ADVanced Insights Profile

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This document is an example of the ADVanced Insights Profile offered by Inspired Performance Solutions through InnerMetrix and RAC. The three indices of DISC, Values, and Attributes combine to 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.) If you are interested in receiving your ADVanced Insights Profile, please contact Dave.Gregory@inspiredperformancesolutions.com for a FREE link.

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ADVanced Insights Profile

  1. 1. ADVanced Insights Profile WHAT WHY HOW Dave Gregory January 11, 2011 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.) Inspired Performance Solutions Inc. 1017 Oak Drive Raymore, MO 64083 (816) 674-8112© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 1
  2. 2. Executive Summary Natural and Adaptive Styles Comparison Natural Style 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 60 63 and true to yourself. It is also the style 60 56 that you revert to when under stress or 50 46 pressure. Behaving in this style, 40 however, reduces your stress and 30 tension and is comforting. When 20 authentic to this style you will maximize 10 Dave Gregory your true potential more effectively. D I S C Adaptive StyleAdaptive Style: The adaptive style is 100how 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 60 60authentic for you or your true tendencies 49and preferences. When forced to adopt 50 46 40to this style for too long you may become 30 28stressed and less effective. 20 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 Daves 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 Average Not an extremist, and able to balance the needs of both others and self. 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. Altruist Very High Well disciplined, and follows standard operating protocol and traditional ways. Regulatory Dave Gregory High High interest level in understanding all aspects of a situation, or subject. Theoretical100 90 80 77 70 70 66 60 55 50 1 SD 43 40 norm 38 30 1 SD 20 13 10 Aesthetic Economic Individualistic Political Altruist Regulatory Theoretical© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 3
  4. 4. Dimensional Balance0.98 / 0.85ExternalEmpathy0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 9.5 +Practical Thinking0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.8 -Systems Judgement0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.6 +InternalSelf Esteem Dave Gregory0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 7.9 -Role Awareness0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.8 -Self Direction0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 6.0 +© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 4
  5. 5. Dave Gregory DISC Index© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 5
  6. 6. Executive Summary Natural and Adaptive Styles Comparison Natural Style 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 60 63 and true to yourself. It is also the style 60 56 that you revert to when under stress or 50 46 pressure. Behaving in this style, 40 however, reduces your stress and 30 tension and is comforting. When 20 authentic to this style you will maximize 10 Dave Gregory your true potential more effectively. D I S C Adaptive StyleAdaptive Style: The adaptive style is 100how 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 60 60authentic for you or your true tendencies 49and preferences. When forced to adopt 50 46 40to this style for too long you may become 30 28stressed and less effective. 20 10 D I S C© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 6
  7. 7. 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 • Cautious — your preference for procedures, standards and protocols Dave GregoryThis 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 7
  8. 8. Four Components of Behavior The Elements of the DISC-IndexThis DISC-Index report is unique in the marketplace for a number of 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 DISC aspects of yourbehavior both as separate entities and as a dynamic combination of traits. This report presents Dave Gregorythe first time that each of the DISC elements are separated and developed as pure entities ofthemselves. 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 contradictother text. This is due to the fact that many of us show contradictory behaviors in the normalcourse of 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 8
  9. 9. Four Components of Behavior A closer look at the four components of your behavioral style Dave Gregory© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 9
  10. 10. 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 Dave Gregory 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 high average score on the D spectrum.100 The comments below highlight some of the traits specific 90 to just your unique score. 80 • You can be quick about your decisions when time is short 70 and need is high. • You can become critical of others who dont measure up 60 56 to your standards. 50 49 • You like challenging assignments that require you to work out of your comfort zone. 40 • Youre moderately self-reliant in determining new 30 directions or deciding on change. • You can be sufficiently assertive without being pushy or 20 nervy. 10 • You prefer a minimum of direct supervision or control over your actions. Natural Adaptive © 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 10
  11. 11. 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 Dave Gregory 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 high average score on the I spectrum.100 The comments below highlight some of the traits specific 90 to just your unique score. 80 • People may find you charming to meet and to converse 70 with on a variety of topics. 60 60 • You may sometimes promise a bit more than you can 60 deliver because of your natural optimism. 50 • You prefer an environment with ample people contact. • You present yourself in a poised manner to both small 40 or large groups of people. 30 • You tend to meet new people in a confident and appropriate manner. 20 • You prefer working in a social environment rather than 10 one that is remote or isolated. Natural Adaptive © 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 11
  12. 12. 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 Dave Gregory 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 • If insufficient structure and order exist, you will create it. 60 • When you need to, you can be flexible to change or new 50 46 ideas. • You serve to stabilize others on a team who are perhaps 40 too maverick. 30 • You prefer setting minimum levels of consistency and stability or control. 20 • You prefer to have sufficient clarification of policy or tasks 10 before proceeding, so as to avoid mistakes. Natural Adaptive © 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 12
  13. 13. 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 Dave Gregory 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 low average score on the C spectrum.100 The comments below highlight some of the traits specific 90 to just your unique score. 80 • You may be perceived as being non-committal by some 70 when it comes to deciding on how to proceed. • You might be perceived as a bit of a rule-bender by some 60 on the team. 50 46 • You are persistent in trying to get a message across, even in the midst of resistance. 40 • You prefer to act as your "own person" rather than follow 30 28 the norm. • You are flexible enough to work with or without a lot of 20 structure or order. 10 • You are fine with change when it is clear how it will improve efficiency. Natural Adaptive © 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 13
  14. 14. 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: • You may tend to prefer to socialize with a rather small group of associates and build deeper relationships than have shallow relationships with a wide number of people. • Shares a basic behavioral desire to help and serve others in a sincere and professional way to help them grow. Dave Gregory • Prefers maintaining the status quo rather than making changes just for the sake of change. • As a leader or member of a project team, you may show a deliberate, dispassionate, and serious approach to solving problems. • You show extremely high levels of patience in working with others. • Shows a high degree of internal loyalty to people, projects, and ideals in the organization. • You may tend to say yes more than no when asked to help out with a colleagues project or problem. Thats okay, but it sometimes leads to over-commitment. • You tend to be friendly and easygoing without being an extremist.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 14
  15. 15. 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: • You show a high trust level in the ability of others on the team to carry out their responsibilities and commitments. • You have the ability to handle pressing problems in a casual manner, but still get the problem solved. • Motivated to be very well networked and you know a wide variety of people within the Dave Gregory profession. This can be of enormous benefit to the team or organization as additional contacts become necessary. • You show confidence in your ability to motivate and persuade others into the behaviors required for the desired outcome of the project. • You want to be known as very people oriented. You like people, and want to be liked in return. • You prefer a favorable social environment rather than an antagonistic one, and will work to maintain the positive environment. • You show the ability to speak to audiences and motivate others with poise, confidence, and excellent verbal skills. • You are motivated by promoting ideas and generating enthusiasm in others.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 15
  16. 16. 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: • Sufficient time to consider alternatives prior to making changes. • Options for increasing efficiency of certain methods or procedures. • An environment with minimal sudden changes and crises. • An increased sense of urgency. • Being more open to meeting new groups of people, or business associations. • Efficient systems or utilities to handle routine work more effectively. Dave Gregory • Products and processes to believe in. • Peers of equal ability, competence, and work ethic.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 16
  17. 17. 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: • Freedom of speech, and people to listen. • You want to work with a team of people with whom you can show your high trust level. • Interesting activities outside of the work environment. Some with similar scores like to be involved in volunteer and community activities. • Supportive and encouraging working environment. • Social recognition for success on a project or achieving a goal. • A strong, visible group or organization with which to identify. • A variety of activities involving people, both on the job and off. Dave Gregory • Awards to confirm ability, skill, or achievements.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 17
  18. 18. 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: • Patient in working with others on the team. • Extensive base of both knowledge and expertise can be tapped to assist in getting a job done. • People oriented in a stable and sincere way. • Excellent listening style. • Willing to work hard for a mission, cause, project, or purpose. • An excellent teacher or coach to others on the team, especially in situations requiring Dave Gregory patience and specialized skills. • Can be depended upon in the organization to do what you say you will do. • Builds good team relationships without being an extremist.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 18
  19. 19. 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 youwith: • Activities with many opportunities for interaction with people. • Freedom from routine work. • Freedom from many controls, detail, and paperwork. • Freedom of speech and expression. • Public recognition for accomplishments. • Projects needing you to motivate and persuade people. • A non-hostile working environment. Dave Gregory • A democratic supervisor and work environment.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 19
  20. 20. 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: • May provide a false sense of buy-in to others on the team, but may then resist passive- aggressively. • May need assistance in beginning new procedures, primarily because of not wanting to make mistakes. Dave Gregory • May take some criticism personally, even though it was directed at a work process. • When sudden change is suggested, may become indecisive when pressured. • May try to hang on too much to current or past procedures, especially when faced with impending change. • May hold back and wait for others to initiate an idea or process. • Some may perceive a lower sense of urgency to get things done. That may come from a desire not to make sudden changes. • May need help in prioritizing. Under pressure all items may be ranked as most important.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 20
  21. 21. 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: You • Balances individual and group work for the participants. • Shows patience with tedious, technical, and specialty tasks and helping others to learn. • Sincere participation with others as a co-learner or co-facilitator. • Prefers explicit instructions and measurement criteria to be established with the participants. Dave Gregory • Wants to know performance outcomes, objectives, etc., and communicates these to the participants. • Looks for meaning and clear integration of the learning activities. • Shows commitment, and wants to be personally involved in participant learning. How you prefer to receive knowledge or learn: You • You show patience with tedious, technical, and specialty tasks. • You lead the group by encouraging cooperation. • Sincere participation with others. • You do independent practice as well as working with others. • As a participant, you prefer a balance between individual and group work. • Prefers explicit instructions and measurement criteria. • Wants to learn and help others learn as well.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 21
  22. 22. Communication Insights for OthersThis page is unique in this report because it is the only one that doesnt speak directly to you,rather to 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 Dave: • Find some areas of common interest and involvement. • If you say youre going to do something, do it. • Present your ideas and opinions in a non-threatening way. • Be candid, open, and patient. • Break the ice with a brief personal comment. Dave Gregory • Be casual and informal with gestures and body language. • Ask how oriented questions to draw out opinions. Things to avoid to effectively communicate with Dave: • Dont stick coldly onto the business agenda. • Dont make decisions for others. • Dont be domineering or demanding. • Dont force others to agree quickly with your objectives and position; provide some time to warm up to the ideas and for mutual ownership. • If you disagree, dont let it reflect on others personally, and dont let it affect the relationship. • Dont patronize or demean others by using incentives or subtlety. • Dont threaten with position or power.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 22
  23. 23. 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?_________________________________________________________________________ Dave GregoryCautiousness:How is your C score relevant to your life?_________________________________________________________________________Overall Natural Style:What is one way in which your natural style relates to your life?_________________________________________________________________________Overall Adaptive Style:What is one way in which your 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 23
  24. 24. 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?_________________________________________________________________________ Dave GregoryImprovement: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 24
  25. 25. 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)________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Dave GregoryLimiting 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 25
  26. 26. Dave Gregory Values Index© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 26
  27. 27. Seven Dimensions of Value and Motivation Executive Summary of Daves 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 Average Not an extremist, and able to balance the needs of both others and self. 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. Altruist Very High Well disciplined, and follows standard operating protocol and traditional ways. Regulatory Dave Gregory High High interest level in understanding all aspects of a situation, or subject. Theoretical100 90 80 77 70 70 66 60 55 50 1 SD 43 40 norm 38 30 1 SD 20 13 10 Aesthetic Economic Individualistic Political Altruist Regulatory Theoretical© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 27
  28. 28. 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. Dave Gregory • 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. • Altruist - 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 28
  29. 29. 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 rank the various statementsin the instrument, which makes taking the instrument more intuitive, natural and in the endyou can actually create the order you see in your mind on the screen. Dave GregoryFinally, 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 29
  30. 30. 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 helps 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. Dave Gregory 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 30
  31. 31. Your Aesthetic Drive The Aesthetic Dimension: The main motivation in this 77 70 66 value is the drive to achieve balance, harmony and find 55 38 43 form or beauty. Environmental concerns or “green” initiatives are also typically prized by this dimension. 13 AES ECO IND POL ALT REG THEGeneral Traits:• You are not driven to express creativity or artistry, and defers to others on the team with higher interest.• You believe somethings usefulness is more important than its appearance.• You are not worried about form and beauty in the work environment, and allows others to attend to those items.• You are a strong steward of business processes, and doesnt want to waste resources on aesthetics or beauty if it doesnt effect productivity.• You view having harmony and balance are not as important in business as other drive Dave Gregory factors shown in this report.Key Strengths:• You can be a strong survivor even in heavy competition.• You prefer not to share emotions and feelings, and may like to work independently at times.• You believe achieving results may take precedent over balance and peace in life.• You tend to take a strong bottom-line approach to business transactions.• You are less emotional than most.Motivational Insights:• You should appeal to the practical aspects of a situation.• You shouldnt assume that a workplace make-over and remodeling will be a substantial motivator.• You stick to the bottom-line issues.• To you, 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.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 31
  32. 32. Your Aesthetic Drive (Continued) The Aesthetic Dimension: The main motivation in this 77 70 66 value is the drive to achieve balance, harmony and find 55 38 43 form or beauty. Environmental concerns or “green” initiatives are also typically prized by this dimension. 13 AES ECO IND POL ALT REG THETraining/Learning Insights:• You teach/learn in a very practical way, nothing fancy.• You make sure to connect training benefits to business opportunities.• You can be flexible about the surroundings in which you learn.• You are not emotionally driven, stick to practical motivations.• You avoid lots of team interaction just for the sake of interaction; be certain there is a business reason.Continual Improvement Insights:• Dave Gregory Some might consider you uncaring about aesthetics, artistic beauty or harmony.• You may be seen as overly businesslike.• You should try to appreciate the value others have for artistic things, or trying to increase workplace aesthetics.• You should remember to respect the creativity of others.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 32
  33. 33. Your Economic Drive The Economic Dimension: This dimension examines 77 70 66 the motivation for security from economic gain, and to 55 38 43 achieve practical returns. The preferred approach of this dimension is a professional one with a focus on 13 bottom-line results. AES ECO IND POL ALT REG THEGeneral Traits:• You are typically interested in what is practical and useful in meeting goals (usually economic ones).• You need for education and training to be practical and useful, with a profit or economic motive.• You may fit the stereotype of the highly driven American businessperson, motivated by economic incentives.• You are goal driven, especially financial goals.• You are interested in what is practical and useful in achieving your vision of success. Dave GregoryKey Strengths:• You will protect organizational or team finances, as well as your own.• You show a keen ear to the revenue-clock, your own and the organizations.• You are highly driven by competition, challenges, and economic incentives.• You are profit driven and bottom-line oriented.• You are able to multi-task in a variety of areas, and keep important projects moving.Motivational Insights:• You make certain that economic rewards are fair, clearly communicated, and provide a high-end return for those willing to work for it.• Be certain you are balancing your professional and personal life.• You are certain to reward performance, and encourage participation as an important member of the team.• You link training and meeting events to potential gains in business share or future income.• You realize that its not just money that motivates, but also personal fulfillment in the job.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 33
  34. 34. Your Economic Drive (Continued) The Economic Dimension: This dimension examines 77 70 66 the motivation for security from economic gain, and to 55 38 43 achieve practical returns. The preferred approach of this dimension is a professional one with a focus on 13 bottom-line results. AES ECO IND POL ALT REG THETraining/Learning Insights:• If possible, you should build in some group competition as a part of the training activities.• You should link learning outcomes to the ability to become more effective in increasing earnings for both yourself and the organization.• You should attempt to provide some rewards or incentives for participation in additional training and professional development.• Your scores are like those who want information that will help them increase bottom-line activity and effectiveness. Dave GregoryContinual 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.• You may judge efforts of others by an economic scale only.• You may need to hide the dollar signs in your eyes in order to establish the most appropriate rapport with others.• 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.• You may need to have an increased sensitivity to the needs of others, and less demonstration of potential selfishness.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 34
  35. 35. Your Individualistic Drive The Individualistic Dimension: The Individualistic 77 70 66 dimensions deals with ones need to be seen as unique, 55 38 43 independent, and to stand apart from the crowd. This is the drive to be socially independent and have 13 opportunity for freedom of personal expression. AES ECO IND POL ALT REG THEGeneral Traits:• Generally not considered an extremist on ideas, methods, or issues in the workplace.• Those who score like Dave would probably not be considered controversial in their workplace ideas or transactions.• Has the ability to take a stand on an issue when necessary, to yield position when necessary, and to do both with equal sincerity.• Shows moderate social flexibility in that Dave would be considered as one who is socially appropriate and supportive of others on the team.• Has the ability to take or leave the limelight and attention given for special contributions. Dave GregoryKey Strengths:• May be considered flexible and versatile without being an extremist.• Able to follow or lead as asked.• Able to see both sides of the positions from those with higher and lower Individualistic scores.• May be seen as a stabilizing force in organizational operations and transactions.• May be able to mediate between the needs of the higher and lower Individualistic members of the team.Motivational Insights:• Remember that Dave scores like those with a high social flexibility, that is, he can assume an appropriate leadership role for a team, or be a supportive team member as the situation requires.• Remember that Dave shows the ability to get along with a wide variety of others, without alienating those with opinions in extreme positions on the spectrum.• Dave scores like those who are able to be a balancing or stabilizing agent in a variety of team-related issues, without being an extremist on either side.• Dave brings an Individualistic drive typical of many professionals, i.e., near the national© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 35
  36. 36. Your Individualistic Drive (Continued) The Individualistic Dimension: The Individualistic 77 70 66 dimensions deals with ones need to be seen as unique, 55 38 43 independent, and to stand apart from the crowd. This is the drive to be socially independent and have 13 opportunity for freedom of personal expression. AES ECO IND POL ALT REG THETraining/Learning Insights:• Able to be a flexible participant in training and development programs.• Tends to enjoy both team-oriented and individual or independent learning activities.• Will be a supportive member of the training experience from the viewpoint of this Values dimension.• Because this score is near the national mean, please check other higher and lower Values areas to obtain additional insight into learning preferences.Continual Improvement Insights:• Dave Gregory Without necessarily picking sides, he may need to take a stand on some issues related to individual agendas.• To gain additional insight, examine other values drives to determine the importance of this Individualistic drive factor.• Allow space for those with higher Individualistic drives to express themselves in appropriate ways.• Avoid criticizing those with higher or lower Individualistic drives, since all Values positions are positions deserving respect.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 36
  37. 37. Your Political Drive The Political Dimension: This drive is to be seen as 77 70 66 a leader, and to have influence and control over ones 55 38 43 environment or success. Competitiveness is often associated with those scoring high in this motivation. 13 AES ECO IND POL ALT REG THEGeneral Traits:• You are a very active agent in tough decision-making roles.• You seek competition.• You are accountable for actions and decisions: Are ready to take the credit or the blame.• You use power and control readily and effectively to keep projects moving.• You are very comfortable being in a leadership position and seek those roles.Key Strengths:• You have a strong ‘buck stops here approach to business and getting things done.• Dave Gregory You have a very high energy level to work hard at meeting goals.• You accept struggle and hard work toward a goal.• You are able to plan and design work projects for teams to accomplish.• You are able to plan and control your own work tasks.Motivational Insights:• You may need to be more willing to share the attention and successes for wins.• You enjoy status and esteem in the eyes of others.• You should provide an environment with minimal involvement with routine, detail, and paperwork.• You appreciate public recognition and praise for successes.• You score are like others who may feel stifled if surrounded by many constraints.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 37
  38. 38. Your Political Drive (Continued) The Political Dimension: This drive is to be seen as 77 70 66 a leader, and to have influence and control over ones 55 38 43 environment or success. Competitiveness is often associated with those scoring high in this motivation. 13 AES ECO IND POL ALT REG THETraining/Learning Insights:• You provide for a variety of learning and personal development options.• Your scores are like those who frequently show an interest in leading some training or professional development activities.• Many who score like you, may prefer independent study instead of group or team activities.• You link learning successes with potential to increase personal credibility and motivation of teams when working with others.• You provide for individual recognition for exceptional performance. Dave GregoryContinual Improvement Insights:• You may need to be more sensitive to the needs of others on the team.• You may be perceived as one who oversteps authority at times.• You may show impatience with others who dont see the big picture as clearly.• You may need to soften your own agenda at times and allow for other ideas and methods to be explored.• You may project a high sense of urgency which may also translate to some as a high intensity.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 38
  39. 39. Your Altruist Drive The Altruistic Dimension: This drive is an expression 77 70 66 of the need or drive to benefit others in a humanitarian 55 38 43 sense. There is a genuine sincerity in this dimension to help others, give of ones time, resources and energy, 13 in aid of others. AES ECO IND POL ALT REG THEGeneral Traits:• You have a good sense for when to freely help others, and when to say "No."• You can be a good mediator between those who give too much and those who dont give enough.• You will not create an imbalance between own needs and those of others.• You balance helping others with personal concerns very effectively.• You are very much in line with the average level of altruism seen in business environments.Key Strengths:• Dave Gregory You have a solid balanced view of helping others without doing everything for them.• You possess a realistic and practical approach to helping others help themselves.• You appreciate the need to help others without sacrificing ones own self too much.• You are willing to pitch in and help others as needed.• You see value in benefiting others through personal actions.Motivational Insights:• You are practical in how much to help others versus other objectives.• You possess a healthy balance between a self focus and a focus on others.• You will strike a moderate level of giving and taking in interactions with others.• You have a very typical level of appreciation for others relative to the general working world.• You 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 39
  40. 40. Your Altruist Drive (Continued) The Altruistic Dimension: This drive is an expression 77 70 66 of the need or drive to benefit others in a humanitarian 55 38 43 sense. There is a genuine sincerity in this dimension to help others, give of ones time, resources and energy, 13 in aid of others. AES ECO IND POL ALT REG THETraining/Learning Insights:• You would better motivate by incorporating other motivators that are higher in drive and score locations.• You are flexible between learning with a team or learning independently.• You enjoy learning that highlights both their own personal gain, but also some altruistic aspect as well.• You are likely supportive of the trainers themselves.Continual Improvement Insights:• Dave Gregory You will be more influenced by other motivations in the report that are higher and when connected with, will return much more passion and drive.• You might benefit from taking more of a lead, as opposed to waiting for others to lead.• You need to know that efforts to help others are practical and deliver a business benefit as well.• You should respect those who may not share your interest in understanding or benefiting others.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 40
  41. 41. Your Regulatory Drive The Regulatory Dimension: The Regulatory drive 77 70 66 indicates ones drive to establish order, routine and 55 38 43 structure. This motivation is to promote rules and policies, a traditional approach and security through 13 standards and protocols. AES ECO IND POL ALT REG THEGeneral Traits:• Very loyal to established rules and policies.• Believes in sticking to what works.• Great respect for tradition.• Takes personal responsibilities very seriously.• A very strong preference for order and routine.Key Strengths:• Very reliable and dependable.• Dave Gregory Very supportive of groups, national entities, honor and tradition.• Extremely effective at organizing.• Will stay very focused on completing the project or work.• Very attentive to details.Motivational Insights:• Must provide the "why" behind the "what." Give all the supporting reasons behind instructions or assignments.• Allow ample time for Dave to adapt to changes and provide lots of supporting reasons for that change.• Maintain lots of routine and certainty.• Avoid deviating from prescribed schedule or process unless absolutely necessary.• Make sure to provide a very detailed and written set of instructions to follow.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 41
  42. 42. Your Regulatory Drive (Continued) The Regulatory Dimension: The Regulatory drive 77 70 66 indicates ones drive to establish order, routine and 55 38 43 structure. This motivation is to promote rules and policies, a traditional approach and security through 13 standards and protocols. AES ECO IND POL ALT REG THETraining/Learning Insights:• Will prefer learning activities that are very structured and detailed.• A very disciplined learner.• Very much likes to understand the "why" behind the "what" when learning new things.Continual Improvement Insights:• Allow them to establish their "own way" of doing anything new you ask of them.• When in a high change environment, try to be as flexible as you can comfortably be.• Appreciate that others may have their own "right way" too, and you both might actually Dave Gregory be right.• Dont get too hung up on the rules.• Put everything in writing!© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 42
  43. 43. Your Theoretical Drive The Theoretical Dimension: The drive to understand, 77 70 66 gain knowledge, or discover the “truth”. This motivation 55 38 43 can often be to gain knowledge for knowledge sake. Rational thinking, reasoning and problem solving are 13 important to this dimension. AES ECO IND POL ALT REG THEGeneral Traits:• Others on the team may seek Dave to help answer questions about projects or procedures.• Willing to take risks to learn something new.• May prefer learning-based events or conferences over a small economic incentive.• Provides a high interest level on new initiatives or projects.• High degree of curiosity in a variety of areas.Key Strengths:• Dave Gregory Will work long, hard hours on the complex solution to a problem.• Knows a little about most everything, and is conversant about it.• Stable, knowledge-driven ethic.• Others on the team may seek out Dave to answer their questions because they know of his strong knowledge base.• Dave scores as an active problem-solver, seeking solutions.Motivational Insights:• Include Dave in future development projects and draw on his expertise.• Sometimes incentives or bonuses are earned as tickets to a special event: Consider cultural events that are not just sports related.• If there is a learning-based event to be planned, be certain Dave is involved. If there is an external learning-based event on the calendar, be certain Dave has the opportunity to attend.• Call upon Daves knowledge and expertise whenever possible at team meetings, and when in problem-solving mode.• Be certain to provide knowledge-based incentives, such as new training courses, books, subscriptions, and journals.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 43
  44. 44. Your Theoretical Drive (Continued) The Theoretical Dimension: The drive to understand, 77 70 66 gain knowledge, or discover the “truth”. This motivation 55 38 43 can often be to gain knowledge for knowledge sake. Rational thinking, reasoning and problem solving are 13 important to this dimension. AES ECO IND POL ALT REG THETraining/Learning Insights:• Dave scores like those who may have their own on-going personal development program already in progress.• Enjoys learning even for its own sake, and will be supportive of most training and development endeavors.• Can be depended upon to do his homework… thoroughly and accurately.• Actively engaged in learning both on and off the job.Continual Improvement Insights:• Dave Gregory May be somewhat selfish at times in sharing ideas with others, until others have established their own technical credibility.• Dont rush from one learning experience to another. Make certain there are some practical applications.• The sense of urgency may vacillate, depending on the intellectual importance Dave assigns to the issue.• May sometimes bog down in details and minutia when needing to see the big picture.• A tendency to demonstrate a bit of aloofness, especially to those not as intellectually driven.© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 44
  45. 45. 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: Dave Gregory • 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 45
  46. 46. Success ConnectionYour final step to making sure you really benefit from the information in this report is tounderstand how your values style contributes to, and perhaps hinders, your overall success.Supporting Success: Overall, how well do your motivators and drivers help support yoursuccess? (cite specific examples):_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Dave GregoryLimiting 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 46
  47. 47. Dave Gregory Attribute Index© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 47
  48. 48. 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. Dave GregoryTo 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 48
  49. 49. 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 Dave GregoryGets 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 49
  50. 50. Professional E>I>SInternal Decision Making Pattern SummaryYou define yourself more in terms of your work or professional role than you do for who you are as a personinternally. The result is that you are a very hard worker who places a lot of value on what you do. You are verydriven to succeed in whatever role you fill. Your self-esteem is a little lower due to you basing your self worthon "what" you do more than "who" you are. All of us are more than just jobs, but this is your primary basis forevaluating yourself as a person. You are also unclear as to the actual steps you should be taking to accomplishyour role. Not that the role itself is in question, but more that the specific way you fulfill it might be. This canbe caused by recent changes in "how" you carry out your role (e.g., new technology, new marketing campaign,etc.). For whatever reason you are unclear as to the internal guides and rules that you feel you need to followin order to be successful in a given role. Your objective is quite clear, but the path you should take to reachthat objective remains a little unclear at this time. You value the tasks dimension above all others and yourlevel of development in this dimension is high. You value the people dimension second most with moderatedevelopment in this dimension and the Systems dimension is the least clear to you with low levels of developmentat this time. Level of development speaks to your ability to "see" a specific dimension. The more clearly wesee a dimension of thought, the more able we are to use it; therefore the better we are at it.MaximizersProfessional or social role identification; role satisfaction in the present.MinimizersQuestions about future direction and the personal rules that will govern the actions to get there. Dave GregoryMotivatorsActive, progressive work achievementRole successMaterial possessionsNeeds for GrowthTo clarify the specifics of how you accomplish your role, and increase the level of importance you place onyourself outside of job successes.Targets for Reinforcement (R) and Development (D)Sense of mission (D)Self direction (D)Self esteem (D)© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 50
  51. 51. RAC Customer Loyalty ProfileReport SummaryThis graph summarizes the 6 categories that comprise this Innermetrix Talent Profile. A description and meanscore for each category is on the following page. The RAC Customer Loyalty Development profile is designedto measure capacities which are vital to creating customer loyalty. This report may provide valuable insight intoyour specific aptitudes and abilities in amultitude of customer focused 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 8.8RAC - Social Development0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 9.1RAC - Physical Development0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.1 Dave GregoryRAC - Financial-Career Development0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 8.0RAC - Family Life Development0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 9.4RAC - Ethics & Beliefs Development0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 7.2© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 51
  52. 52. Category OverviewsRAC - Mental Development (8.8)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 (9.1)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 (8.1)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 (8.0)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 (9.4)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 (7.2) Dave GregoryThis 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 52

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