The document provides a comparison report on Ron Sample and Lisa Tester analyzing their behaviors, driving forces, and competencies. It summarizes that understanding each person's strengths and weaknesses can lead to personal and professional development and increased job satisfaction. It then analyzes and compares their individual behaviors, what drives them, potential strengths and conflicts based on their assessment results.

1. TriMetrix
®
DNA
Comparison Report
Ron Sample and Lisa Tester
4-11-2016
Copyright © 2006-2015. Target Training International, Ltd.

2. Introduction Where Opportunity Meets Talent®
The TTI Success Insights® TriMetrix® DNA Comparison Report was designed to increase the understanding of two individuals' talents.
The report provides insight to three distinct areas: behaviors, driving forces and competencies. Understanding the strengths and
weaknesses each person possesses will lead to personal and professional development and a higher level of satisfaction for each.
The following is a comparative summary in the three main areas:
Behaviors
This section of the report is designed to help showcase the behavioral similarities and differences between yourself and another
person. The ability to interact effectively with this person may be the difference between success and failure in your work and personal
life. Effective communication starts with an accurate perception of self and the implications of interactions with another person.
Driving Forces
This section of the report provides information on why you are driven to do what you do. Each person is driven by a unique set of
drivers. Understanding what drives you, as well as another person, can lower the chance of conflict and improve productivity.
Integrating Behaviors and Driving Forces
This section of the report will help blend the how and the why of interactions. Once you understand how behaviors and driving forces
blend together, performance will be enhanced and you will experience an increase in satisfaction.
Competencies
This section presents 25 key competencies and ranks them from top to bottom, defining each person's major strengths. The skills at
the top highlight well-developed capabilities and reveal where each person is naturally most effective in focusing their time.
1Copyright © 2006-2015. Target Training International, Ltd.

3. Checklist for Communicating
Most people are aware of and sensitive to the ways in which they prefer to be communicated to but may not understand the styles of others. Most find
this section to be extremely accurate and important for enhanced interpersonal communication. This page provides a list of things the other should DO
when communicating with the other. Read each statement and highlight the 3 or 4 statements which are most important to each person.
Ways to Communicate with Ron
Talk about him, his goals and the opinions he finds stimulating.
Provide questions, alternatives and choices for making his own
decisions.
Ask specific (preferably "what?") questions.
Use enough time to be stimulating, fun-loving, fast-moving.
Support and maintain an environment where he can be
efficient.
Read the body language for approval or disapproval.
Provide ideas for implementing action.
Come prepared with all requirements, objectives and support
material in a well-organized "package."
Ways to Communicate with Lisa
Talk about her, her goals and the opinions she finds
stimulating.
Provide solid, tangible, practical evidence.
Provide testimonials from people she sees as important.
Use scheduled timetable when implementing new action.
Keep conversation at discussion level.
Provide a warm and friendly environment.
Read the body language for approval or disapproval.
Be sincere and use a tone of voice that shows sincerity.
2Copyright © 2006-2015. Target Training International, Ltd.

4. Checklist for Communicating Continued
This section of the report is a list of things NOT to do while communicating with either Ron and Lisa. Review each statement and highlight those that
cause frustration. By sharing this information, both parties can negotiate a communication system that is mutually agreeable.
Ways NOT to Communicate with Ron
Forget or lose things, be disorganized or messy, confuse or
distract his mind from business.
Be curt, cold or tight-lipped.
Ask rhetorical questions, or useless ones.
Be dictatorial.
"Dream" with him or you'll lose time.
Let disagreement reflect on him personally.
Reinforce agreement with "I'm with you."
Direct or order.
Ways NOT to Communicate with Lisa
Legislate or muffle--don't overcontrol the conversation.
Be curt, cold or tight-lipped.
Give your presentation in random order.
Take credit for her ideas.
Leave decisions hanging in the air.
Talk to her when you're extremely angry.
Drive on to facts, figures, alternatives or abstractions.
Kid around too much, or "stick to the agenda" too much.
3Copyright © 2006-2015. Target Training International, Ltd.

5. Value to the Organization
This section of the report identifies the specific talents and behavior Ron and Lisa each bring to the job. These statements showcase the value each
person brings to the organization. This can be used to develop a system to capitalize on the particular value each person contributes.
Ron's Value:
Motivates others towards goals.
Optimistic and enthusiastic.
Initiates activity.
Negotiates conflicts.
Innovative.
Will join organizations to represent the company.
Change agent--looks for faster and better ways.
Self-starter.
Lisa's Value:
Accomplishes goals through people.
Team player.
Positive sense of humor.
Will gather data for decision making.
Builds confidence in others.
Turns confrontation into positives.
Creative problem solving.
Concerned about quality.
4Copyright © 2006-2015. Target Training International, Ltd.

6. Behavioral Descriptors
Based on Ron's and Lisa's responses, the report has marked those words that describe each of their personal behavior styles. These words describe
how each person solves problems and meets challenges, influences people, responds to the pace of the environment and how they respond to rules and
procedures set by others.
R.S.
L.T.
R.S.
L.T.
R.S.
L.T.
R.S.
L.T.
Dominance Influencing Steadiness Compliance
Driving
Ambitious
Pioneering
Strong-Willed
Determined
Competitive
Decisive
Venturesome
Calculating
Cooperative
Hesitant
Cautious
Agreeable
Modest
Peaceful
Unobtrusive
Inspiring
Magnetic
Enthusiastic
Persuasive
Convincing
Poised
Optimistic
Trusting
Reflective
Factual
Calculating
Skeptical
Logical
Suspicious
Matter-of-Fact
Incisive
Relaxed
Passive
Patient
Possessive
Predictable
Consistent
Steady
Stable
Mobile
Active
Restless
Impatient
Pressure-Oriented
Eager
Flexible
Impulsive
Cautious
Careful
Exacting
Systematic
Accurate
Open-Minded
Balanced Judgment
Diplomatic
Firm
Independent
Self-Willed
Obstinate
Unsystematic
Uninhibited
Arbitrary
Unbending
5Copyright © 2006-2015. Target Training International, Ltd.

7. Primary Behavioral Cluster
The Behavioral Cluster displays a ranking of each individual's four primary factors. These factors are the top four out of a total of 12 commonly
encountered workplace behaviors. It will help you understand how each of you will be most effective.
Ron Sample: Lisa Tester:
1. Urgency - Decisiveness, quick response and fast action.
0 10 20 30 40 50 60 70 80 90 100
80
43*
2. Frequent Interaction with Others - Dealing with multiple
interruptions on a continual basis, always maintaining a friendly
interface with others.
0 10 20 30 40 50 60 70 80 90 100
80
62*
3. Competitiveness - Tenacity, boldness, assertiveness and a
"will to win" in all situations.
0 10 20 30 40 50 60 70 80 90 100
80
47*
4. Versatility - Bringing together a multitude of talents and a
willingness to adapt the talents to changing assignments as
required.
0 10 20 30 40 50 60 70 80 90 100
80
53*
1. Frequent Interaction with Others - Dealing with multiple
interruptions on a continual basis, always maintaining a friendly
interface with others.
0 10 20 30 40 50 60 70 80 90 100
90
62*
2. Customer Relations - A desire to convey your sincere
interest in them.
0 10 20 30 40 50 60 70 80 90 100
90
66*
3. People Oriented - Spending a high percentage of time
successfully working with a wide range of people from diverse
backgrounds to achieve "win-win" outcomes.
0 10 20 30 40 50 60 70 80 90 100
85
68*
4. Following Policy - Complying with the policy or if no policy,
complying with the way it has been done.
0 10 20 30 40 50 60 70 80 90 100
78
69*
6Copyright © 2006-2015. Target Training International, Ltd.

8. Primary Driving Forces Cluster
The top driving forces create a cluster of drivers that move you to action. Each person should identify one or two drivers they relate to most. Discuss
how each of your other primary drivers support or complement these driving forces.
Ron Sample: Lisa Tester:
1. Resourceful - People who are driven by practical results,
maximizing both efficiency and returns for their investments of
time, talent, energy and resources.
0 10 20 30 40 50 60 70 80 90 100
93
44*
2. Intentional - People who are driven to assist others for a
specific purpose, not just for the sake of being helpful or
supportive.
0 10 20 30 40 50 60 70 80 90 100
90
51*
3. Objective - People who are driven by the functionality and
objectivity of their surroundings.
0 10 20 30 40 50 60 70 80 90 100
86
51*
4. Commanding - People who are driven by status, recognition
and control over personal freedom.
0 10 20 30 40 50 60 70 80 90 100
76
49*
1. Instinctive - People who are driven by utilizing past
experiences, intuition and seeking specific knowledge when
necessary.
0 10 20 30 40 50 60 70 80 90 100
89
29*
2. Commanding - People who are driven by status, recognition
and control over personal freedom.
0 10 20 30 40 50 60 70 80 90 100
64
49*
3. Altruistic - People who are driven by the benefits they
provide others.
0 10 20 30 40 50 60 70 80 90 100
62
33*
4. Harmonious - People who are driven by the experience,
subjective viewpoints and balance in their surroundings.
0 10 20 30 40 50 60 70 80 90 100
61
33*
7Copyright © 1990-2015. Target Training International, Ltd.

9. Driving Forces Descriptors
Based on Ron's and Lisa's responses, the report has listed the words that describe each of their primary driving forces. These words describe why
each person does what they do and serve as a filter or driver of daily activities. Highlight the descriptors that are most relevant to each person and
discuss the effects on your interactions.
Ron Sample Lisa Tester
Resourceful Instinctive
Return on Investment Relevant Knowledge
Practical Results Intuition
Efficiency Current Needs
Intentional Commanding
Opportunity Status
Personal Interests Recognition
Benefit Individuality
Objective Altruistic
Function Serving Others
Compartmentation Compassion
Detachment Caring
Commanding Harmonious
Status Subjective
Recognition Balance
Individuality The Experience
8Copyright © 2006-2015. Target Training International, Ltd.

10. Potential Behavioral and Motivational Strengths
This section describes the potential areas of strength between Ron's and Lisa's behavioral styles and top four driving forces. These statements
showcase the strengths each person brings to the organization. This can be used to develop a system to capitalize on these particular strengths.
Identify three or four that enhance their satisfaction on the job.
Ron's Strengths
Tends to be futuristic and entrepreneurial in attaining results.
Brings enthusiasm to practical situations.
Great at generating excitement in others when viewed as a
future resource.
Sings the praises of peers when they contribute to the
bottom-line.
Creates organizational momentum in a positive and friendly
way.
Always willing to share his ideas on how to enhance
functionality.
Capable of addressing conflict for a win-win scenario.
Willing to be the spokesperson for the team.
Lisa's Strengths
Will bring high energy and intuition to the researching process.
Thinks outside of the box when gathering specific information.
Utilizes people to win and accomplish goals.
Capable of addressing conflict for a win-win scenario.
Always willing to offer her time and perspective.
Good at promoting causes that improve society.
Expresses and strives for a balanced team.
Will convey optimism for new ideas.
9Copyright © 2006-2015. Target Training International, Ltd.

11. Potential Behavioral and Motivational Conflict
This section describes the potential areas of conflict between Ron's and Lisa's behavioral style and top four driving forces. Identify two to three potential
conflicts that need to be minimized in order to enhance on-the-job performance.
Ron's Conflicts
Efficiency is diminished with small talk.
May not recognize increased risk associated with bigger
rewards.
May have trouble making difficult people decisions that don't
directly drive business.
May overestimate the impact he can have on driving results.
Struggles with balancing people interaction and completing the
task at hand.
Over emphasizes the relationship compared to the results.
Can disclose their agenda to the wrong people.
May struggle with hearing and applying constructive criticism.
Lisa's Conflicts
Desire to learn is diminished due to her lack of focus on
specific ideas.
May overlook vital details in her use of intuition.
As a leader may over focus on self and her own needs.
Can disclose their agenda to the wrong people.
High trust and a desire to help could lead to being taken
advantage of.
Would rather take responsibility for others' actions than have a
difficult conversation with a direct report.
Has difficulty looking at situations objectively.
Situational listener to other's perspective on the experience.
10Copyright © 2006-2015. Target Training International, Ltd.

12. Ideal Environment
People are more engaged and productive when their work environment matches the statements described in this section. This section identifies the ideal
work environment based on Ron's and Lisa's behavioral style and top four driving forces. Use this section to identify specific duties and responsibilities
each person enjoys.
Ron's Ideal Environment
Optimism about expected results is not frowned upon.
A manager that brings people and excitement into the act of
doing business.
Groups and committees are available to assist and drive
desired outcomes.
A forum to work with people as it relates to moving the
organization forward.
The need to be around people while accomplishing tangible
outcomes.
A fun and functional working environment.
Opportunity to display excitement and fun while getting others
to act.
A "can-do" environment filled with optimistic people.
Lisa's Ideal Environment
Flexibility to acquire necessary knowledge in a people-rich
environment.
A team atmosphere where people share information openly.
An environment where she can "lead the parade".
Opportunity to display excitement and fun while getting others
to act.
Ability to showcase altruistic achievements in order to get
others involved.
An environment where interacting with others in an effort to
help each person is rewarded.
A forum to participate in meetings with others in an inviting
meeting space.
Working conditions that allow for creativity and
people-interaction.
11Copyright © 2006-2015. Target Training International, Ltd.

13. The Success Insights
®
Wheel
COND
U
CTOR
PERSUADER
PRO
M
O
TER
RELATER
SUPPO
R
TER
COORDINATOR
ANAL
YZER
IMPLEMENTOR
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
4849
50
51
52
53
54
55
56
57
5859
60
Adapted Natural
Copyright © 2007 Target Training International, Ltd.
Ron Sample
Lisa Tester
12Copyright © 2006-2015. Target Training International, Ltd.

14. Primary Cluster Driving Forces Wheel
Intellectual
Reso
urceful
HarmoniousAltruistic
Com
m
anding
StructuredInstinctive
Selfl
ess
ObjectiveIntentional
Collab
orative
Receptive
1
2
3
4
1
2
3
4
1 = 1st driving force, 2 = 2nd driving force, 3 = 3rd driving force, 4 = 4th driving force
Copyright © 2007 Target Training International, Ltd.
Ron Sample
Lisa Tester
13Copyright © 1990-2015. Target Training International, Ltd.

15. Behaviors and Driving Forces Graphs
Ron Sample: Lisa Tester:
Adapted Style
100
90
80
70
60
50
40
30
20
10
0
D
93
I
65
S
14
C
24%
Natural Style
100
90
80
70
60
50
40
30
20
10
0
D
76
I
78
S
24
C
26%
Adapted Style
100
90
80
70
60
50
40
30
20
10
0
D
18
I
82
S
58
C
66%
Natural Style
100
90
80
70
60
50
40
30
20
10
0
D
18
I
82
S
62
C
61%
100 75 50 25 0 25 50 75 100
Theoretical
6 69
IntellectualInstinctive
100 75 50 25 0 25 50 75 100
Utilitarian
0 93
ResourcefulSelfless
100 75 50 25 0 25 50 75 100
Aesthetic
86 0
HarmoniousObjective
100 75 50 25 0 25 50 75 100
Social
90 0
AltruisticIntentional
100 75 50 25 0 25 50 75 100
Individualistic
6 76
CommandingCollaborative
100 75 50 25 0 25 50 75 100
Traditional
62 11
StructuredReceptive
100 75 50 25 0 25 50 75 100
Theoretical
89 0
IntellectualInstinctive
100 75 50 25 0 25 50 75 100
Utilitarian
51 32
ResourcefulSelfless
100 75 50 25 0 25 50 75 100
Aesthetic
18 61
HarmoniousObjective
100 75 50 25 0 25 50 75 100
Social
26 62
AltruisticIntentional
100 75 50 25 0 25 50 75 100
Individualistic
17 64
CommandingCollaborative
100 75 50 25 0 25 50 75 100
Traditional
49 31
StructuredReceptive
14Copyright © 2006-2015. Target Training International, Ltd.

16. Competencies Hierarchy
This section displays the top seven job related competencies for Ron and Lisa.
Ron Sample: Lisa Tester:
1. Resiliency - Quickly recovering from adversity.
0 10 20 30 40 50 60 70 80 90 100
100
63*
2. Goal Orientation - Setting, pursuing and attaining goals, regardless of obstacles or
circumstances.
0 10 20 30 40 50 60 70 80 90 100
93
72*
3. Decision Making - Analyzing all aspects of a situation to make consistently sound and
timely decisions.
0 10 20 30 40 50 60 70 80 90 100
80
50*
4. Employee Development/Coaching - Facilitating, supporting and contributing to the
professional growth of others.
0 10 20 30 40 50 60 70 80 90 100
77
72*
5. Flexibility - Readily modifying, responding and adapting to change with minimal
resistance.
0 10 20 30 40 50 60 70 80 90 100
77
70*
6. Influencing Others - Personally affecting others actions, decisions, opinions or
thinking.
0 10 20 30 40 50 60 70 80 90 100
77
58*
7. Continuous Learning - Taking initiative to regularly learn new concepts, technologies
and/or methods.
0 10 20 30 40 50 60 70 80 90 100
77
62*
1. Conflict Management - Understanding, addressing and resolving conflict
constructively.
0 10 20 30 40 50 60 70 80 90 100
100
62*
2. Appreciating Others - Identifying with and caring about others.
0 10 20 30 40 50 60 70 80 90 100
93
55*
3. Goal Orientation - Setting, pursuing and attaining goals, regardless of obstacles or
circumstances.
0 10 20 30 40 50 60 70 80 90 100
83
72*
4. Interpersonal Skills - Effectively communicating, building rapport and relating well to
all kinds of people.
0 10 20 30 40 50 60 70 80 90 100
80
71*
5. Decision Making - Analyzing all aspects of a situation to make consistently sound and
timely decisions.
0 10 20 30 40 50 60 70 80 90 100
77
50*
6. Teamwork - Cooperating with others to meet objectives.
0 10 20 30 40 50 60 70 80 90 100
77
63*
7. Understanding Others - Understanding the uniqueness and contributions of others.
0 10 20 30 40 50 60 70 80 90 100
77
76*
15
Ron and Lisa
Copyright © 2006-2015. Target Training International, Ltd.

17. Development Indicator
The Development Indicator displays a ranking of each individual's 25 personal skills.
Ron Sample:
Resiliency
Goal Orientation
Decision Making
Employee Development/Coaching
Flexibility
Influencing Others
Continuous Learning
Interpersonal Skills
Personal Accountability
Planning and Organizing
Problem Solving
Project Management
Time and Priority Management
Negotiation
Leadership
Self Starting
Diplomacy
Creativity and Innovation
Appreciating Others
Understanding Others
Conceptual Thinking
Teamwork
Futuristic Thinking
Conflict Management
Customer Focus
0 10 20 30 40 50 60 70 80 90 100
Lisa Tester:
Conflict Management
Appreciating Others
Goal Orientation
Interpersonal Skills
Decision Making
Teamwork
Understanding Others
Customer Focus
Diplomacy
Planning and Organizing
Flexibility
Project Management
Creativity and Innovation
Personal Accountability
Influencing Others
Conceptual Thinking
Negotiation
Self Starting
Leadership
Problem Solving
Time and Priority Management
Employee Development/Coaching
Futuristic Thinking
Continuous Learning
Resiliency
0 10 20 30 40 50 60 70 80 90 100
16
Ron and Lisa
Copyright © 2006-2015. Target Training International, Ltd.

18. Development Indicator
The Development Indicator displays a ranking of each individual's 25 personal skills in alphabetical order.
Ron Sample:
Appreciating Others
Conceptual Thinking
Conflict Management
Continuous Learning
Creativity and Innovation
Customer Focus
Decision Making
Diplomacy
Employee Development/Coaching
Flexibility
Futuristic Thinking
Goal Orientation
Influencing Others
Interpersonal Skills
Leadership
Negotiation
Personal Accountability
Planning and Organizing
Problem Solving
Project Management
Resiliency
Self Starting
Teamwork
Time and Priority Management
Understanding Others
0 10 20 30 40 50 60 70 80 90 100
Lisa Tester:
Appreciating Others
Conceptual Thinking
Conflict Management
Continuous Learning
Creativity and Innovation
Customer Focus
Decision Making
Diplomacy
Employee Development/Coaching
Flexibility
Futuristic Thinking
Goal Orientation
Influencing Others
Interpersonal Skills
Leadership
Negotiation
Personal Accountability
Planning and Organizing
Problem Solving
Project Management
Resiliency
Self Starting
Teamwork
Time and Priority Management
Understanding Others
0 10 20 30 40 50 60 70 80 90 100
17
Ron and Lisa
Copyright © 2006-2015. Target Training International, Ltd.