SUCCESS INSIGHTS ®Management-Staff™ Version                           Arthur Waldock                               9/8/201...
Arthur Waldock      INTRODUCTIONBehavioural research suggests that the most effective people are those who understandthems...
Arthur Waldock       GENERAL CHARACTERISTICSBased on Arthurs responses, the report has selected general statements to prov...
Arthur Waldock      GENERAL CHARACTERISTICSdifficult to recognise others strengths, if their work does not meet           ...
Arthur Waldock      GENERAL CHARACTERISTICSintroverted, he will engage in social conversation when the                    ...
Arthur Waldock       VALUE TO THE ORGANISATIONThis section of the report identifies the specific talents and behaviour Art...
Arthur Waldock       CHECKLIST FOR COMMUNICATINGMost people are aware of and sensitive to the ways with which they prefer ...
Arthur Waldock       INEFFECTIVE COMMUNICATIONThis section of the report is a list of things NOT to do while communicating...
Arthur Waldock       COMMUNICATION TIPSThis section provides suggestions on methods which will improve Arthurs communicati...
Arthur Waldock       IDEAL ENVIRONMENTThis section identifies the ideal work environment based on Arthurs basic style. Peo...
Arthur Waldock       PERCEPTIONSA persons behaviour and feelings may be quickly telegraphed to others. This section provid...
Arthur Waldock        DESCRIPTORS Based on Arthurs responses, the report has marked those words that describe his personal...
Arthur Waldock       NATURAL AND ADAPTED STYLEArthurs natural style of dealing with problems, people, pace of events and p...
Arthur Waldock      NATURAL AND ADAPTED STYLE                                                                             ...
Arthur Waldock       ADAPTED STYLEArthur sees his present work environment requiring him to exhibit the behaviour listed o...
Arthur Waldock       KEYS TO MOTIVATINGThis section of the report was produced by analysing Arthurs wants. People are moti...
Arthur Waldock       KEYS TO MANAGINGIn this section are some needs which must be met in order for Arthur to perform at an...
Arthur Waldock       AREAS FOR IMPROVEMENTIn this area is a listing of possible limitations without regard to a specific j...
Arthur Waldock        ACTION PLANThe following are examples of areas in which Arthur may want to improve. Circle 1 to 3are...
Arthur Waldock         BEHAVIOURAL HIERARCHYThe Behavioural Hierarchy graph will display a ranking of your natural behavio...
Arthur Waldock    STYLE INSIGHTS ® GRAPHS                                  Arthur Waldock                                 ...
Arthur Waldock      THE SUCCESS INSIGHTS ® WHEELThe Success Insights® Wheel is a powerful tool popularised in Europe. In a...
Arthur WaldockTHE SUCCESS INSIGHTS ® WHEEL                                                        Arthur Waldock          ...
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Disc Behaviour Profile

  1. 1. SUCCESS INSIGHTS ®Management-Staff™ Version Arthur Waldock 9/8/2010 DTS INTERNATIONAL 54 Flinders Street Darlinghurst NSW 2010 Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  2. 2. Arthur Waldock INTRODUCTIONBehavioural research suggests that the most effective people are those who understandthemselves, both their strengths and weaknesses, so they can develop strategies to meetthe demands of their environment.This report analyses behavioural style; that is, a persons manner of doing things. Is thereport 100% true? Yes, no and maybe. We are only measuring behaviour. We onlyreport statements which are true and areas of behaviour in which tendencies are shown.Feel free to delete any statement from the report that may not apply, but only afterchecking with friends or colleagues to see if they agree. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 1 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  3. 3. Arthur Waldock GENERAL CHARACTERISTICSBased on Arthurs responses, the report has selected general statements to provide a broad understandingof his work style. These statements identify the basic natural behaviour that he brings to the job. That is, ifleft on his own, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the generalcharacteristics to gain a better understanding of Arthurs natural behaviour. Arthur may be overly sensitive to criticism of his work. If you do NOTEScomment on his work you had better be right, since he may not takecriticism lightly. He prefers that things be orderly and he willapproach work in a systematic manner. He tends to be his ownworst critic constantly reminding himself that he could have donebetter if given more time. He tends to be precise about his use oftime and can become frustrated when others interrupt him when inthe middle of a task. Following procedures is his way of ensuringquality and orderly work. Arthur can be depended upon to followset procedures of work activity. He resists change if he feels thechange will lower the quality of his work. If change is inevitable, hemay need reassurances that his standards will continue to be met.In conflict situations, Arthur usually remains calm and cool-headed.When things calm down, however, he may suffer some delayedreaction. He is alert and sensitive to his errors and mistakes. Heconstantly seeks to avoid errors in his work. Rules and proceduresprovide security for his job performance. Arthur can devote all hisenergy to the job, and that offers security to his work situation.Safety and security are important to him. Arthur prefers to work inan environment that is both economically and physically sound. Arthur takes pride in his competence or his ability to understandall the facts of a situation. He is good at concentrating on datawhile looking for the best method of solving the problem. Heusually judges others by the quality of their work. He may find it DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 2 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  4. 4. Arthur Waldock GENERAL CHARACTERISTICSdifficult to recognise others strengths, if their work does not meet NOTEShis high standards. He is a critical and systematic thinker, and thisstrength may not be easily recognised by others. He gets frustratedwhen well-established rules are not observed by others. He prefersto have everyone adhere to the same rules and regulations.Because he knows that he can rely on the "tried and true," Arthurplaces high value on tradition and traditional things. He, capable ofmaking daily decisions routinely, usually becomes cautious aboutthe bigger decisions; he wants to be absolutely certain his decisionis correct. He sees himself as factual, and "down-to-earth." He ismore than casually interested in "theory." When confronted with aproblem he will look for a method, a formula, a procedure or asystem to solve it. He feels tension when forced to make majordecisions quickly. Arthur is intuitive and is able to ask good questions in order toget the critical, complete information he seeks. People who showup early or late for appointments may upset him, since his workplans are disrupted. Arthur makes an agenda and prefers thatothers not change it. Because Arthur wants to be certain he isperforming his work assignments correctly, he enjoys working for amanager who explains what is expected of him. Arthurs logical,methodical way of gathering data is demonstrated by his ability toask the right questions at the right time. People may often seeArthur as formal and reserved. He may be assessing the situationbefore "letting his guard down" and may do so only when he feelscomfortable with the circumstances. He has a low trust level withstrangers. This becomes apparent when he asks specific andperhaps blunt questions. He can be outgoing at times. Basically DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 3 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  5. 5. Arthur Waldock GENERAL CHARACTERISTICSintroverted, he will engage in social conversation when the NOTESoccasion warrants. He does not like to work for a manager whouses a confrontational management style. He tends to withdrawand not express himself, and may become unproductive if he feelsthreatened. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 4 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  6. 6. Arthur Waldock VALUE TO THE ORGANISATIONThis section of the report identifies the specific talents and behaviour Arthur brings to the job. By looking atthese statements, one can identify his role in the organisation. The organisation can then develop a systemto capitalise on his particular value and make him an integral part of the team. Defines, clarifies, gets information, criticises and tests. NOTES Comprehensive in problem solving. Conscientious and steady. Good at reconciling factions--is calming and adds stability. Accurate and intuitive. Objective--"The anchor of reality." Works for a leader and a cause. Always looking for the logical solutions. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 5 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  7. 7. Arthur Waldock CHECKLIST FOR COMMUNICATINGMost people are aware of and sensitive to the ways with which they prefer to be communicated. Manypeople find this section to be extremely accurate and important for enhanced interpersonal communication.This page provides other people with a list of things to DO when communicating with Arthur. Read eachstatement and identify the 3 or 4 statements which are most important to him. We recommend highlightingthe most important "DOs" and provide a listing to those who communicate with Arthur most frequently.Do: NOTES Provide personal assurances, clear, specific solutions with maximum guarantees. Patiently draw out personal goals and work with him to help him achieve those goals; listen and be responsive. Support his principles; use a thoughtful approach; build your credibility by listing pros and cons to any suggestion you make. Provide guarantees that his decision will minimise risks; give assurance that provides him with benefits. Present your case softly, nonthreateningly with a sincere tone of voice. Make an organised presentation of your position, if you disagree. Make an organised contribution to his efforts, present specifics and do what you say you can do. Follow through, if you agree. Look for hurt feelings or personal reasons if you disagree. Define clearly (preferably in writing) individual contributions. Show sincere interest in him as a person. Find areas of common involvement and be candid and open. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 6 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  8. 8. Arthur Waldock INEFFECTIVE COMMUNICATIONThis section of the report is a list of things NOT to do while communicating with Arthur. Review eachstatement with Arthur and identify those methods of communication that result in frustration or reducedperformance. By sharing this information, both parties can negotiate a communication system that ismutually agreeable.Do not: NOTES Push too hard, or be unrealistic with deadlines. Be vague about what is expected of either of you; do not fail to follow through. Say "trust me"--you must prove it. Make statements about the quality of his work unless you can prove it. Be domineering or demanding; do not threaten with position power. Rush headlong into business or the agenda. Use gimmicks or clever, quick manipulations. Use testimonies of unreliable sources; do not be haphazard. Make conflicting statements. Leave things to chance or luck. Be abrupt and rapid. Force him to respond quickly to your objectives. Do not say "Here is how I see it." DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 7 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  9. 9. Arthur Waldock COMMUNICATION TIPSThis section provides suggestions on methods which will improve Arthurs communications with others. Thetips include a brief description of typical people with whom he may interact. By adapting to thecommunication style desired by other people, Arthur will become more effective in his communications withthem. He may have to practice some flexibility in varying his communication style with others who may bedifferent from himself. This flexibility and the ability to interpret the needs of others is the mark of a superiorcommunicator. When communicating with a person who is When communicating with a person who is dependent, neat, conservative, perfectionist, careful ambitious, forceful, decisive, strong-willed, and compliant: independent and goal-oriented: Prepare your "case" in advance. Be clear, specific, brief and to the point. Stick to business. Stick to business. Be accurate and realistic. Be prepared with support material in a well-organised "package." Factors that will create tension or dissatisfaction: Factors that will create tension or Being giddy, casual, informal, loud. dissatisfaction: Pushing too hard or being unrealistic with deadlines. Talking about things that are not relevant to Being disorganised or messy. the issue. Leaving loopholes or cloudy issues. Appearing disorganised. When communicating with a person who is patient, When communicating with a person who is predictable, reliable, steady, relaxed and modest: magnetic, enthusiastic, friendly, demonstrative and political: Begin with a personal comment--break the ice. Present your case softly, nonthreateningly. Provide a warm and friendly environment. Ask "how?" questions to draw their opinions. Do not deal with a lot of details (put them in writing). Factors that will create tension or dissatisfaction: Ask "feeling" questions to draw their opinions or comments. Rushing headlong into business. Being domineering or demanding. Factors that will create tension or Forcing them to respond quickly to your dissatisfaction: objectives. Being curt, cold or tight-lipped. Controlling the conversation. Driving on facts and figures, alternatives, abstractions. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 8 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  10. 10. Arthur Waldock IDEAL ENVIRONMENTThis section identifies the ideal work environment based on Arthurs basic style. People with limitedflexibility will find themselves uncomfortable working in any job not described in this section. People withflexibility use intelligence to modify their behaviour and can be comfortable in many environments. Use thissection to identify specific duties and responsibilities that Arthur enjoys and also those that create frustration. Little conflict between people. NOTES Needs personal attention from his manager and compliments for each assignment well done. An environment where he can use his intuitive thinking skills. Needs an opportunity to deal with people with whom a long-standing relationship has been established. Prefers technical work, specialising in one area. An environment that allows time to change. Familiar work environment with a predictable pattern. Close relationship with a small group of associates. Assignments that can be followed through to completion. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 9 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  11. 11. Arthur Waldock PERCEPTIONSA persons behaviour and feelings may be quickly telegraphed to others. This section provides additionalinformation on Arthurs self-perception and how, under certain conditions, others may perceive hisbehaviour. Understanding this section will empower Arthur to project the image that will allow him to controlthe situation. "See Yourself As Others See You" NOTES SELF-PERCEPTIONArthur usually sees himself as being: Precise Thorough Moderate Diplomatic Knowledgeable Analytical OTHERS PERCEPTIONUnder moderate pressure, tension, stress or fatigue, others maysee him as being: Pessimistic Picky Worrisome FussyAnd, under extreme pressure, stress or fatigue, others may seehim as being: Perfectionistic Hard-to-Please Strict Defensive DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 10 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  12. 12. Arthur Waldock DESCRIPTORS Based on Arthurs responses, the report has marked those words that describe his personal behaviour. They describe how he solves problems and meets challenges, influences people, responds to the pace of the environment and how he responds to rules and procedures set by others. Dominance Influencing Steadiness ComplianceDemanding Effusive Phlegmatic EvasiveEgocentric Inspiring Relaxed Worrisome Resistant to Change CarefulDriving Magnetic Nondemonstrative DependentAmbitious Political CautiousPioneering Enthusiastic Passive ConventionalStrong-Willed Demonstrative ExactingForceful Persuasive Patient NeatDetermined WarmAggressive Convincing Possessive SystematicCompetitive Polished DiplomaticDecisive Poised Predictable AccurateVenturesome Optimistic Consistent Tactful DeliberateInquisitive Trusting Steady Open-MindedResponsible Sociable Stable Balanced JudgmentConservative Reflective Mobile FirmCalculating Factual Active IndependentCooperative Calculating Restless Self-WilledHesitant Sceptical Alert StubbornLow-Keyed Variety-OrientedUnsure Logical Demonstrative ObstinateUndemanding UndemonstrativeCautious Suspicious Impatient Opinionated Matter-of-Fact Pressure-Oriented UnsystematicMild Incisive Eager Self-RighteousAgreeable Flexible UninhibitedModest Pessimistic Impulsive ArbitraryPeaceful Moody Impetuous UnbendingUnobtrusive Critical Hypertense Careless with Details DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 11 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  13. 13. Arthur Waldock NATURAL AND ADAPTED STYLEArthurs natural style of dealing with problems, people, pace of events and procedures may not always fitwhat the environment needs. This section will provide valuable information related to stress and thepressure to adapt to the environment. NOTESNatural PROBLEMS - CHALLENGES AdaptedArthur uses a laid-back and peaceful Arthur sees the need to be somewhatapproach to problem solving. He conservative in his approach to solvingtends to solve problems in a reactive problems. He wants to acceptand team-oriented manner. Arthur challenges but will be calculated in histends to be unobtrusive and avoids response.confrontation so he can be seen as atrue team player.Natural PEOPLE - CONTACTS AdaptedArthur is factual and logical in his Arthur feels that convincing people canattempt to persuade others. He looks only be done within the framework ofat things in a rather direct and logical facts presented by a totallystraightforward manner. His approach objective person. He rarely displayscan be analytical and objective when emotion when attempting to influenceattempting to influence others. others. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 12 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  14. 14. Arthur Waldock NATURAL AND ADAPTED STYLE NOTESNatural PACE - CONSISTENCY AdaptedArthur is comfortable in an Arthur sees the need to start and finishenvironment in which there is a activities one at a time if possible. Herelaxed demeanour, or one in which feels the need to be consistent, patientpatience is looked at as a virtue. He and to have a secure workprefers to complete one task before environment. Change needs to bestarting the next and prefers an held to a minimum.environment that is predictable.Natural PROCEDURES - CONSTRAINTS AdaptedArthur is concerned with doing things Arthur sees the need to beright. He can be quite worrisome and open-minded about rules. However,possibly fearful that mistakes will crop he is aware and sensitive to theinto the procedure. He will follow rules implications of not following rules andand procedures to the letter and feels procedures.comfortable in a situation in whichexact standards and writtenprocedures are the rule of the day. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 13 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  15. 15. Arthur Waldock ADAPTED STYLEArthur sees his present work environment requiring him to exhibit the behaviour listed on this page. If thefollowing statements DO NOT sound job related, explore the reasons why he is adapting this behaviour. Freedom from confrontation. NOTES Adherence to established guidelines and procedures. Limited or prepared changes in routine. Projecting a limited display of emotion. Making decisions in an objective, unemotional manner. Using a proven, procedure-oriented method when implementing change. Being precise in the collection of data. Diplomatic cooperation in team interaction. Being attentive and dependable with detailed work activities. Working in a systematic, nondemonstrative manner. Exhibiting patience and good listening skills. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 14 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  16. 16. Arthur Waldock KEYS TO MOTIVATINGThis section of the report was produced by analysing Arthurs wants. People are motivated by the thingsthey want; thus wants that are satisfied no longer motivate. Review each statement produced in this sectionwith Arthur and highlight those that are present "wants."Arthur wants: NOTES An environment where he can ask specific questions--not just "beat around the bush." A predictable work environment. Constant appreciation, and a feeling of security on the team. Tangible evidence of effort. Recognition for loyalty and long service. An environment where he does not have to show emotions. Logical reasons for change. Facts and data for making decisions. Specific questions--not general or open-ended. Safety and security of the situation. Objectivity. To be a member of a small team. Straight talk supported with facts. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 15 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  17. 17. Arthur Waldock KEYS TO MANAGINGIn this section are some needs which must be met in order for Arthur to perform at an optimum level. Someneeds can be met by himself, while management must provide for others. It is difficult for a person to entera motivational environment when that persons basic management needs have not been fulfilled. Reviewthe list with Arthur and identify 3 or 4 statements that are most important to him. This allows Arthur toparticipate in forming his own personal management plan.Arthur needs: NOTES Performance appraisals on a regular basis. Shortcut methods that do not affect quality of the work. A program to encourage creativity and self-worth. Conditioning prior to change. To set professional and family goals. A work environment without much conflict. Capable associates with which to work. To be encouraged to be more independent. More confidence in his ability to perform new activities. A warm and friendly work environment. Reassurances that he is doing the job right. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 16 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  18. 18. Arthur Waldock AREAS FOR IMPROVEMENTIn this area is a listing of possible limitations without regard to a specific job. Review with Arthur and crossout those limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance anddevelop an action plan to eliminate or reduce this hindrance.Arthur has a tendency to: NOTES Be overly intense for the situation. Lean on supervisors if information and direction is not clear. Prefer things to people--things do not show emotion or need restraint. Get bogged down in details and use details to protect his position. Tell ideas as opposed to sell ideas. Have difficulty making decisions because he is mostly concerned about the "right" decision. If precedent does not give direction, his tendency is to wait for directions. Be critical of any approach that is not regarded as purely logical or factual (to his standards). Be defensive when threatened and use the errors and mistakes of others to defend his position. Yield his position to avoid controversy. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 17 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  19. 19. Arthur Waldock ACTION PLANThe following are examples of areas in which Arthur may want to improve. Circle 1 to 3areas and develop action plan(s) to bring about the desired results. Look over thereport for possible areas that need improvement. Communicating (Listening) Time Management Delegating Career Goals Decision Making Personal Goals Disciplining Motivating Others Evaluating Performance Developing People Education FamilyArea: ___________________________________1.2.3.Area: ___________________________________1.2.3.Area: ___________________________________1.2.3.Date to Begin: ____________ Date to Review: ____________ DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 18 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  20. 20. Arthur Waldock BEHAVIOURAL HIERARCHYThe Behavioural Hierarchy graph will display a ranking of your natural behavioural style within a total of eight(8) areas commonly encountered in the workplace. It will help you understand in which of these areas youwill naturally be most effective.1. ORGANISED WORKPLACE NOTES0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 8.02. ANALYSIS OF DATA0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 7.53. CUSTOMER ORIENTED0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 7.54. FREQUENT INTERACTION WITH OTHERS0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 5.05. VERSATILITY0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 3.56. FREQUENT CHANGE0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 2.57. COMPETITIVENESS0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 2.08. URGENCY0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 1.5SIA: 44-05-97-64 (19) SIN: 14-47-83-90 (21) DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 19 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  21. 21. Arthur Waldock STYLE INSIGHTS ® GRAPHS Arthur Waldock 9/8/2010 MOST LEAST Graph I Graph II Adapted Style Natural Style D I S C D I S C 100 100 90 90 80 80 70 70 60 60 50 50 40 40 30 30 20 20 10 10 0 0% 44 5 97 64 % 14 47 83 90 Norm 2009 DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 20 Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.
  22. 22. Arthur Waldock THE SUCCESS INSIGHTS ® WHEELThe Success Insights® Wheel is a powerful tool popularised in Europe. In addition to thetext you have received about your behavioural style, the Wheel adds a visualrepresentation that allows you to: View your natural behavioural style (circle). View your adapted behavioural style (star). Note the degree you are adapting your behaviour. If you filled out the Work Environment Analysis, view the relationship of your behaviour to your job.Notice on the next page that your Natural style (circle) and your Adapted style (star) areplotted on the Wheel. If they are plotted in different boxes, then you are adapting yourbehaviour. The further the two plotting points are from each other, the more you areadapting your behaviour.If you are part of a group or team who also took the behavioural assessment, it would beadvantageous to get together, using each persons Wheel, and make a master Wheel thatcontains each persons Natural and Adapted style. This allows you to quickly see whereconflict can occur. You will also be able to identify where communication, understandingand appreciation can be increased. DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 21 Copyright © 1992-2010. TTI, Ltd., Success Insights Intl, Inc.
  23. 23. Arthur WaldockTHE SUCCESS INSIGHTS ® WHEEL Arthur Waldock 9/8/2010 C 8 IMPLEMENTOR 1 D 9 CO R 24 ND YSE 10 U AL CT 23 25 40 AN OR 26 11 39 7 56 41 27 42 22 2 55 38 43 12 q COORD ATOR 54 28 PERSUADER 60 57 44 IN 21 37 53 45 29 13 52 59 58 36 46 20 51 30 6 47 14 50 5 35 49 48 3 31 SU 19 R 34 32 TE 15 PP 33 O R O TE M 18 O R PR 16 17 S 5 RELATER 4 I Adapted: 5 (19) COORDINATING SUPPORTER Natural: q (21) ANALYSING COORDINATOR Norm 2009 DTS INTERNATIONAL Ph: 02 9360 5111 Fax: 02 9360 5199 info@dtssydney.com www.dtssydney.com COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE 22 Copyright © 1992-2010. TTI, Ltd., Success Insights Intl, Inc.

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