This is a snapshot of our training philosophy and illustrates how productive and counter-productive behaviors, activities and attitudes impact the organization.

1. Pinnacle Management Group, Incorporated
Elements by Style Model
Behaviors and Activities Influencing Team Effectiveness
The Elements by Style Model was designed by Pinnacle Management Group to illustrate
how typical behaviors, attitudes and activities can impact any organization. The following is
a brief explanation of how to utilize this model:
The model is divided into 4 quadrants each representing a personality style (Driver,
Expressive, Amiable and Analytic). We have incorporated personality styles because
it is an effective way to get everyone to understand his or her influence on the team.
The 2 styles located in the upper quadrants typically control their emotions more than
those in the lower quadrant. This creates a commonality for Driver and Analytic, and
a commonality for Amiable and Expressive.
Likewise, the two quadrants on the left are typically less assertive than those on the
right creating a commonality for Analytic and Amiable, and a commonality for
Driver and Expressive.
This means that Driver and Amiable, and Analytic and Expressive have the least in
common, creating greatest opportunities for tension and misunderstandings. This does
not mean, however, that miscommunication cannot happen between any pairings.
Next you will notice that each of the quadrants are broken into four elements –
Communication, Trust, Alignment (how well the team is working toward a common
vision of the future), and Productivity (how well resources are being utilized in a
continuously improving manner).
Each of the terms listed for the elements are typical behaviors, activities and attitudes
that impact those elements.
The Green, or productive, terms represent behaviors, activities and attitudes that are
assisting the organization to move toward its vision for the future.
The Red, or counter-productive, terms are moving the organization away from the
vision.
As a way to visualize this – Imagine that the black ring dividing the red and green
terms represents when you walk in the door in the morning. From the time you turn
on the lights, every activity that takes place is going to cost resources. Some of those
activities will take you toward your goals, others will pull you away. Thus, if
713 Sainte Genevieve Avenue, Farmington, Missouri 63640 ~ 573-747-1951 ~ www.pmginternational.net

2. an activity is pulling you away, you are spending money to go in the wrong direction.
In order to move toward your vision, you must then spend money to get back to your
baseline (the black ring) to undue the damage done by the counter-productive
activities. Then you must expend funds to continue to move forward toward your
vision. Thus, it is easy to reason that an organization could expend $3 for every $1 of
forward movement if there is not a concerted effort to minimize all counter-
productive behaviors, activities and attitudes. This also accounts for the red having a
much larger representation on the template than green.
If you look at a term in one quadrant and trace to the opposite quadrant in the same
element, you will see typical cause/effect relationships. For example, look at Driver’s
communication. They may be perceived as being pushy. As a result, Amiables will
tend to go passive when they encounter such behavior. The converse is also true.
When an Amiable appears to be passive, a Driver can get pushier out of frustration.
This helps individuals understand that they are often getting the wrong response from
others because of their own actions.
When behaviors, activities and attitudes remain in the green or productive, the
responses received are almost always also in the green.
You might wonder how your team stacks up to this model. The Team Scorecard™ will
provide you with a measurement for each of the elements currently present in the
organization as well as where the team would like to be in the future. This will assist you
to target training and development in a very concise manner, and reduces barriers to
training because you are addressing issues that the team has identified that it would like
to improve.
For additional information, please contact us at 573-747-1951 or via email at
info@pmginternational.net. Also, please visit our website at www.pmginternational.net.

3. Elements by Style Model
Behaviors and Activities Influencing
Team Effectiveness
Driver
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us Tr
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May seem not to
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Overly care about people
Facts more important decisive
nt than people A
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lig listen to others en
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Judges others
Acts Separately
A
t
independent
Honesty
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Provides Pr
ty clarity Dominating od
vi Walks the
Respect uc
ti Stubborn talk
uc ti
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Inspirational
d ty
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team oriented Impatient with
leadership
Pr change Bottom-line
others
Indecisive oriented
Improved Mentor/coach
Tells
T*
Asks processes
Vision (More assertive)
(Less assertive) Does not Influencing
Unity for
Short attention Poor
change
Lack of common goal Pr
provide span follow-thru
May appear input initiative Strong Visionary
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to be lazy uc
ti Undisciplined use ti
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Optimism of time
u vi
Harmony
od Decisions
Complacent ty
Impulsive
Pr Energy based on
Stubborn Caring emotion
Avoids Passive Manipulative A
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aggressive Little concern
t
en nm
Passive or for routine
Relationships may
Drama
nm en
Appears not indifferent
be superficial
lig t
to care
A
Overly
Speculates on Over- Personal
compliant
others’ reactive attacks
actions & motives Tr
u
st st
Protects safety
Inconsistent
u
Tr by withholding
opinions
Amiable Expressive
Emotes C
(More responsive) om
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© 2007 Pinnacle Management Group, Inc.