Talent Insights Sales

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2 ntroduction Where Opportunity Meets Talent The TT uccess nsights Talent nsights Report was designed to increase the understanding of an individual's talents. The report provides insight to three distinct areas: behaviors, driving forces and the integration of these. Understanding strengths and weaknesses in these areas will 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 three main sections: Behaviors This section of the report is designed to help you attain a greater knowledge of yourself as well as others. The ability to interact effectively with people may be the difference between success and failure in your work and personal life. Effective interaction starts with an accurate perception of oneself. riving Forces This section of the report provides information on the why of your actions, which with application and coaching, can tremendously impact your valuing of life. Once you know the motivations that drive your actions, you will immediately be able to understand the causes of conflict. ntegrating Behaviors And riving Forces This section of the report will help you blend the how and the why of your actions. Once you can understand how your behaviors and driving forces blend together, your performance will be enhanced and you will experience an increase in satisfaction. 2

3 ntroduction Behaviors ection Behavioral research suggests that the most effective people are those who understand themselves, both their strengths and weaknesses, so they can develop strategies to meet the demands of their environment. A person's behavior is a necessary and integral part of who they are. n other words, much of our behavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing). t is the universal language of "how we act," or our observable human behavior. n 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. s the report % true? Yes, no and maybe. We are only measuring behavior. We only report statements from areas of behavior in which tendencies are shown. To improve accuracy, feel free to make notes or edit the report regarding any statement from the report that may or may not apply, but only after checking with friends or colleagues to see if they agree. "All people exhibit all four behavioral factors in varying degrees of intensity." W.M. Marston 3

4 ales haracteristics Based on Brad's responses, the report has selected general statements to provide a broad understanding of his sales style. This section highlights how he deals with preparation, presentation, handling objections, closing, and servicing. The statements identify the natural sales style he brings to the job. Eliminate or modify any statement that is not true based on sales training or experience. Brad becomes highly excited about what influences him. He usually displays this emotion when he is attempting to influence people. Being optimistic and enthusiastic, he is good at generating enthusiasm in others. ometimes his enthusiasm is what sells his products or services, but sometimes other buyers may be offended. He can sell both tangible and intangible products successfully. His ability to paint word pictures can be a distinct advantage when he is called upon to explain an intangible. ocially and verbally aggressive, he loves to meet strangers and begin conversations. This is a great attribute when new territory is opened, or new accounts are dictated by business conditions. nclined to talk smoothly, readily and at length, he loves the opportunity to verbalize. ales presents an opportunity for him to use this great attribute. He maintains a high trust level; that is, he trusts that people will make good on their promises. He prefers to sell a new client on himself first rather than his product or service. This reflects his natural approach. When he buys, he also prefers to be sold in this manner. Brad may promise how his product will solve the prospect's problems. ometimes he becomes overly optimistic about the actual results his products will deliver. He doesn't necessarily do this intentionally, but reflects his optimistic view of the product. He may not answer objections completely. He often treats them lightly and may "tap dance" around the objections or use sales puffery to answer them. He depends on his prospects to trust his judgment in recommending his products or services. Not all prospects are as trusting and some will want facts and data to support his judgment. f he gets into one of his "oversell" modes, he may cause the objections to be raised. However, he will welcome the objections and answer them to the best of his ability. ome see him as a natural born salesperson but what they really see is his ability to talk smoothly and readily on most subjects. He quickly shares his opinion on most topics. He welcomes the objections that prospects raise. This provides an opportunity to meet a challenge and share more of his knowledge. Adapted tyle Natural tyle

5 ales haracteristics ontinued Brad can be seen as a good closer. However, he may postpone the close until giving the complete sales pitch. Observers have actually seen him sell the product and then buy it back. He should guard against excessive talking and close at the appropriate time. Brad's listening skills may cause him to miss some closing opportunities. He may be thinking about what he is going to say next and miss the buying signal. He probably has several favorite closes. He needs to evaluate the way he is using them and if they are appropriate to the sales situation. f given the choice, he would prefer to sell a new account instead of servicing an old account. This is especially true if the old account has little potential or requires sufficient facts and data to support their purchase decisions. Brad can be guilty of overservicing the accounts he feels are personal friends. To him, friendship is important and he may overlook certain requests to maintain the friendship. ometimes he tries too hard to accommodate the buyer with service. He will resent his effort if the account doesn't live up to its potential. Adapted tyle Natural tyle

6 Behavioral elling Overview The Behavioral elling Overview reflects Brad's natural and adapted styles within each phase of the Behavioral elling Model. Brad's natural style reflects his native, intuitive selling behavior. Brad's adapted scores reflect the behavior that Brad believes necessary in each phase of behavioral selling. The level of effectiveness that Brad either possesses naturally or is able to modify or "mask" is also shown. The higher the score, the more effective Brad is at that phase of the sale. The lower the score, the greater challenge Brad has in terms of delivering specific behavior required for success within that phase. The amount of difference between a salesperson's adapted and natural styles is also key. The greater the difference, the greater potential for stress. Adapted Natural Adapted Natural Adapted Natural Adapted Natural Adapted Natural Adapted Natural PROPETNG FRT MPREON QUALFYNG EMONTRATON NFLUENE LONG =POOR =FAR =GOO =VG 8.9-=EX 6

7 Potential trengths or Obstacles to Behavioral elling uccess The Behavioral elling Model is a scientific, professional selling process. The Behavioral elling Overview outlines Brad's performance tendencies within each specific phase of the Behavioral elling Model. Prospecting: The first phase of the Behavioral elling Model. t is the phase of the sale where prospects are identified, detailed background information is gathered, the physical activity of traditional prospecting is coordinated and an overall strategy for face-to-face selling is developed. n the Prospecting Phase, Brad MAY have a TENENY to: Be rather careless in his sales presentation. He believes that he can walk and talk his way through any presentation at any time. However, this may prove to be his opinion only. Be unrealistically optimistic in appraising the promise, potential, credit and long term value of an account. Have difficulty planning and controlling his use of time. Make social visits rather than service visits. The social visit meets his need to be friendly and outgoing while the service visit requires special effort that is not rewarded if the customer doesn't buy more products or services. First mpression: The first face-to-face interaction between a prospect and the salesperson, this phase is designed to enable the salesperson to display his or her sincere interest in the prospect...to gain positive acceptance and to develop a sense of mutual respect and rapport. t is the first phase of face-to-face trust building and sets the face-to-face selling process in motion. n the First mpression Phase, Brad MAY have a TENENY to: Be so enthusiastic that he can be seen as superficial. Adapted tyle Natural tyle Take verbal control and talk about things that may have very little to do with the sales process. Use humor that others may find inappropriate. ontrol conversation and be too talkative

8 Potential trengths or Obstacles to Behavioral elling uccess Qualifying: The questioning and detailed needs analysis phase of the face-to-face sale, this phase of the Behavioral elling Model enables the salesperson to discover what the prospect will buy, when they will buy and under what conditions they will buy. t is allowing the prospect to identify and verbalize their level of interest, specific wants and detailed needs in the product or service the salesperson is offering. n the Qualifying Phase, Brad MAY have a TENENY to: Not ask technical questions. May dwell too long or too much on general or abstract questions. ontrol the sales process by starting to talk too much, too soon. Needs to learn to ask the right questions in order to control the sales presentation. Prematurely jump to the emonstration Phase, thereby violating the first rule of behavioral selling. May also make his entire presentation in a non-sequential, random order. Paraphrase in his jargon what the prospect has said, and, to potentially misunderstand what the prospect has really said. emonstration: Much different from traditional "demonstration" or "product presentation," this phase allows the salesperson to demonstrate his or her product knowledge in such a way that it fulfills the stated or implied wants, needs, or intentions of the prospect as identified and verbalized in the Qualifying Phase. n the emonstration Phase, Brad MAY have a TENENY to: Talk smoothly, readily and at length. Be careless and ramble in the sales presentation. Adapted tyle Natural tyle Oversell or talk his way out of a sale by focusing on irrelevant things. emonstrate things that his product or service will do that may not have anything to do with the prospect's real needs

9 Potential trengths or Obstacles to Behavioral elling uccess nfluence: What people believe enough, they act upon. This phase is designed to enable the salesperson to build value and overcome the tendency that many prospects have to place little belief or trust in what is told to them. t is this phase of the sale that solidifies the prospect's belief in the supplier, product or service and salesperson. n the nfluence Phase, Brad MAY have a TENENY to: tress benefits that are important to him, rather than identifying those that are important to the prospect. Rely solely and primarily on verbal/persuasive skills to convince buyer or skip the nfluence Phase altogether. Not have all the necessary brochures and related selling tools. Overlook asking satisfied customers to help in securing new prospects or to ask for positive letters of satisfaction. losing: The final phase of the Behavioral elling Model. This phase is asking the prospect to buy, dealing with objections, handling any necessary negotiation and completing the transaction to mutual satisfaction. n the losing Phase, Brad MAY have a TENENY to: Be just as concerned with popularity as he is with sales results. Not clarify what he thinks he hears when an objection is raised. He needs to follow all objections with a question to clarify what he actually heard and to determine what the prospect is really saying. ause objections to be raised if he gets into one of his oversell modes. However, he will welcome the objections and answer them to the best of his ability. Not answer objections completely. May treat them lightly and tap dance around objections or use his own personal jargon to answer them. Adapted tyle Natural tyle

10 Value to the Organization This section of the report identifies the specific talents and behavior Brad brings to the job. By looking at these statements, one can identify his role in the organization. The organization can then develop a system to capitalize on his particular value and make him an integral part of the team. Optimistic and enthusiastic. reative problem-solving. Team player. Adaptable. Accomplishes goals through people. Will follow instructions. Will gather data for decision making. Positive sense of humor. Respect for authority and organizational structure. Adapted tyle Natural tyle

11 hecklist for ommunicating Most people are aware of and sensitive to the ways with which they prefer to be communicated. Many people find this section to be extremely accurate and important for enhanced interpersonal communication. This page provides other people with a list of things to O when communicating with Brad. Read each statement and identify the 3 or 4 statements which are most important to him. We recommend highlighting the most important "O's" and provide a listing to those who communicate with Brad most frequently. Ways to ommunicate: Give him time to verify reliability of your comments--be accurate and realistic. Read the body language for approval or disapproval. Keep conversation at discussion level. Take your time and be persistent. Provide testimonials from people he sees as important. upport your communications with correct facts and data. Provide a warm and friendly environment. Ask for his opinions/ideas regarding people. Talk about him, his goals and opinions he finds stimulating. Take time to be sure that he is in agreement and understands what you said. Leave time for relating, socializing. Provide ideas for implementing action. Give him time to ask questions. Adapted tyle Natural tyle

12 hecklist for ommunicating ontinued This section of the report is a list of things NOT to do while communicating with Brad. Review each statement with Brad and identify those methods of communication that result in frustration or reduced performance. By sharing this information, both parties can negotiate a communication system that is mutually agreeable. Ways NOT to ommunicate: Be curt, cold or tight-lipped. Be dogmatic. rive on to facts, figures, alternatives or abstractions. Kid around too much, or "stick to the agenda" too much. Legislate or muffle--don't overcontrol the conversation. Leave decisions hanging in the air. Make promises you cannot deliver. Talk down to him. Take credit for his ideas. Use testimonies from unreliable sources. Push too hard, or be unrealistic with deadlines. Talk in a loud voice or use confrontation. on't be haphazard. Adapted tyle Natural tyle

13 elling Tips This section provides suggestions on methods which will improve Brad's communications when selling to different styles. The tips include a brief description of typical people in which he may interact. By adapting to the communication style desired by other people, Brad will become more effective in his communications with them. He may have to practice some flexibility in varying his communication style with others who may be different from himself. This flexibility and the ability to interpret the needs of others is the mark of a superior salesperson. When selling to a person who is dependent, neat, conservative, perfectionist, careful and compliant: Prepare your "presentation" in advance. tick to business--provide fact to support your presentation. Be accurate and realistic--don't exaggerate. Factors that will create tension: Being giddy, casual, informal, loud. Wasting time with small talk. Being disorganized or messy. When selling to a person who is ambitious, forceful, decisive, strong-willed, independent and goal-oriented: Be clear, specific, brief and to the point. tick to business. Give an effective presentation. ome prepared with support material in a well-organized "package." Factors that will create tension: Talking about things that are not relevant to the issue. Leaving loopholes or cloudy issues. Appearing disorganized. 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 and logically. Earn their trust--provide proven products. Factors that will create tension: Rushing headlong into the interview. Being domineering or demanding. Forcing them to respond quickly to your questions. When selling to a person who is magnetic, enthusiastic, friendly, demonstrative and political: Provide a warm and friendly environment. on't deal with a lot of details, unless they want them. Provide testimonials from people they see as important. Factors that will create tension: Being curt, cold or tight-lipped. ontrolling the conversation. riving on facts and figures, alternatives, abstractions. 13

14 Perceptions ee Yourself as Others ee You A person's behavior and feelings may be quickly telegraphed to others. This section provides additional information on Brad's self-perception and how, under certain conditions, others may perceive his behavior. Understanding this section will empower Brad to project the image that will allow him to control the situation. elf-perception Brad usually sees himself as being: Enthusiastic harming Persuasive Outgoing nspiring Optimistic Others' Perception - Moderate Under moderate pressure, tension, stress or fatigue, others may see him as being: elf-promoting Overly Optimistic Glib Unrealistic Others' Perception - Extreme Under extreme pressure, stress or fatigue, others may see him as being: Overly onfident Poor Listener Talkative elf-promoter Adapted tyle Natural tyle

15 The Absence of a Behavioral Factor The absence of a behavioral factor may provide insight into situations or environments that may cause tension or stress. Based on research, we are able to identify situations 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 better articulate a person's talents and create environments where people can be more effective. ituations and circumstances to avoid or aspects needed within the environment in order to minimize behavioral stress. Avoid work environments with a moving target as the only constant. Needs a manager or accountability partner that can appreciate the need for reflective problem solving but can also manage the time spent on each situation. Avoid environments that focus on constant innovation. Understanding that the need to adapt is unavoidable at times, below are tips for adapting to those with above the energy line and/or tips for seeking environments that will be conducive to the low. eek an environment that allows for a humoristic approach to conflict situations. eek positions that do not require a strong need for self-starting. Remove from short term, multifaceted projects and focus on long-term single objectives. Adapted tyle Natural tyle

16 escriptors Based on Brad's responses, the report has marked those words that describe his personal behavior. They describe how he solves problems and meets challenges, influences people, responds to the pace of the environment and how he responds to rules and procedures set by others. riving nspiring Relaxed autious Ambitious Magnetic Passive areful Pioneering Enthusiastic Patient Exacting trong-willed Persuasive Possessive ystematic etermined onvincing Predictable Accurate ompetitive Poised onsistent Open-Minded ecisive Optimistic teady Balanced Judgment Venturesome Trusting table iplomatic ominance nfluencing teadiness ompliance alculating Reflective Mobile Firm ooperative Factual Active ndependent Hesitant alculating Restless elf-willed autious keptical mpatient Obstinate Agreeable Logical Pressure-Oriented Unsystematic Modest uspicious Eager Uninhibited Peaceful Matter-of-Fact Flexible Arbitrary Unobtrusive ncisive mpulsive Unbending 16

17 Natural and Adapted elling tyle Brad's natural selling style of dealing with problems, people, pace and procedures may not always fit the sales environment. This section is extremely important as it will identify if a salesperson's natural style or adapted style is correct for the current sales environment. PROBLEM - HALLENGE Natural Brad uses a laid-back and peaceful approach to selling. He tends to help prospects solve their problems in a reactive and team-oriented manner. He tends to be unobtrusive and avoids confronting potential buyers. Adapted Brad sees no need to change his sales approach from his basic style as it is related to solving problems and challenges. PEOPLE - ONTAT Natural Brad is enthusiastic about his ability to influence others. He prefers an environment in which he has the opportunity to deal with different types of individuals. He is trusting and also wants to be trusted. Adapted Brad feels the environment calls for him to be sociable and optimistic. He will trust others and wants a positive environment in which to sell. Adapted tyle Natural tyle

18 Natural and Adapted elling tyle ontinued PAE - ONTENY Natural Brad's natural style prefers a sales environment that can take advantage of his relaxed demeanor, and patience is looked at as a requirement to win. He enjoys follow-up and follow-through. He resists selling new products until proven to his standards. Adapted Brad feels that the sales environment doesn't require him to alter the way he deals with activity level and consistency. PROEURE - ONTRANT Natural Brad sees the need to be flexible about rules; however, he is also aware and sensitive to the consequence of not following those rules. Adapted Brad will be totally prepared for his sales calls and will follow sales procedures to the letter. He is attempting to minimize the possibility that his mistakes could jeopardize his sales results and may lean on his sales manager if exceptions are necessary. Adapted tyle Natural tyle

19 Adapted tyle Brad sees his present work environment requiring him to exhibit the behavior listed on this page. f the following statements O NOT sound job related, explore the reasons why he is adapting this behavior. areful adherence to company rules. Being a good listener. Presenting his product or service in a calm, detached manner. epending on a proven method to sell his service or product. Attentive to the details that are involved with selling. Using persistence and patience to achieve his goals. autious in potentially risky sales situations. Having all the facts available before making a call. Using a systematic approach in the sales process. Remaining cooperative in meeting the customer's needs. Using much data and sales aids for presentations. Adapted tyle Natural tyle

20 Time Wasters This section of your report is designed to identify time wasters that may impact your overall time use effectiveness. Possible causes and solutions will serve as a basis for creating an effective plan for maximizing your use of TME and increasing your PERFORMANE. nability To ay No The inability to say no is when you are unable to or feel powerless to refuse any request. Possible auses: Have many interests and want to be involved onfuse priorities Fail to set priorities o not want to hurt others' feelings o not want to refuse a superior's request o not feel comfortable giving "real" reason and doesn't want to lie Possible olutions: Realistically evaluate how much time is available Understand limitations and what can be done well et daily and long-term priorities Learn to say no to those people and tasks that do not support daily and long-term priorities Procrastination Procrastination is the process of delaying action. t is also the inability to begin action. Possible auses: Priorities have not been set o not see projects or tasks clearly Overwhelmed with commitments Hope that time will solve or eliminate the problem Fear of failure Adapted tyle Natural tyle

21 Time Wasters ontinued Possible olutions: et goals and establish priorities Break large projects into small steps and do one at a time Agree to follow established priorities onsider consequences if it doesn't get done Remind yourself that you will avoid the stress of putting something off until the last minute esire To Be nvolved With Too Many People The desire to be involved with too many people is involvement that extends beyond business interactions to the point of interfering with work. Beyond being friendly, it is excessive socializing. Possible auses: Have many interests Want to be seen as one of the gang Need praise and approval from others Possible olutions: Recognize your time constraints Be selective in getting involved in activities Monitor energy level Keep personal and job related priorities in view aydreaming aydreaming is being preoccupied with non-task or non-work related thoughts. t is being easily distracted from at-hand tasks and focusing on past or future events for prolonged periods of time. Adapted tyle Natural tyle Possible auses: Being a creative thinker and always thinking of new ideas Being more excited about the future than the here and now

22 Time Wasters ontinued Bring personal problems to work ee work as routine and unexciting Experience stress from working on something too long Focus on past pleasant experiences as a way of coping with routine and stress Possible olutions: Learn to read body signals for fatigue hange routine Remind yourself that worrying about personal problems interferes with your productivity et tasks/objectives Adapted tyle Natural tyle

23 Areas for mprovement n this area is a listing of possible limitations without regard to a specific job. Review with Brad and cross out those limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance and develop an action plan to eliminate or reduce this hindrance. Brad has a tendency to: Be more concerned with popularity than sales results. Be more concerned with popularity than tangible results, if popularity is rewarded. Tell the complete story and miss closing opportunities. Not answer objections completely, or tap dances around the objections. Need to be more factually-oriented and talk a bit slower. Give away products or services to make client happy. islike call reports, etc. Adapted tyle Natural tyle

24 Behavioral Hierarchy The Behavioral Hierarchy graph will display a ranking of your natural behavioral style within a total of twelve (12) areas commonly encountered in the workplace. t will help you understand in which of these areas you will naturally be most effective. 1. People-Oriented - Build rapport with a wide range of individuals. 69* 2. ustomer-oriented - dentify and fulfill customer expectations * 3. nteraction - Frequently engage and communicate with others. 64* 4. Following Policy - Adhere to rules, regulations, or existing methods. 67* 5. onsistent - Perform predictably in repetitive situations * 6. Persistence - Finish tasks despite challenges or resistance. 61* 7. Analysis - ompile, confirm and organize information. 53* Adapted tyle Natural tyle * 68% of the population falls within the shaded area

25 Behavioral Hierarchy 8. Versatile - Adapt to various situations with ease. 55* 9. Organized Workplace - Establish and maintain specific order in daily activities. 49*. Frequent hange - Rapidly shift between tasks. 54* 11. Urgency - Take immediate action. 44* 12. ompetitive - Want to win or gain an advantage * Adapted tyle Natural tyle A: (54) N: (48) * 68% of the population falls within the shaded area

26 tyle nsights Graphs Adapted tyle Graph Natural tyle Graph Norm 12 R T: 6:47 Brad ample 26

27 The uccess nsights Wheel The uccess nsights Wheel is a powerful tool popularized in Europe. n addition to the text you have received about your behavioral style, the Wheel adds a visual representation that allows you to: View your natural behavioral style (circle). View your adapted behavioral style (star). Note the degree you are adapting your behavior. Notice on the next page that your Natural style (circle) and your Adapted style (star) are plotted on the Wheel. f they are plotted in different boxes, then you are adapting your behavior. The further the two plotting points are from each other, the more you are adapting your behavior. f you are part of a group or team who also took the behavioral assessment, it would be advantageous to get together, using each person's Wheel, and make a master Wheel that contains each person's Natural and Adapted style. This allows you to quickly see where conflict can occur. You will also be able to identify where communication, understanding and appreciation can be increased. Brad ample 27 opyright Target Training nternational, Ltd.

28 The uccess nsights Wheel 8 MPLEMENTOR 1 OORNATOR ANALYZER UPPORTER RELATER ONUTOR PROMOTER 2 PERUAER 3 Adapted: Natural: (54) OORNATNG ANALYZER (ARO) (48) PROMOTNG RELATER (ARO) Norm 12 R4 T: 6:47 Brad ample 28 opyright Target Training nternational, Ltd.

29 Understanding Your riving Forces Eduard pranger first defined six primary types or categories to define human motivation and drive. These six types are Theoretical, Utilitarian, Aesthetic, ocial, ndividualistic and Traditional. With TT's additional insights into pranger's original work, the 12 riving Forces came to life. The 12 riving Forces are established by looking at each motivator on a continuum and describing both ends. All of the twelve descriptors are based on six keywords, one for each continuum. The six keywords are Knowledge, Utility, urroundings, Others, Power and Methodologies. You will learn how to explain, clarify and amplify some of the driving forces in your life. This report will empower you to build on your unique strengths, which you bring to work and life. You will learn how your passions from 12 riving Forces frame your perspectives and provide the most accurate understanding of you as a unique person. Please pay careful attention to your top four driving forces, as they highlight what most powerfully moves you to action. As you examine the next tier of four driving forces, you'll recognize they may have a strong pull for you, but only in certain situations. Finally, when reviewing the bottom four driving forces, you will identify your varying levels of indifference or total avoidance. Once you have reviewed this report you will have a better grasp of one of the key areas in the cience of elf and will: dentify and understand your unique riving Forces Understand and appreciate the riving Forces of others Establish methods to recognize and understand how your riving Forces interact with others to improve communication Brad ample 29 opyright Target Training nternational, Ltd.

30 General haracteristics Based on your responses, the report has generated statements to provide a broad understanding of WHY YOU O WHAT YOU O. These statements identify the motivation that you bring to the job. However, you could have a potential Me-Me conflict when two driving forces seem to conflict with each other. Use the general characteristics to gain a better understanding of your driving forces. Brad sees documentation of the process as important as the results. He has a keen interest in formulating theories and asking questions to assist in problem solving. He will continue researching until all information is discovered. He will focus on the objective before the harmony of a situation. n general, unpleasant surroundings may not impact Brad's productivity. He will focus on the purpose as well as the presentation of a project. He will focus more on the satisfaction of others rather than being restrained by efficiency. He will accomplish tasks for the sake of accomplishment. aying "no" may be difficult when others need his time or talent. He may intuitively notice and respond to people in need. He will evaluate each situation and determine how much collaboration is needed. He may be able to pick and choose the traditions to which he will adopt. Brad sees value in consuming current information from many sources. He will use knowledge as a benchmark for success. He may attempt to balance the functionality and harmony of his workday. He may be able to compartmentalize the situation to ensure a rewarding interaction. Being rewarded for his investment of time, talent or resources is not his driving force. He will value the process and people involved more than the end result. He may look at the process for faults before blaming an individual. He may strive to reduce the occurrence of conflict in the workplace. As long as Brad's beliefs are not threatened, he may allow others to influence the direction of his work. He may seek situations that allow him the freedom to partner with others. He tends to dissect other systems and/or traditions and may be creative when applying them. He may seek new ways to accomplish routine tasks. Brad ample opyright Target Training nternational, Ltd.

31 General haracteristics Brad may not focus on a specific approach and will keep momentum moving forward. He may strive to maintain collaboration in group settings. He likes to lead people toward opportunities that create positive results. He is willing to help without focusing on what he receives in return. Brad may be able to mask personal issues and focus on professional productivity. n specific situations he is capable of functioning in an environment filled with chaos. He will be energized in any position in which advancement is based on continuous learning. Adding to the body of knowledge is more important than the application of knowledge. Brad ample 31 opyright Target Training nternational, Ltd.

32 trengths and Weaknesses The following section will give you a general understanding of the strengths and weaknesses of Brad's top four riving Forces, otherwise known as the Primary riving Forces luster. Remember, an overextension of a strength can be perceived as a weakness to others. Potential trengths Potential Weaknesses Brad is eager to learn and discover. He tends to research much more thoroughly compared to others. He continually seeks new knowledge and information. He may focus on the function not the appearance. Brad may isolate personal challenges and remains focused on the task. He sometimes defines value or success by what comes out of a situation not what is put in. He may take notice of and responds to people in need. Brad can be perceived as lacking common sense. He may make decisions without subjective or emotional considerations. He may pursue knowledge at the expense of practical matters. He may ignore environments that are potentially distracting for others. Brad can over compartmentalize and miss the issues of the whole picture. He may value completion of the tasks over time, resources, or talent limitations. He may prioritize others' needs over his own needs. Brad ample 32 opyright Target Training nternational, Ltd.

33 Energizers and tressors The following section will give you a general understanding of the energizers and stressors of Brad's top four riving Forces, otherwise known as the Primary riving Forces luster. Remember, an overextension of an energizer can be perceived as a stressor to others. Potential Energizers Potential tressors Brad enjoys increasing his knowledge. He will devote time to learn. He will learn continuously. He is able to compartmentalize. Brad is energized by decisions that are based on data. He acts spontaneously. He supports humanitarian causes. Brad does not enjoy being rushed through learning. He will not simply make educated guesses. He is stressed when knowledge is restricted. He does not enjoy subjectivity. Brad does not like the pursuit of intangible ideas. He does not like to assess practical results. He will not put himself first. Brad ample 33 opyright Target Training nternational, Ltd.

34 Primary riving Forces luster Your top driving forces create a cluster of drivers that move you to action. f you focus on the cluster rather than a single driver you can create combinations of factors that are very specific to you. The closer the scores are to each other the more you can pull from each driver. Think about the driver that you can relate to most and then see how your other primary drivers can support or complement to create your unique driving force. 1. ntellectual - People who are driven by opportunities to learn, acquire knowledge and the discovery of truth. 86 * 2. Objective - People who are driven by the functionality and objectivity of their surroundings * 3. elfless - People who are driven by completing tasks for the sake of completion, with little expectation of personal return * 4. Altruistic - People who are driven to assist others for the satisfaction of being helpful or supportive * Norm 14 Brad ample 34 opyright Target Training nternational, Ltd.

35 ituational riving Forces luster Your middle driving forces create a cluster of drivers that come in to play on a situational basis. While not as significant as your primary drivers, they can influence your actions in certain scenarios. 5. ollaborative - People who are driven by being in a supporting role and contributing with little need for individual recognition * 6. Receptive - People who are driven by new ideas, methods and opportunities that fall outside a defined system for living * 7. tructured - People who are driven by traditional approaches, proven methods and a defined system for living * 8. ommanding - People who are driven by status, recognition and control over personal freedom. 32 * Norm 14 Brad ample 35 opyright Target Training nternational, Ltd.

36 ndifferent riving Forces luster You may feel indifferent toward some or all of the drivers in this cluster. However, the remaining factors may cause an adverse reaction when interacting with people who have one or more of these as a primary driving force. 9. Resourceful - People who are driven by practical results, maximizing both efficiency and returns for their investments of time, talent, energy and resources *. ntentional - People who are driven to assist others for a specific purpose, not just for the sake of being helpful or supportive * 11. Harmonious - People who are driven by the experience, subjective viewpoints and balance in their surroundings * 12. nstinctive - People who are driven by utilizing past experiences, intuition and seeking specific knowledge when necessary. 6 32* Norm 14 Brad ample 36 opyright Target Training nternational, Ltd.

37 Areas for Awareness For years you have heard statements like, "ifferent strokes for different folks," "to each his own," and "people do things for their own reasons, not yours." When you are surrounded by people who share similar driving forces, you will fit in with the group and be energized. However, when surrounded by people whose driving forces are significantly different from yours, you may be perceived as out of the mainstream. These differences can induce stress or conflict. This section reveals areas where your driving forces may be outside the mainstream and could lead to conflict. The further above the mean and outside the mainstream you are, the more people will notice your passion about that driving force. The further below the mean and outside the mainstream you are, the more people will notice your avoidance or indifference regarding that driving force. The shaded area for each driving force represents 68 percent of the population or scores that fall within one standard deviation above or below the national mean. Norms & omparisons Table - Norm 14 ntellectual nstinctive Resourceful elfless Harmonious Objective Altruistic ntentional ommanding ollaborative tructured Receptive Passionate ndifferent ndifferent Passionate Mainstream Mainstream Mainstream Mainstream Mainstream Mainstream Mainstream Mainstream - 1st tandard eviation - * 68% of the population falls within the shaded area. - national mean - your score - 2nd tandard eviation - 3rd tandard eviation Mainstream - one standard deviation of the national mean Passionate - two standard deviations above the national mean ndifferent - two standard deviations below the national mean Extreme - three standard deviations from the national mean Brad ample 37 opyright Target Training nternational, Ltd.

38 riving Forces Graph nstinctive Knowledge ntellectual elfless Utility Resourceful Objective urroundings Harmonious ntentional Others Altruistic ollaborative Power ommanding Receptive Methodologies tructured enotes Primary riving Force T: 6:31 Brad ample 38 opyright Target Training nternational, Ltd.

39 riving Forces Wheel Receptive ntellectual ollaborative N - 53 TRA - 53 THE - 86 Resourceful UT - 28 ntentional O - 26 AE - 17 Harmonious Objective AE - 58 O - 54 Altruistic elfless UT - 54 THE - 6 TRA - 33 N - 32 ommanding nstinctive tructured T: 6:31 Brad ample 39 opyright Target Training nternational, Ltd.

40 escriptors Wheel Personal Benefit elf nterests Opportunity ntentional haring ooperation upporting ndifferent ollaborative ituational Possibilities Options New Methods Receptive ituational dentifying Truth iscovery Knowledge ntellectual Primary Resourceful ndifferent Practical Results Return on nvestment Efficiency ndifferent Harmonious ubjective The Experience Balance etachment ompartmentalization Function Objective Primary Primary Altruistic erving Others aring ompassion Primary elfless Accomplishment Accommodating Willing ndifferent nstinctive Relevant Knowledge ntuition urrent Needs ituational tructured deology Proven Methods tructure ituational tatus ommanding Recognition ndividuality T: 6:31 Brad Blocker opyright Target Training nternational, Ltd.v

41 ntroduction ntegrating Behaviors and riving Forces ection The ultimate power behind increasing job satisfaction and performance comes from the blending of your behaviors and driving forces. Each individually is powerful in order to modify your actions, but the synergy of blending the two moves you to a whole new level. n this section you will find: Potential Behavioral and Motivational trengths Potential Behavioral and Motivational onflict deal Environment Keys to Motivating Keys to Managing Brad ample 41

42 Potential Behavioral and Motivational trengths This section describes the potential areas of strengths between Brad's behavioral style and top four driving forces. dentify two to three potential strengths that need to be maximized and rewarded in order to enhance on-the-job satisfaction. Volunteers his knowledge on many subjects. Willing to share knowledge to benefit the team or organization. Thinks outside of the box when gathering information. Encourages others to separate personal issues and focus on productivity. Will convey optimism for practical new ideas. Always willing to share his ideas on how to enhance functionality. Optimistic about process improvement related to people. Tends to be accommodating while completing tasks. Brings enthusiasm to all situations without looking for a return. Great at generating excitement in others and getting people on board. Wants to be seen as a leader in humanitarian issues. ings the praises of peers and the contributions others make. Brad ample 42

43 Potential Behavioral and Motivational onflict This section describes the potential areas of conflict between Brad's behavioral style and top four driving forces. dentify two to three potential conflicts that need to be minimized in order to enhance on-the-job performance. May present facts and figures with too much emotion. May be too trusting of people as resources. May overlook vital details in his pursuit of information. Overly optimistic in his ability to compartmentalize any situation. ituational listener to other's perspective of the pieces of a process. Over emphasizes the relationship compared to the results. truggles with balancing efficiency and interaction with others. Accomplishments are diminished as a result of too much small talk. May not recognize increased risk associated with involving others. Has trouble making difficult decisions that affect others. When helping others, may talk too much about himself. May overestimate the impact he can have on others. Brad ample 43

44 deal Environment People are more engaged and productive when their work environment matches the statements described in this section. This section identifies the ideal work environment based on Brad's behavioral style and top four driving forces. Use this section to identify specific duties and responsibilities that Brad enjoys. Flexibility to attend tradeshows and seminars in order to gain information and share with others. A leadership team that is optimistic toward learning new concepts or theories. ontinuous learning in a team atmosphere where people share openly. Working conditions that focus on the functionality as well as people-interactions. A forum to participate in meetings with others regardless of surroundings. A fun and functional working environment. Rewards determined by contributions to group efforts. People-oriented activities are rewarded higher than task-oriented activities. Optimism about group-oriented accomplishments is encouraged. An environment where interacting with others in an effort to help each person is rewarded. A forum to advocate for the greater good as it relates to moving the organization forward. Ability to achieve results through the interaction with and helping of others. Brad ample 44

45 Keys to Motivating All people are different and motivated in various ways. This section of the report was produced by analyzing Brad's driving forces. Review each statement produced in this section with Brad and highlight those that are present "wants." Brad wants: The opportunity to share knowledge with others. To research new information in a team environment requiring people interaction. To be able to seek out new information that will be valuable to share with others. The ability to express enthusiasm while still focusing on the tangible outcomes. To be involved in many people-oriented projects with functional results. The focus of the people and the surroundings to be tangible and functional. The opportunity to express accomplishments of the company to others. Freedom to include others in the celebration of organizational achievements. Recognition for helping others without the need for personal return. To be a part of the team that contributes to causes and helping others. To be seen as an internal resource for people to express problems and challenges. An opportunity to express how he can improve society. Brad ample 45

46 Keys to Managing This section discusses the needs which must be met in order for Brad to perform at an optimum level. ome needs can be met by himself, while management must provide for others. t is difficult for a person to enter a motivational environment when that person's basic management needs have not been fulfilled. Review the list with Brad and identify 3 or 4 statements that are most important to him. This allows Brad to participate in forming his own personal management plan. Brad needs: To understand that others do not share the same excitement for new information. To establish a method for bringing knowledge to the process. To seek out ways to organize thoughts in order to effectively convey all information. To find opportunities to separate personal and professional relationships. A manager with an open door policy who focuses on professional productivity. To be aware of potential personal problems that could disrupt outcomes. To listen for the answer he wants in order to benefit the organization. To manage enthusiasm in order to accomplish the desired outcome. Assistance in prioritizing goals based on return, more than other organizational needs. To help balance socialization and tangible assistance for others. A manager that promotes his ability to positively influence others. upport in handling situations when others take advantage. Brad ample 46

47 Action Plan Professional evelopment 1. learned the following behaviors contribute positively to increasing my professional effectiveness: (list 1-3) 2. My report uncovered the following behaviors need to modify or adjust to make me more effective in my career: (list 1-3) 3. When make changes to these behaviors, they will have the following impact on my career: 4. will make the following changes to my behavior, and will implement them by : Brad ample 47