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Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
Paragon Assessments II
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Paragon Assessments II

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Personality Assessment results.

Personality Assessment results.

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  • 1. MANAGING FOR SUCCESS ® Employee-Manager™ Version "He who knows others is learned. He who knows himself is wise." –Lao Tse Terry Armstrong 12-3-2008Paragon Resources, Inc.Training and Consulting FirmFocusing on ROP...Return on PeopleAccelerating Team Performance to Maximize Client Relationships770.319.0310www.ParagonResources.com
  • 2. INTRODUCTION 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. A persons behavior is a necessary and integral part of who they are. In other words, much of our behavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing). It is the universal language of "how we act," or our observable human behavior. In this report we are measuring four dimensions of normal behavior. They are: • how you respond to problems and challenges. • how you influence others to your point of view. • how you respond to the pace of the environment. • how you respond to rules and procedures set by others. This report analyzes behavioral style; that is, a persons manner of doing things. Is the report 100% true? Yes, no and maybe. We are only measuring behavior. We only report statements from areas of behavior in which tendencies are shown. To improve accuracy, feel free to make notes or edit the report regarding any statement from the report that may or may not apply, but only after checking with friends or colleagues to see if they agree. "All people exhibit all four behavioral factors in varying degrees of intensity." –W.M. Marston www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 1
  • 3. GENERAL CHARACTERISTICS Based on Terrys responses, the report has selected general statements to provide a broad understanding of his work style. These statements identify the basic natural behavior that he brings to the job. That is, if left on his own, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the general characteristics to gain a better understanding of Terrys natural behavior. Terry tends to be precise about his use of time and can become frustrated when others interrupt him when in the middle of a task. He wants to be seen as a responsible person and will avoid behavior that could be seen by others as irresponsible. He judges others by the quality of their work. He has such high personal standards that he expects others to have the same dedication. Following procedures is his way of ensuring quality and orderly work. Terry can be depended upon to follow set procedures of work activity. His motto for work may well be the coined phrase, "quality is job number one." Getting the project or job done right is important to him. If forced to choose between producing quality work or quantities of work, quality will be the winner. Precision and accuracy are important to him. Becoming acquainted with him can be difficult since he tends to withhold his emotions. He may appear to be cool and distant. He may have a low trust level of others. To some people, Terry may appear to be analytical. He may be overly sensitive to criticism of his work. If you do comment on his work you had better be right, since he may not take criticism lightly. Terry is skilled at observing and collecting data on different subjects. If he has a real passion for a given subject, he will read and listen to all the available information on the subject. He has an acute awareness of social, economic and political implications of his decisions. He prefers to study and analyze a problem before responding. He wants to feel that his response is the correct one. He tends to become bogged down in details. He may accumulate so much data that the details www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 2
  • 4. GENERAL CHARACTERISTICS overwhelm him. Terry is a critical and systematic thinker, and this strength may not be easily recognized by others. He likes to assemble facts and data before making decisions. This allows him time to review the facts and think about the decision to be made. He is the type of person who will accept challenges, and accept them seriously. He can be seen as a thinker whose intuitive talents can bring divergent ideas to the forefront. Terrys logical, methodical way of gathering data is demonstrated by his ability to ask the right questions at the right time. When Terry is deeply involved in thinking through a project, he may appear to be cool and distant. He likes to ask questions to clarify the communications. He gathers data in order to be certain he is correct in his work, communications or decision making. He likes to know what is expected of him in a working relationship, and have the duties and responsibilities of others who will be involved explained. Communication is accomplished best by well-defined avenues. Terry has a low trust level with strangers. This becomes apparent when he asks specific and perhaps blunt questions. He prefers meetings that start and finish on time. He may get upset with people who do not adhere to rules and how things "should be done." People may often see Terry as formal and reserved. He may be assessing the situation before "letting his guard down" and may do so only when he feels comfortable with the circumstances. He enjoys analyzing the motives of others. This allows him to develop his intuitive skills. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 3
  • 5. VALUE TO THE ORGANIZATION This section of the report identifies the specific talents and behavior Terry brings to the job. By looking at these statements, one can identify his role in the organization. The organization can then develop a system to capitalize on his particular value and make him an integral part of the team. • Conscientious and steady. • Always concerned about quality work. • Comprehensive in problem solving. • Suspicious of people with shallow ideas. • Excellent troubleshooter. • Objective--"The anchor of reality." • Objective and realistic. • Accurate and intuitive. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 4
  • 6. 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 Terry. Read each statement and identify the 3 or 4 statements which are most important to him. We recommend highlighting the most important "DOs" and provide a listing to those who communicate with Terry most frequently. Do: • Make an organized contribution to his efforts, present specifics and do what you say you can do. • Follow through, if you agree. • Make an organized presentation of your position, if you disagree. • Use expert testimonials. • Draw up a scheduled approach to implementing action with a step-by-step timetable; assure him that there wont be surprises. • Provide solid, tangible, practical evidence. • Prepare your "case" in advance. • Listen to him. • Be prepared with the facts and figures. • Respect his quiet demeanor. • Keep at least three feet away from him. • Show him a sincere demeanor by careful attention to his point of view. • Provide details in writing. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 5
  • 7. DONTS ON COMMUNICATING This section of the report is a list of things NOT to do while communicating with Terry. Review each statement with Terry 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. Dont: • Pretend to be an expert, if you are not. • Dillydally, or waste time. • Say "trust me"--you must prove it. • Use gimmicks or clever, quick manipulations. • Make statements you cannot prove. • Make conflicting statements. • Be redundant. • Make statements about the quality of his work unless you can prove it. • Push too hard, or be unrealistic with deadlines. • Provide special, personal incentives. • Be superficial. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 6
  • 8. COMMUNICATION TIPS This section provides suggestions on methods which will improve Terrys communications with others. The tips include a brief description of typical people with whom he may interact. By adapting to the communication style desired by other people, Terry will become more effective in his communications with them. He may have to practice some flexibility in varying his communication style with others who may be different from himself. 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 ambitious, forceful, decisive, strong-willed, independent and goal-oriented: • Be clear, specific, brief and to the point. • Stick to business. • Be prepared with support material in a well-organized "package." Factors that will create tension or dissatisfaction: • Talking about things that are not relevant to the issue. • Leaving loopholes or cloudy issues. • Appearing disorganized. When communicating with a person who is magnetic, enthusiastic, friendly, demonstrative and political: • Provide a warm and friendly environment. • Dont deal with a lot of details (put them in writing). • Ask "feeling" questions to draw their opinions or comments. Factors that will create tension or dissatisfaction: • Being curt, cold or tight-lipped. • Controlling the conversation. • Driving on facts and figures, alternatives, abstractions. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 7
  • 9. COMMUNICATION TIPS When communicating with a person who is patient, predictable, reliable, steady, relaxed and modest: • Begin with a personal comment--break the ice. • Present your case softly, nonthreateningly. • Ask "how?" questions to draw their opinions. Factors that will create tension or dissatisfaction: • Rushing headlong into business. • Being domineering or demanding. • Forcing them to respond quickly to your objectives. When communicating with a person who is dependent, neat, conservative, perfectionist, careful and compliant: • Prepare your "case" in advance. • Stick to business. • Be accurate and realistic. Factors that will create tension or dissatisfaction: • Being giddy, casual, informal, loud. • Pushing too hard or being unrealistic with deadlines. • Being disorganized or messy. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 8
  • 10. IDEAL ENVIRONMENT This section identifies the ideal work environment based on Terrys 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 Terry enjoys and also those that create frustration. • Assignments that can be followed through to completion. • Private office or work area. • Data to analyze. • Prefers technical work, specializing in one area. • Environment where he can be a part of the team, but removed from office politics. • Close relationship with a small group of associates. • Projects that produce tangible results. • An environment dictated by logic rather than emotion. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 9
  • 11. PERCEPTIONS A persons behavior and feelings may be quickly telegraphed to others. This section provides additional information on Terrys self-perception and how, under certain conditions, others may perceive his behavior. Understanding this section will empower Terry to project the image that will allow him to control the situation. "See Yourself As Others See You" SELF-PERCEPTION Terry usually sees himself as being: Precise Thorough Moderate Diplomatic Knowledgeable Analytical OTHERS PERCEPTION Under moderate pressure, tension, stress or fatigue, others may see him as being: Pessimistic Picky Worrisome Fussy And, under extreme pressure, stress or fatigue, others may see him as being: Perfectionistic Hard-to-Please Strict Defensive www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 10
  • 12. DESCRIPTORS Based on Terrys responses, the report has marked those words that describe his personal behavior. They describe how he solves problems and meets challenges, influences people, responds to the pace of the environment and how he 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 www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 11
  • 13. NATURAL AND ADAPTED STYLE Terrys 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. PROBLEMS - CHALLENGES (Natural) Terry is quite inquisitive and wants to be seen as an outwardly competitive person who is adventuresome by nature. He is results-oriented and likes to be innovative in his approach to problem solving. Terry is not necessarily confrontational by nature, but if a problem does exist he will not turn down the opportunity for confrontation. PROBLEMS - CHALLENGES (Adapted) Terry sees no need to change his approach to solving problems or dealing with challenges in his present environment. PEOPLE - CONTACTS (Natural) Terry is undemonstrative in his approach to influencing others and likes to let facts and figures stand for themselves. He feels persuasion needs to be objective and straightforward. His trust level is based on each interaction--the past is the past. He presents facts without embellishments. PEOPLE - CONTACTS (Adapted) Terry sees no need to change his approach to influencing others to his way of thinking. He sees his natural style to be what the environment is calling for. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 12
  • 14. NATURAL AND ADAPTED STYLE PACE - CONSISTENCY (Natural) Terry is deliberate and steady. He is willing to change, if the new direction is meaningful and consistent with the past. He will resist change for changes sake. PACE - CONSISTENCY (Adapted) Terry sees his natural activity style to be just what the environment needs. What you see is what you get for activity level and consistency. Sometimes he would like the world to slow down. PROCEDURES - CONSTRAINTS (Natural) Terry naturally is cautious and concerned for quality. He likes to be on a team that takes responsibility for the final product. He enjoys knowing the rules and can become upset when others fail to comply with the rules. PROCEDURES - CONSTRAINTS (Adapted) Terry shows little discomfort when comparing his basic (natural) style to his response to the environment (adapted) style. The difference is not significant and Terry sees little or no need to change his response to the environment. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 13
  • 15. ADAPTED STYLE Terry sees his present work environment requiring him to exhibit the behavior listed on this page. If the following statements DO NOT sound job related, explore the reasons why he is adapting this behavior. • Being precise in the collection of data. • Calculation of risks before taking action. • Maintaining a clean and organized work station. • Accurate adherence to high quality standards. • Precise, analytical approach to work tasks. • Critical appraisal of data. • Disciplined, meticulous attention to order. • Being attentive and dependable with detailed work activities. • Sensitivity to existing rules and regulations. • Projecting a limited display of emotion. • Working in a systematic, nondemonstrative manner. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 14
  • 16. KEYS TO MOTIVATING This section of the report was produced by analyzing Terrys 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 Terry and highlight those that are present "wants." Terry wants: • To be recognized for his continuance of quality work. • Time to perform up to his high standards. • Time to adjust to change. • Tangible evidence of effort. • Limited socializing. • Instructions so he can do the job right the first time. • Straight talk supported with facts. • Limited exposure to new procedures. • Facts and data for making decisions. • To be part of a quality-oriented work group. • An environment where he can ask specific questions--not just "beat around the bush." • Objectivity. • Information in logical order. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 15
  • 17. KEYS TO MANAGING In this section are some needs which must be met in order for Terry to perform at an optimum level. Some needs can be met by himself, while management must provide for others. It is difficult for a person to enter a motivational environment when that persons basic management needs have not been fulfilled. Review the list with Terry and identify 3 or 4 statements that are most important to him. This allows Terry to participate in forming his own personal management plan. Terry needs: • To sell his ideas--not just tell them. • Recognition for what he accomplished. • Equipment that will allow him to perform up to his high standards. • To soften the edge and not be so blunt. • Support in making high-risk decisions. • A manager who prefers quality over quantity. • Rewards in terms of fine things--not just shallow words. • Sincere feedback from others. • Time to gather the facts and data. • Time to warm up to people. • Performance appraisals on a regular basis. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 16
  • 18. AREAS FOR IMPROVEMENT In this area is a listing of possible limitations without regard to a specific job. Review with Terry and cross out those limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance and develop an action plan to eliminate or reduce this hindrance. Terry has a tendency to: • Have difficulty making decisions because hes mostly concerned about the "right" decision. If precedent does not give direction, his tendency is to wait for directions. • Appear somewhat aloof and cool to the emotional appeal of others. • Tell ideas as opposed to sell ideas. • Select people much like himself. • Lean on technical achievement. • Be overly intense for the situation. • Want full explanation before changes are made to ensure his understanding. • Failure to tell others where he stands on an issue. • Be defensive when threatened and use the errors and mistakes of others to defend his position. www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 17
  • 19. ACTION PLANTerry ArmstrongThe following are examples of areas in which Terry may want to improve. Circle 1 to 3 areasand develop action plan(s) to bring about the desired results. Look over the report for possibleareas that need improvement.Communicating (Listening) Time ManagementDelegating Career GoalsDecision Making Personal GoalsDisciplining Motivating OthersEvaluating Performance Developing PeopleEducation FamilyArea:1.2.3.Area:1.2.3.Area:1.2.3.Date to Begin: ____________ Date to Review: ____________ 18
  • 20. BEHAVIORAL FACTOR INDICATOR™ Management Version Terry Armstrong 12-3-2008Paragon Resources, Inc.Training and Consulting FirmFocusing on ROP...Return on PeopleAccelerating Team Performance to Maximize Client Relationships770.319.0310www.ParagonResources.com
  • 21. INTRODUCTION 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.Copyright © 1990-2002. Target Training International, Ltd. 19
  • 22. SPECIFIC FACTOR ANALYSIS Terry Armstrong DECISIVENESS/RESULTS ORIENTED 0...1...2...3...4...5...6...7...8...9...10 Natural 4.75 Adapted 5.25 SENSE OF URGENCY 0...1...2...3...4...5...6...7...8...9...10 Natural 5.25 Adapted 6.00 VISION FOR THE FUTURE 0...1...2...3...4...5...6...7...8...9...10 Natural 5.50 Adapted 6.00 MOTIVATING OTHERS 0...1...2...3...4...5...6...7...8...9...10 Natural 5.00 Adapted 5.75 SELF-CONFIDENCE 0...1...2...3...4...5...6...7...8...9...10 Natural 4.75 Adapted 5.25 CUSTOMER/EMPLOYEE INTERFACE 0...1...2...3...4...5...6...7...8...9...10 Natural 6.25 Adapted 6.50 www.ParagonResources.comCopyright © 1990-2002. Target Training International, Ltd. 20
  • 23. SPECIFIC FACTOR ANALYSIS Terry Armstrong LISTENING 0...1...2...3...4...5...6...7...8...9...10 Natural 7.00 Adapted 6.50 FOLLOW-UP AND FOLLOW-THROUGH 0...1...2...3...4...5...6...7...8...9...10 Natural 7.75 Adapted 7.00 CONSISTENCY 0...1...2...3...4...5...6...7...8...9...10 Natural 7.00 Adapted 6.50 PAPERWORK 0...1...2...3...4...5...6...7...8...9...10 Natural 7.00 Adapted 6.75 ATTENTION TO DETAIL 0...1...2...3...4...5...6...7...8...9...10 Natural 8.00 Adapted 7.25 FOLLOWING POLICY 0...1...2...3...4...5...6...7...8...9...10 Natural 8.00 Adapted 7.50 www.ParagonResources.comCopyright © 1990-2002. Target Training International, Ltd. 21
  • 24. STYLE ANALYSIS™ GRAPHS Terry Armstrong 12-3-2008 MOST LEAST Graph I Graph II Adapted Style Natural Style D I S C D I S C 100 20 17 19 15 100 0 0 0 0 16 10 12 9 1 1 15 90 9 90 11 8 8 1 14 10 7 1 2 13 7 2 80 80 12 9 11 2 3 10 8 6 2 3 70 6 70 5 3 3 4 9 7 5 4 60 6 60 8 4 5 5 4 5 4 4 7 5 6 6 50 50 6 6 4 5 7 5 3 7 7 40 3 40 4 3 8 6 8 8 3 2 9 30 2 30 9 2 10 7 9 2 11 10 1 8 10 20 1 20 12 1 1 9 11 13 11 10 0 10 14 10 0 15 12 11 12 0 16 13 13 0 0 0 21 19 19 16 Score 9 2 5 6 4 8 5 4 % 64 34 54 72 58 22 58 64 www.ParagonResources.comCopyright © 1984-2002. Target Training International, Ltd. 22
  • 25. 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 persons Wheel, and make a master Wheel that contains each persons 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. www.ParagonResources.comCopyright © 1992,1998. Target Training International, Ltd. 23
  • 26. THE SUCCESS INSIGHTS WHEEL ® Terry Armstrong 12-3-2008 IMPLEMENTOR C 8 1 CO D R ND YZE 9 U 24 AL CT 10 AN OR 23 q 40 25 39 5 26 11 7 56 41 27 22 42 55 2 38 43 12 COORDINATOR 54 28 PERSUADER 60 57 44 21 37 53 45 29 13 52 59 58 36 46 20 51 30 6 47 14 50 35 49 48 3 31 19 34 32 15 33 SU R TE 18 PP 16 O RT O 17 ER OM S 5 4 PR I RE L ATERAdapted: 5 (40) ANALYZING IMPLEMENTOR (FLEXIBLE) Natural: q (40) ANALYZING IMPLEMENTOR (FLEXIBLE) www.ParagonResources.comCopyright © 1992,1998. Target Training International, Ltd. 24

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