DISC Assessment

Behaviors and MotivatorsManagement-Staff Version

Dusty RayCo-Worker Development ManagerRent One5-27-2014

"Leading Business Growth Through You"Stan Herman Inc.2464 Taylor Road #227Wildwood, MO [email protected]

Copyright © 1984-2013. Target Training International, Ltd.

Introduction Where Opportunity Meets Talent®

The TTI Success Insights® Behaviors and Motivators Report was designed to increase theunderstanding of an individual's talents. The report provides insight to two distinct areas:behaviors and motivators. Understanding strengths and weaknesses in both of these areas willlead to personal and professional development and a higher level of satisfaction.

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

Behaviors

This section of the report is designed to help you attain a greater knowledge of yourself as well asothers. The ability to interact effectively with people may be the difference between success andfailure in your work and personal life. Effective interaction starts with an accurate perception ofoneself.

Motivators

This section of the report provides information on the why of your actions, which with applicationand coaching, can tremendously impact your valuing of life. Once you know the motivations thatdrive your actions, you will immediately be able to understand the causes of conflict.

1Dusty Ray


Stan Herman [email protected]

Introduction Behaviors Section

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

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

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

How you respond to problems and challenges.

How you influence others to your point of view.

How you respond to the pace of the environment.

How you respond to rules and procedures set by others.

This report analyzes behavioral style; that is, a person's manner of doing things. Is the report100% true? Yes, no and maybe. We are only measuring behavior. We only report statementsfrom areas of behavior in which tendencies are shown. To improve accuracy, feel free to makenotes or edit the report regarding any statement from the report that may or may not apply, butonly after checking with friends or colleagues to see if they agree.

"All people exhibit all four behavioralfactors in varying degrees of intensity."

–W.M. Marston

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

Dusty is a self-starter who likes new projects and is most comfortable wheninvolved with a wide scope of activities. He embraces visions not always seenby others. Dusty's creative mind allows him to see the "big picture." He needsto learn to relax and pace himself. He may expend too much energy trying tocontrol himself and others. He displays a high energy factor and is optimisticabout the results he can achieve. The word "can't" is not in his vocabulary.Dusty is a goal-oriented individual who believes in harnessing people to helphim achieve his goals. He needs people with other strengths on his team.Many people see him as a self-starter dedicated to achieving results. He wantsto be seen as a winner and has an inherent dislike for losing or failing. Hetends to work hard and long to be successful. He is extremely results-oriented,with a sense of urgency to complete projects quickly. Dusty wants to be viewedas self-reliant and willing to pay the price for success. He is goal-oriented anddriven by results. He is the team member who will try to keep the others ontask.

Dusty prefers authority equal to his responsibility. He will work long hours untila tough problem is solved. After it is solved, Dusty may become bored with anyroutine work that follows. When faced with a tough decision, he will try to sellyou on his ideas. He has the unique ability of tackling tough problems andfollowing them through to a satisfactory conclusion. Dusty is decisive andprefers to work for a decisive manager. He can experience stress if hismanager does not possess similar traits. He likes to make decisions quickly.He should realize that at times he needs to think a project through, beginning toend, before starting the project. He is a good problem solver andtroubleshooter, always seeking new ways to solve old problems.

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General Characteristics Continued

Dusty should exhibit more patience and ask questions to make sure that othershave understood what he has said. He may sometimes mask his feelings infriendly terms. If pressured, Dusty's true feelings may emerge. He likes peoplewho present their case effectively. When they do, he can then make a quickerassessment or decision. He likes people who give him options as compared totheir opinions. The options may help him make decisions, and he values hisown opinion over that of others! Dusty may lose interest in what others aresaying if they ramble or don't speak to the point. His active mind is alreadymoving ahead. He may lack the patience to listen and communicate withslower acting people. His creative and active mind may hinder his ability tocommunicate to others effectively. He may present the information in a formthat cannot be easily understood by some people. He challenges people whovolunteer their opinions.

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

Deadline conscious.

Accomplishes goals through people.

Tenacious.

Challenge-oriented.

Initiates activity.

Spontaneity.

Good mixer.

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

Ways to Communicate

Provide systems to follow.

Read the body language--look for impatience or disapproval.

Be specific and leave nothing to chance.

Put projects in writing, with deadlines.

Provide time for fun and relaxing.

Provide facts and figures about probability of success, or effectiveness ofoptions.

Expect acceptance without a lot of questions.

Verify that the message was heard.

Be clear, specific, brief and to the point.

Use his jargon.

Provide questions, alternatives and choices for making his own decisions.

Be isolated from interruptions.

Understand his sporadic listening skills.Adapted Style

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Checklist for Communicating Continued

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

Ways NOT to Communicate

Reinforce agreement with "I'm with you."

Use paternalistic approach.

Assume he heard what you said.

Try to build personal relationships.

Be put off by his "cockiness."

Be redundant.

Come with a ready-made decision, or make it for him.

Forget or lose things, be disorganized or messy, confuse or distract hismind from business.

Direct or order.

Dictate to him.

Let disagreement reflect on him personally.

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

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

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

Factors that will create tension ordissatisfaction:

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

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

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


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

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

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


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

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

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


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

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

Freedom from controls, supervision and details.

Evaluation based on results, not the process.

Activities, and more activities.

Forum to express ideas and viewpoints.

Work for a manager who makes quick decisions.

New products and new ideas to work on.

An innovative and futuristic-oriented environment.

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PerceptionsSee Yourself as Others See You

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

Self-PerceptionDusty usually sees himself as being:

Pioneering Assertive

Competitive Confident

Positive Winner

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

Demanding Nervy

Egotistical Aggressive

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

Abrasive Controlling

Arbitrary Opinionated

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

Demanding

Egocentric

DrivingAmbitiousPioneering

Strong-WilledForceful

DeterminedAggressiveCompetitive

DecisiveVenturesome

InquisitiveResponsible

Conservative

CalculatingCooperative

HesitantLow-Keyed

UnsureUndemanding

Cautious

MildAgreeable

ModestPeaceful

Unobtrusive

Dominance

Effusive

Inspiring

MagneticPolitical

EnthusiasticDemonstrative

PersuasiveWarm

ConvincingPolishedPoised

Optimistic

TrustingSociable

Reflective

FactualCalculatingSkeptical

LogicalUndemonstrative

SuspiciousMatter-of-Fact

Incisive

PessimisticMoody

Critical

Influencing

Phlegmatic

RelaxedResistant to ChangeNondemonstrative

Passive

Patient

Possessive

PredictableConsistentDeliberate

SteadyStable

Mobile

ActiveRestless

AlertVariety-OrientedDemonstrative

ImpatientPressure-Oriented

EagerFlexibleImpulsiveImpetuous

Hypertense

Steadiness

Evasive

WorrisomeCareful

DependentCautious

ConventionalExacting

Neat

SystematicDiplomaticAccurateTactful

Open-MindedBalanced Judgment

Firm

IndependentSelf-WilledStubborn

Obstinate

OpinionatedUnsystematic

Self-RighteousUninhibited

ArbitraryUnbending

Careless with Details

Compliance

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Natural and Adapted StyleDusty's natural style of dealing with problems, people, pace of events and proceduresmay not always fit what the environment needs. This section will provide valuableinformation related to stress and the pressure to adapt to the environment.

Problems - Challenges

Natural Adapted

Dusty tends to deal with problemsand challenges in a demanding,driving and self-willed manner. He isindividualistic in his approach andactively seeks goals. Dusty willattack problems and likes a positionwith authority and work that willconstantly challenge him to performup to his ability.

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

People - Contacts

Natural Adapted

Dusty is sociable and optimistic. Heis able to use an emotional appeal toconvince others of a certaindirection. He likes to be on a teamand may be the spokesman for theteam. He will trust others and likes apositive environment in which torelate.

Dusty sees a need to be factual andlogical while attempting to influenceothers. He feels a direct andstraightforward approach is reallywhat others want before they can beinfluenced.

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Natural and Adapted Style Continued

Pace - Consistency

Natural Adapted

Dusty is comfortable in anenvironment that is constantlychanging. He seeks a wide scope oftasks and duties. Even when theenvironment is frantic, he can stillmaintain a sense of equilibrium. Heis capable of taking inconsistency toa new height and to initiate changeat the drop of the hat.

Dusty sees his natural activity style tobe just what the environment needs.What you see is what you get foractivity level and consistency.Sometimes he would like the world toslow down.

Procedures - Constraints

Natural Adapted

Dusty is independent by nature andsomewhat self-willed. He is open tonew suggestions and can, at times,be seen as somewhat freewheeling.He is most comfortable in anenvironment where the constraintscan be "loosened" for certainsituations.

Dusty sees the need to beopen-minded about rules. However,he is aware and sensitive to theimplications of not following rules andprocedures.

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

Using a flexibility of style, especially with those of different work styles.

Anticipating and solving problems.

Meeting deadlines.

Persistence in job completion.

Working without close supervision.

Handling a variety of activities.

Having the ability to see the "big picture" as well as the small pieces of thepuzzle.

Being sensitive to, but not necessarily controlled by, rules andprocedures.

Moving quickly from one activity to another.

Dealing with a wide variety of work activities.

Quickly responding to crisis and change, with a strong desire forimmediate results.

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

Dusty wants:

Support staff to do detail work.

New challenges and problems to solve.

More time in the day.

Evaluation based on bottom line.

Sincere appreciation for achievements--may interpret as manipulation ifoverdone.

Authority to install systems to achieve results.

Evaluation on not only the results achieved, but the quality of the workand the price he paid for performance.

Control of his own destiny.

Awards and rewards.

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

Assistance when confronted with excessive and boring routine work.

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

Dusty needs:

To understand his role on the team--either a team player or the leader.

To be confronted when in disagreement, or when he breaks the rules.

To display empathy for people who approach life differently than he does.

To know results expected and to be evaluated on the results.

Vacations or periods of reduced activity level.

To adjust his intensity to match the situation.

Systems to follow.

A program for pacing work and relaxing.

Consistency.

Deadlines for completion of work.

Appreciation of slower-moving people.

An awareness of the parameters or rules in writing.

A work environment with many activities.

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Time WastersThis section of your report is designed to identify time wasters that may impact youroverall time use effectiveness. Possible causes and solutions will serve as a basis forcreating an effective plan for maximizing your use of TIME and increasing yourPERFORMANCE.

Snap DecisionsSnap decisions in this context are those decisions that are made too quicklywithout having all the necessary information.

Possible Causes:

Impatience overrides need to wait for more information

Try to do too much

Failure to plan in advance

Lack specific goals

Possible Solutions:

Ask for recommendations

Establish process for decisions prior to situation occurring

Establish standard operating procedures and alternative procedures forpossible problems

Poor DelegationPoor delegation usually means the inability to discriminate between tasksneeding your time and attention, and those others are capable ofaccomplishing.

Possible Causes:

Do not want to give up control

Do not trust the abilities of others

Do not understand the abilities of others

Fear the talents of others

Do not want to overload others

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Time Wasters Continued

Possible Solutions:

Train and mentor others

Develop a support team

Give people the opportunity to help

Recognize the time spent training others on routine tasks will result ingained cumulative time for higher priority tasks

Crisis ManagementCrisis Management is defined as a management style that is consistentlydriven by uncontrolled external issues as the preferred method of managing.This style allows crises to precipitate rather than anticipating them and beingpro-active.

Possible Causes:

Lack planning

Place unrealistic time requirements on people and tasks

Always looking for problems to solve

Possible Solutions:

Have a well defined operational plan

Target key individuals to handle specific problems

Ask for recommendations from key people

Delegate authority and responsibility when possible

FirefightingFirefighting is often defined as being pulled away from priority tasks to answerquestions, offer solutions, delegate or solve problem-related minor issues.These issues usually "flare up" quickly and are "put out" quickly.

Possible Causes:

Desire to solve problems quickly and sometimes without adequateinformation

Lack of delegation

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Time Wasters Continued

Lack of standard operating procedures

Poor/wrong priorities

Failure to fit intensity to the situation

Possible Solutions:

Establish a plan

Create operational procedures for tasks and known problems

Establish a "management by objectives" approach

Lack of a Written PlanA plan in this context may be an overall business plan including mission,goals, objectives, task requirements and utilization of resources. It may alsosimply mean written priorities and a written daily plan of action.

Possible Causes:

Action oriented, want to get things done now

Priorities keep changing (self- or other-imposed)

Have been successful without a plan in the past

Want to "go with the flow" and not be stifled by a written daily agenda

Possible Solutions:

Write down personal and job-related values and prioritize them

Write out a long-term plan that will support those values

Recognize that by having priorities clearly in mind, constant change willbe replaced with change-by-design

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

Dusty has a tendency to:

Be explosive by nature and lack the patience to negotiate.

Have difficulty finding balance between family and work.

Be impulsive and seek change for change's sake. May change prioritiesdaily.

Make "off the cuff" remarks that are often seen as personal prods.

Dislike routine work or routine people--unless he sees the need to furtherhis goals.

Keep too many balls in the air, and if his support is weak he will have atendency to drop some of those balls.

Set standards for himself and others so high that impossibility of thesituation is common place.

Be disruptive because of his innate restlessness and disdain forsameness.

Be crisis-oriented.

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Action Plan

Professional Development

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

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

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

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

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Action Plan

Personal Development

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

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

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

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

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Behavioral HierarchyThe Behavioral Hierarchy graph will display a ranking of your natural behavioral stylewithin a total of twelve (12) areas commonly encountered in the workplace. It will helpyou understand in which of these areas you will naturally be most effective.

1. Competitiveness - Tenacity, boldness, assertiveness and a "will towin" in all situations.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

10.0

4.7*

2. Urgency - Decisiveness, quick response and fast action.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.0

4.3*

3. Frequent Change - Moving easily from task to task or being askedto leave several tasks unfinished and easily move on to the new taskwith little or no notice.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.2

5.2*

4. Versatility - Bringing together a multitude of talents and awillingness to adapt the talents to changing assignments as required.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.0

5.3*

5. Frequent Interaction with Others - Dealing with multipleinterruptions on a continual basis, always maintaining a friendlyinterface with others.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.0

6.2*

6. People Oriented - Spending a high percentage of time successfullyworking with a wide range of people from diverse backgrounds toachieve "win-win" outcomes.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.0

6.8*

7. Customer Relations - A desire to convey your sincere interest inthem.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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* 68% of the population falls within the shaded area.

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Behavioral Hierarchy

8. Analysis of Data - Information is maintained accurately for repeatedexamination as required.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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9. Consistency - The ability to do the job the same way.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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10. Follow Up and Follow Through - A need to be thorough.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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11. Following Policy - Complying with the policy or if no policy,complying with the way it has been done.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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12. Organized Workplace - Systems and procedures followed forsuccess.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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* 68% of the population falls within the shaded area.SIA: 92-38-14-58 (10) SIN: 88-63-14-37 (11)

Adapted Style

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Style Insights®

Graphs5-27-2014

Adapted Style

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25Dusty Ray



The Success Insights®

Wheel

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

View your natural behavioral style (circle).

View your adapted behavioral style (star).

Note the degree you are adapting your behavior.

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

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

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

26Dusty Ray



The Success Insights®

Wheel5-27-2014

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Natural: (11) PERSUADING CONDUCTOR

Adapted: (10) IMPLEMENTING CONDUCTOR

Norm 2014 R4

T: 12:14

27Dusty Ray



Introduction Motivators Section

Knowledge of an individual's motivators and attitudes help to tell us WHY they do things.A review of an individual's experiences, references, education and training help to tell usWHAT they can do. Behavioral assessments help to tell us HOW a person behaves andperforms in the work environment. This report measures the relative prominence of sixbasic interests or motivators (a way of valuing life): Theoretical, Utilitarian, Aesthetic,Social, Individualistic and Traditional.

Motivators help to initiate one's behavior and are sometimes called the hidden motivatorsbecause they are not always readily observed. It is the purpose of this report to help illuminateand amplify some of those motivating factors and to build on the strengths that each personbrings to the work environment.

Based on your choices, this report ranks your relative passion for each of the six motivators. Yourtop two and sometimes three motivators cause you to move into action. You will feel positivewhen talking, listening or doing activities that satisfy your top motivators.

The feedback you will receive in this section will reflect one of three intensity levels for each of thesix motivators.

Strong - positive feelings that you need to satisfy either on or off the job.

Situational - where your feelings will range from positive to indifferent based on other prioritiesin your life at the time. These motivators tend to become more important as your topmotivators are satisfied.

Indifferent - your feelings will be indifferent when related to your 5th or 6th motivator.

Your Personal Motivators Ranking1st Utilitarian Strong

2nd Individualistic Strong

3rd Theoretical Situational

4th Social Situational

5th Traditional Indifferent

6th Aesthetic Indifferent

28Dusty Ray

Copyright © 1989-2013. Use by Target Training International, Ltd. permitted under license agreement. All rights reserved.


Introduction Motivators Section

How to get the most from this report

1. Add, delete, and write comments in this document and consider it a work-in-progresshandbook or personal tool. Consult, review, revise, and update this documentperiodically.

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

3. As appropriate, share the information on the Team Building Summary with peers andmanagers at whatever level of disclosure feels comfortable. As communication is atwo-way process, peers and managers are encouraged to share similar informationfrom their own Team Building Summary sheets.

4. Use the information in the report to serve as a "self-management handbook" or"empowerment manual" to help clarify workplace values issues, and to assist inmaintaining optimal performance.

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

This report includes

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

A Norms and Comparisons section that reveals where your values are compared tothe national mean.

A Values Graph

A Values Wheel

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

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

29Dusty Ray



Utilitarian/EconomicThe Utilitarian/Economic score shows a characteristic interest in money and what isuseful. This means that an individual wants to have the security that money brings notonly for themselves, but for their present and future family. This value includes thepractical affairs of the business world - the production, marketing and consumption ofgoods, the use of credit, and the accumulation of tangible wealth. This type ofindividual is thoroughly practical and conforms well to the stereotype of the averagebusinessperson. A person with a high score is likely to have a high need to surpassothers in wealth.

General Characteristics

Interested in what is practical and useful in achieving his vision ofsuccess.Knowledge for the sake of knowledge may be viewed as a waste of time,talent, energy and creativity.Motivated by high pay, and attaches importance to high earnings.May want to surpass others in wealth or materials.Sales, technical, or management training programs must demonstrate abottom-line financial gain as a result of their participation.Dusty tends to be hard working, competitive, and motivated mostly byfinancial rewards and challenging compensation plans.Will attempt to structure his economic dealings.A high sense of satisfaction is gained by earning and sharing his wealth.

Value to the Organization

Will protect organizational or team finances, as well as his own.Is profit driven and bottom-line oriented.Is highly responsive to competition, challenges, and economic incentives.High motivation to achieve and win in a variety of areas.Pays attention to R.O.I. (return on investment) in business or teamactivity.Highly productive.

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44 67 20 41 46 34THE. UTI. AES. SOC. IND. TRA.

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Utilitarian/Economic

Keys to Managing and Motivating

Link training and meeting events to potential gains in business share orfuture income.Be aware that for those who score in this very high range there is apotential for low company loyalty. Be certain to reward performance, andencourage participation as an important member of the team.Provide substantial room for financial rewards for excellent performance.Provide coaching to help Dusty appreciate that not everybody ishighly-motivated by wealth, return-on-investment and gain like he is.Be certain Dusty is balancing his professional and personal life.

Training, Professional Development and LearningInsights

If possible, build in some group competition as a part of the trainingactivities.Link learning outcomes to the ability to become more effective inincreasing earnings for both himself and the organization.Scores like those who want information that will help them increasebottom-line results and effectiveness.

Continuous Quality Improvements

Needs to hide the dollar signs in his eyes in order to establish the mostappropriate rapport with others.Needs to have an increased sensitivity to the needs of others, and lessdemonstration of potential selfishness.Needs to work on balancing other Values scales and appreciating thestrengths that others bring, even those who may not share this verystrong Utilitarian/Economic drive.

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Individualistic/PoliticalThe primary interest for this value is POWER. Research studies indicate that leadersin most fields have a high power value. Since competition and struggle play a largepart in all areas of life, many philosophers have seen power as the most universal andmost fundamental of motives. There are, however, certain personalities in whom thedesire for direct expression of this motive is uppermost; who wish, above all, forpersonal power, influence and renown.


Dusty has a strong desire to be his own person.This high individualism may be demonstrated in a variety of observableways; In creative problem solving, in a risk-taking attitude, etc.He surprises others with spontaneous ideas or responses.He likes to invent new things, design new products, and develop newideas and procedures.He experiences a feeling of accomplishment in being recognized forcompleting a tough assignment in a creative way.Enjoys working in his own way and own methods.Thrives in a team environment.Likes freedom in his own work area.Likes to have his own niche; the place where he can excel.


Ability to take a stand and not be afraid to be different in either ideas orapproaches to problem solving.Brings creative ideas.Not afraid to take calculated risks.Desires to be an individual and celebrate differences.Brings a variety of different and energetic ideas to the workplace.Realizes that we are all individuals and have ideas to offer.

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32Dusty Ray



Individualistic/Political


Allow freedom to make his own decisions about how an assignmentshould be completed.Let him work with an idea, develop it, and run with it for awhile beforemaking a judgment call.Create an environment that provides security while it encourages takingappropriate risks.Remember to build in a continuous opportunity to learn and progress.Be patient in allowing for expression of his uniqueness and sense ofhumor.


Learning and professional development activities should be flexible,having a wide variety of options.Attempt to provide enough creative space for him to express hisuniqueness.Allow for some experimental or non-routine types of options.


Unique approaches do not always result in complete success, and maycause conflict with others if sensitivity is not used.Some values clashes may be reduced if awareness of the needs of othersand awareness of the job parameters and protocol are used to govern hishigh Individualistic behavior.Needs to listen more and speak less.

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33Dusty Ray



TheoreticalThe primary drivers with this value are the discovery of KNOWLEDGE and appetite forLEARNING. In pursuit of this value, an individual takes a "cognitive" attitude. Such anindividual is nonjudgmental regarding the beauty or utility of objects and seeks only toobserve and to reason. Since the interests of the theoretical person are empirical,critical and rational, the person appears to be an intellectual. The chief aim in life is toorder and systematize knowledge: knowledge for the sake of knowledge.


His Theoretical need is not the most important or primary driving valuesfactor.Dusty may provide a balance between the very high theoreticalapproaches, and the very low approaches, and be able to communicatewith each side.Is able to understand the needs of big picture issues, and appreciate theneeds of trivial or minute issues without being an extremist.Brings a sense of balance and stability to a variety of technical issuesimpacting the team.Dusty typically won't get bogged down in minutia, nor will he ignore thedetails when decision-making.


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


Remember that he has the ability to be a balancing and stabilizing agenton high knowledge-driven tasks/assignments/projects.Dusty brings a knowledge-drive typical of many business professionals.Include the perspective he brings in order to gain a middle-groundunderstanding.Check for other values drives that may be higher or lower than this one inorder to gain a more complete picture of specific keys to managing andmotivating.

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34Dusty Ray



Theoretical

Training, Professional Development & Learning Insights

Is rather flexible and accepting of most training programs offered in theorganization.Understands the needs of the high Theoreticals who want moreinformation, and the lower Theoreticals who want only the necessaryinformation.Please check other areas of higher or lower values drive for additionalinsight into professional development needs.


May need to be a bit more demonstrative on some complex theoreticalissues.May be asked to take a firmer stand or position on team initiatives.May need to examine other values drives to determine the importance ofthis Theoretical drive factor.

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35Dusty Ray



Social/AltruisticThose who score very high in this value have an inherent love of people. TheSocial/Altruistic person prizes other people and is, therefore, kind, sympathetic andunselfish. They are likely to find the Theoretical, Utilitarian and Aesthetic values coldand inhuman. Compared to the Individualistic value, the Social/Altruistic personregards helping others as the only suitable form for human relationships. Researchinto this value indicates that in its purest form, the Social/Altruistic interest is selfless.


Shows an appropriate and realistic approach to helping others, withoutbeing an extremist.Has the ability to balance decisions about whether or not to share withand help others.Able to balance own needs against the needs of others, and work in waysthat both achieve and succeed.Can support and understand the positions of individuals with either ahigher or lower Social/Altruistic score.Can bring a sense of stability to issues around this Social/Altruisticdimension.


Brings flexibility to the team regarding this Social/Altruistic area. He isable to say "yes," but also knows where to draw the line and say "no,"when appropriate.Projects a stabilizing and realistic influence on the team.Able to appreciate the needs of individuals with either a higher or lowerSocial/Altruistic score.Demonstrates the ability to help and go the extra mile without a negativeimpact on his own responsibility and work load.Is not an extremist, and therefore is able to bring balance to the teamwhen Social/Altruistic issues emerge.

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36Dusty Ray



Social/Altruistic


Remember that Dusty shows a practicality and realism regarding helpingothers.Recognize that this middle ground between the extremes of selfishnessand selflessness may be an appropriate stabilizing force.Dusty brings a balance between the extremes of giving and taking withregard to team efforts and organizational competition.Support the strength that he brings in being a balance between those whomay give too much away, versus those who may not give enough.


Explore the professional development insights from some of the otherValues scales to determine more specific preferences.He shows flexibility in preferences of training activities to include bothteam-oriented as well as independent work.Tends to be supportive of the training efforts as well as supportive of thetrainer(s).


It is important to review other Values drives for a more complete look atareas for quality improvement.On some service-related issues within this organization, he may need totake a more visible position with the team.May occasionally feel conflict as to whether or not to participate in certainservice or "giving" activities.

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37Dusty Ray



Traditional/RegulatoryThe highest interest for this value may be called "unity," "order," or "tradition."Individuals with high scores in this value seek a system for living. This system can befound in such things as conservatism or any authority that has defined rules,regulations and principles for living.


Able to see the big picture and communicate it clearly to others.May behave independently from the standard operating procedure.May believe in supremacy of the individual over the group.May challenge existing structures, rules and standards by asking, "Why?"Is motivated by the personal right to express himself.Likes to work hard, especially if he can see results of the work projects.Sometimes bends the rules while creatively solving a problem.May occasionally break the rules with the rationale: the end justifies themeans.A desire to obtain quick results with many projects, and an attempt todispense with many items (such as rules and regulations) which mightbog down the progress.


Is able to make quick decisions without getting emotionally involved.Generates new ideas.Is a creative problem-solver.Desires to learn new methods and strategies.Looks for creative solutions to problems.


Provide opportunities for professional development and growth.Desires honest and sincere feedback from others.May need to sell his ideas, not just tell them.Is interested in evaluating and improving inefficient procedures.Wants to be informed about events and changes within the organization.

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38Dusty Ray



Traditional/Regulatory


May prefer more dynamic, spontaneous, or creative learning activities.Tends to be more flexible and adaptable to a variety of learning activities.May want to create his own learning path or activities in a creativemanner.


Don't ignore the important details.Needs to increase patience when interacting with more rules-orientedindividuals.Maintain awareness of facial expression and comments when indisagreement with those showing a different point of view.

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39Dusty Ray



AestheticA higher Aesthetic score indicates a relative interest in "form and harmony." Eachexperience is judged from the standpoint of grace, symmetry or fitness. Life may beregarded as a procession of events, and each is enjoyed for its own sake. A highscore here does not necessarily mean that the incumbent has talents in creativeartistry. It indicates a primary interest in the artistic episodes of life.


Other values take a higher motivational priority than this Aesthetic scale.Shows a bottom-line practicality regarding Aesthetic environment andorganizational resources: there must be a set of mutual wins.Check the full results and graph of the inventory to determine thosevalues that were ranked in a higher field than this Aesthetic area.Not necessarily worried about form and beauty in his work environment.What Dusty defines as his passion in life will be found in higher valuesscales in this report.Is motivated and driven in areas other than the Aesthetic.Surroundings lacking aesthetics will not stifle his creativity.Dusty prefers to take a practical approach to workplace events.


Unpleasant surroundings will not adversely affect his productivity andcreativity.Sees a wider spectrum of the picture, not just from the artistic viewpoint.Not easily swayed in terms of emotional issues.Good business-sense and a good eye for that which is practical.


Be careful not to overload with assignments that require significantindividual creativity and self-expression.Remember that practical talent is just as important as highly creativetalent when supporting team efforts.Provide sincere recognition for contributions.Check areas for higher Values drives to determine a blend of othermanagement or motivational insights.Structure job enrichment strategies into the reward system, especiallythose that will appeal to higher Values scores.

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40Dusty Ray



Aesthetic


Make training and development activities as practical as possible.Brings a bottom-line orientation to training venues and is flexible about theenvironment of the training session.Link learning and professional development to other items of greaterself-interest.


There may be an avoidance of creative or self-expressive details.Needs to be more open and receptive to the creative ideas of others.Needs to be aware of others who may have a stronger Aesthetic drive,and respect the differences.

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Motivators - Norms & Comparisons

For years you have heard statements like, "Different strokes for different folks," "to each his own,"and "people do things for their own reasons, not yours." When you are surrounded by peoplewho share similar values, you will fit in with the group and be energized. However, whensurrounded by people whose values are significantly different from yours, you may be perceivedas out of the mainstream. If the differences are understood, each brings strengths to theequation. If not understood, these differences can induce stress or conflict. When confrontedwith this type of situation you can:

Change the situation.

Change your perception of the situation.

Leave the situation.

Cope with the situation.

This section reveals areas where your values may be outside the mainstream and could lead toconflict. The further away you are from the mainstream on the high side, the more people willnotice your passion about that value. The further away from the mainstream on the low side, themore people will view you as indifferent and possibly negative about that value. The shaded areafor each value represents 68 percent of the population or scores that fall within one standarddeviation above or below the national mean.

Norms & Comparisons Table - Norm 2014Theoretical

Utilitarian

Aesthetic

Social

Individualistic

Traditional

Mainstream

Passionate

Indifferent

Mainstream

Mainstream

Mainstream

- 68 percent of the population - national mean - your score

Mainstream - one standard deviation of the national meanPassionate - two standard deviations above the national meanIndifferent - two standard deviations below the national meanExtreme - three standard deviations from the national mean

42Dusty Ray


Motivators - Norms & Comparisons

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

You strive for efficiency and practicality in all areas of your life, seeking to gain a return onyour investment of time, talent and resources. Others may feel you always have a stringattached and are always trying to gain a personal advantage. They may feel you shouldgive just for the sake of giving.

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

People who emphasize the need for beauty, form and harmony in all aspects of their life mayfrustrate you. You have other priorities.

43Dusty Ray


Personal Interests, Attitudes and ValuesYour motivation to succeed in anything you do is determined by your underlyingvalues. You will feel energized and successful at work when your job supports yourpersonal values. They are listed below from the highest to the lowest.

1. Utilitarian/Economic - Rewards those who value practicalaccomplishments, results and rewards for their investments of time,resources and energy.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.2

6.0*2. Individualistic/Political - Rewards those who value personalrecognition, freedom, and control over their own destiny and others.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.7

4.7*3. Theoretical - Rewards those who value knowledge for knowledge'ssake, continuing education and intellectual growth.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.3

5.8*4. Social - Rewards those who value opportunities to be of service toothers and contribute to the progress and well being of society.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.8

5.7*5. Traditional/Regulatory - Rewards those who value traditionsinherent in social structure, rules, regulations and principles.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

3.7

4.5*6. Aesthetic - Rewards those who value balance in their lives, creativeself-expression, beauty and nature.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

1.3

3.3** 68% of the population falls within the shaded area.

MI: 44-67-20-41-46-34 (THE.-UTI.-AES.-SOC.-IND.-TRA.)

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44Dusty Ray



Motivation Insights®

Graph5-27-2014

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44 67 20 41 46 34Score

national mean

Norm 2014

THE. UTI. AES. SOC. IND. TRA.

Rank 3rd 1st 6th 4th 2nd 5th

T: 5:52

45Dusty Ray



Motivators Wheel™5-27-2014

THEORETICAL443rd

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462ndAESTHETIC

206th

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TRADITIONAL

345th

T: 5:52

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Values Action PlanThis Action Plan is your tool to contribute to the process of self-development and continuous improvement.As you have reviewed information in this document, please respond to the items below as they relate toyour specific professional environment.

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

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

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

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

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Quality Improvement Action PlanIn the area below, respond briefly as indicated. Base your answers on some of the informationand results presented in this document.

Action Point 1: Things I will keep on doing.

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

1.

2.

3.

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

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

1.

2.

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

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

1.

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

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Team Building Summary of WorkplaceValuesPick the most important item in each category from your report in the topic areas indicated.Leave a line blank if no primary item emerges to you. This summary sheet is to be used as aprimary point of dialogue between you, your peers, and your manager, provided that all havecopies of their own information. This communication should be a two-way process.

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

General Characteristics1. Theoretical _________________________________________________________________________________________________________________________________________

2. Utilitarian/Economic __________________________________________________________________________________________________________________________________

3. Aesthetic __________________________________________________________________________________________________________________________________________

4. Social/Altruistic______________________________________________________________________________________________________________________________________

5. Individualistic/Political ________________________________________________________________________________________________________________________________

6. Traditional/Regulatory ________________________________________________________________________________________________________________________________

Value to the Organization1. Theoretical _________________________________________________________________________________________________________________________________________


3. Aesthetic __________________________________________________________________________________________________________________________________________




49Dusty Ray



Team Building Summary of WorkplaceValuesKeys to Managing and Motivating:

1. Theoretical _________________________________________________________________________________________________________________________________________


3. Aesthetic __________________________________________________________________________________________________________________________________________




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


3. Aesthetic __________________________________________________________________________________________________________________________________________




50Dusty Ray



Team Building Summary of WorkplaceValuesContinuous Quality Improvement:

1. Theoretical _________________________________________________________________________________________________________________________________________


3. Aesthetic __________________________________________________________________________________________________________________________________________




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

2. __________________________________________________________________________________________________________________________________________________

51Dusty Ray



Documents

DISC Assessment