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Ad Vanced Insights Rac Sample

  1. 1. ADVanced Insights Profile WHAT WHY HOW Johnny Dough January 22, 2010 This Innermetrix ADVanced Insights Profile combines the best of three world-class profiles. The Attribute Index measures how you think and make decisions. The Values Index measures your motivational style and drivers and the DISC Index measures your preferred Behavioral style. Together they create WHAT, WHY and HOW (i.e., What natural talents do you have, Why are you motivated to use them and How do you prefer to use them.) Innermetrix, Inc. http://www.innermetrix.cc/© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 1
  2. 2. Executive Summary Natural and Adaptive Styles Comparison Natural Style 99 99 Natural Style: The natural style is how100 you behave when you are being most 90 natural. It is your basic style and the one 80 you adopt when you are being authentic 70 63 and true to yourself. It is also the style 60 that you revert to when under stress or 50 pressure. Behaving in this style, 40 however, reduces your stress and 30 tension and is comforting. When 20 11 authentic to this style you will maximize 10 Johnny Dough your true potential more effectively. D I S C Adaptive StyleAdaptive Style: The adaptive style is 100 99how you behave when you feel you are 90being observed or how you behave 80when you are aware of your behavior. 70This style is less natural and less 60authentic for you or your true tendencies 50and preferences. When forced to adopt 40to this style for too long you may become 30stressed and less effective. 20 10 10 10 10 D I S C© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 2
  3. 3. Seven Dimensions of Value and Motivation Executive Summary of Johnnys Values Very Low Not into artistic expression, or achieving balance and harmony in life. All Aesthetic about the utilitarian, bottom-line results. Very High Very competitive and bottom-line oriented. Economic Very High Demonstrates high independence and projects self-confidence. Individualistic Very High Very strong leader, and able to take control of a variety of initiatives and Political maintain control. Average Concerned for others without giving everything away; a stabilizer. Altruistic Average Able to balance and understand the need to have structure and order, but not Regulatory paralyzed without it. Johnny Dough Low Less concerned with the big picture or knowledge for knowledge sake. Theoretical100 99 90 85 80 73 70 60 50 1 SD 40 norm 36 30 1 SD 30 20 20 18 10 Aesthetic Economic Individualistic Political Altruistic Regulatory Theoretical© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 3
  4. 4. Dimensional Balance0.96 / 0.79ExternalEmpathy0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.8 +Practical Thinking0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.3 -Systems Judgement0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.8 +InternalSelf Esteem Johnny Dough0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.3 -Role Awareness0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 5.2 +Self Direction0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 5.7 -© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 4
  5. 5. Johnny Dough DISC Index© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 5
  6. 6. Introduction to the DISC IndexAbout This ReportResearch conducted by Innermetrix shows that the most successful people share the commontrait of self-awareness. They recognize the situations that will make them successful, and thismakes it easy for them to find ways of achieving objectives that fit their behavioral style. Theyalso understand their limitations and where they are not effective and this helps them understandwhere not to go or how not to be as well. Those who understand their natural behavioralpreferences are far more likely to pursue the right opportunities, in the right way, at the righttime, and get the results they desire.This report measures four dimensions of your behavioral style. They are: • Decisive — your preference for problem solving and getting results • Interactive — your preference for interacting with others and showing emotion • Stability — your preference for pacing, persistence and steadiness • Cautiousness — your preference for procedures, standards and protocols Johnny DoughThis report includes: • The Elements of DISC — educational background behind the profile, the science and the four dimensions of behavior • The DISC Dimensions — a closer look at each of your four behavioral dimensions • Style Summary — A comparison of your natural and adaptive behavioral styles • Behavioral Strengths — A detailed strengths-based description of your overall behavioral style • Communication — Tips on how you like to communicate and be communicated with • Ideal Job Climate — Your ideal work environment • Effectiveness — Insights into how you can be more effective by understanding your behavior • Behavioral Motivations — Ways to ensure your environment is motivational • Continual Improvement — Areas where you can focus on improving • Training & Learning Style — Your preferred means of sharing and receiving styles • Relevance Section — making the information real and pertinent to you • Success connection — connecting your style to your own life© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 6
  7. 7. Four Components of Behavior The Elements of DISC-IndexThis DISC-Index report is unique in the marketplace for a number or reasons. You just completedthe first ever click & drag DISC instrument on the market. This was constructed in a precisemanner to allow for ease of responses, even in the midst of many difficult decisions. Thisintuitive interface allows you to focus on your answers, not the process.Also, unlike other DISC instruments, this instrument allows you to rank all four items instead.As a result, this instrument produces zero waste in responses. Some instruments ask you tochoose two items out of four, and leave two items blank. Those instruments have a 50% wasteof terms, and do not provide for an efficient response process. The DISC Index instrumenteliminates that response problem.Another unique aspect of this DISC-Index report is that we present the D-I-S-C aspects of yourbehavior both as separate entities and as a dynamic combination of traits. This report presents Johnny Doughthe first time that each of the D-I-S-C elements are separated and developed as pure entitiesof themselves. This can serve as an important learning tool as you explore the deeper aspectsof DISC. Your unique pattern of DISC traits is developed through the context of this report.Additionally, the following four pages will be devoted to exploring your DISC scores as separatecomponents within the unique combination of traits that you exhibit.A comment on contradictions: you may read some areas of this report that may contradict othertext. This is due to the fact that many of us show contradictory behaviors in the normal courseof our daily operations. Each of us are at times talkative and other times more reflective,depending on how we are adapting our behavior. The expression of these contradictions is ademonstration of the sensitivity of this instrument to determine these subtle differences in ournatural and adaptive style.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 7
  8. 8. Four Components of Behavior A closer look at the four components of your behavioral style Johnny Dough© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 8
  9. 9. Four Components of Behavior Decisive Your approach to problem-solving and obtaining results The D in DISC represents Decisiveness. Your score on this scale, represented below, shows your location on the D spectrum based on the pattern of your responses. A high score doesnt mean good, and a low score doesnt mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher D — Tend to solve new problems very quickly and assertively. They take an active and direct approach to obtaining results. The key here is new problems such as those that are unprecedented or havent happened before. There may also be an element of risk in taking the wrong approach or developing an incorrect solution, but those with a High D score are willing to take those risks, even if they may be incorrect. Lower D — Tend to solve new problems in a more deliberate, controlled, and organized manner. Again, the key here is new and unprecedented problems. The Lower D style will solve routine Johnny Dough problems very quickly because the outcomes are already known. But, when the outcomes are unknown and the problem is an uncertain one, the Lower D style will approach the new problem in a calculated and deliberate manner by thinking things through very carefully before acting. Your score shows a very high score on the D spectrum.100 99 99 The comments below highlight some of the traits specific 90 to just your unique score. 80 • You demand high levels of results or performance, in 70 both yourself and in others as well. • You are very decisive and a risk-taker. 60 • You may be perceived as somewhat egocentric by others 50 (i.e., others who you feel are less confident than you). • You are always interested in the new, the innovative, and 40 the cutting-edge ideas. 30 • You can be very commanding and tend to take charge more than you follow. 20 • You are practical - all about the business and getting 10 results quickly without fluff or delay. Natural Adaptive © 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 9
  10. 10. Four Components of Behavior Interactive Your approach to interacting with people and display of emotions. The I in DISC represents Interactive. Your score on this scale represented below shows your location on the I spectrum based on the pattern of your responses. A high score doesnt mean good, and a low score doesnt mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher I — Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key here is new people whom one hasnt met before. Many other styles are talkative, but more so with people that theyve known for some time. The Higher I scores are talkative, interactive and open even with people whom they have just initially met. People scoring in this range may also be a bit impulsive. Generally speaking, those with the Higher I scores are generally talkative and outgoing. Lower I — Tend to meet new people in a more controlled, quiet and reserved manner. Heres where the Johnny Dough key word "new people" enters the equation. Those with Lower I scores are talkative with their friends and close associates, but tend to be more reserved with people theyve just recently met. They tend to place a premium on the control of emotions, and approach new relationships with a more reflective approach than an emotional one. Your score shows a very high score on the I spectrum.100 99 The comments below highlight some of the traits specific 90 to just your unique score. 80 • You are gregarious and outgoing with most everyone 70 you meet. • You are very enthusiastic in working with others. 60 • You really like meeting new people and easily interact. 50 No one is a stranger. • You are very optimistic. 40 • You have a very high trust level for others, but this could 30 actually result in you being "burned." • You enjoy opportunities to motivate others. 20 10 10 Natural Adaptive © 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 10
  11. 11. Four Components of Behavior Stabilizing Your approach to the pace of the work environment The S in DISC represents Stabilizing. Your score on this scale represented below shows your location on the S spectrum based on the pattern of your responses. A high score doesnt mean good, and a low score doesnt mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher S — Tend to prefer a more controlled, deliberative and predictable environment. They place a premium on security of a work situation and disciplined behavior. They also tend to show a sense of loyalty to a team or organization, and as a result, may have a greater longevity or tenure in a position than some other styles. They have an excellent listening style and are very patient coaches and teachers for others on the team. Lower S — Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom of expression and the ability to change quickly from one activity to another. They tend to Johnny Dough become bored with the same routine that brings security to the Higher S traits. As a result, they will seek opportunities and outlets for their high sense of urgency and high activity levels, as they have a preference for spontaneity. Your score shows a high average score on the S spectrum.100 The comments below highlight some of the traits specific 90 to just your unique score. 80 • You are consistent and predictable over the long haul, 70 even in the midst of change. 63 • You prefer setting minimum levels of consistency and 60 stability or control. 50 • You serve to stabilize others on a team who are perhaps too maverick. 40 • You can accept change, but you require a good argument 30 for it first. • You tend to be a calming influence on those with whom 20 you work. 10 10 • You prefer to have sufficient clarification of policy or tasks before proceeding, so as to avoid mistakes. Natural Adaptive © 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 11
  12. 12. Four Components of Behavior Cautious Your approach to standards, procedures, and expectations. The C in DISC represents Cautiousness. Your score on the scale represented below shows your location on the C spectrum based on the pattern of your responses. A high score doesnt mean good, and a low score doesnt mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher C — Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom they respect. They like things to be done the right way according to the operating manual. Rules are made to be followed is an appropriate motto for those with higher C scores. They have some of the highest quality control interests of any of the styles and frequently wish others would do the same. Lower C — Tend to operate more independently from the rules and standard operating procedures. They tend to be bottom-line oriented. If they find an easier way to do something, theyll do it by Johnny Dough developing a variety of strategies as situations demand. To the Lower C scores, rules are only guidelines, and may be bent or broken as necessary to obtain results. Your score shows a very low score on the C spectrum.100 The comments below highlight some of the traits specific 90 to just your unique score. 80 • You can develop a variety of creative strategies and 70 procedures as situations demand. • You tend to operate independently from the established 60 rules and procedures. 50 • To you, the "right way" to do things is the way you are doing them right now. 40 • You can be seen as a rebellious agent of change, not 30 afraid to take a strong stand. • You have a strong dislike for too many details, or minutia. 20 • You prefer varied activities, never a dull moment, and 11 10 10 will stir the pot to create change. Natural Adaptive © 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 12
  13. 13. Natural Style Pattern OverviewNatural Style Pattern:Your natural style is the way you tend to behave when you arent thinking about it. This is whereyou are most comfortable (natural). This is also the style you will revert back to when understress or moving too quickly to be consciously thinking about modifying your behavior. Finally,this is the style you should seek to be true to in your daily roles. Being natural will return betterresults with less effort and stress. The following statements are true to just your unique naturalstyle: • A strong orientation toward getting the project completed quickly and successfully, and maximizing the performance of the team in the process. • Very strong verbal and persuasive skills. This is created by the Higher D and Higher I preferences. Johnny Dough • Able to think quickly on your feet. • Able to direct the actions of others on the team using both a charming influence and a firm delegation of tasks and responsibilities. • You set high operational goals for yourself and others, and expects all involved to provide 100% effort. • Likes to maintain control over the project or systems activities. • Tends to be confident and independent person who is a self-starter and has a strong competitive edge. • Able to combine both direction of others and persuasion of others into a powerful skill of inspiring others to reach their maximum potential.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 13
  14. 14. Adaptive Style Pattern OverviewAdaptive Style pattern:This is the style of behavior you adapt to when you are conscious of your own behavior, whenyou feel you are being observed or whenever you are trying to better fit a situation. This is nota natural style for you, but still one of your two styles none the less. In other words, it is theway you feel you "should" behave when thinking about it. The statements below are specificto your individual Adaptive style: • Very direct, forthright, and straightforward in communicating with others. • You want authority equal to your area of responsibility. • Wants to be seen as one who loves challenges, competition, and difficult assignments. • You have many ideas and opinions of your own and high confidence in those ideas. • You like to be seen as one who will take the credit or the blame, with a comment like, "The Johnny Dough buck stops here." • Likes to generate new ideas and to have others work on the details of the project. • Tend to rely more heavily on your own evaluations and decisions than on others evaluations. • Is seen by others as an excellent problem solver.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 14
  15. 15. Ideas for Being More EffectiveBased on your behavioral style there are certain opportunities for becoming more effective bybeing aware of how you prefer, and enjoy, to behave. The items below may assist you in yourprofessional development growth. By understanding these items you may find explanations forwhy you may be stuck in some areas of your life and why other aspects give you no trouble atall. You could be more effective by: • Freedom to express your own ideas, initiatives, and creativity. • Have variety, many activities, and an occasional surprise to keep you from getting bored. • Opportunities for involvement with a wide variety of people both internal and external. • Being a little more aware of your impact on other people, especially in pressure situations. Johnny Dough • Being aware of where your authority begins and ends. • Greater focus on the immediate work tasks and less on socializing at times. • Remembering that not everyone shares your high sense of urgency. • Positions of leadership or higher responsibility.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 15
  16. 16. Ideas for Staying More MotivatedYour behavioral style will cause you to be motivated by certain factors in your environment.Having these present may make you feel more motivated, and productive. The following arethings that you may want in your surroundings to feel optimally motivated: • To maintain a level of focus on the big picture and results, not the details and minutia. • Control over your own destiny and career path. • Authority equal to your areas of responsibility. • Direct, straight-forward answers to questions. • You want decision-making authority equal to the responsibility you are given. • People around you who are efficient in getting things done, and effective in working with people. • Air-time to express your ideas and opinions. Johnny Dough • Power, authority, and control to make decisions to achieve successful results.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 16
  17. 17. Strength-based InsightsEach behavioral style contains certain unique strengths as a result of how your four behavioraldimensions relate to each another. Understanding your own unique behavioral strengths is animportant part of putting your new level of self-awareness to work for your success andsatisfaction. The following statements highlight specific strengths of your behavioral style: • A very active agent in all that you do. • Excellent at initiating activity and direction for the team or organization. • Initiatives new ideas and promotes them by energizing others. • Very skilled at verbal expression. Can deliver the same message using a persuasive style or an authoritative style with equal confidence. • Able to carry a new initiative or message to new audience in a new region and to build trust, credibility and rapport in a skillful manner. Johnny Dough • Able to juggle many projects and activities simultaneously and have a keen awareness of the status of each. • Shows the rare ability of being able to manipulate people (in a positive way) without their noticing the manipulation. • You demand high performance of yourself and others on the team.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 17
  18. 18. Ideal Job/ClimateYour behavioral style plays a significant role in determining what aspects of an environmentyou like. The items below will help you understand what will define an ideal working climatefor you. Based on how you prefer to behave an ideal climate for you is one that provides you with: • Multi-threaded, and multi-tasking operations and activities. • Freedom from details and minutia. • Few, if any controls or limitations on your authority. • Performance appraisals based on the results achieved, not the means or process. • An audience to hear your ideas and solutions, and to carry them to completion. • Many challenges and opportunities to demonstrate problem-solving skills. • Minimum direct supervision. • Variety and fast pace in the environment. Johnny Dough© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 18
  19. 19. Areas for Continual ImprovementAlong with strengths, all behavioral styles come with areas that could become weaknesses -if depended upon or not acknowledged. The trick is not to manufacture a weakness in the firstplace by depending on these things.Here are a few items that could become problematic for you if not acknowledged or known.Your awareness of the potentials below is your best step in making sure they remain onlypotential problems. Due to your behavioral style, you may tend to: • Not be sensitive enough to others needs. • Sometimes overuse an "ends justify the means" perspective. • Be a selective listener, hearing only what you want to hear at times. • Set expectations for yourself and others that are overly ambitious or unrealistic. Johnny Dough • Easily become restless and impatient with overly complex processes or slow-moving work. • Lose interest in the project or initiative once the challenge is gone and it has become more of a routine. • Lack some follow-through with details or loose ends. • Be somewhat intimidating to others due to your aggressiveness and dominance.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 19
  20. 20. Preferred Training and Learning StyleBased on how you tend to behave you have certain preferences for how you like to conveyinformation, teach, instruct or share knowledge with others. This is also true of how you liketo receive information and learn. Understanding your behavioral preferences here will helpincrease your effectiveness in teaching or instructing others, and being taught and learning. How you prefer to share knowledge or teach: • Could be a bit more willing to share talents to help others grow in their own learning and professional development. • May sometimes overuse the ends justify the means adage. • May be a selective listener, hearing only what you want to hear at times. • May lack some follow-through and expect others to pick up all the loose ends. • With the very high activity level and high sense of urgency, you may become restless or Johnny Dough impatient with convoluted processes or project slow-downs. • May become somewhat angry or belligerent when under pressure or when threatened. • May lose interest in the project or initiative once the challenge is gone and it has become more of a routine. How you prefer to receive knowledge or learn: • Develops own learning strategies. • Individualized, independent self-study at times, balance with group interaction. • Self-defined goals, and flexibility in being able to modify assignments. • Needs "what to do and when to do it" for optimal time and process management. • Likes active testing of ideas and experiences. • Wants to know how the learning will apply in real-time situations. • Responds to extrinsic motivation such as praise and encouragement.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 20
  21. 21. Communication Insights for OthersThis page is unique in this report because it is the only one that doesnt speak directly to you,rather those who interact with you. The information below will help others communicate withyou more effectively by appealing to your natural behavioral style. The first items are thingsothers SHOULD do to be better understood by you (Dos) and the second list is of things othersSHOULD NOT do (Donts) if they want you to understand them well. Things to do to effectively communicate with Johnny: • Be prepared to handle some objections. • Be specific about whats needed to be done, and who is going to do it. • Dont get off the track and talk about other issues or items. • Put the details in writing, but dont plan on discussing them too much. • Provide immediate incentives for willingness to help on the project. Johnny Dough • When disagreeing, take issue with the methods or procedures, not with the person. • Be certain to conclude the communication with some modes of action and specific next- steps for all involved. Things to avoid to effectively communicate with Johnny: • Avoid wild speculations without factual support. • Avoid rambling discussion, and wasting time. • Dont forget or lose things necessary for the meeting or project. • Dont leave decisions hanging in the air. • Dont stick too rigidly to the agenda. • When disagreeing, dont let it reflect on anyone personally. • Avoid getting bogged down in facts, figures, or abstractions.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 21
  22. 22. Relevance SectionIn order to make the most out of the information in this report it is important that you connectit to your life in a tangible way. To help you make this information your own, and pull out themost relevant parts, fill in the blanks below.Decisiveness:How is your D score relevant to your life?_________________________________________________________________________Interacting:How is your I score relevant to your life?_________________________________________________________________________Stabilizing:How is your S score relevant to your life?_________________________________________________________________________ Johnny DoughCautiousness:How is your C score relevant to your life?_________________________________________________________________________Overall Natural Style:What is one way in which you natural style relates to your life?_________________________________________________________________________Overall Adaptive Style:What is one way in which you adaptive style relates to your life?_________________________________________________________________________Strength-based insights:What specific strengths do you think connect to your success more than any other?_________________________________________________________________________© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 22
  23. 23. Relevance SectionCommunication Dos and Donts:What did you learn from understanding your preferred communication style?_________________________________________________________________________Ideal Job Climate:How well does your current climate fit your behavioral style?_________________________________________________________________________Effectiveness:What is one way in which you could become more effective?_________________________________________________________________________Motivation:How can you stay more motivated?_________________________________________________________________________ Johnny DoughImprovement:What is something you learned that you can use to improve your performance?_________________________________________________________________________Training/Learning:What did you learn that could help you instruct others better, or learn more effectively?_________________________________________________________________________© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 23
  24. 24. Relevance SectionYour final step to making sure you really benefit from the information in this report is tounderstand how your behavioral style contributes to, and perhaps hinders, your overallsuccess.Supporting Success:Overall, how can your unique behavioral style support your success? (cite specific examples)________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Johnny DoughLimiting Success:Overall, how could your unique behavioral style get in the way of your success? (cite specificexamples)________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 24
  25. 25. Johnny Dough Values Index© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 25
  26. 26. Introduction to the Values IndexAbout This ReportResearch conducted by Innermetrix shows that the most successful people share the commontrait of self-awareness. They recognize the situations that will make them successful, andthis makes it easy for them to find ways of achieving objectives that resonate with theirmotivations. They also understand their limitations and where they are not effective and thishelps them understand what does not inspire them or what will not motivate them to succeed.Those who understand their natural motivators better are far more likely to pursue the rightopportunities, for the right reasons, and get the results they desire.This report measures seven dimensions of motivation. They are: • Aesthetic - a drive for balance, harmony and form. Johnny Dough • Economic - a drive for economic or practical returns. • Individualistic - a drive to stand out as independent and unique. • Political - a drive to be in control or have influence. • Altruistic - a drive for humanitarian efforts or to help others altruistically. • Regulatory - a drive to establish order, routine and structure. • Theoretical - a drive for knowledge, learning and understanding.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 26
  27. 27. Seven Dimensions of Value and Motivation The Elements of the Values IndexThis Values Index is unique in the marketplace in that it examines seven independent andunique aspects of value or motivation. Most other values instruments only examine sixdimensions of value by combining the Individualistic and Political into one dimension. TheValues Index remains true to the original works and models of two of the most significantresearchers in this field, thus delivering to you a profile that truly helps you understand yourown unique motivations and drivers.Also, the Values Index is the first to use a click & drag approach to ranking the variousstatements in the instrument, which makes taking the instrument more intuitive, natural andin the end you can actually create the order you see in your mind on the screen. Johnny DoughFinally, the Values Index instrument contains the most contemporary list of statements tomake your choices more relevant to your life today, which helps ensure the most accurateresults possible.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 27
  28. 28. Seven Dimensions of Value and Motivation A closer look at the seven dimensions Values help influence behavior and action and can be considered somewhat of a hidden motivation because they are not readily observable. Understanding your values help to tell you why you prefer to do what you do. It is vital for superior performance to ensure that your motivations are satisfied by what you do. This drives your passion, reduces fatigue, inspires you and increases drive. Johnny Dough Value The Drive for Aesthetic - Form, Harmony, Beauty, Balance Economic - Money, Practical results, Return Individualistic - Independence, Uniqueness Political - Control, Power, Influence Altruistic - Altruism, Service, Helping others Regulatory - Structure, Order, Routine Theoretical - Knowledge, Understanding© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 28
  29. 29. Your Aesthetic Drive 99 85 The Aesthetic Dimension: The main motivation in this 73 value is the drive to achieve balance, harmony and find form or beauty. Environmental concerns or “green” 36 30 18 20 initiatives are also typically prized by this dimension. AES ECO IND POL ALT REG THEGeneral Traits:• A strong steward of business processes, and doesnt want to waste resources on aesthetics or beauty if it doesnt effect productivity.• Having harmony and balance are not as important in business as other drive factors shown in this report.• Is very practical when it comes to aesthetics or decoration of the environment; it must make business sense.• Is not negatively effected by unaesthetic work environments.• Unaesthetic surroundings wont stifle your creativity. You may be able to work in almost Johnny Dough any conditions.Key Strengths:• Strong survivor even in heavy competition.• Tends to take a strong bottom-line approach to business transactions.• Achieving results may take precedent over balance and peace in life.• A solid business sense. Business over beauty.• Prefers not to share emotions and feelings, and may like to work independently at times.Motivational Insights:• Rational goals are the primary motivator.• To maintain your highest level of motivation, avoid getting involved with projects related to the aesthetics of the work environment. Leave it to others and enjoy the fruits of their efforts.• Appeal to the practical aspects of a situation.• More team involvement would benefit from pointing out the practical reasons for the changes.• Connect motivation to other Values drivers since this one is very low.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 29
  30. 30. Your Aesthetic Drive (Continued) 99 85 The Aesthetic Dimension: The main motivation in this 73 value is the drive to achieve balance, harmony and find form or beauty. Environmental concerns or “green” 36 30 18 20 initiatives are also typically prized by this dimension. AES ECO IND POL ALT REG THETraining/Learning Insights:• Teach in a very practical way, nothing fancy.• Make sure to connect training benefits to business opportunities.• Will be flexible about the surroundings in which they learn.• Not emotionally driven, stick to practical motivations.• Avoid lots of team interaction just for the sake of interaction; be certain there is a business reason.Continual Improvement Insights: Johnny Dough• Some might consider you uncaring about aesthetics, artistic beauty or harmony.• May be seen as overly business-like.• Try to appreciate the value others have for artistic things, or trying to increase workplace aesthetics.• Remember to respect the creativity of others.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 30
  31. 31. Your Economic Drive 99 85 The Economic Dimension: This dimension examines 73 the motivation for security from economic gain, and to achieve practical returns. The preferred approach of 36 30 18 20 this dimension is a professional one with a focus on bottom-line results. AES ECO IND POL ALT REG THEGeneral Traits:• Knowledge for the sake of knowledge may be viewed as a waste of time, talent, energy, and creativity.• Interested in what is practical and useful in achieving his vision of success.• Goal driven, especially financial goals.• People who score like Johnny tend to like rewards based on the results they achieve rather than on the method used to obtain the results.• People who score like Johnny tend to be hard working, competitive, and motivated most by financial rewards and challenging compensation plans. Johnny DoughKey Strengths:• Profit driven and bottom-line oriented.• Able to multi-task in a variety of areas, and keep important projects moving.• Will protect organizational or team finances, as well as his own.• Pays attention to return on investment in business or team activity.• Shows a keen ear to the revenue-clock, his own and the organizations.Motivational Insights:• Link training and meeting events to potential gains in business share or future income.• Realize that its not just money that motivates, but also personal fulfillment in the job.• Make certain that economic rewards are fair, clearly communicated, and provide a high- end return for those willing to work for it.• Provide coaching to help reduce the potential visible "greed-factor" which may appear in their style.• Be certain he is balancing his professional and personal life.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 31
  32. 32. Your Economic Drive (Continued) 99 85 The Economic Dimension: This dimension examines 73 the motivation for security from economic gain, and to achieve practical returns. The preferred approach of 36 30 18 20 this dimension is a professional one with a focus on bottom-line results. AES ECO IND POL ALT REG THETraining/Learning Insights:• If possible, build in some group competition as a part of the training activities.• Link learning outcomes to the ability to become more effective in increasing earnings for both himself and the organization.• Attempt to provide some rewards or incentives for participation in additional training and professional development.• Scores like those who want information that will help them increase bottom-line activity and effectiveness. Johnny DoughContinual Improvement Insights:• Some scoring in this range may need to learn how to mask that greed factor so as not to alienate a prospect, customer, or client.• While this very high economic drive may be a significant motivating factor in achieving goals, it may also become a visible "greed factor" especially in sales people, and others sharing this very high economic drive.• Some may need to hide the dollar signs in their eyes in order to establish the most appropriate rapport with others.• May need to work on balancing other Values scales and appreciating the strengths that others bring, even those who may not share this very strong Economic drive.• May judge efforts of others by an economic scale only.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 32
  33. 33. Your Individualistic Drive 99 85 The Individualistic Dimension: The Individualistic 73 dimensions deals with ones need to be seen as unique, independent, and to stand apart from the crowd. This 36 30 18 20 is the drive to be socially independent and have opportunity for freedom of personal expression. AES ECO IND POL ALT REG THEGeneral Traits:• Many who score in this range like to invent new things, design new products, and develop new ideas.• The pattern of responses indicates that Johnny has a very strong desire to be his own person.• This high individualism may be demonstrated in creative problem solving and a higher risk-taking attitude.• Brings a lot of energy that needs to be put to good use.• May enjoy maintaining the image of being a maverick at times. Johnny DoughKey Strengths:• Brings creative ideas.• Ability to take a strong stand, and not be afraid to be different in either ideas or approaches to problem solving.• Not afraid to take calculated risks.• Realizes that we are all individuals and have ideas to offer.• Some enjoy making presentations to small or large groups, and are generally perceived as engaging presenters by their audiences.Motivational Insights:• Let him work with an idea, develop it, and run with it for a while before making a judgement.• Allow freedom to make his own decisions about how an assignment should be completed.• May like to work apart from the team and independently at times.• Many people who score like Johnny enjoy making presentations to small or large groups. Explore this possibility.• Remember that even as attention from others is important, he may also desire some independence from team organization and protocol at times.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 33
  34. 34. Your Individualistic Drive (Continued) 99 85 The Individualistic Dimension: The Individualistic 73 dimensions deals with ones need to be seen as unique, independent, and to stand apart from the crowd. This 36 30 18 20 is the drive to be socially independent and have opportunity for freedom of personal expression. AES ECO IND POL ALT REG THETraining/Learning Insights:• Learning and professional development activities should be flexible, having a wide variety of options.• Attempt to provide enough creative space for him to express his uniqueness.• Allow for some experimental or non-routine types of options.• Link the benefits of learning new things to a personal ability to enhance his performance.Continual Improvement Insights:• Sometimes the very unique approaches do not always result in complete success, and Johnny Dough may sometimes cause conflict with others if sensitivity is not used.• Potential value clashes with others may be reduced through increased awareness and sensitivity to the needs of others.• May need to remember that his good ideas arent the only good ideas.• May need to listen more to others and speak less.• When presenting an idea he may spend a bit too much time telling (or selling) the audience about his own uniqueness, rather than discussing the topic of the presentation.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 34
  35. 35. Your Political Drive 99 85 The Political Dimension: This drive is to be seen as 73 a leader, and to have influence and control over ones environment or success. Competitiveness is often 36 30 18 20 associated with those scoring high in this motivation. AES ECO IND POL ALT REG THEGeneral Traits:• Uses power and control readily and effectively to keep projects moving.• Is very comfortable being in a leadership position and seeks those roles.• Is a very active agent in tough decision-making roles.• Enjoys a feeling of accomplishment in getting a difficult job done on his own.• Enjoys winning.Key Strengths:• A strong ‘buck stops here approach to business and getting things done. Johnny Dough• A very high energy level to work hard at meeting goals.• Accepts struggle and hard work toward a goal.• Able to plan and design work projects for teams to accomplish.• Able to plan and control his own work tasks.Motivational Insights:• May need to be more willing to share the attention and successes for wins.• Appreciates public recognition and praise for successes.• Provide an environment with minimal involvement with routine, detail, and paperwork.• Provide freedom to take risks, but also indicate the boundaries and limits to the risk- taking freedom.• Enjoys status and esteem in the eyes of others.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 35
  36. 36. Your Political Drive (Continued) 99 85 The Political Dimension: This drive is to be seen as 73 a leader, and to have influence and control over ones environment or success. Competitiveness is often 36 30 18 20 associated with those scoring high in this motivation. AES ECO IND POL ALT REG THETraining/Learning Insights:• Provide for a variety of learning and personal development options.• Link learning successes with potential to increase personal credibility and motivation of teams when working with others.• Many who score like Johnny may prefer independent study instead of group or team activities.• If group activities are involved, attempt to build in some competition and group leadership events.• Scores like those who frequently show an interest in leading some training or professional Johnny Dough development activities.Continual Improvement Insights:• May need to be more sensitive to the needs of others on the team.• May be perceived as one who oversteps authority at times.• May show impatience with others who dont see the big picture as clearly.• May need to soften his own agenda at times and allow for other ideas and methods to be explored.• May project a high sense of urgency which may also translate so some as a high intensity.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 36
  37. 37. Your Altruistic Drive 99 85 The Altruistic Dimension: This drive is an expression 73 of the need or drive to benefit others in a humanitarian sense. There is a genuine sincerity in this dimension to 36 30 18 20 help others, give of ones time, resources and energy, in aid of others. AES ECO IND POL ALT REG THEGeneral Traits:• Has a good sense for when to freely help others, and when to say "No."• Balances helping others with personal concerns very effectively.• Will not create an imbalance between own needs and those of others.• Is able to see the points of view from both the higher and lower Altruistic score locations.• Can be a good mediator between those who give too much and those who dont give enough.Key Strengths: Johnny Dough• A solid balanced view of helping others without doing everything for them.• Possesses a realistic and practical approach to helping others help themselves.• Appreciates the need to help others without sacrificing ones own self too much.• Willing to pitch in and help others as needed.• Sees value in benefiting others through personal actions.Motivational Insights:• Is practical in how much to help others versus other objectives.• Possesses a healthy balance between a self focus and a focus on others.• Will strike a moderate level of giving and taking in interactions with others.• Has a very typical level of appreciation for others relative to the general working world.• Will be good judge of how much to involve others versus making the command decision.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 37
  38. 38. Your Altruistic Drive (Continued) 99 85 The Altruistic Dimension: This drive is an expression 73 of the need or drive to benefit others in a humanitarian sense. There is a genuine sincerity in this dimension to 36 30 18 20 help others, give of ones time, resources and energy, in aid of others. AES ECO IND POL ALT REG THETraining/Learning Insights:• To better motivate by incorporating other motivators that are higher in drive and score locations.• Is flexible between learning with a team or learning independently.• Enjoys learning that highlights both their own personal gain, but also some altruistic aspect as well.• Likely supportive of the trainers themselves.Continual Improvement Insights: Johnny Dough• Will be more influenced by other motivations in the report that are higher and when connected with, will return much more passion and drive.• Might benefit from taking more of a lead, as opposed to waiting for others to lead.• Needs to know that efforts to help others are practical and deliver a business benefit as well.• Respect those who may not share your interest in understanding or benefiting others.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 38
  39. 39. Your Regulatory Drive 99 85 The Regulatory Dimension: The Regulatory drive 73 indicates ones drive to establish order, routine and structure. This motivation is to promote rules and 36 30 18 20 policies, a traditional approach and security through standards and protocols. AES ECO IND POL ALT REG THEGeneral Traits:• Strikes a good balance between respecting individual needs, and those of the group.• Appreciates some structure, but not too much.• Understands both sides of the argument for more and less rules and policies• Moves freely and effectively between the rebels and the rule-followers in a group.• Is right at the national mean when it comes to desire for stability or steadiness.Key Strengths:• Is very flexible when it comes to dealing with very little or too much structure. Johnny Dough• Can challenge protocol and be creative if the situation demands it enough.• Situationally aware of when rules must be followed and when they should not be.• Not overly rigid in the need for order and structure.• Good at providing order and structure where it is required.Motivational Insights:• Utilize Johnny to help bring order out of chaos without going overboard.• Put Johnny to use as the mediator between those who support the old guard and those who want revolution.• Johnny can provide a balanced view for creating new policies, procedures and protocols that are effective.• Johnny will be good at helping maintain a stable environment.• Johnny can be a valuable asset when it comes to working in routine environments.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 39
  40. 40. Your Regulatory Drive (Continued) 99 85 The Regulatory Dimension: The Regulatory drive 73 indicates ones drive to establish order, routine and structure. This motivation is to promote rules and 36 30 18 20 policies, a traditional approach and security through standards and protocols. AES ECO IND POL ALT REG THETraining/Learning Insights:• Is open to creativity or flexibility.• Prefers to learn in the accepted way through the existing curriculum.• Becomes a supportive team member who gets behind the initiative.Continual Improvement Insights:• Might benefit from exerting opinions freely in discussions of direction and planning.• Could take a firmer stand on team issues involving dissenting opinions. Johnny Dough© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 40
  41. 41. Your Theoretical Drive 99 85 The Theoretical Dimension: The drive to understand, 73 gain knowledge, or discover the “truth”. This motivation can often be to gain knowledge for knowledge sake. 36 30 18 20 Rational thinking, reasoning and problem solving are important to this dimension. AES ECO IND POL ALT REG THEGeneral Traits:• Shows a practical and bottom-line job-view perspective.• Aware of job parameters and details, but prefer to learn only that which is necessary to complete the job assignment.• Will learn those things necessary for the successful completion of the job tasks, and may not desire to go further into specific details or theory.• Likes brevity and concise information.• May prefer to work on many things with only partial stakes than getting bogged down in only one function or role. Johnny DoughKey Strengths:• Able to see the big picture and communicate it clearly, and briefly to others.• May demonstrate a high sense of urgency to get things done quickly, leaving the details to other team members.• The nature of the job-view is to be concerned with the more practical and bottom-line aspects of the job.• Focused on the task, goal or vision, and completes his responsibility on schedule.• Can get people on board for a cause.Motivational Insights:• Avoid getting Johnny bogged down in minute detail whenever possible.• Provide some attempts to reduce the amount of technical knowledge-based requirements.• Keep the product-knowledge requirements at a practical level.• Provide opportunity for independence in performing tasks related to the projects.• Offer information that is relevant to the task, but no more.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 41
  42. 42. Your Theoretical Drive (Continued) 99 85 The Theoretical Dimension: The drive to understand, 73 gain knowledge, or discover the “truth”. This motivation can often be to gain knowledge for knowledge sake. 36 30 18 20 Rational thinking, reasoning and problem solving are important to this dimension. AES ECO IND POL ALT REG THETraining/Learning Insights:• Make training and development activities as practical as possible.• Avoid getting bogged down in academic minutia.• Hit only those essential items that related to increased success or efficiency on projects.• Link training and professional development to other areas of the Values graph where peaks occur.Continual Improvement Insights:• There may be an avoidance of detailed information Johnny Dough• Potential for sometimes ignoring certain rules, regulations, protocol, or knowledge which is integrally important to the success of a project.• May occasionally ignore an important rule, procedure, or protocol in order to expedite processes.• Create a balance between minimum details and those details necessary to maintain quality control.• May need assistance with voluminous details and to watch time management.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 42
  43. 43. Relevance SectionUse this sheet to help you track which motivators are well aligned and which are not, andwhat you can do about it.Action Step: Looking at your Values Index report, find which motivators are the most powerfulfor you (i.e., which ones are highest and farthest above the norm). Write down the top two inthe space below, and record how well your current roles align with these motivators (i.e., howwell what you do satisfies what you are passionate about). Alignment Poorly Highly Motivator #1: ______________________ 1 2 3 4 5 Motivator #2: ______________________ 1 2 3 4 5 Legend: Tally your score here: Johnny Dough • 2-4 = Poor • 8-9 = Excellent • 4-5 = Below Average • 10 = Genius • 6-7 = AverageTo reach Genius levels of passion, you must increase alignment of your environment withyour passions.Motivator #1: what aspects of your company or role can you get involved in that would satisfythis motivator?__________________________________________________________________________________________________________________________________________________Motivator #2: what aspects of your company or role can you get involved in that would satisfythis motivator?__________________________________________________________________________________________________________________________________________________© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 43
  44. 44. Success ConnectionYour final step to making sure you really benefit from the information in this report is tounderstand how your behavioral style contributes to, and perhaps hinders, your overallsuccess.Supporting Success: Overall, how well do your motivators and drivers help support yoursuccess? (cite specific examples):_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Johnny DoughLimiting Success: Overall, how do your natural drivers or motivators not support yoursuccess? (cite specific examples):________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 44
  45. 45. Johnny Dough Attribute Index© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 45
  46. 46. Patterns OverviewOver fifty years of scientific research has revealed that there are three distinct styles of decision-making. Eachof us can make decisions in these three ways, but we tend to develop a preference for one more than the othertwo. This preference becomes a subconscious force, affecting the decisions we make on a daily basis andshaping how we perceive the world around us and ourselves.The three decisional styles are the personal, the practical, and the analytical. These dimensions can be examinedin the form of patterns based on two distinct factors unique to axiology.The Personal Style: People with a preference for this style of making decisions tend to see the world from apersonal point of view, or with concern for the individuals involved. They see people in a unique, individual lightand are more concerned about others than the results and theory. This involves a personal involvement with,concentration on, or investment in people. To this style, the world is filled with people needing to be understood.The Practical Style: People with a preference for this style of making decisions tend to see things in very practical,no nonsense, real-world, task oriented manner. They are more concerned with results than others and theory.They see people in comparative ways as they relate to others. To this style, the world is an objective waitingto be achieved.The Analytical Style: People with a preference for this style of making decisions tend to see the world from atheoretical perspective, more in an abstract way than a concrete one. They see people as part of a systemand tend to think in very black and white terms. They are more concerned with thinking about things, andanalysis than actual results or personal concerns of others. To this style, the world is a problem to be exploredand solved. Johnny DoughTo some extent we are all capable of making all three kinds of decisions, but our preference tends to be forone more than the other two. Heres a simple example of the three in contrast to each other. One of each styleare sitting around a table trying to figure out what to do. While the Personal style is focused on the needs ofthe workers involved and how best to utilize their talents, the Practical doesnt really care as much about thepersonal needs, or if it is done right, he just wants to get it done. Finally there is the Analytical who sees noreason to worry about the people involved or even getting it done if it isnt going to be done correctly.We all have different balances of these three styles; thats what makes our decisions and actions different fromeach others. These ways of making decisions, and how we use them, are at the core of who we are. They arebehind our preferences, our strengths, and our weaknesses. In the following pages you will find a list of capacitieswhich are the result of your unique combination of these three decisional styles. It is this understanding of yourindividual strengths and weaknesses that will enable you to affect change in your life and achieve greaterpersonal success. It is only by first understanding something that we are then able to change it.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 46
  47. 47. Balanced I=E=S (H)External Decision Making Pattern SummaryYou are very well developed in all three dimensions of thought (People, Tasks and Systems) and with equalproportion. You can be very competent in all three dimensions of value from schematic thinking, to practicalityto valuing others. You appreciate and possess equal strengths in: systems, rules, structure, concreteorganization, detailed planning, and people skills.You are a versatile, quick learner in all of these areas. This can also lead to your becoming easily bored oranxious in positions that require excessive over or under focus on any one dimension of thought by itself, tothe exclusion of the others (e.g., door to door sales actually requires less than excellent empathy). Overalldevelopment levels in all three dimensions are equal and all are highly developed. Level of development speaksto your ability t"s" a specific dimension. The more clearly we see a dimension of thought, the more able we areto use it; therefore the better we are at it.MaximizersVersatility in dealing with people, performance or Systems equallyQuick learning ability in a wide variety of business areasStability, dependabilityOver-all very good to excellent business and people management potentialUnderstanding and communicating with othersPlanning and organizingSchematic thinkingMinimizers Johnny DoughGets easily bored with limited tasks and responsibilitiesMay become anxious if all three areas (people, performance and Systems) arent utilized.May have too much ability for certain jobs that dont require all three areas of thought.Can get easily bored or feel unchallenged if all three areas are not capitalizedMotivatorsDecision-making freedomMulti-faceted challengesIndependencePersonal relationshipsStatus and recognitionSense of belongingNeeds for GrowthPersonal identification with personal needs, desires and systems. Understanding how balanced high scoresmay impact roles, duties and objective success of a given position.Targets for Reinforcement (R) and Development (D)Empathetic Outlook (R)Practical Thinking (R)Systems Judgment (R)Preferred EnvironmentAn atmosphere where there is an open exchange of ideas with readily available feedback; the sharing ofresponsibilities and decisions. A role, which allows the most complete usage of all three external dimensionsof thought.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 47
  48. 48. Self-Assured I>E=S (S)Internal Decision Making Pattern SummaryThe "Split" in a Pattern title signifies extreme separation between a persons Maximizers and minimizers. Thedifference between the two can be extreme and very noticeable.You tend to have a good self esteem and you define yourself based mostly on your own internal sense of worth,rather than the job you hold or things you own. You live according to a strong sense of who you feel you are,not what others would want you to be. Your work or primary social roles are of lesser importance to you incomparison. It is also very possible that you are suffering from some role confusion right now. Somethingabout one of your major roles in life has changed and as a result you have confusion about how to proceed.You see the People dimension very well and this is where you have your highest level of development. TheTasks and Systems dimensions are equal to you in both their importance and development, but both areconsidered to have low development levels compared to your high People skills. Level of development speaksto your ability to "see" a specific dimension. The more clearly we see a dimension of thought, the more ablewe are to use it; therefore the better we are at it.MaximizersResiliencyPositive self imageHandling rejectionMinimizers Johnny DoughLack of drive and ambition for exclusively material, position related thingsSense of directionSelf sacrificeMotivatorsSelf improvementSelf discoveryNeeds for GrowthImprove your self-image, create a more balanced view of your roles importance and define a clearer sense ofdirection based on that balanced view.Targets for Reinforcement (R) and Development (D)Self discipline (D)Sense of mission (D)Role awareness (D)Personal commitment (D)© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 48
  49. 49. Personal Development Profile: Leadership SummaReport SummaryThis graph summarizes the 6 categories that comprise this Innermetrix Talent Profile. A description and meanscore for each category is on the following page. There exists a mathematical axiom which states that the wholeis equal to the sum of its parts. Similarly, your growth as a person and your success in your profession dependsgreatly on your ability to examine all parts of your life to see if they add up to the total person you want to be.The RAC Leadership Development profile is designed to measure capacities which are vital to leading othersin a leadership role. This report may provide valuable insight into your specific aptitudes and abilities in amultitude of leadership areas.Report Component GraphsRAC - Mental Development0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.7RAC - Social Development0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.3RAC - Physical Development0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 7.4 Johnny DoughRAC - Financial-Career Development0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 6.3RAC - Family Life Development0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 9.0RAC - Ethics & Beliefs Development0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 6.6© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 49
  50. 50. Category OverviewsRAC - Mental Development (8.7)This category takes a comprehensive look at the skills you possess that affect your mental development so youcan gain a deeper understanding of what skills and attributes you possess to further define and develop mentally.RAC - Social Development (8.3)This category takes a comprehensive look at the skills you possess that affect your social development so youcan gain a deeper understanding of what skills and attributes you possess to further define and develop socially.RAC - Physical Development (7.4)This category takes a comprehensive look at the skills you possess that affect your physical development soyou can gain a deeper understanding of what skills and attributes you possess to further define and developphysically.RAC - Financial-Career Development (6.3)This category takes a comprehensive look at the skills you possess that affect your financial development soyou can gain a deeper understanding of what skills and attributes you possess to further define and developfinancially.RAC - Family Life Development (9.0)This category takes a comprehensive look at the skills you possess that affect your family development andrelationships so you can gain a deeper understanding of what skills and attributes you possess to further developyour family relationships.RAC - Ethics & Beliefs Development (6.6) Johnny DoughThis category takes a comprehensive look at the skills you possess that affect your ethics and beliefs so youcan gain a deeper understanding of what skills and attributes you possess to further define and develop youethics and beliefs.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 50
  51. 51. RAC - Mental DevelopmentCategory DescriptionThis category takes a comprehensive look at the skills you possess that affect your mental development so youcan gain a deeper understanding of what skills and attributes you possess to further define and develop mentally.Category Component DescriptionsAttention To Detail (8.6)evaluates Johnnys ability to see and to pay attention to details.Conceptual Thinking (8.8)evaluates Johnnys ability to see the big picture and then to determine which direction to take, and how resourcesshould be used to attain future goals.Creativity (8.6)evaluates Johnny as an innovative thinker whose views of himself and the world allow him to think outside thebox.Flexibility (8.2)evaluates Johnnys ability to readily integrate, modify, and respond to changes with minimal personal resistance.Problem Solving (9.3)evaluates Johnnys ability to identify alternative solutions to a problem and to select the best option. Johnny Dough© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 51
  52. 52. RAC - Mental DevelopmentCategory Component GraphsAttention To Detail0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.6Conceptual Thinking0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.8Creativity0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.6Flexibility0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.2Problem Solving0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 9.3 Johnny Dough© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 52
  53. 53. RAC - Social DevelopmentCategory DescriptionThis category takes a comprehensive look at the skills you possess that affect your social development so youcan gain a deeper understanding of what skills and attributes you possess to further define and develop socially.Category Component DescriptionsEmpathetic Outlook (8.8)evaluates Johnnys capacity to perceive and understand the feelings and attitudes of others or to place himselfin the shoes of another.Evaluating What Is Said (7.4)evaluates Johnnys openness toward other people and his willingness to hear what others are saying, ratherthan what he thinks they should say or they are going to say.Human Awareness (8.8)evaluates Johnnys ability to be conscious of the feelings and opinions of others; and to value others as peopleinstead of just as their organizational role or value.Persuading Others (7.7)evaluates Johnnys ability to present his viewpoint in such a way that it is accepted by others.Relating To Others (8.8)evaluates Johnnys ability to coordinate personal insights and knowledge of others into effective interactions. Johnny Dough© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 53

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