

• Will bring a creative outside view to discussions.

• Able to defuse a tense situation with a humorous quip or comment.

• Tends to want more than just the typical job satisfaction. May want more work/life balance,

more creativity and more aesthetically pleasing surroundings.

• Enjoys bringing people together who share common interests.

• You show the ability to see common things in new ways, and can bring creativity to the

team as a result.

Motivational Insights:

• Support willingness to bring form or harmony to haphazard systems or workspace areas.

• Allow for outside activities other than strictly work related all the time.

• Explore potential of more involvement with environmental or "green" initiatives.

• Don't allow others to over-use or abuse your creative nature.

• You bring a lot of creativity to the table. Be certain that this is encouraged to its fullest

potential.

i v or k el l o ck




Your Aesthetic Drive (Continued)

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Aesthetic Dimension: The main motivation in this

value is the drive to achieve balance, harmony and find

form or beauty. Environmental concerns or “green”

initiatives are also typically prized by this dimension.

Training/Learning Insights:

• Link new knowledge to new ways to be creative or achieve better harmony and balance

in work and life.

• You have the ability to connect training and development to other's needs and interests.

• As you learn new things in training or professional development attempt to link those to

your ability to see new or creative solutions in the future.

Continual Improvement Insights:

• Could use the creative mode as a safety blanket to avoid having to be overly practical.

• Remember that it is OK that some don't appreciate artistry, balance or harmony as much

as you.

• Needs to remember that sometimes function is all there is time for, or all that is needed

(don't deliver a Cadillac when a Chevy will suffice).

• May need to focus on the practical or economic side of an issue more frequently.

• Might tend to get a little too creative or inventive sometimes, which can create

unnecessary risks.

i v or k el l o ck




Your Economic Drive

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Economic Dimension: This dimension examines

the motivation for security from economic gain, and to

achieve practical returns. The preferred approach of

this dimension is a professional one with a focus onbottom-line results.

General Traits:

• Using money or materials as a yardstick to measure or impress others is not important.

• Check the full results and graph of the inventory to determine those values that were

ranked in a higher field than the Economic area.

• While not driven by money, some in this score range may be sensitive to perceived

inequities in wages and salaries, and do not want to be taken advantage of in that process.• Since this values area may help to determine one's money-motivation, the results indicate

that ivor may be motivated more by things other than a high paycheck (although that may

still be important).

• The lower score here may also indicate that ivor may have already begun to reach his

own level of financial security, to the extent that things other than money may now become

motivating drives.

Key Strengths:

• An attitude of "We're all in this together, so let's work together."

• Excellent team player and team member.

• Sensitive and responsive to the "people-side" of work related activities.

• Sees a wider spectrum of the picture, not just the economic view.

• Rarely (if ever) looks at a project with a "what's in it for me?" perspective.


• Provide variety of work projects or tasks.

• Remember that 'helping hands' behind the scenes are as important as the highly visible

ends of a work project.

• Provide options for taking on tough challenges.

• Consider the strengths of the "total person" when considering rewards and incentives.

Perhaps consider non-tangible or environmental rewards.

• Structure job enrichment strategies into the reward system, not just economic rewards.

i v or k el l o ck




Your Economic Drive (Continued)

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Economic Dimension: This dimension examines

the motivation for security from economic gain, and to

achieve practical returns. The preferred approach of

this dimension is a professional one with a focus onbottom-line results.


• Scores like those who appreciate additional training functions, and are supportive of the

trainer and activities.

• Scores like those who enjoy a more cooperative learning style.

• May prefer less competition between learning groups.

• May prefer team-oriented activities, to work and share ideas with others.• Comes to a training or development function typically without a 'What's in it for me?'

attitude.


• May need coaching to increase revenue awareness or profit motivation.

• ivor may need to learn to say "no" more often.

• May not hear the 'revenue clock' ticking on some projects.

• May tend to over commit both on and off the job, such as with community organizations,

etc.

• May avoid making tough decisions that may negatively impact others on the team.

i v or k el l o ck




Your Individualistic Drive

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Individualistic Dimension: The Individualistic

dimensions deals with one's need to be seen as unique,

independent, and to stand apart from the crowd. This

is the drive to be socially independent and haveopportunity for freedom of personal expression.

General Traits:

• Brings a lot of energy that needs to be put to good use.

• There may be a tendency to push-the-envelope a bit in situations where winning is desired.

• Likes to have his own niche; the place where he can excel.

• Enjoys working in his own way and own methods.

• Scores like those who are comfortable being in the limelight, and enjoy demonstratingtheir uniqueness or creativity.

Key Strengths:

• Realizes that we are all individuals and have ideas to offer.

• Some enjoy making presentations to small or large groups, and are generally perceived

as engaging presenters by their audiences.

• Brings a variety of different and energetic ideas to the workplace.

• Brings creative ideas.

• Desires to be an individual and to celebrate differences.


• Many people who score like ivor enjoy making presentations to small or large groups.

Explore this possibility.

• Will appreciate 'air-time' at meetings to share ideas with others on the team.

• Be open to new ideas ivor may offer, and realize that he may do things a bit differently

than standard operating procedure.

• Create an environment that provides security while it encourages taking appropriate risks.

• Remember that even as attention from others is important, he may also desire some

independence from team organization and protocol at times.

i v or k el l o ck




Your Individualistic Drive (Continued)

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Individualistic Dimension: The Individualistic

dimensions deals with one's need to be seen as unique,

independent, and to stand apart from the crowd. This

is the drive to be socially independent and haveopportunity for freedom of personal expression.


• Learning and professional development activities should be flexible, having a wide variety

of options.

• Attempt to provide enough creative space for him to express his uniqueness.

• Allow for some experimental or non-routine types of options.

• Link some of the benefits of the learning activity to enhancing ability to make a specialand unique contribution to the team.


• Sometimes the 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 uniqueness, rather

than discussing the topic of the presentation.

• Potential value clashes with others may be reduced through increased awareness and

sensitivity to the needs of others.

• May need to remember that his good ideas aren't the only good ideas.

• May need to listen more to others and speak less.

i v or k el l o ck




Your Political Drive

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Political Dimension: This drive is to be seen as

a leader, and to have influence and control over one's

environment or success. Competitiveness is often

associated with those scoring high in this motivation.

General Traits:

• Has the ability to take or leave the control-factors of group leadership roles.

• May be seen as a stabilizing force in day-to-day team operations.

• Demonstrates flexibility in being able to lead a team when necessary, and to support the

team when necessary.

• Able to understand the needs of those on the team who are highly competitive, as wellas those who tend to be more cooperative.

• Scores in this range are near the typical business professional's score.

Key Strengths:

• Brings flexibility to the team. Able to lead when asked, but able to support when asked

as well.

• A stabilizing force on the team.

• Able to appreciate the needs of both the higher and lower Political individuals on the team.

• Perceived by others on the team as neither dictatorial nor dependent with regard to team

projects and goals.

• Shows appropriate respect to leaders of a project, as well as ability to offer suggestions

for change.


• Remember that ivor has the ability to be a stabilizing agent between high-control and

high-support on special team functions and initiatives.

• ivor brings a power seeking drive typical of many business professionals, since his score

is very near the national mean on this scale.

• Ask ivor for input in order to gain a middle-of-the-road insight and understanding of work

related issues.

• Review other Values drives that might be higher or lower than the Political score in this

report in order to gain a greater understanding of specific keys to managing and

i v or k el l o ck




Your Political Drive (Continued)

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Political Dimension: This drive is to be seen as

a leader, and to have influence and control over one's

environment or success. Competitiveness is often

associated with those scoring high in this motivation.


• Scores like those who are supportive of a variety of professional development activities.

• Will respond with flexibility to either cooperative or competitive team activities.

• Scores like those who participate openly in training activities without trying to dominate

the event.

• Shows ability to lead a training event as well as support and participate.


• May need to shift gears into either a more supportive role or a greater leadership role at

times.

• When issues of team leadership emerge, he may need to take a more visible stand on

some problem-solving situations.

• Examine other Values drives in this report in order to gain increased understanding of

areas for continuous improvement.

i v or k el l o ck




Your Altruistic Drive

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Altruistic Dimension: This drive is an expression

of the need or drive to benefit others in a humanitarian

sense. There is a genuine sincerity in this dimension to

help others, give of one's time, resources and energy,in aid of others.

General Traits:

• Openly shares Altruistic love or appreciation for others.

• Likes helping, teaching, and coaching others.

• Enjoys connecting with others on a personal level rather than just a professional one.

• Freely gives time, talent and energy without being asked.

• Cares about the feelings of others on the team.

Key Strengths:

• Likely to go beyond the call to support or service others.

• Always willing to share time, talent, and energy to help the organization or the cause.

• Good at helping others communicate and respect each other, and is a calming influence.

• An empathetic attitude towards others.

• A proactive volunteer who steps in to aid others without being asked to.


• Support the innate willingness to share time and talent with others in the organization.

• Allow ample personal time for whatever giving activities exist outside of work.

• Utilize them as trainers, teachers, mentors and coaches.

• Resist overusing the giving attitude or causing them to burn out in giving too much.

• Keep sincerity as a primary focus in communication.

i v or k el l o ck




Your Altruistic Drive (Continued)

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Altruistic Dimension: This drive is an expression

of the need or drive to benefit others in a humanitarian

sense. There is a genuine sincerity in this dimension to

help others, give of one's time, resources and energy,in aid of others.


• Learning and development should be linked to the potential to help others.

• Link courses and training to the knowledge gained that may potentially be shared with

others on the team, or externally.

• Training and professional development will assist in personal growth and development,

and in being better at any job role.


• Could benefit from resisting the urge to go into teaching mode unless clearly desired by

others.

• Watch to ensure that your giving nature is not abused or taken advantage of.

• Needs to remember that support and service efforts need to be practical as well.

• May need to say "no" more often.

• Can lose focus on personal work in favor of helping others with theirs.

i v or k el l o ck




Your Regulatory Drive

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Regulatory Dimension: The Regulatory drive

indicates one's drive to establish order, routine and

structure. This motivation is to promote rules and

policies, a traditional approach and security throughstandards and protocols.

General Traits:

• Moves freely and effectively between the rebels and the rule-follower's in a group.

• Good at seeing the details, but not likely to get lost in them.

• Is right at the national mean when it comes to desire for stability or steadiness.

• Strikes a good balance between respecting individual needs, and those of the group.

• Tends to be balanced and stable.

Key Strengths:

• Not overly rigid in the need for order and structure.

• Good at providing order and structure where it is required.

• Serves as a good moderator between those defending the standard operating procedure,

and those challenge it.

• Is very flexible when it comes to dealing with very little or too much structure.

• Acts to stabilize those on a team.


• Utilize ivor to help bring order out of chaos without going overboard.

• Put ivor to use as the mediator between those who support the old guard and those who

want revolution.

• ivor can provide a balanced view for creating new policies, procedures and protocols that

are effective.

• ivor will be good at helping maintain a stable environment.

• ivor can be a valuable asset when it comes to working in routine environments.

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Your Regulatory Drive (Continued)

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Regulatory Dimension: The Regulatory drive

indicates one's drive to establish order, routine and

structure. This motivation is to promote rules and

policies, a traditional approach and security throughstandards and protocols.


• Is open to creativity or flexibility.

• Prefers to learn in the accepted way through the existing curriculum.

• Becomes a supportive team member who gets behind the initiative.


• Might benefit from exerting opinions freely in discussions of direction and planning.

• Could take a firmer stand on team issues involving dissenting opinions.

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Your Theoretical Drive

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Theoretical Dimension: The drive to understand,

gain knowledge, or discover the “truth”. This motivation

can often be to gain knowledge for knowledge sake.

Rational thinking, reasoning and problem solving areimportant to this dimension.

General Traits:

• Likes to develop quick utilities or procedures that are a new way to look at existing job

responsibilities.

• Willing to take risks to learn something new.

• Believes that continuous learning is healthy for the mind and body.

• May prefer learning-based events or conferences over a small economic incentive.• Likes to go to trade shows and conventions in his area of interest and expertise to find

new ideas and tools for the team and organization at large.

Key Strengths:

• When others (internal or external) have a question, even if ivor isn't familiar with it, he

can usually create solutions.

• Knows a little about most everything, and is conversant about it.

• Strong ability to read, study, and learn independently.

• Will work long, hard hours on the resolution to a problem, being actively engaged in

problem-solving and strategic solutions.

• Open-minded approach that comes from broad-based research.


• Find out his interests and channel related information to him. Topical mail, brochures,

and info-sheets… don't throw them into the recycle bin, send them to ivor.

• Sometimes incentives or bonuses are earned as tickets to a special event: Consider

cultural events that are not just sports related.

• Needs opportunity to explore a variety of knowledge-based areas and to act on them.

• Use ivor as a constructive critic for new ideas or when evaluating existing projects and

protocol.

• Provide opportunities for ivor to teach as well as to learn.

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Your Theoretical Drive (Continued)

AES

61

ECO

13

IND

61

POL

36

ALT

70

REG

31

THE

76

The Theoretical Dimension: The drive to understand,

gain knowledge, or discover the “truth”. This motivation

can often be to gain knowledge for knowledge sake.

Rational thinking, reasoning and problem solving areimportant to this dimension.


• ivor scores like those who may have their own on-going personal development program

already in progress.

• Enjoys learning even for its own sake, and will be supportive of most training and

development endeavors.

• Can be depended upon to do his homework… thoroughly and accurately.• Actively engaged in learning both on and off the job.


• Scores like some who need coaching on time management.

• Don't rush from one learning experience to another. Make certain there are some practical

applications.

• Needs to bring a balance at times between the strong desires to acquire new knowledge

base, and the reality of the practical applications, if any.

• May demonstrate some aloofness especially to those not as intellectually driven.

• May prefer to wait on a project, believing that helpful information may be forthcoming if

more time is allowed.

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Relevance Section

Use this sheet to help you track which motivators are well aligned and which are not, and

what you can do about it.

Action Step: Looking at your Values Index report, find which motivators are the most powerful

for you (i.e., which ones are highest and farthest above the norm). Write down the top two in

the space below, and record how well your current roles align with these motivators (i.e., how

well what you do satisfies what you are passionate about).

To reach Genius levels of passion, you must increase alignment of your environment with

your passions.

Motivator #1: what aspects of your company or role can you get involved in that would satisfy

this motivator?

_________________________________________________________________________

_________________________________________________________________________

Motivator #2: what aspects of your company or role can you get involved in that would satisfy

this motivator?

_________________________________________________________________________

_________________________________________________________________________

Alignment

Poorly Highly

Motivator #1: ______________________ 1 2 3 4 5Motivator #2: ______________________ 1 2 3 4 5

Legend:

• 2-4 = Poor • 8-9 = Excellent• 4-5 = Below Average • 10 = Genius• 6-7 = Average

Tally your score here:

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Success Connection

Your final step to making sure you really benefit from the information in this report is to

understand how your behavioral style contributes to, and perhaps hinders, your overall

success.

Supporting Success: Overall, how well do your motivators and drivers help support your

success? (cite specific examples):

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

Limiting Success: Overall, how do your natural drivers or motivators not support your

success? (cite specific examples):

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

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Certificate of Recognition

This is to certify that

Ivor Kellock

has successfully completed

Introduction to Enterprise Mentoring

Executive Chair

SFEDI Group





Documents

About Ivor Kellock Sales Drive