Erika Szalai's PD Test

SUCCESS INSIGHTS ®
Behaviors and Motivators - General Version

Erika Szalai
üzletfejlesztési vezető
cégvezetés
3-2-2011

SI® The World Leader of Online Behavior and Attitude Assessments
Success Insights Central & Eastern Europe
www.successinsights-cee.eu
(+36) 1 336 1057
info@successinsights-cee.eu

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

Erika Szalai

INTRODUCTION
Where Opportunity Meets Talent ®

The TTI Success Insights® Behaviors and Motivators Report was designed to
increase the understanding 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 will lead 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:

SECTION 1: BEHAVIORS

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

SECTION 2: MOTIVATORS

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

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Erika Szalai

INTRODUCTION
Behaviors Section

Behavioral research suggests that the most effective people are those who understand

themselves, both their strengths and weaknesses, so they can develop strategies to meet

the demands of their environment.

This report analyzes behavioral style; that is, a person's manner of doing things. Is the

report 100% true? Yes, no and maybe. We are only measuring behavior. We only report

statements which are true and areas of behavior in which tendencies are shown. Feel

free to delete any statement from the report that may not apply, but only after checking

with friends or colleagues to see if they agree.

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Erika Szalai

GENERAL CHARACTERISTICS

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

Erika establishes many standards for herself and others. Her NOTES

high ego strength demands that her standards will be met. Many
people see her as a self-starter dedicated to achieving results. Her
sensitivity to errors and mistakes sometimes tempers her
aggressiveness. She may be accused of being "work compulsive"
because of these tendencies. She is a self-starter who likes new
projects and is most comfortable when involved with a wide scope
of activities. Erika is goal-oriented and driven by results. She is the
team member who will try to keep the others on task. She has high
ego strengths and may be viewed by some as egotistical. She can
be incisive, analytical and argumentative at times. She may not
trust others to do her projects, especially if they have displayed an
inability to perform to her standards. At times, she may be reluctant
to delegate certain tasks. Erika prefers an environment with variety
and change. She is at her best when many projects are underway
at once. Her drive for tangible accomplishments is
counterbalanced by an equal drive for correctness.

Erika is a good problem solver and troubleshooter, always
seeking new ways to solve old problems. She refrains from getting
emotionally involved in decision making. This allows her to make
objective decisions. She has the ability to make high-risk decisions,
but sometimes should seek counsel before acting. She finds it
easy to share her opinions on solving work-related problems. Erika
sometimes gets so involved in a project that she tends to take Adapted Style Natural Style

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GENERAL CHARACTERISTICS

She has the unique ability of tackling tough problems and following NOTES

them through to a satisfactory conclusion.

Erika challenges people who volunteer their opinions. Her
creative and active mind may hinder her ability to communicate to
others effectively. She may present the information in a form that
cannot be easily understood by some people. She likes people
who give her options as compared to their opinions. The options
may help her make decisions, and she values her own opinion over
that of others! She may display a lack of empathy for others who
cannot achieve her standards. Erika is skilled at asking informed
questions and extracting information, but for some people she may
need to phrase her questions more tactfully. She could improve her
communication with others by being more flexible and showing a
sincere interest in what they are saying. She likes people who
present their case effectively. When they do, she can then make a
quicker assessment or decision. When communicating with others,
Erika must carefully avoid being excessively critical or pushy. She
tries to get on with the subject, while others may be trying to work
through the details.

Adapted Style Natural Style

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Erika Szalai

VALUE TO THE ORGANIZATION

This section of the report identifies the specific talents and behavior Erika brings to the job. By looking at
these statements, one can identify her role in the organization. The organization can then develop a system
to capitalize on her particular value and make her an integral part of the team.

Creative in her approach to solving problems. NOTES

Always concerned about quality work.

Objective--"The anchor of reality."

Self-starter.

Challenge-oriented.

Comprehensive in problem solving.

Forward-looking and future-oriented.

Innovative.


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Erika Szalai

CHECKLIST FOR COMMUNICATING

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

Do: NOTES

Make an organized contribution to her efforts, present specifics
and do what you say you can do.

Approach her in a straightforward, direct way; stick to business.

Support and maintain an environment where she can be
efficient.

Come prepared with all requirements, objectives and support
material in a well-organized "package."

Prepare your "case" in advance.

Motivate and persuade by referring to objectives and results.

Be clear, specific, brief and to the point.

Make an organized presentation of your position, if you
disagree.

Give her time to verify reliability of your actions; be accurate,
realistic.

Take issue with facts, not the person, if you disagree.

Give her time to be thorough, when appropriate.


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Erika Szalai

INEFFECTIVE COMMUNICATION

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

Don't: NOTES

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

Ramble on, or waste her time.

Threaten, cajole, wheedle, coax or whimper.

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

Be redundant.

Leave things to chance or luck.

Be vague about what's expected of either of you; don't fail to
follow through.

Say "trust me"--you must prove it.

Be giddy, casual, informal or loud.

Direct or order.

Dillydally, or waste time.

Provide special, personal incentives.

Let disagreement reflect on her personally.


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Erika Szalai

COMMUNICATION TIPS

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

When communicating with a person who is When communicating with a person who is
dependent, neat, conservative, perfectionist, careful ambitious, forceful, decisive, strong-willed,
and compliant: independent and goal-oriented:

Prepare your "case" in advance. Be clear, specific, brief and to the point.
Stick to business. Stick to business.
Be accurate and realistic. Be prepared with support material in a
well-organized "package."
Factors that will create tension or dissatisfaction:
Factors that will create tension or
Being giddy, casual, informal, loud. dissatisfaction:
Pushing too hard or being unrealistic with
deadlines. Talking about things that are not relevant to
Being disorganized or messy. the issue.
Leaving loopholes or cloudy issues.
Appearing disorganized.

When communicating with a person who is patient, When communicating with a person who is
predictable, reliable, steady, relaxed and modest: magnetic, enthusiastic, friendly, demonstrative
and political:
Begin with a personal comment--break the ice.
Present your case softly, nonthreateningly. Provide a warm and friendly environment.
Ask "how?" questions to draw their opinions. Don't deal with a lot of details (put them in
writing).
Factors that will create tension or dissatisfaction: Ask "feeling" questions to draw their opinions
or comments.
Rushing headlong into business.
Being domineering or demanding. Factors that will create tension or
Forcing them to respond quickly to your dissatisfaction:
objectives.
Being curt, cold or tight-lipped.
Controlling the conversation.
Driving on facts and figures, alternatives,
abstractions.

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Erika Szalai

IDEAL ENVIRONMENT

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

Nonroutine work with challenge and opportunity. NOTES

Close relationship with a small group of associates.

Forum to express ideas and viewpoints.

An innovative and futuristic-oriented environment.

An environment dictated by logic rather than emotion.

An environment where she can use her intuitive thinking skills.

Evaluation based on results, not the process.


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Erika Szalai

PERCEPTIONS

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

"See Yourself As Others See You" NOTES

SELF-PERCEPTION

Erika usually sees herself as being:

Pioneering Assertive
Competitive Confident
Positive Winner

OTHERS' PERCEPTION

Under moderate pressure, tension, stress or fatigue, others may
see her as being:

Demanding Nervy
Egotistical Aggressive

And, under extreme pressure, stress or fatigue, others may see
her as being:

Abrasive Controlling
Arbitrary Opinionated


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Erika Szalai

DESCRIPTORS

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

Dominance Influencing Steadiness Compliance
Demanding Effusive Phlegmatic Evasive

Egocentric Inspiring Relaxed Worrisome
Resistant to Change Careful
Driving Magnetic Nondemonstrative Dependent
Ambitious Political Cautious
Pioneering Enthusiastic Passive Conventional
Strong-Willed Demonstrative Exacting
Forceful Persuasive Patient Neat
Determined Warm
Aggressive Convincing Possessive Systematic
Competitive Polished Diplomatic
Decisive Poised Predictable Accurate
Venturesome Optimistic Consistent Tactful
Deliberate
Inquisitive Trusting Steady Open-Minded
Responsible Sociable Stable Balanced Judgment

Conservative Reflective Mobile Firm

Calculating Factual Active Independent
Cooperative Calculating Restless Self-Willed
Hesitant Skeptical Alert Stubborn
Low-Keyed Variety-Oriented
Unsure Logical Demonstrative Obstinate
Undemanding Undemonstrative
Cautious Suspicious Impatient Opinionated
Matter-of-Fact Pressure-Oriented Unsystematic
Mild Incisive Eager Self-Righteous
Agreeable Flexible Uninhibited
Modest Pessimistic Impulsive Arbitrary
Peaceful Moody Impetuous Unbending

Unobtrusive Critical Hypertense Careless with Details

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Erika Szalai

NATURAL AND ADAPTED STYLE

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

NOTES
Natural PROBLEMS - CHALLENGES Adapted

Erika tends to deal with problems and Erika sees no need to change her
challenges in a demanding, driving approach to solving problems or
and self-willed manner. She is dealing with challenges in her present
individualistic in her approach and environment.
actively seeks goals. Erika will attack
problems and likes a position with
authority and work that will constantly
challenge her to perform up to her
ability.

Natural PEOPLE - CONTACTS Adapted

Erika feels that the convincing of Erika sees no need to change her
people can only be done within the approach to influencing others to her
framework of logical facts presented way of thinking. She sees her natural
by totally objective people or style to be what the environment is
machines. She rarely displays calling for.
emotion when attempting to influence
others.


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Erika Szalai

NATURAL AND ADAPTED STYLE

NOTES
Natural PACE - CONSISTENCY Adapted

Erika is comfortable in an environment Erika sees a need to be deliberate and
that is constantly changing. She steady. She will change if the new
seeks a wide scope of tasks and direction is meaningful and consistent
duties. Even when the environment is with the past, attempting to resist
frantic, she can still maintain a sense change for change's sake.
of equilibrium. She is capable of
taking inconsistency to a new height
and to initiate change at the drop of
the hat.

Natural PROCEDURES - CONSTRAINTS Adapted

Erika naturally is cautious and Erika shows little discomfort when
concerned for quality. She likes to be comparing her basic (natural) style to
on a team that takes responsibility for her response to the environment
the final product. She enjoys knowing (adapted) style. The difference is not
the rules and can become upset when significant and Erika sees little or no
others fail to comply with the rules. need to change her response to the
environment.


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Erika Szalai

ADAPTED STYLE

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

Quickly responding to crisis and change, with a strong desire NOTES
for immediate results.

Anticipating and solving problems.

Being precise in the collection of data.

Being attentive and dependable with detailed work activities.

Accomplishing tasks without many people contacts.

Being sensitive to, but not necessarily controlled by, rules and
procedures.

Projecting a limited display of emotion.

Working in a systematic, nondemonstrative manner.

Persistence in job completion.

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


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Erika Szalai

KEYS TO MOTIVATING

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

Erika wants: NOTES

Straight talk supported with facts.

Control of her own destiny.

To be seen as a leader.

An environment where she can ask specific questions--not just
"beat around the bush."

Objectivity.

Tangible evidence of effort.

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

Limited socializing.

Opportunity to verbalize her ideas and demonstrate her skills.

New challenges and problems to solve.

Information in logical order.

Facts and data for making decisions.


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Erika Szalai

KEYS TO MANAGING

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

Erika needs: NOTES

To smile, relax and display a warmer feeling towards other
members of the team.

Equipment that will allow her to perform up to her high
standards.

To understand her impact on other people.

Time to see and test if the plan will work.

Recognition for what she accomplished.

To be more cooperative with other team members.

To be confronted when you don't understand or disagree with
her.

To not be overly sensitive or critical of the little faults of
coworkers.

Performance appraisals on a regular basis.

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

To negotiate commitment face-to-face.


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Erika Szalai

TIME WASTERS

This section of your report is designed to identify time wasters that may impact your overall time use
effectiveness. Possible causes and solutions will serve as a basis for creating an effective plan for
maximizing your use of TIME and increasing your PERFORMANCE.

1. POOR DELEGATION NOTES

Poor delegation usually means the inability to discriminate
between tasks needing your time and attention, and those
others are capable of accomplishing.

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

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 in gained cumulative time for higher priority tasks

2. VACILLATION

Vacillation is the process of regarding an issue or a
requirement in one way at one time and a different or the
opposite at another time. It is the inability to make an
immediate decision and stick with it.

POSSIBLE CAUSES:
Lack confidence in information
Fear making the wrong decision
Lack a systematic decision making process
Hope that time will eliminate the problem or issue

POSSIBLE SOLUTIONS:
Acknowledge that the decision will be the best based on
experience and available information Adapted Style Natural Style
Establish a time frame for making decisions D I S C D I S C
Develop a method for analyzing a problem and choosing a 100 100

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Erika Szalai

TIME WASTERS

3. FIREFIGHTING NOTES

Firefighting is often defined as being pulled away from priority
tasks to answer questions, 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
adequate information
Lack of delegation
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

4. LACK OF A WRITTEN PLAN

A plan in this context may be an overall business plan
including mission, goals, objectives, task requirements and
utilization of resources. It may also simply 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 Adapted Style Natural Style

them D I S C D I S C

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Erika Szalai

TIME WASTERS

5. CRISIS MANAGEMENT NOTES

Crisis Management is defined as a management style that is
consistently driven by uncontrolled external issues as the
preferred method of managing. This style allows crises to
precipitate rather than anticipating them and being pro-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


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Erika Szalai

AREAS FOR IMPROVEMENT

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

Erika has a tendency to: NOTES

Take on too much, too soon, too fast.

Fail to complete what she starts because of adding more and
more projects.

Be explosive by nature and lack the patience to negotiate.

Set standards for herself and others so high that impossibility of
the situation is common place.

Keep too many balls in the air, and if her support is weak she
will have a tendency to drop some of those balls.

Be impulsive and seek change for change's sake. May change
priorities daily.

Have difficulty finding balance between family and work.

Push and pull rather than motivate in directing
people--motivates as if everyone has the same strengths that
she has.


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Erika Szalai

ACTION PLAN

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

Communicating (Listening) Time Management
Delegating Career Goals
Decision Making Personal Goals
Disciplining Motivating Others
Evaluating Performance Developing People
Education Family

Area: ___________________________________

1.
2.
3.

Area: ___________________________________

1.
2.
3.

Area: ___________________________________

1.
2.
3.

Date to Begin: ____________ Date to Review: ____________

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Erika Szalai

BEHAVIORAL FACTOR INDICATOR™
Management Version

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

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

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

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

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

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Erika Szalai

SPECIFIC FACTOR ANALYSIS

DECISIVENESS/RESULTS ORIENTED NOTES
0 1 2 3 4 5 6 7 8 9 10
Natural 6.50
Adapted 5.25

SENSE OF URGENCY
0 1 2 3 4 5 6 7 8 9 10
Natural 6.75
Adapted 5.50

VISION FOR THE FUTURE
0 1 2 3 4 5 6 7 8 9 10
Natural 6.50
Adapted 5.25

MOTIVATING OTHERS
0 1 2 3 4 5 6 7 8 9 10
Natural 6.50
Adapted 4.75

SELF-CONFIDENCE
0 1 2 3 4 5 6 7 8 9 10
Natural 6.50
Adapted 5.25

CUSTOMER/EMPLOYEE INTERFACE
0 1 2 3 4 5 6 7 8 9 10
Natural 6.25
Adapted 7.00


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Erika Szalai

SPECIFIC FACTOR ANALYSIS

LISTENING NOTES
0 1 2 3 4 5 6 7 8 9 10
Natural 6.50
Adapted 7.75

FOLLOW-UP AND FOLLOW-THROUGH
0 1 2 3 4 5 6 7 8 9 10
Natural 7.00
Adapted 8.25

CONSISTENCY
0 1 2 3 4 5 6 7 8 9 10
Natural 6.50
Adapted 7.50

PAPERWORK
0 1 2 3 4 5 6 7 8 9 10
Natural 6.50
Adapted 7.75

ATTENTION TO DETAIL
0 1 2 3 4 5 6 7 8 9 10
Natural 6.25
Adapted 7.75

FOLLOWING POLICY
0 1 2 3 4 5 6 7 8 9 10
Natural 6.50
Adapted 8.00


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Erika Szalai

STYLE INSIGHTS ® GRAPHS

Erika Szalai
cégvezetés
3-2-2011

MOST LEAST
Graph I Graph II

D I S C D I S C
100 100

90 90

80 80

70 70

60 60

50 50

40 40

30 30

20 20

10 10

0 0
% 82 24 61 81 % 86 16 15 77

Norm 2009

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Erika Szalai

THE SUCCESS INSIGHTS ® WHEEL

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

View your natural behavioral style (circle).

View your adapted behavioral style (star).

Note the degree you are adapting your behavior.

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

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

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

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Erika Szalai

THE SUCCESS INSIGHTS ® WHEEL

Erika Szalai
cégvezetés
3-2-2011

C 8
IMPLEMENTOR 1
D
ZE
R 24
9
q 10
CO
ND
Y

U
AL

CT
23 25
40
AN

OR
26 11
39
7 56 41 27

5
42
22 2
55
38 43 12
COORD ATOR

54 28

PERSUADER
60 57
44
IN

21 37 53
45 29 13
52
59 58
36 46
20 51 30
6 47
14
50
35 49 48 3
31
SU

19
R

34
32
TE

15
PP

33
O

R
O

TE M
18 O
R
17
16
PR

S 5
REL ATE R 4 I

Adapted: 5 (41) CONDUCTING IMPLEMENTOR (ACROSS)
Natural: q (9) CONDUCTING IMPLEMENTOR

Norm 2009
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Erika Szalai

INTRODUCTION
Motivators Section

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

Attitudes help to initiate one's behavior and are sometimes called the hidden motivators because
they are not always readily observed. It is the purpose of this report to help illuminate and
amplify some of those motivating factors and to build on the strengths that each person brings to
the work environment.

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

The feedback you will receive in this section will reflect one of three intensity levels for each of
the six attitudes.

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
priorities in your life at the time. These attitudes tend to become more important as your top
attitudes are satisfied.

INDIFFERENT - your feelings will be indifferent when related to your 5th or 6th attitude.

YOUR ATTITUDES RANKING
1st SOCIAL Strong
2nd UTILITARIAN Strong
3rd THEORETICAL Situational
4th AESTHETIC Situational
5th INDIVIDUALISTIC Indifferent
6th TRADITIONAL Indifferent

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Copyright © 1989-2010. Use by Target Training International, Ltd. permitted under license agreement. All rights reserved.

Erika Szalai

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-progress
handbook or personal tool. Consult, review, revise, and update this document periodically.

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 current experiences.

3. As appropriate, share the information on the Team Building Summary with peers and
managers at whatever level of disclosure feels comfortable. As communication is a two-way
process, peers and managers are encouraged to share similar information from 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 in maintaining
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: General Characteristics;
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 to the
national mean.

A Values Graph

A Values Wheel

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

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

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Erika Szalai

SOCIAL/ALTRUISTIC

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

NOTES
General Characteristics

Exhibits a very strong drive to help others grow professionally.
Possesses a very high sincerity factor and helping attitude that
may be demonstrated in the things she does.
Freely gives of her time, talent, and energy to others, even
without being asked.
Feels a win in coaching others to support the team, not just
from a paycheck.
Agrees that "it is better to give than to receive," even in an
organizational setting.
Seeks to contribute to the welfare of others.
Possesses a very high service ethic toward helping others.
Shows an Altruistic love for helping people.
Likes to connect people with others who have things in
common.

Value to the Organization

Demonstrates high personal and professional regard for others
on the team.
Shows a very high degree of interpersonal empathy when
dealing with team or individual concerns.
Provides a very calming influence during stressful situations.
Has a desire to go beyond required job description to help
make things easier for others.
Proactive in helping the team progress. Sees things that need
to be done, then does them.

70 70
65 65
60 60
55 55
50 50
45 45
40 40
35 35
30 30
25 25
20 20
15 15

THE. UTI. AES. SOC. IND. TRA.
42 46 37 61 36 30

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