Schumacher troy tri_h_dsalesr4_8466864uscole-00d[5]

TriMetrix® HDSales Coaching

Troy SchumacherIndependant Business OwnerGenesis Pure5-12-2015

Maximize PossibilityThe Rainmaker Group, Inc.116 North 5th StreetBismarck, ND [email protected]

Copyright © 2006-2015. Target Training International, Ltd.

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EXTERNAL FACTORS (Part 1) INTERNAL FACTORS (Part 2)

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1Troy Schumacher


Introduction Where Opportunity Meets Talent®

The TriMetrix® HD Coaching Report was designed to increase the understanding of anindividual's talents. The report provides insight to four distinct areas: behaviors, motivators,acumen and competencies. Understanding strengths and weaknesses in each of the four areaswill lead to personal and professional development and a higher level of satisfaction.

The following is an in-depth look at your personal talents in the four main sections:

Behaviors

This section of the report is designed to help you attain a greater knowledge of yourself as well asothers. The ability to interact effectively with people may be the difference between success andfailure in your work and personal life. Effective interaction starts with an accurate perception ofoneself.

Motivators

This section of the report provides information on the why of your actions, which with applicationand coaching, can tremendously impact your valuing of life. Once you know the motivations thatdrive your actions, you will immediately be able to understand the causes of conflict.

Integrating Behaviors And Motivators

This section of the report will help you blend the how and the why of your actions. Once you canunderstand how your behaviors and motivators blend together, your performance will beenhanced and you will experience an increase in satisfaction.

Acumen Indicators

This section of the report will help you truly understand how you analyze and interpret yourexperiences. Your acumen, keenness and depth of perception or discernment, is directly relatedto your level of performance.

Competencies

This section presents 25 key competencies and ranks them from top to bottom, defining yourmajor strengths. The skills at the top highlight well-developed capabilities and reveal where youare naturally most effective in focusing your time.

2Troy Schumacher


Introduction Behaviors Section

Behavioral 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.

A person's behavior is a necessary and integral part of who they are. In other words, much of ourbehavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing). It isthe universal language of "how we act," or our observable human behavior.

In this report we are measuring four dimensions of normal behavior. They are:

How you respond to problems and challenges.

How you influence others to your point of view.

How you respond to the pace of the environment.

How you respond to rules and procedures set by others.

This report analyzes behavioral style; that is, a person's manner of doing things. Is the report100% true? Yes, no and maybe. We are only measuring behavior. We only report statementsfrom areas of behavior in which tendencies are shown. To improve accuracy, feel free to makenotes or edit the report regarding any statement from the report that may or may not apply, butonly after checking with friends or colleagues to see if they agree.

"All people exhibit all four behavioralfactors in varying degrees of intensity."

–W.M. Marston

3Troy Schumacher


Sales CharacteristicsBased on Troy's responses, the report has selected general statements to provide abroad understanding of his sales style. This section highlights how he deals withpreparation, presentation, handling objections, closing, and servicing. The statementsidentify the natural sales style he brings to the job. Eliminate or modify any statementthat is not true based on sales training or experience.

Troy wants the authority and responsibility to achieve his sales goals. He mayat times tend to overstep his authority if it will help him achieve his goals. Hemust be cautious to not dominate the sales process totally preventing him fromdetermining the buyer's needs. He sets high sales goals for himself. He seesthe benefit of joining organizations as a way to meet his sales goals. Heexudes self-confidence and shows no fear when making his sales presentation,or when introducing new or creative ideas to his prospects. Troy usually enjoysthe challenge presented by cold calls. They allow him to use what he considersto be one of his real talents--the ability to sell to anyone at anytime! He isdriven towards completion of his sales goals, and wants to be in a position toset policy that allows him to meet those goals. He is a self-starter, generallyresourceful and readily adaptable to many sales situations. He finds the actualsales process much more rewarding than completing all the paperworkinvolved.

Troy usually welcomes objections as they provide him with an opportunity toshare his knowledge. If he is careful to take objections seriously, it will allowhim to be more effective. He may fail to listen to the true objection. In his hasteto make a response, the real objection may never be answered. He maydisplay his impatience if the buyer raises too many objections. He wants toclose the sale and get on to the next challenge. He may become defensive ifhe hears objections to a service or product he helped to develop. Some buyersare intimidated by Troy's sales approach. He doesn't intentionally intimidatepeople, but he may be too blunt and direct for them. He may not use enoughfacts to overcome objections; that is, he likes the challenge presented by theobjection, and may attempt to answer, whether he has all the facts or not. Adapted Style

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4Troy Schumacher


Sales Characteristics Continued

Troy's natural closing style works extremely well with fast-acting buyers. Thesebuyers appreciate a salesperson who uses the direct approach. He can closeso hard that he causes the buyer to think of objections, which may be excusesrather than real objections. He will be direct and positive with his closes. Hecan be persistent and friendly at the same time. He usually closes soon andoften. He will close many sales the competition has sold but failed to close.Troy usually has his favorite close, and he might, therefore, resist using all thecloses he knows. Troy prefers to service his accounts using one of twomethods: excellent service for those accounts he likes, or those with potential;adequate or poor service for those accounts he doesn't like, or with littlepotential.

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5Troy Schumacher


Behavioral SellingOverview

The Behavioral Selling Overview reflects Troy's natural and adapted styles within each phase ofthe Behavioral Selling Model. Troy's natural style reflects his native, intuitive selling behavior.Troy's adapted scores reflect the behavior that Troy believes necessary in each phase ofbehavioral selling.

The level of effectiveness that Troy either possesses naturally or is able to modify or "mask" isalso shown. The higher the score, the more effective Troy is at that phase of the sale. The lowerthe score, the greater challenge Troy has in terms of delivering specific behavior required forsuccess within that phase.

The amount of difference between a salesperson's adapted and natural styles is also key. Thegreater the difference, the greater potential for stress.

PROSPECTING0 1 2 3 4 5 6 7 8 9 10

8.50 8.75

AdaptedNatural

FIRST IMPRESSION0 1 2 3 4 5 6 7 8 9 10

7.00 7.75

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QUALIFYING0 1 2 3 4 5 6 7 8 9 10

5.75 5.00

AdaptedNatural

DEMONSTRATION0 1 2 3 4 5 6 7 8 9 10

7.25 8.00

AdaptedNatural

INFLUENCE0 1 2 3 4 5 6 7 8 9 10

7.25 7.75

AdaptedNatural

CLOSING0 1 2 3 4 5 6 7 8 9 10

9.00 9.50

AdaptedNatural

0-5.0=POOR 5.1-6.6=FAIR 6.7-7.6=GOOD 7.7-8.8=VG 8.9-10=EX

6Troy Schumacher


Potential Strengths or Obstacles toBehavioral Selling SuccessThe Behavioral Selling Model is a scientific, professional selling process. TheBehavioral Selling Overview outlines Troy's performance tendencies within eachspecific phase of the Behavioral Selling Model.

Prospecting: The first phase of the Behavioral Selling Model. It is the phase ofthe sale where prospects are identified, detailed background information isgathered, the physical activity of traditional prospecting is coordinated and anoverall strategy for face-to-face selling is developed.

In the Prospecting Phase, Troy MAY have a TENDENCY to:

Seize the opportunity to make new contacts. He also enjoys competingagainst himself as well as against others.

Represent himself with more authority than he may have with newprospects.

Both accept, enjoy and attack the challenge presented by cold calls.

Be motivated by a varied range of interests and prefers an ever changingwork environment with a variety of people in it.

First Impression: The first face-to-face interaction between a prospect and thesalesperson, this phase is designed to enable the salesperson to display his orher sincere interest in the prospect...to gain positive acceptance and to developa sense of mutual respect and rapport. It is the first phase of face-to-face trustbuilding and sets the face-to-face selling process in motion.

In the First Impression Phase, Troy MAY have a TENDENCY to:

Talk and move too fast for the logical and detailed oriented prospect.

Let his body language sometimes get him into trouble. He projects agreat sense of urgency which some prospects may interpret as anunwillingness to listen to their needs.

Open with a close.

Not size up prospects before starting his sales presentation. He shouldconcentrate on the pace, timing and demeanor of the buyer and adjust hispresentation accordingly.

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7Troy Schumacher


Potential Strengths or Obstacles toBehavioral Selling Success

Qualifying: The questioning and detailed needs analysis phase of theface-to-face sale, this phase of the Behavioral Selling Model enables thesalesperson to discover what the prospect will buy, when they will buy andunder what conditions they will buy. It is allowing the prospect to identify andverbalize their level of interest, specific wants and detailed needs in the productor service the salesperson is offering.

In the Qualifying Phase, Troy MAY have a TENDENCY to:

Not write down answers to questions. Is more likely to rely upon memoryor sketchy notes when not realizing how important accuracy is and what acritical role writing down someone's comments is to the proper positioningof the sale.

Dominate the sales presentation.

Not understand that listening is a receptive, accommodating skill ratherthan an aggressive, take charge type of skill.

Interrupt the prospect. Could be more concerned about how he isperceived than with being an effective listener.

Demonstration: Much different from traditional "demonstration" or "productpresentation," this phase allows the salesperson to demonstrate his or herproduct knowledge in such a way that it fulfills the stated or implied wants,needs, or intentions of the prospect as identified and verbalized in theQualifying Phase.

In the Demonstration Phase, Troy MAY have a TENDENCY to:

Not devote sufficient time to present his products and/or servicesadequately.

Not take the time to ask feedback questions in order to assure that hispresentation is on target and meeting the prospect's stated or impliedneeds.

To try to close the sale prematurely before the prospect is truly convinced.May believe in the outdated "close early and close often" school of selling.In today's world of selling, this can lead to more trouble than to moresales.

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8Troy Schumacher


Potential Strengths or Obstacles toBehavioral Selling Success

Present his products or service in a manner that requires the least amountof his effort in terms of any modification or change from his standardpresentation.

Influence: What people believe enough, they act upon. This phase is designedto enable the salesperson to build value and overcome the tendency that manyprospects have to place little belief or trust in what is told to them. It is thisphase of the sale that solidifies the prospect's belief in the supplier, product orservice and salesperson.

In the Influence Phase, Troy MAY have a TENDENCY to:

Want authority and responsibility to achieve his sales goals. He may overstep this authority if thought necessary to achieve the results he desires.

Loosely "toss around" testimonials of others without providing the facts tosupport statements.

Not have the full array of "happy customer" letters that he should have.Feels he doesn't need them because he can "go it alone."

Overuse name dropping as a strategy in the Influence Phase.

Closing: The final phase of the Behavioral Selling Model. This phase is askingthe prospect to buy, dealing with objections, handling any necessary negotiationand completing the transaction to mutual satisfaction.

In the Closing Phase, Troy MAY have a TENDENCY to:

Resist participation as part of the team, rather, prefers to be seen as theleader of the team.

Display impatience if the buyer is raising too many objections. He wantsto close the sale and move on to the next challenge.

Become defensive and overreact to an objection. This is especially true ifhe has played a major role in the development of the product or service.

Welcome objections. They provide him with an opportunity to expand hisimage. However, he may have a tendency to take some objections toolightly.

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9Troy Schumacher


Value to the OrganizationThis section of the report identifies the specific talents and behavior Troy brings to thejob. By looking at these statements, one can identify his role in the organization. Theorganization can then develop a system to capitalize on his particular value and makehim an integral part of the team.

Change agent--looks for faster and better ways.

Forward-looking and future-oriented.

Ability to change gears fast and often.

Sense of urgency.

Will join organizations to represent the company.

Ability to handle many activities and customers at one time.

Good mixer.

Accomplishes goals through people.

Thinks big.

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10Troy Schumacher


Checklist for CommunicatingMost people are aware of and sensitive to the ways with which they prefer to becommunicated. Many people find this section to be extremely accurate and importantfor enhanced interpersonal communication. This page provides other people with alist of things to DO when communicating with Troy. Read each statement and identifythe 3 or 4 statements which are most important to him. We recommend highlightingthe most important "DO's" and provide a listing to those who communicate with Troymost frequently.

Ways to Communicate:

Provide systems to follow.

Understand his sporadic listening skills.

Provide facts and figures about probability of success, or effectiveness ofoptions.

Be clear, specific, brief and to the point.

Verify that the message was heard.

Be open, honest and informal.

Motivate and persuade by referring to objectives and results.

Expect acceptance without a lot of questions.

Read the body language--look for impatience or disapproval.

Present the facts logically; plan your presentation efficiently.

Use his jargon.

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11Troy Schumacher


Checklist for Communicating Continued

This section of the report is a list of things NOT to do while communicating with Troy.Review each statement with Troy and identify those methods of communication thatresult in frustration or reduced performance. By sharing this information, both partiescan negotiate a communication system that is mutually agreeable.

Ways NOT to Communicate:

Ask rhetorical questions, or useless ones.

Forget or lose things; be disorganized or messy; confuse or distract hismind from business.

Ramble on, or waste his time.

Let him change the topic until you are finished.

Forget to follow-up.

Dictate to him.

Try to build personal relationships.

Let disagreement reflect on him personally.

Try to convince by "personal" means.

Use paternalistic approach.

Be put off by his "cockiness."

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12Troy Schumacher


Selling TipsThis section provides suggestions on methods which will improve Troy's communications when selling to differentstyles. The tips include a brief description of typical people in which he may interact. By adapting to thecommunication style desired by other people, Troy will become more effective in his communications with them. Hemay have to practice some flexibility in varying his communication style with others who may be different fromhimself. This flexibility and the ability to interpret the needs of others is the mark of a superior salesperson.

When selling to a person who is ambitious,forceful, decisive, strong-willed, independent andgoal-oriented:

Be clear, specific, brief and to the point.Stick to business. Give an effective presentation.Come prepared with support material in awell-organized "package."

Factors that will create tension:

Talking about things that are not relevant to theissue.Leaving loopholes or cloudy issues.Appearing disorganized.

When selling to a person who is magnetic,enthusiastic, friendly, demonstrative andpolitical:

Provide a warm and friendly environment.Don't deal with a lot of details, unless they wantthem.Provide testimonials from people they see asimportant.


Being curt, cold or tight-lipped.Controlling the conversation.Driving on facts and figures, alternatives,abstractions.

When selling to a person who is patient,predictable, reliable, steady, relaxed and modest:

Begin with a personal comment--break the ice.Present yourself softly, nonthreateningly andlogically.Earn their trust--provide proven products.


Rushing headlong into the interview.Being domineering or demanding.Forcing them to respond quickly to your questions.

When selling to a person who is dependent, neat,conservative, perfectionist, careful andcompliant:

Prepare your "presentation" in advance.Stick to business--provide fact to support yourpresentation.Be accurate and realistic--don't exaggerate.


Being giddy, casual, informal, loud.Wasting time with small talk.Being disorganized or messy.

13Troy Schumacher


PerceptionsSee Yourself as Others See You

A person's behavior and feelings may be quickly telegraphed to others. This sectionprovides additional information on Troy's self-perception and how, under certainconditions, others may perceive his behavior. Understanding this section willempower Troy to project the image that will allow him to control the situation.

Self-PerceptionTroy usually sees himself as being:

Pioneering Assertive

Competitive Confident

Positive Winner

Others' Perception - Moderate Under moderate pressure, tension, stress or fatigue, others may see him asbeing:

Demanding Nervy

Egotistical Aggressive

Others' Perception - ExtremeUnder extreme pressure, stress or fatigue, others may see him as being:

Abrasive Controlling

Arbitrary Opinionated

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14Troy Schumacher


The Absence of a Behavioral FactorThe absence of a behavioral factor may provide insight into situations or environmentsthat may cause tension or stress. Based on research, we are able to identifysituations that should be avoided or minimized in a person's day-to-day environment.By understanding the contribution of a low behavioral style, we are able to betterarticulate a person's talents and create environments where people can be moreeffective.

Situations and circumstances to avoid or aspects needed within theenvironment in order to minimize behavioral stress.

The need for juggling many tasks at once may jeopardize quality.

Avoid positions that revolve around routine work.

Avoid emotionally charged situations unless prepared to adapt andcontrol the emotional output.

Understanding that the need to adapt is unavoidable at times, below aretips for adapting to those with S above the energy line and/or tips forseeking environments that will be conducive to the low S.

Seek environments where change is rewarded versus discouraged.

Be mindful of the signals body language send and how they affectrelationships.

Rambling, written or verbal, will be avoided to the point of missing adeadline.

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15Troy Schumacher


DescriptorsBased on Troy's responses, the report has marked those words that describe hispersonal behavior. They describe how he solves problems and meets challenges,influences people, responds to the pace of the environment and how he responds torules and procedures set by others.

Driving

Ambitious

Pioneering

Strong-Willed

Determined

Competitive

Decisive

Venturesome

Calculating

Cooperative

Hesitant

Cautious

Agreeable

Modest

Peaceful

Unobtrusive

Dominance

Inspiring

Magnetic

Enthusiastic

Persuasive

Convincing

Poised

Optimistic

Trusting

Reflective

Factual

Calculating

Skeptical

Logical

Suspicious

Matter-of-Fact

Incisive

Influencing

Relaxed

Passive

Patient

Possessive

Predictable

Consistent

Steady

Stable

Mobile

Active

Restless

Impatient

Pressure-Oriented

Eager

Flexible

Impulsive

Steadiness

Cautious

Careful

Exacting

Systematic

Accurate

Open-Minded

Balanced Judgment

Diplomatic

Firm

Independent

Self-Willed

Obstinate

Unsystematic

Uninhibited

Arbitrary

Unbending

Compliance

16Troy Schumacher


Natural and AdaptedSelling StyleTroy's natural selling style of dealing with problems, people, pace and procedures maynot always fit the sales environment. This section is extremely important as it willidentify if a salesperson's natural style or adapted style is correct for the current salesenvironment.

PROBLEMS - CHALLENGES

Natural Adapted

Troy tends to attack sales challengesin a demanding, driving andself-willed manner. He isindividualistic in his approach andwill actively seek to achieve salesgoals. He likes authority along withhis responsibility and a territory thatwill constantly challenge him toperform up to his ability.

Troy sees no need to change hissales approach from his basic styleas it is related to solving problemsand challenges.

PEOPLE - CONTACTS

Natural Adapted

Troy is sociable and optimistic. He isable to use an emotional appeal toconvince others of a certaindirection. He will trust others andlikes a positive environment in whichto sell.

Troy sees no need to change hisapproach to influencing others to hisway of thinking. He sees his naturalstyle to be what the environment iscalling for.

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17Troy Schumacher


Natural and AdaptedSelling Style Continued

PACE - CONSISTENCY

Natural Adapted

Troy wants a sales environment thatis intense and demanding. He feelsa great sense of urgency to close hisprospects quickly. He feelscomfortable selling new products thatmeet his prospect's needs.

Troy sees the need to be involved inas many activities as his schedulewill allow. He has a tendency tomake everything a number onepriority and wishes that everyone hadhis sense of urgency.

PROCEDURES - CONSTRAINTS

Natural Adapted

Troy is independent by nature andhis sales style displays his desire tosell the results he can deliver, asopposed to providing all the details tosupport his position. If he feels thatrules and procedures are toorestrictive he will attempt to changethem in an active manner.

The difference between Troy's basicand adapted sales style is notsignificant and he sees no need tochange on this factor.

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18Troy Schumacher


Adapted StyleTroy sees his present work environment requiring him to exhibit the behavior listed onthis page. If the following statements DO NOT sound job related, explore the reasonswhy he is adapting this behavior.

Using authority and responsibility for completing the sale.

Telling clients or customers about the "big picture."

Using an informal sales presentation.

Adapting easily to changing sales territory.

Exhibiting confidence in approaching customers.

Dealing with customers and clients efficiently.

Impatient to overcome competition.

A resourceful, eager self-starter.

Challenging the status-quo.

Handling a variety of products or services.

Coping easily with many concurrent sales activities.

Impulsive and eager to keep the sales presentation moving.

Authority to carry out responsibility.

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19Troy Schumacher


Time WastersThis section of your report is designed to identify time wasters that may impact youroverall time use effectiveness. Possible causes and solutions will serve as a basis forcreating an effective plan for maximizing your use of TIME and increasing yourPERFORMANCE.

Lack of a Written PlanA plan in this context may be an overall business plan including mission,goals, objectives, task requirements and utilization of resources. It may alsosimply mean written priorities and a written daily plan of action.

Possible Causes:

Action oriented, want to get things done now

Priorities keep changing (self- or other-imposed)

Have been successful without a plan in the past

Want to "go with the flow" and not be stifled by a written daily agenda

Possible Solutions:

Write down personal and job-related values and prioritize them

Write out a long-term plan that will support those values

Recognize that by having priorities clearly in mind, constant change willbe replaced with change-by-design

FirefightingFirefighting is often defined as being pulled away from priority tasks to answerquestions, offer solutions, delegate or solve problem-related minor issues.These issues usually "flare up" quickly and are "put out" quickly.

Possible Causes:

Desire to solve problems quickly and sometimes without adequateinformation

Lack of delegation

Lack of standard operating procedures

Poor/wrong priorities

Failure to fit intensity to the situation

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20Troy Schumacher


Time Wasters Continued

Possible Solutions:

Establish a plan

Create operational procedures for tasks and known problems

Establish a "management by objectives" approach

Poor DelegationPoor delegation usually means the inability to discriminate between tasksneeding your time and attention, and those others are capable ofaccomplishing.

Possible Causes:

Do not want to give up control

Do not trust the abilities of others

Do not understand the abilities of others

Fear the talents of others

Do not want to overload others

Possible Solutions:

Train and mentor others

Develop a support team

Give people the opportunity to help

Recognize the time spent training others on routine tasks will result ingained cumulative time for higher priority tasks

Snap DecisionsSnap decisions in this context are those decisions that are made too quicklywithout having all the necessary information.

Possible Causes:

Impatience overrides need to wait for more information

Try to do too much

Failure to plan in advance

Lack specific goals

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Time Wasters Continued

Possible Solutions:

Ask for recommendations

Establish process for decisions prior to situation occurring

Establish standard operating procedures and alternative procedures forpossible problems

Crisis ManagementCrisis Management is defined as a management style that is consistentlydriven by uncontrolled external issues as the preferred method of managing.This style allows crises to precipitate rather than anticipating them and beingpro-active.

Possible Causes:

Lack planning

Place unrealistic time requirements on people and tasks

Always looking for problems to solve

Possible Solutions:

Have a well defined operational plan

Target key individuals to handle specific problems

Ask for recommendations from key people

Delegate authority and responsibility when possible

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Areas for ImprovementIn this area is a listing of possible limitations without regard to a specific job. Reviewwith Troy and cross out those limitations that do not apply. Highlight 1 to 3 limitationsthat are hindering his performance and develop an action plan to eliminate or reducethis hindrance.

Troy has a tendency to:

Talk too fast for the logical and detail-oriented buyer.

Take objections lightly.

Become defensive and overreact to certain objections.

Blame, deny and defend when confronted with poor sales results.

Use fear as motive for buying.

Dominate a sales presentation.

Take on too many outside activities.

Be so concerned with big picture; he forgets to see the little pieces.

Not answer objections to buyer's satisfaction.

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Behavioral HierarchyYour observable behavior and related emotions contribute to your success on the job.When matched to the job, they play a large role in enhancing your performance. Thelist below ranks your behavioral traits from the strongest to the weakest.

1. Competitiveness - Tenacity, boldness, assertiveness and a "will towin" in all situations.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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4.3*3. Frequent Change - Moving easily from task to task or being askedto leave several tasks unfinished and easily move on to the new taskwith little or no notice.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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5.2*4. Versatility - Bringing together a multitude of talents and awillingness to adapt the talents to changing assignments as required.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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5.3*5. Frequent Interaction with Others - Dealing with multipleinterruptions on a continual basis, always maintaining a friendlyinterface with others.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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6.2*6. People Oriented - Spending a high percentage of time successfullyworking with a wide range of people from diverse backgrounds toachieve "win-win" outcomes.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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6.8*7. Analysis of Data - Information is maintained accurately for repeatedexamination as required.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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* 68% of the population falls within the shaded area.

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24Troy Schumacher


Behavioral Hierarchy

8. Customer Relations - A desire to convey your sincere interest inthem.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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6.6*9. Follow Up and Follow Through - A need to be thorough.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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6.3*10. Consistency - The ability to do the job the same way.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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6.5*11. Following Policy - Complying with the policy or if no policy,complying with the way it has been done.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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6.9*12. Organized Workplace - Systems and procedures followed forsuccess.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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* 68% of the population falls within the shaded area.SIA: 95-58-08-32 (11) SIN: 96-63-24-28 (11)

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Style Insights®

Graphs5-12-2015

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26Troy Schumacher


The Success Insights®

Wheel

The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to the text youhave received about your behavioral style, the Wheel adds a visual representation that allows youto:

View your natural behavioral style (circle).

View your adapted behavioral style (star).

Note the degree you are adapting your behavior.

If you filled out the Work Environment Analysis, view the relationship of your behavior to yourjob.

Notice on the next page that your Natural style (circle) and your Adapted style (star) are plotted onthe Wheel. If they are plotted in different boxes, then you are adapting your behavior. The furtherthe two plotting points are from each other, the more you are adapting your behavior.

If you are part of a group or team who also took the behavioral assessment, it would beadvantageous to get together, using each person's Wheel, and make a master Wheel thatcontains each person's Natural and Adapted style. This allows you to quickly see where conflictcan occur. You will also be able to identify where communication, understanding andappreciation can be increased.

27Troy Schumacher


The Success Insights®

Wheel5-12-2015

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Norm 2015 R4

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28Troy Schumacher


Introduction Motivators Section

Knowledge of an individual's motivators help to tell us WHY they do things. A review of anindividual's experiences, references, education and training help to tell us WHAT they cando. Behavioral assessments help to tell us HOW a person behaves and performs in thework environment. The Personal Motivators & Engagement report measures the relativeprominence of six basic interests or motivators (a way of valuing life): Theoretical,Utilitarian, Aesthetic, Social, Individualistic and Traditional.

Motivators help to initiate one's behavior and are sometimes called the hidden motivatorsbecause they are not always readily observed. It is the purpose of this report to help illuminateand amplify some of those motivating factors and to build on the strengths that each personbrings to the work environment.

Based on your choices, this report ranks your relative passion for each of the six motivators. Yourtop two and sometimes three motivators cause you to move into action. You will feel positivewhen talking, listening or doing activities that satisfy your top motivators.

The feedback you will receive in this section will reflect one of three intensity levels for each of thesix motivators.

Strong - positive feelings that you need to satisfy either on or off the job.

Situational - where your feelings will range from positive to indifferent based on other prioritiesin your life at the time. These motivators tend to become more important as your topmotivators are satisfied.

Indifferent - your feelings will be indifferent when related to your 5th or 6th motivator.

Your Personal Motivators Ranking1st Utilitarian Strong

2nd Individualistic Strong

3rd Traditional Situational

4th Theoretical Situational

5th Aesthetic Indifferent

6th Social Indifferent

29Troy Schumacher


UtilitarianThe Utilitarian score shows a characteristic interest in money and what is useful. Thismeans that an individual wants to have the security that money brings not only forthemselves, but for their present and future family. This motivator includes thepractical affairs of the business world - the production, marketing and consumption ofgoods, the use of credit, and the accumulation of tangible wealth. This type ofindividual is thoroughly practical and conforms well to the stereotype of the averagebusiness person. A person with a high score is likely to have a high need to surpassothers in wealth.

With economic security comes the freedom to advance his ideas orbeliefs.

Troy will attempt to structure his economic dealings.

He uses money as a scorecard.

Troy is future-oriented.

All attempts are made to protect future security to ensure that his legacy isprotected.

Troy will be motivated by his accomplishments.

Troy has a long list of wants and will work hard to achieve them.

He can be very practical.

Wealth provides the security Troy wants for himself and/or his family.

Troy will protect his assets to ensure the future of his economic security.

Having more wealth than others is a high priority for Troy.

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30Troy Schumacher


IndividualisticThe primary interest for this motivator is POWER, not necessarily politics. Researchstudies indicate that leaders in most fields have a high power drive. Since competitionand struggle play a large part in all areas of life, many philosophers have seen poweras the most universal and most fundamental of motives. There are, however, certainpersonalities in whom the desire for direct expression of this motive is uppermost; whowish, above all, for personal power, influence and renown.

Troy likes to be in situations that allow him the freedom to control hisdestiny and the destiny of others. His team's strategy is to attempt todilute outsiders' influence on the results of their goals.

He wants to control his own destiny and display his independence.

If necessary, Troy will be assertive in meeting his own needs.

Troy believes "when the going gets tough, the tough get going."

Maintaining individuality is strived for in relationships.

Troy takes responsibility for his actions.

People who are determined and competitive are liked by Troy.

He believes "if at first you don't succeed try, try again."

Troy has the desire to assert himself and to be recognized for hisaccomplishments.

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31Troy Schumacher


TraditionalThe highest interest for this motivator may be called "unity," "order," or "tradition."Individuals with high scores for this motivator seek a system for living. This systemcan be found in such things as conservatism or any authority that has defined rules,regulations and principles for living.

Troy needs to be able to pick and choose the traditions and set of beliefsto which he will adhere.

Troy lets his conscience be his guide.

Troy at times will evaluate others based on his rules for living.

He will have strong beliefs within a system that he feels most comfortablewith, and he will not be as strong in his beliefs or approach if he lacks thatinterest level.

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32Troy Schumacher


TheoreticalThe primary drive with this motivator is the discovery of TRUTH. In pursuit of thisdrive, an individual takes a "cognitive" attitude. Such an individual is nonjudgmentalregarding the beauty or utility of objects and seeks only to observe and to reason.Since the interests of the theoretical person are empirical, critical and rational, theperson appears to be an intellectual. The chief aim in life is to order and systematizeknowledge: knowledge for the sake of knowledge.

Troy will seek knowledge based on his needs in individual situations.

A job that challenges the knowledge will increase his job satisfaction.

In those areas where Troy has a special interest he will be good atintegrating past knowledge to solve current problems.

Troy has the potential to become an expert in his chosen field.

If Troy is truly interested in a specific subject, or if knowledge of specificsubject matter is required for success, then he will take the initiative tolearn about that subject in great depth.

Troy will usually have the data to support his convictions.

If knowledge of a specific subject is not of interest, or is not required forsuccess, Troy will have a tendency to rely on his intuition or practicalinformation in this area.

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33Troy Schumacher


AestheticA higher Aesthetic score indicates a relative interest in "form and harmony." Eachexperience is judged from the standpoint of grace, symmetry or fitness. Life may beregarded as a procession of events, and each is enjoyed for its own sake. A highscore here does not necessarily mean that the incumbent has talents in creativeartistry. It indicates a primary interest in the artistic episodes of life.

Intellectually, Troy can see the need for beauty, but has difficulty buyingthe finer things in life.

Unpleasant surroundings will not stifle his creativity.

The utility of "something" is more important than its beauty, form andharmony.

Troy's passion in life will be found in one or two of the other motivatorsdiscussed in this report.

He is a very practical person who is not sensitive to being in harmony withhis surroundings.

Troy is not necessarily worried about form and beauty in his environment.

He wants to take a practical approach to events.

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34Troy Schumacher


SocialThose who score very high for this motivator have an inherent love of people. Thesocial person prizes other people and is, therefore, kind, sympathetic and unselfish.They are likely to find the Theoretical, Utilitarian and Aesthetic attitudes cold andinhuman. Compared to the Individualistic motivator, the Social person regards helpingothers as the only suitable form for human relationships. Research indicates that in itspurest form, the Social interest is selfless.

Troy's passion in life will be found in one or two of the other dimensionsdiscussed in this report.

Troy is willing to help others if they are working as hard as possible toachieve their goals.

He will be firm in his decisions and not be swayed by unfortunatecircumstances.

Believing that hard work and persistence is within everyone's reach - hefeels things must be earned, not given.

He will not normally allow himself to be directed by others unless it willenhance his own self-interest.

Troy will be torn if helping others proves to be detrimental to him.

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35Troy Schumacher


Navigating Situations Outside YourComfort ZoneThe information on this page will highlight areas in which you may struggle relating tobased on your lowest motivator. The information will teach you how to manage yourway through discussions focusing on your number six motivator.

Tips for Communicating with "High Social" utilizing your Utilitarian.

As you read through the communication tips, think about the followingquestions:

How does the mindset of a high Social contribute to today'sworkforce?

How do Socials contribute to the world, your professional life andyour personal life?

A person with a high Social may sacrifice bottom-line profit when the decisionmay be detrimental to the people involved.

Think about a small sacrifice to the bottom line to increase theproductivity and long-term output. Specifically when the bottom-line ishealthy, more resources can be allocated toward the betterment ofsociety and people.

Converse and collaborate with the high social team members in order tojointly commit to moving the bottom-line in the right direction while givingthe ability for others to give back to people.

A person with a high Social has the ability and desire to be empathetic towardthose who are hurting.

Understand the drain on the organization if people within the companyare hurting. What type of programs can be put in place to help them bemore productive without involving others in the organization?

In order to increase retention, specifically of top performers, anorganization must be sensitive to the emotional needs of employeeswhile keeping accountability as a part of the equation.

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36Troy Schumacher


Navigating Situations Outside YourComfort Zone

A person with a high Social will blame the system more than the individual andwill work diligently to change the system.

It's important to the organization's bottom line for both systems andpeople to be performing at 100%. How can both operate moreeffectively, at a faster rate and with higher success?

Every challenge should be looked at as an opportunity to improveresults. Strive to eliminate blame in the discussions and focus on howthe organization can advance.

A person with a high Social may have causes that cannot be won, but he orshe may still be compelled to try.

Implement appropriate allocation of resources (time, talent, financials) toattempt to solve the problem and hold people accountable for this.

Utilize inherent problem solving ability to identify new, cost effectivemethods to help solve the problem.

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37Troy Schumacher


Motivators - Norms & Comparisons

For years you have heard statements like, "Different strokes for different folks," "to each his own,"and "people do things for their own reasons, not yours." When you are surrounded by peoplewho share similar motivators, you will fit in with the group and be energized. However, whensurrounded by people whose motivators are significantly different from yours, you may beperceived as out of the mainstream. These differences can induce stress or conflict. Whenconfronted with this type of situation you can:

Change the situation.

Change your perception of the situation.

Leave the situation.

Cope with the situation.

This section reveals areas where your motivators may be outside the mainstream andcould lead to conflict. The further away you are from the mainstream on the high side, the morepeople will notice your passion about that motivator. The further away from the mainstream onthe low side, the more people will view you as indifferent and possibly negative about thatmotivator. The shaded area for each motivator represents 68 percent of the population or scoresthat fall within one standard deviation above or below the national mean.

Norms & Comparisons Table - Norm 2015Theoretical

Utilitarian

Aesthetic

Social

Individualistic

Traditional

Mainstream

Passionate

Indifferent

Indifferent

Passionate

Mainstream

- 68 percent of the population - national mean - your score

Mainstream - one standard deviation of the national meanPassionate - two standard deviations above the national meanIndifferent - two standard deviations below the national meanExtreme - three standard deviations from the national mean

38Troy Schumacher


Motivators - Norms & Comparisons

Areas in which you have strong feelings or passions compared to others:

You strive for efficiency and practicality in all areas of your life, seeking to gain a return onyour investment of time, talent and resources. Others may feel you always have a stringattached and are always trying to gain a personal advantage. They may feel you shouldgive just for the sake of giving.

You have a strong desire to lead, direct and control your own destiny and the destiny ofothers. You have a desire to lead and are striving for opportunities to advance your positionand influence. Others may believe you are jockeying for position and continually stepping"over the line." They may believe that you form relationships only to "move ahead" and gainan advantage.

Areas where others' strong feelings may frustrate you as you do not share their same passion:

People who emphasize the need for beauty, form and harmony in all aspects of their life mayfrustrate you. You have other priorities.

Your self-reliance will cause you to feel uncomfortable around people who are always tryingto help you or be too nice to you.

39Troy Schumacher


Motivators HierarchyYour motivation to succeed in anything you do is determined by your underlyingmotivators. You will feel energized and successful at work when your job supportsyour personal motivators. They are listed below from the highest to the lowest.

1. Utilitarian/Economic - Rewards those who value practicalaccomplishments, results and rewards for their investments of time,resources and energy.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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5.3*2. Individualistic/Political - Rewards those who value personalrecognition, freedom, and control over their own destiny and others.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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5.5*3. Traditional/Regulatory - Rewards those who value traditionsinherent in social structure, rules, regulations and principles.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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4.7*4. Theoretical - Rewards those who value knowledge for knowledge'ssake, continuing education and intellectual growth.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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6.0*5. Aesthetic - Rewards those who value balance in their lives, creativeself-expression, beauty and nature.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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4.3*6. Social - Rewards those who value opportunities to be of service toothers and contribute to the progress and well being of society.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

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* 68% of the population falls within the shaded area.MI: 46-61-24-16-58-47 (THE.-UTI.-AES.-SOC.-IND.-TRA.)

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40Troy Schumacher


Motivation Insights®

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41Troy Schumacher


Motivators Wheel™5-12-2015

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T: 13:06

42Troy Schumacher


Introduction Integrating Behaviors and Motivators Section

The ultimate power behind increasing job satisfaction and performance comes from the blendingof your behaviors and motivators. Each individually is powerful in order to modify your actions,but the synergy of blending the two moves you to a whole new level.

In this section you will find:

Potential Behavioral and Motivational Strengths

Potential Behavioral and Motivational Conflict

Ideal Environment

Keys to Motivating

Keys to Managing

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Potential Behavioral and MotivationalStrengthsThis section describes the potential areas of strengths between Troy's behavioral styleand top two motivators. Identify two to three potential strengths that need to bemaximized and rewarded in order to enhance on-the-job satisfaction.

Very creative in solving problems.

Wants to maximize time and resources now, as opposed to later.

Seeks the challenge and opportunity to win.

Innovative with strategies for success.

Brings enthusiasm to practical situations.

Promotes efficiency and results.

Motivates others to be the best they can be.

Being an optimistic leader.

44Troy Schumacher


Potential Behavioral and MotivationalConflictThis section describes the potential areas of conflict between Troy's behavioral styleand top two motivators. Identify two to three potential conflicts that need to beminimized in order to enhance on-the-job performance.

May offend others with too much discussion of results.

Will override other variables for the sake of an investment.

Takes on too much, too soon, too fast to maintain control.

Has to be big player if not the leader and may miss out on beneficialrole-playing opportunities.

May not recognize increased risk associated with bigger rewards.

Struggles balancing financial advice with actual results.

He may overestimate his authority.

May be viewed as someone who over promises and under delivers.

45Troy Schumacher


Ideal EnvironmentThis section identifies the ideal work environment based on Troy's basic style and toptwo motivators. People with limited flexibility will find themselves uncomfortableworking in any job not described in this section. People with flexibility use intelligenceto modify their behavior and can be comfortable in many environments. Use thissection to identify specific duties and responsibilities that Troy enjoys and also thosethat create frustration.

An innovative and futuristic-oriented environment.

Freedom of movement.

Democratic supervisor with whom he can associate.

People-oriented returns are rewarded higher than task-oriented returns.

Optimism about expected results is not frowned upon.

A manager that brings people and excitement into the act of doingbusiness.

Management that appreciates and rewards powerful risk-taking.

Opportunity to display excitement and fun while getting others to act.

Continual opportunity to challenge and win.

46Troy Schumacher


Keys to MotivatingThis section of the report was produced by analyzing Troy's wants. People aremotivated by the things they want; thus wants that are satisfied no longer motivate.Review each statement produced in this section with Troy and highlight those that arepresent "wants."

Troy wants:

Prestige, position and titles so he can control the destiny of others.

A friendly work environment.

To be seen as a leader.

Recognition for solid use of resources and investments.

Public recognition of financial rewards for returns and efficiency.

To be the spokesperson for team and organizational accomplishments.

A manager and a team that understands the value of short-term andfast-moving ideas and results.

Recognition for leadership accomplishments and the results he receives.

New and difficult challenges that lead to prestige and status.

47Troy Schumacher


Keys to ManagingIn this section are some needs which must be met in order for Troy to perform at anoptimum level. Some needs can be met by himself, while management must providefor others. It is difficult for a person to enter a motivational environment when thatperson's basic management needs have not been fulfilled. Review the list with Troyand identify 3 or 4 statements that are most important to him. This allows Troy toparticipate in forming his own personal management plan.

Troy needs:

To be confronted when in disagreement, or when he breaks the rules.

Better organization of record keeping.

To understand his role on the team--either a team player or the leader.

To manage enthusiasm in order to be an effective listener.

Assistance in prioritizing goals not only based on return, but also otherorganizational needs.

Assistance in establishing realistic expectations of others in order tomaximize contributions.

Help in limiting interruptions because of the desire to be involved in toomany projects.

To listen to others and understand different perspectives in order to meetobjectives.

Assistance in staying on task when he is not the leader of the project.

48Troy Schumacher


Introduction Acumen Indicators Section

Research has shown that the most effective people are those who understand themselves, boththeir strengths and weaknesses, so they can develop strategies to meet the demands of theirenvironment.

The Acumen Indicators Section is designed to help an individual truly understand themselves,how they analyze and interpret their experiences. A person's acumen, keenness and depth ofperception or discernment, is directly related to their level of performance. The stronger aperson's acumen, the more aware they are of their reality in both their external and internal world.

This section explores both how a person interacts with the external world and from a personalperspective. There are seven primary areas that this section will explore:

Summary of Acumen CapacityWorld View General CharacteristicsSelf View General CharacteristicsClarity of Performance and Situational AwarenessCapacity for Problem SolvingReaction IndexBusiness Performance Summary

Be sure to read the entire section with an open mind. Everyone has areas where they canimprove. Use the content of this section while working with your mentor, professional coach ormanager in order to make improvements, both personally and professionally.

49Troy Schumacher


Summary of Acumen CapacityThe Dimensions section measures Troy's capacity to understand each of the dimensions individuallyas well as the capacity to differentiate the value elements in situations.

Individuality

Practical Situations

System & Order

Distinction Index

WE

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VE

LOP

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DE

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LOP

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World View Self-View

The Individuality column relates to the development of your capacity todiscern individuality in others and individuality in oneself. How well do youunderstand others? How well developed is your sense of self? (FeelingColumn)

The Practical Situations column relates to the development of your capacity todiscern the value in situations in the outside world and in one's own roles inlife. How well do you understand all aspects of practical situations? How welldo you understand your roles in life? (Doing Column)

The Systems and Order column relates to the development of your capacityto discern systems and order in the world and within oneself. How well doyou understand structure and organization in the world? How well do youunderstand your self-organization and future direction? (Thinking Column)

The Distinction Index Column relates to your development of the capacity todifferentiate values in general in the world as well as within oneself.(Judgment Column)

We will be exploring this information in more detail over the next two pages inthe World View and Self View sections.

50Troy Schumacher


World ViewThis is how Troy sees the world around him. This view measures his clarityand understanding of people, tasks and systems. It could also be looked at interms of feeling, doing and thinking from an external standpoint. Thestatements below are based primarily on the 3 dimensions on the left side ofthe dimensional balance page and are in a random order.

Troy has a way of demonstrating to others what he thinks and wants.

Troy will perform best in a goal-oriented environment.

Troy has the ability to adopt a new process in order to accomplish the taskat hand.

Troy has a good understanding of people and is able to build and maintainrelationships.

Troy tends to treat each person as a unique individual.

Troy has a good understanding of people, which allows him to meetothers and build rapport.

Troy may benefit from asking authority figures to explain the reason forcertain rules or systems to better understand them.

Troy works best in an atmosphere that has a clear structure and awell-defined chain of command.

Troy may benefit from improving his relationships with authority figures.

Troy would benefit from developing communication with authority figuresand coworkers.


Score

Bias

7.8 8.8 7.8 8.4 8.8 8.0

0 0

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

UnderstandingOthers

PracticalThinking

SystemsJudgment

Sense of Self Role Awareness Self Direction

51Troy Schumacher


Self ViewThis is how Troy sees himself. This view measures his clarity andunderstanding of himself, his roles in life and his direction for the future. Theinternal dimensions are a reflection of him from both personal and professionalviewpoints. The statements below are based primarily on the 3 dimensions onthe right side of the dimensional balance page and are in a random order.

Troy has a good grasp of his life roles.

Troy is focused on fulfilling current role responsibilities and performingchosen activities.

Troy has a strong emphasis on actually performing and fulfilling variousrole responsibilities.

Troy has a clear understanding of who he is, and his inner sense of selfworth is strong.

Troy tends to persevere in the face of adversity based on his strong senseof self.

Troy has a deep understanding of himself, which results in a strong senseof self.

Troy has a clearly defined set of organizing structures for his life.

Troy relies on his future direction for strength.

Troy has a desire to live up to self standards.


Score

Bias

7.8 8.8 7.8 8.4 8.8 8.0

0 0

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

UnderstandingOthers

PracticalThinking

SystemsJudgment

Sense of Self Role Awareness Self Direction

52Troy Schumacher


Clarity of Performance and SituationalAwarenessClarity of Performance and Situational Awareness score both internally and externally.The Clarity of Performance measures a person's ability to see the relevant insituations, their capacity for focusing on, understanding and valuing the dimensionsevenly in the outside world and within oneself. The Situational Awareness score is themeasurement of Troy's awareness of the reality of the outside world and within hisown world.

External Clarity of Performance: Development of a sense of proportion in evaluating personal, practical and theoretical situations in the outsideworld.

NeedsClarity Moderate Clarity

HighClarity

Troy has a balanced view of issues and situations around him.

Troy is able to focus equally on matters personal, practical, andtheoretical.

Troy is adept at handling sensitive issues.

External Situational Awareness: Development of the awareness of thereality of the world.

NeedsDevelopment Developed

WellDeveloped

Troy has a realistic view of the world around him.

Troy clearly and objectively understands issues and situations.

Troy has a realistic approach to matters personal, practical and theoreticalin his work environment.


53Troy Schumacher


Clarity of Performance and SituationalAwareness Continued

Internal Clarity of Performance: Development of a sense of proportion in evaluating personal, practical and theoretical situations in oneself.

NeedsClarity Moderate Clarity

HighClarity

He is balanced in his approach to personal issues.

For Troy, who and what he wants to become in the future is secondary tohis understanding of himself as a unique individual and the current liferoles he has.

Troy demonstrates a balanced view when dealing with issues relating tohimself.

Internal Situational Awareness: Development of the awareness of thereality of one's own self.

NeedsDevelopment Developed

WellDeveloped

Troy demonstrates moderate objectivity in his approach to situationsrelating to himself.

Troy has moderate understanding of his reality as it pertains to himself.

Troy is generally rational about his strengths and weaknesses.

How would making improvements in these areas benefit your personal andprofessional life?

In what areas do you feel you would have the most benefit from furtherdeveloping?


54Troy Schumacher


Summary of Capacity for Problem Solving

Individual Situations

Complex Situations

Theoretical and Normative Situations

Problem and Decision Index

Reaction Index

WE

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World View Self-View

The Individual Situations column relates to the development ofyour capacity to discern the importance within situationsconcerning the individuality of others and concerning one's ownindividuality.

The Complex Situations column relates to the development ofyour capacity to discern the importance within practical situationsand in situations concerning one's own roles in life.

The Theoretical Situations column relates to the development ofyour capacity to discern the importance within systems and insituations requiring self-discipline.

The Problems and Decisions column relates to the developmentof your capacity to discern the importance within situations in theworld and in oneself.

The Reaction Index column relates to the development of yourcapacity for organizing one's reactions when confronted withsituations in the world and within oneself.

55Troy Schumacher


Capacity for Problem SolvingThe Problem Solving Summary will identify Troy's capacity to solve problems andconcentrate during challenging times and ability to make balanced decisions. Levelsof development will be indicated by Well Developed, Developed or NeedsDevelopment as well as through a numerical score.

Capacity for Solving Problems Involving People - The ability toperceive the important within the complex in outside situations concerningthe individuality of others and the ability to solve personal problems ofothers.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.8

8.6*

Capacity for Solving Practical Problems - The ability to perceive theimportant within the complex in outside situations in order to solve practicalproblems in the outside world.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

10.0

8.2*

Capacity for Solving Theoretical Problems - The ability to perceive theimportant within the complex in outside situations or systems in order tosolve theoretical problems in the outside world.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.2

8.1*

Capacity for Problem Solving and Decision Making in the OutsideWorld - The ability to perceive all relevant information needed withincomplex situations for the task at hand in order to make importantdecisions.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.8

7.9*


56Troy Schumacher


Capacity for Problem Solving Continued

Internal Problem Solving Ability - The ability to perceive the importantwithin the complex in situations that concern one's own individuality inorder to solve one's own personal problems.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.8

7.7*

Problem Solving Ability Within One's Roles - The ability to perceive theimportant within the complex in situations which concern one's roles inorder to resolve personal practical problems.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.2

7.5*

Problem Solving Ability Regarding One's Future - The ability toperceive the important within the complex in problems which requireself-discipline and the ability to resolve theoretical personal problems.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.0

7.5*

Capacity for Problem Solving and Decision Making Within One's Self - The ability to perceive the important within the complex within one's self inorder to resolve problems and to make personal decisions.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.2

6.6*


57Troy Schumacher


Reaction IndexThe Reaction Index is determined by looking at Troy's External Control and InternalControl. The combination of this information will identify one's capacity for appropriateresponse in difficult situations. Levels of development will be indicated by WellDeveloped, Developed or Needs Development.

External Control: The ability to appear to be rational and in control whenfacing problems or crises.NeedsDevelopment Developed

WellDeveloped

He shows some discipline and organization when reacting to conflict,primarily dealing with problems involving systems and theories.

His capacity to organize and discipline his reactions when confronted withoutside problems is developed.

He shows some discipline and organization when reacting to conflict,primarily dealing with problems involving practical situations.

He shows some discipline and organization when reacting to conflict,primarily dealing with problems involving other people.

Internal Control: The ability to remain in conscious command of one'sinternal self when confronted with difficult circumstances and to respondrationally.NeedsDevelopment Developed

WellDeveloped

He shows some discipline and organization when reacting to conflict,primarily dealing with problems involving self-discipline.

His capacity to organize and discipline his reactions when confronted withproblems within himself is developed.

He shows some discipline and organization when reacting to conflict,primarily dealing with problems involving his roles in life.

He shows some discipline and organization when reacting to conflict,primarily dealing with problems involving his own individuality.


58Troy Schumacher


Business Performance SummaryThe business performance summary will identify Troy's capacity to solve problemsand concentrate during challenging times and ability to make balanced decisions.Levels of development will be indicated through a numerical score for BalancedDecision Making and External and Internal Control as well as by Well Developed,Developed and Needs Development for the Attitude Index.

Balanced Decision Making - The ability to make consistently sound andtimely decisions in one's personal and professional life.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.8

7.0*

External Concentration Index - The ability to concentrate with a sense ofproportion in external situations.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.8

7.5*

Internal Concentration Index - The ability to concentrate with a sense ofproportion in internal situations.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.9

6.7*

Attitude Index: Attitude Index shows the positive or negative attitude ofthe person toward the world and is a result of over or under-valuing thestatements in the questionnaire.NeedsDevelopment Developed

WellDeveloped

6.9* - External - Internal - Combined External and Internal

Attitude Index General Descriptors

Dynamic - lively, energetic, vibrant

Approving - favorable

Appreciative - grateful, thankful

Open-minded - accessible, flexible

Positive - encouraging, upbeat


59Troy Schumacher


Dimensional Balance


Score

Bias

7.8 8.8 7.8 8.4 8.8 8.0

0 0

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

UnderstandingOthers

PracticalThinking

SystemsJudgment

Sense of Self RoleAwareness

Self Direction

Population meanOvervaluationNeutral valuationUndervaluation

50

100100- +

50

100100- +

50

100100- +

50

100100- +

50

100100- +

50

100100- +

Rev: 0.92-0.92

T: 29:47

60Troy Schumacher


Introduction Competencies Section

Your success in any job depends on the value of your contribution to the organization. Managers,mentors and professional coaches can encourage, advise and guide you as you growprofessionally. However, the ultimate responsibility for your career development is yours andyours alone.

This report is designed to assist you in managing and developing your career. For many jobs,personal skills are as important as technical skills in producing superior performance. Personalskills are often transferable to different jobs, whereas technical skills are usually more specific.

Your development of these personal skills are categorized into four levels:

1) Well Developed

2) Developed

3) Moderately Developed

4) Needs Development

While personal skills are certainly important for career development, it is not necessary to fullydevelop every one. In fact, development of a personal skill may not benefit your career if it isn'trequired in your current job. In order to optimize your career potential, it is best to focus yourdevelopment efforts on the personal skills that are required in your current job, or the job youwant.

Be sure to read the entire report with an open mind. Everyone has areas where they canimprove. Before deciding to work on developing personal skills you have not yet fully developed,you may want to discuss the report with a trusted peer, mentor or professional coach. You mayeven wish to share the report with your manager. In most cases, management takes a verypositive view of individuals who wish to develop their skills.

61Troy Schumacher


Development IndicatorThis section of your report shows your development level of 25 personal skills based on your responses tothe questionnaire. The 25 personal skills have been categorized into four levels; based on means andstandard deviations. Well Developed, Developed, Moderately Developed and Needs Development.

Personal Skills Ranking

Goal Achievement1

Interpersonal Skills2

Leadership3

Persuasion4

Self-Management5

Resiliency6

Personal Accountability7

Conflict Management8

Decision Making9

Problem Solving Ability10

Employee Development/Coaching11

Flexibility12

Presenting13

Diplomacy & Tact14

Conceptual Thinking15

Customer Focus16

Written Communication17

Negotiation18

Planning & Organizing19

Understanding & Evaluating Others20

Continuous Learning21

Creativity22

Empathy23

Futuristic Thinking24

Teamwork25

Note: Don't be concerned if you have not developed all 25 personal skills. Researchhas proven that individuals seldom develop all 25. Development of the mostimportant personal skills needed for your personal and professional life is whatis critical.

Well Developed Developed Moderately Developed Needs Development

62Troy Schumacher


Competencies HierarchyYour unique hierarchy of competencies is key to your success. Knowing what theyare is essential to reaching your goals. The graphs below rank your competenciesfrom top to bottom.

1. Goal Achievement - The ability to identify and prioritize activitiesthat lead to a goal.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

10.0WD6.8*

2. Interpersonal Skills - Effectively communicating, building rapportand relating well to all kinds of people.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

10.0WD6.8*

3. Leadership - Achieving extraordinary business results throughpeople.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

10.0WD6.1*

4. Persuasion - Convincing others to change the way they think,believe or behave.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.3WD5.5*

5. Self-Management - Demonstrating self control and an ability tomanage time and priorities.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.5WD7.4*

6. Problem Solving Ability - Anticipating, analyzing, diagnosing, andresolving problems.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.4D7.5*


Development Legend

WD = Well DevelopedD = Developed

MD = Moderately DevelopedND = Needs Development

63Troy Schumacher


Competencies Hierarchy7. Resiliency - The ability to quickly recover from adversity.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.4WD7.2*

8. Employee Development/Coaching - Facilitating and supporting theprofessional growth of others.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.3D6.8*

9. Flexibility - Agility in adapting to change.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.2D7.6*

10. Personal Accountability - A measure of the capacity to beanswerable for personal actions.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.2WD7.2*

11. Conflict Management - Addressing and resolving conflictconstructively.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.0WD5.2*

12. Presenting - Communicating effectively to groups.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.0D6.1*

13. Decision Making - Utilizing effective processes to make decisions.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.8WD7.0*

14. Understanding & Evaluating Others - The capacity to perceiveand understand the feelings and attitudes of others.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.8MD8.1*


64Troy Schumacher


Competencies Hierarchy15. Diplomacy & Tact - The ability to treat others fairly, regardless ofpersonal biases or beliefs.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.7D5.9*

16. Conceptual Thinking - The ability to analyze hypotheticalsituations or abstract concepts to compile insight.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.6D7.3*

17. Customer Focus - A commitment to customer satisfaction.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.7D6.3*

18. Written Communication - Writing clearly, succinctly andunderstandably.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.3D5.4*

19. Continuous Learning - Taking initiative in learning andimplementing new concepts, technologies and/or methods.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.0MD6.1*

20. Negotiation - Facilitating agreements between two or more parties.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.0D3.8*

21. Planning & Organizing - Utilizing logical, systematic and orderlyprocedures to meet objectives.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.0D4.8*

22. Teamwork - Working effectively and productively with others.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

3.7ND6.3*


65Troy Schumacher


Competencies Hierarchy23. Creativity - Adapting traditional or devising new approaches,concepts, methods, models, designs, processes, technologies and/orsystems.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

2.7MD4.8*

24. Empathy - Identifying with and caring about others.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

1.3MD3.6*

25. Futuristic Thinking - Imagining, envisioning, projecting and/orpredicting what has not yet been realized.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

1.3MD2.8*


66Troy Schumacher


Well Developed CompetenciesThis section of your report lists and describes competencies that are well developedbased on your responses to the questionnaire. The statements listed below describethe consistent actions of individuals who are well developed in these competencies.Read each statement and think of when and where you have consistentlydemonstrated the actions described.

Goal Achievement: The ability to identify and prioritize activities that lead to agoal.

Establishes goals that are relevant, realistic and attainableIdentifies and implements required plans and milestones to achievespecific business goalsInitiates activity toward goals without unnecessary delayStays on target to complete goals regardless of obstacles or adversecircumstances

Interpersonal Skills: Effectively communicating, building rapport and relatingwell to all kinds of people.

Strives for self-awareness.Demonstrates sincere interest in others.Treats all people with respect, courtesy and consideration.Respects differences in the attitudes and perspectives of others.Listens, observes and strives to gain understanding of others.Communicates effectively.Sensitive to diversity issues.Develops and maintains relationships with many different kinds of peopleregardless of cultural differences.

Leadership: Achieving extraordinary business results through people.

Inspires others with compelling visions.Takes risks for the sake of principles, values or mission.Builds trust and demonstrates integrity with a noticeable congruencebetween words and actions (walks their talk).Demonstrates optimism and positive expectations of others.Delegates appropriate responsibilities and authority.Involves people in decisions that affect them.Addresses performance issues promptly, fairly and consistently.Adapts methods and approaches to the needs and motivations of others.Makes decisions to avoid or mitigate the negative consequences forpeople.Demonstrates loyalty to constituents.

67Troy Schumacher


Well Developed CompetenciesPersuasion: Convincing others to change the way they think, believe orbehave.

Utilizes the knowledge of other's needs, wants, beliefs, attitudes, andbehavior to promote a concept, product or service.Builds trust and credibility before attempting to promote concepts,products or services.Understands and utilizes compliance-producing behaviors to influenceothers such as authority, being likeable, proof of the prior compliance ofothers, limited availability, sampling or giving something away to create asense of obligation.Uses logic and reason to develop rational arguments that challengecurrent assumptions, attitudes, beliefs, and behavior.Identifies and addresses the social, emotional, economic, and practicalbarriers that prevent people from complying.Adapts techniques and approaches to the needs and wants of those beinginfluenced.

Self-Management: Demonstrating self control and an ability to manage timeand priorities.

Independently pursues business objectives in an organized and efficientmannerPrioritizes activities as necessary to meet job responsibilitiesMaintains required level of activity toward achieving goals without directsupervisionMinimizes work flow disruptions and time wasters to complete high qualitywork within a specified time frame

Resiliency: The ability to quickly recover from adversity.

Continues toward goals in the face of difficulty and adversityHandles criticism and rejection from others with objectivityRecovers quickly from personal setbacksMoves past unforeseen obstacles without unnecessary delay

68Troy Schumacher


Well Developed CompetenciesPersonal Accountability: A measure of the capacity to be answerable forpersonal actions.

Accepts personal responsibility for the consequences of personal actionsAvoids placing unnecessary blame on othersMaintains personal commitment to objectives regardless of the success orfailure of personal decisionsApplies personal lessons learned from past failures to moving forward inachieving future successes

Conflict Management: Addressing and resolving conflict constructively.

Readily identifies and addresses issues, concerns or conflicts.Recognizes opportunities for positive outcomes in conflict situations.Reads situations quickly and accurately to pinpoint critical issues.Listens to gain understanding of an issue from different perspectives.Diffuses tension and effectively handles emotional situations.Assists people in adversarial positions to identify common interests.Strives to settle differences equitably.Settles differences without damaging relationships.

Decision Making: Utilizing effective processes to make decisions.

Demonstrates an ability to make difficult decisions in a timely manner.Gathers relevant input and develops a rationale for making decisions.Evaluates the impact or consequences of decisions before making them.Acts decisively despite obstacles, resistance or opposition.Accepts consequences of decisions.Willing to correct erroneous decisions when necessary.Defends rationale for decisions when necessary.

69Troy Schumacher


Developed CompetenciesThis section of your report lists and describes the competencies in which you aredeveloped based on your responses to the questionnaire. The statements listedbelow describe the consistent actions of individuals who are well developed in thesecompetencies. Read each statement and think of when and where you havedemonstrated the actions described.

Problem Solving Ability: Anticipating, analyzing, diagnosing, and resolvingproblems.

Anticipates, identifies and resolves problems or obstacles.Utilizes logic and systematic processes to analyze and solve problems.Defines the causes, effects, impact and scope of problems.Identifies the multiple components of problems and their relationships.Prioritizes steps to solution.Develops criteria for optimum solutions.Evaluates the potential impact of possible solutions and selects the bestone.

Employee Development/Coaching: Facilitating and supporting the professionalgrowth of others.

Expresses confidence in others' ability to perform.Identifies developmental needs.Encourages initiative and improvement.Provides opportunities for training.Gives new, difficult and/or challenging work assignments.Acknowledges and praises improvements.Trains, coaches and mentors others to develop.Views mistakes as opportunities for learning.Promotes learning and growth.

Flexibility: Agility in adapting to change.

Responds promptly to shifts in direction, priorities and schedules.Demonstrates agility in accepting new ideas, approaches and/or methods.Effective in juggling multiple priorities and tasks.Modifies methods or strategies to fit changing circumstances.Adapts personal style to work with different people.Maintains productivity during transitions, even in the midst of chaos.Embraces and/or champions change.

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Developed CompetenciesPresenting: Communicating effectively to groups.

Organizes information to be presented in succinct, logical sequence.Presents information in ways that makes abstract or complex conceptsclear and understandable.Effectively utilizes language, word-pictures, stories, metaphors andhumor.Utilizes a wide range of non-verbal communication or body language suchas speech inflection, voice modulation, eye contact, facial expression andgestures.Implements a variety of visual and auditory devices to capture and invokethe audience's senses, participation and interest.Projects authenticity, confidence, conviction and passion.Appeals to and engages the heart and mind of the audience.Tailors presentation to the interests, needs and wants of audiences.Establishes and delivers content objectives.Communicates in ways that elevate audience awareness andunderstanding.Communicates in ways that enlighten, educate, challenge and persuadethe audience to think, believe or behave in a specific way.Is recognized and relied upon as an effective spokesperson.

Diplomacy & Tact: The ability to treat others fairly, regardless of personalbiases or beliefs.

Maintains positive relationships with others through treating them fairlyDemonstrates respect for othersUnderstands and values differences between peopleRespects diversity in people

Conceptual Thinking: The ability to analyze hypothetical situations or abstractconcepts to compile insight.

Demonstrates ability to forecast long range outcomes and developsuitable business strategiesIdentifies, evaluates and communicates potential impacts of hypotheticalsituationsDefines options to leverage opportunities in achieving business goalsDevelops plans and strategies that lead to desired strategic outcomes

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Developed CompetenciesCustomer Focus: A commitment to customer satisfaction.

Consistently places a high value on customers and all issues related tocustomersObjectively listens to, understands and represents customer feedbackAnticipates customer needs and develops appropriate solutionsMeets all promises and commitments made to customers

Written Communication: Writing clearly, succinctly and understandably.

Writes in ways that make abstract concepts, issues and information clearand understandable.Utilizes a wide range of appropriate writing techniques and methods.Succinctly presents objective or subjective viewpoints and arguments.Achieves communication objectives by organizing information in logicalsequences that lead readers to come to natural conclusions.Determines what information needs to be communicated.Skillfully utilizes written language to convey key messages and meaning.Effectively involves readers in the material.Adjusts writing style to specific audiences as needed.

Negotiation: Facilitating agreements between two or more parties.

Understands both parties must get something they want beforeagreement is feasible.Listens to identify and understand what each party wants.Determines what each party is willing to accept in an agreement.Establishes a non-threatening environment, conducive to opencommunication for discussing possible terms of agreement.Develops the terms for an agreement.Ensures each party understands the terms of agreement.Binds agreements between parties with verbal and/or written contracts.

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Developed CompetenciesPlanning & Organizing: Utilizing logical, systematic and orderly procedures tomeet objectives.

Works effectively within established time frames and priorities.Utilizes logical, practical and efficient approaches.Prioritizes tasks for optimum productivity.Develops procedures, processes and systems for order, accuracy,efficiency and productivity.Anticipates probable effects, outcomes and risks.Develops contingency plans to minimize waste, error and risk.Allocates, adjusts and manages resources according to priorities.Monitors implementation of plans and makes adjustments as needed.

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Moderately Developed CompetenciesThis section of the report list and describes the competencies in which you aremoderately developed based on your responses to the questionnaire. Very fewindividuals are well developed in all 25 competencies. The statements listed belowdescribe consistent actions of individuals who are well developed in thesecompetencies. Read each statement and place an X next to those that describeactions you need to demonstrate in order to fulfill the requirements of your job.

Understanding & Evaluating Others: The capacity to perceive and understandthe feelings and attitudes of others.

Demonstrates awareness of how actions will directly and indirectly impactothersListens to others attentivelyDemonstrates regard for and sensitivity to the feelings of othersValues and respects the diversity of others and their beliefs

Continuous Learning: Taking initiative in learning and implementing newconcepts, technologies and/or methods.

Demonstrates curiosity and enthusiasm for learning.Takes initiative in acquiring and mastering the skills and knowledgerequirements of a position.Keeps abreast of current or new information through reading and otherlearning methods.Actively interested in new technologies, processes and methods.Welcomes or seeks assignments requiring new skills and knowledge.Expends considerable effort and/or expense on learning.Genuinely enjoys learning.Identifies applications for knowledge.Is considered a knowledgeable resource by others.

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Moderately Developed CompetenciesCreativity: Adapting traditional or devising new approaches, concepts,methods, models, designs, processes, technologies and/or systems.

Notices unique patterns, variables, processes, systems or relationships.Expresses non-traditional perspectives and/or novel approaches.Synthesizes and/or simplifies data, ideas, models, processes or systems.Challenges established theories, methods and/or protocols.Encourages and promotes creativity and innovation.Modifies existing concepts, methods, models, designs, processes,technologies and systems.Develops and tests new theories to explain or resolve complex issues.Applies unorthodox theories and/or methods.Imagines new or revolutionary concepts, methods, models, designs,processes, technology, systems, products, services or industries.

Empathy: Identifying with and caring about others.

Demonstrates genuine concern for others.Respects and values people.Perceives and is sensitive to the emotions people experience.Expends considerable effort to understand the real needs, concerns andfeelings of others.Advocates for the interests, needs and wants of others.Demonstrates cross-cultural sensitivity and understanding.Takes personal and/or professional risks for the sake of others.

Futuristic Thinking: Imagining, envisioning, projecting and/or predicting whathas not yet been realized.

Demonstrates an ability to connect the dots and see the big-picture.Observes and analyzes the forces driving current reality that may havelong-term effects.Utilizes foresight and intuitive perception as well as factual events to drawinferences.Recognizes, supports and/or champions progressive ideas.Anticipates future trends or events.Envisions possibilities others may not.Imagines and/or predicts changes in current reality based on deductiveand conceptual reasoning.

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Competencies Needing DevelopmentVery few individuals are well developed in all 25 competencies. This section of yourreport lists and describes the competencies you have not yet developed based onyour responses to the questionnaire. The statements listed below describe theconsistent actions of individuals who are well developed in these competencies. Readeach statement and place an X next to those that describe actions you need todemonstrate in order to fulfill the requirements of your job.

Teamwork: Working effectively and productively with others.

Respects team members and their individual perspectives.Makes team mission and objectives a priority.Works toward consensus when team decisions are required.Meets agreed-upon deadlines on team assignments and commitments.Shares responsibility with team members for successes and failures.Keeps team members informed regarding projects.Supports team decisions.Recognizes and appreciates the contributions of team members.Behaves in a manner consistent with team values and mission.Provides constructive feedback to team and its members.Responds positively to feedback from team members.Raises and/or confronts issues limiting team effectiveness.

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Getting the Most From Your Report

Questions about the personal skills you are well developed in:

Are you using the personal skills you are well developed in more in your personal orprofessional life?How is your development of these personal skills contributing to your success?How can you use these personal skills to advance your career, get a promotion or secure abetter job?Do other people know that you are well developed in these personal skills?If not, what would be the benefit of sharing this information with them?

Questions about the personal skills in which you are developed and moderately developed:

How has not fully developing these personal skills hindered your ability to succeed personallyor professionally?Which of these personal skills might help you the most personally, if you developed themmore thoroughly?Which of these personal skills might help you the most professionally, if you developed themmore thoroughly?

Questions about the personal skills you have not yet developed:

Which of these personal skills might help you the most personally, if you developed them?Which of these personal skills might help you the most professionally, if you developedthem?

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