Mohamed_Usra_TImanR4-C_8634210usCOLE-65a with 12 Driving Force Factors (1)

Talent Insights®

Management-Staff

Usra MohamedTeam memberRita's8-19-2015

COMPLIMENTARY REPORT NOT FOR SALE OR SEMINAR USE

Copyright © 1984-2015. Target Training International, Ltd.

Introduction Where Opportunity Meets Talent®

The TTI Success Insights® Talent Insights Report was designed to increase the understanding ofan individual's talents. The report provides insight to three distinct areas: behaviors, motivatorsand the integration of these. Understanding strengths and weaknesses in these areas will lead topersonal 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 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.

COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE1

Usra MohamedCopyright © 1984-2015. Target Training International, Ltd.

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



General CharacteristicsBased on Usra's responses, the report has selected general statements to provide abroad understanding of her work style. These statements identify the basic naturalbehavior that she brings to the job. That is, if left on her own, these statementsidentify HOW SHE WOULD CHOOSE TO DO THE JOB. Use the generalcharacteristics to gain a better understanding of Usra's natural behavior.

Usra likes feedback from her manager on how she is doing. She is optimisticand usually has a positive sense of humor. She can be friendly with others inmany situations, but primarily with groups of established friends and associates.She is sociable and enjoys the uniqueness of each human being. She wants tobe seen as her own person, but usually projects it in friendly terms. Usraprefers working for a participative manager. She does her best work in this kindof environment. She can combine and balance enthusiasm and patience. Sheis most likely to be at her best in situations where important things, such asvalues, judgments, feelings and emotions are involved. She prides herself onher "intuition." She tries to influence others through a personal relationship andmany times will perform services to develop this relationship. Usra places herfocus on people. To her, strangers are just friends she hasn't met! She likes todevelop people and build organizations.

Usra likes working for managers who make quick decisions. She is good atsolving problems that deal with people. She likes to participate in decisionmaking. Because of her trust and willing acceptance of people, she maymisjudge the abilities of others. Usra is good at giving verbal and nonverbalfeedback that serves to encourage people to be open, to trust her and to seeher as receptive and helpful. She prefers not disciplining people. She maysidestep direct disciplinary action because she wants to maintain the friendlyrelationship. When she has strong feelings about a particular problem, youshould expect to hear these feelings, and they will probably be expressed in anemotional manner.

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General Characteristics Continued

Usra may use her time imprecisely because she likes to talk to people. It isimportant for Usra to use her people skills to "facilitate" agreement betweenpeople. She tends to look at all the things the group has in common, ratherthan key in on the differences. She usually uses many gestures when talking.She is positive in her approach to dealing with others. She may not understandwhy everyone doesn't see life as she does! Usra is good at negotiating conflictbetween others. Usra feels that "if everyone would just talk it out, everythingwould be okay!" She will optimistically interact with people in an assured,diplomatic and poised manner. She has the ability to look at the wholeproblem; for example, thinking about relationships, being concerned about thefeelings of others and focusing on the real impact of her decisions and actions.She is people-oriented and verbally fluent.

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

Positive sense of humor.

People-oriented.

Respect for authority and organizational structure.

Creative problem solving.

Builds confidence in others.

Adaptable.

Negotiates conflicts.

Turns confrontation into positives.

Team player.

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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 Usra. Read each statement and identifythe 3 or 4 statements which are most important to her. We recommend highlightingthe most important "DO's" and provide a listing to those who communicate with Usramost frequently.

Ways to Communicate

Read the body language for approval or disapproval.

Be sincere and use a tone of voice that shows sincerity.

Be prepared.

Give her time to ask questions.

Provide testimonials from people she sees as important.

Take time to be sure that she is in agreement and understands what yousaid.

Provide a warm and friendly environment.

Take your time and be persistent.

Use scheduled timetable when implementing new action.

Talk about her, her goals and the opinions she finds stimulating.

Use enough time to be stimulating, fun-loving, fast-moving.

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Checklist for Communicating Continued

This section of the report is a list of things NOT to do while communicating with Usra.Review each statement with Usra 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

Give your presentation in random order.

Take credit for her ideas.

Don't be haphazard.

Push too hard, or be unrealistic with deadlines.

Legislate or muffle--don't overcontrol the conversation.

Be dictatorial.

Drive on to facts, figures, alternatives or abstractions.

Make promises you cannot deliver.

Be curt, cold or tight-lipped.

Talk down to her.

Leave decisions hanging in the air.

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Communication TipsThis section provides suggestions on methods which will improve Usra's communications with others. The tipsinclude a brief description of typical people with whom she may interact. By adapting to the communication styledesired by other people, Usra will become more effective in her communications with them. She may have topractice some flexibility in varying her communication style with others who may be different from herself. Thisflexibility and the ability to interpret the needs of others is the mark of a superior communicator.

When communicating with a person who isambitious, forceful, decisive, strong-willed,independent and goal-oriented:

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

Factors that will create tension ordissatisfaction:

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

When communicating with a person who ismagnetic, enthusiastic, friendly, demonstrativeand political:

Provide a warm and friendly environment.Don't deal with a lot of details (put them in writing).Ask "feeling" questions to draw their opinions orcomments.


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

When communicating with a person who ispatient, predictable, reliable, steady, relaxed andmodest:

Begin with a personal comment--break the ice.Present your case softly, nonthreateningly.Ask "how?" questions to draw their opinions.


Rushing headlong into business.Being domineering or demanding.Forcing them to respond quickly to yourobjectives.

When communicating with a person who isdependent, neat, conservative, perfectionist,careful and compliant:

Prepare your "case" in advance.Stick to business.Be accurate and realistic.


Being giddy, casual, informal, loud.Pushing too hard or being unrealistic withdeadlines.Being disorganized or messy.



PerceptionsSee Yourself as Others See You

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

Self-PerceptionUsra usually sees herself as being:

Enthusiastic Outgoing

Charming Inspiring

Persuasive Optimistic

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

Self-Promoting Glib

Overly Optimistic Unrealistic

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

Overly Confident Talkative

Poor Listener Self-Promoter

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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.

Needs a manager or accountability partner that can appreciate the needfor reflective problem solving but can also manage the time spent oneach situation.

Needs meeting and planning sessions with pre-disclosed agenda itemsin order to feel prepared.

Needs a manager or work-team that has the ability to extract informationas opposed to being required to volunteer information.

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

Seek positions that do not require a strong need for self-starting.

Seek partnership when forced to make decisions that do not have aprocedure or set precedence.

Focus on one task at a time to assure quality in problem solving.

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DescriptorsBased on Usra's responses, the report has marked those words that describe herpersonal behavior. They describe how she solves problems and meets challenges,influences people, responds to the pace of the environment and how she 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



Natural and Adapted StyleUsra's natural style of dealing with problems, people, pace of events and proceduresmay not always fit what the environment needs. This section will provide valuableinformation related to stress and the pressure to adapt to the environment.

Problems - Challenges

Natural Adapted

Usra uses a laid-back and peacefulapproach to problem solving. Shetends to solve problems in a reactiveand team-oriented manner. Usratends to be unobtrusive and avoidsconfrontation so she can be seen asa true team player.

Usra sees no need to change herapproach to solving problems ordealing with challenges in herpresent environment.

People - Contacts

Natural Adapted

Usra's natural style is to usepersuasion and emotion to theextreme. She is positive and seeksto win by the virtues of herpersonality and verbal skills. She willconvince you that what she is sayingis not only right, but is exactly what isneeded. She displays enthusiasmfor almost any project.

Usra sees no need to change herapproach to influencing others to herway of thinking. She sees her naturalstyle to be what the environment iscalling for.

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Natural and Adapted Style Continued

Pace - Consistency

Natural Adapted

Usra is comfortable in anenvironment in which there is arelaxed demeanor, or one in whichpatience is looked at as a virtue.She prefers to complete one taskbefore starting the next and prefersan environment that is predictable.

Usra sees her natural activity style tobe just what the environment needs.What you see is what you get foractivity level and consistency.Sometimes she would like the worldto slow down.

Procedures - Constraints

Natural Adapted

Usra is independent by nature andsomewhat self-willed. She is open tonew suggestions and can, at times,be seen as somewhat freewheeling.She is most comfortable in anenvironment where the constraintscan be "loosened" for certainsituations.

Usra shows little discomfort whencomparing her basic (natural) style toher response to the environment(adapted) style. The difference is notsignificant and Usra sees little or noneed to change her response to theenvironment.

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

Presenting a practical, proven approach to decision making.

Being a good "team player."

Undemanding of others' time and attention.

Contacting people using a variety of modes.

Being conservative, not competitive, in nature.

Flexibility.

Being cooperative and supportive.

Making tactful decisions.

Using restraint when confrontation occurs.

Obtaining results through people.

Motivating people to take action by using persuasive skills.

Optimistic, future-oriented outlook.

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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.

DaydreamingDaydreaming is being preoccupied with non-task or non-work relatedthoughts. It is being easily distracted from at-hand tasks and focusing on pastor future events for prolonged periods of time.

Possible Causes:

Being a creative thinker and always thinking of new ideas

Being more excited about the future than the here and now

Bring personal problems to work

See 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 andstress

Possible Solutions:

Learn to read body signals for fatigue

Change routine

Remind yourself that worrying about personal problems interferes withyour productivity

Set tasks/objectives

Desire To Be Involved With Too Many PeopleThe desire to be involved with too many people is involvement that extendsbeyond business interactions to the point of interfering with work. Beyondbeing friendly, it is excessive socializing.

Possible Causes:

Have many interests

Want to be seen as one of the gang

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Time Wasters Continued

Need praise and approval from others

Possible Solutions:

Recognize your time constraints

Be selective in getting involved in activities

Monitor energy level

Keep personal and job related priorities in view

Inability To Say NoThe inability to say no is when you are unable to or feel powerless to refuseany request.

Possible Causes:

Have many interests and want to be involved

Confuse priorities

Fail to set priorities

Do not want to hurt others' feelings

Do not want to refuse a superior's request

Do not feel comfortable giving "real" reason and doesn't want to lie

Possible Solutions:

Realistically evaluate how much time is available

Understand limitations and what can be done well

Set daily and long-term priorities

Learn to say no to those people and tasks that do not support daily andlong-term priorities

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Poor Filing SystemA poor filing system is one that has no predetermined method for subjectmatter grouping. It is one that you may understand but is not usable by otherswho may need to retrieve information from your files.

Possible Causes:

Have not determined or prioritized subject matter groupings

Categorize by emotions

Possible Solutions:

Set up a cataloging system that you AND others can use easily

Have someone assist you in setting up a system

Use cross-referencing indexes

Computerize information

Long LunchesLong lunches are those that extend beyond the normal time for eating. Theycould be kept within a specific time frame but are not.

Possible Causes:

Get involved in the excitement of conversation and forget about time

See long lunches as a networking opportunity

Like doing business in a social, non-threatening environment

Use long lunches as a way to avoid unpleasant tasks, people or the workenvironment

Possible Solutions:

Set a specific time for lunch and STICK TO IT

Have meetings in the office

Set meetings right after lunch

Have working lunches

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Cluttered DeskA cluttered desk is one that is overloaded by papers, supplies and equipmentto the point of impacting the ability to be productive.

Possible Causes:

See organizing and filing activities as a waste of time

Want everything at fingertips

Do not conceptualize a system for grouping information and materials

Have not established a timeline for tasks or projects

Possible Solutions:

Handle each piece of mail only once, i.e. pitch it, file it or delegate it

Set up (or have someone else set up) an information storage and retrievalsystem

Get off mailing lists that are of no interest to you

Remind yourself that the time it takes to open "junk" mail robs you of timefor more important tasks

Establish a time limit for certain projects and only have current projectmaterial on your desk

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

Usra has a tendency to:

Be unrealistic in appraising people--especially if the person is a "friend."

Be too verbal in expressing criticism.

Overuse praise in motivating others.

Be overly enthusiastic about her own shortcomings (weaknesses) and theshortcomings of others.

Trust people indiscriminately if positively reinforced by those people.

Be inattentive to detail unless that detail is important to her or if detailwork is of a short duration.

Overestimate her ability to motivate people or change others' behavior.

Be so enthusiastic that she can be seen as superficial.

Be inattentive to details--only attentive to results: "Don't ask how I did it,just if I succeeded."

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Behavioral HierarchyThe Behavioral Hierarchy graph will display a ranking of your natural behavioral stylewithin a total of twelve (12) areas commonly encountered in the workplace. It will helpyou understand in which of these areas you will naturally be most effective.

1. People Oriented - Spending a high percentage of time successfullyworking with a wide range of people from diverse backgrounds toachieve "win-win" outcomes.0 10 20 30 40 50 60 70 80 90 100

95

68*2. Customer Relations - A desire to convey your sincere interest inthem.0 10 20 30 40 50 60 70 80 90 100

92

66*3. Frequent Interaction with Others - Dealing with multipleinterruptions on a continual basis, always maintaining a friendlyinterface with others.0 10 20 30 40 50 60 70 80 90 100

90

62*4. Following Policy - Complying with the policy or if no policy,complying with the way it has been done.0 10 20 30 40 50 60 70 80 90 100

68

69*5. Consistency - The ability to do the job the same way.0 10 20 30 40 50 60 70 80 90 100

65

65*6. Versatility - Bringing together a multitude of talents and awillingness to adapt the talents to changing assignments as required.0 10 20 30 40 50 60 70 80 90 100

60

53*

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

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Behavioral Hierarchy

7. Follow Up and Follow Through - A need to be thorough.0 10 20 30 40 50 60 70 80 90 100

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63*8. 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 10 20 30 40 50 60 70 80 90 100

52

52*9. Organized Workplace - Systems and procedures followed forsuccess.0 10 20 30 40 50 60 70 80 90 100

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52*10. Analysis of Data - Information is maintained accurately forrepeated examination as required.0 10 20 30 40 50 60 70 80 90 100

25

55*11. Urgency - Decisiveness, quick response and fast action.0 10 20 30 40 50 60 70 80 90 100

20

43*12. Competitiveness - Tenacity, boldness, assertiveness and a "will towin" in all situations.0 10 20 30 40 50 60 70 80 90 100

20

47*

* 68% of the population falls within the shaded area.SIA: 14-86-76-32 (16) SIN: 16-88-78-34 (16)

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Style Insights®

Graphs8-19-2015

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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.



The Success Insights®

Wheel8-19-2015

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OR

DIN

AT

OR

ANALYZER

IMPLEMENTOR 1

2

3

45

6

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1617

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3233

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4142

43

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484950

51

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53

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5859

60

Natural: (16) PROMOTING RELATER

Adapted: (16) PROMOTING RELATER

Norm 2015 R4

T: 8:19



Understanding Your Driving ForcesThis report is based on six basic interests, or motivators in your life: Theoretical, Utilitarian,Aesthetic, Social, Individualistic and Traditional. You will learn how to explain, clarify and amplifysome of the driving forces in your life. This report will empower you to build on your uniquestrengths, which you bring to work and life. You will learn how your passions from 12 core drivingforces frame your perspectives and provide the most accurate understanding of you as a uniqueperson.

Please pay careful attention to your top four driving forces, as they highlight what most powerfullymoves you to action. As you examine the next tier of four driving forces, you’ll recognize theymay have strong pull for you, but only in certain situations. Finally, when reviewing the bottomfour 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 theScience of Self™ and will:

Understand how your driving forces are at play in your career and relationships

Be able to apply your understanding of your driving forces to your relationships andjob-related performance

Have a clearer impression of your purpose and direction in life, which can lead to greatersatisfaction in work and life



General CharacteristicsBased on your responses, the report has generated statements to provide a broadunderstanding of WHY YOU DO WHAT YOU DO. These statements identify themotivation that you bring to the job. However, you could have a potential Me-Meconflict when two driving forces seem to conflict with each other. Use the generalcharacteristics to gain a better understanding of your driving forces.

If she thinks it will harm the relationship, Usra will avoid confrontation. Shebelieves people should have the opportunity to be the best they can be. Shelooks for ways to help people have positive experiences. She will relinquishcontrol as long as the task at hand is completed to her standards. Usra willcomplete tasks and projects without the need for public recognition. She excelswhen working for a powerful leader. She tends to value the process and peopleinvolved more than the end result. She is less focused on a return versus thesuccess of the project. Usra will not be afraid to explore new and different waysof interpreting her own belief system. She tends to interpret and dissect othersystems and/or traditions and is creative when applying them. She may preferpleasant experiences for herself and others. If knowledge of a specific subjectis not of interest, or is not required for success, Usra will have a tendency to relyon her intuition or practical information in this area.

Usra will look for faults in a process before blaming an individual. She willstrive to eliminate conflict in the workplace. She prefers to be part of a workgroup or team. She can set aside her own agenda for the good of thecompany. Usra may often give freely of time, talent and resources. She tendsto see money as a necessary tool versus a measurement of success. Sheseeks new ways to accomplish routine tasks. She tends to seek new methodsand ways to expand her future opportunities. At times Usra will look foropportunities to tie beauty and harmony into the experiences of others. Shemay be fulfilled by creating positive experiences for others. In those areaswhere Usra has a special interest she will be good at integrating pastknowledge to solve current problems. She has the potential to become anexpert in her chosen field.



General Characteristics

Usra will seek knowledge based on her needs in individual situations. IfUsra is truly interested in a specific subject, or if knowledge of specific subjectmatter is required for success, then she will take the initiative to learn about thatsubject in great depth. She may look for ways to create a positive customerexperience. She may look at the totality of a situation to ensure a rewardinginteraction. Usra may be open to new ideas because she is not tied to adefined philosophy or system. She may focus on the task at hand beforeconsidering the best use of her talent and skills. She focuses on the greatergood versus advancing her position. She has the ability to instinctively noticeand respond to people in need.



Primary Driving Forces ClusterYour top driving forces create a cluster of drivers that move you to action. If you focuson the cluster rather than a single driver you can create combinations of factors thatare very specific to you. The closer the scores are to each other the more you canpull from each driver. Think about the driver that you can relate to most and then seehow your other primary drivers can support or complement to create your uniquedriving force.

1. Altruistic - People who are driven by the benefits they provide others.0 10 20 30 40 50 60 70 80 90 100

86

33*

2. Collaborative - People who are driven by being in a supporting role andcontributing with little need for individual recognition.0 10 20 30 40 50 60 70 80 90 100

78

35*

3. Selfless - People who are driven by completing tasks for the greater good,with little expectation of personal return.0 10 20 30 40 50 60 70 80 90 100

60

39*

4. Receptive - People who are driven by new ideas, methods and opportunitiesthat fall outside a defined system for living.0 10 20 30 40 50 60 70 80 90 100

60

44*

Norm 2015



Situational Driving Forces ClusterYour middle driving forces create a cluster of drivers that come in to play on asituational basis. While not as significant as your primary drivers, they can influenceyour actions in certain scenarios.

5. Harmonious - People who are driven by the experience, subjectiveviewpoints and balance in their surroundings.0 10 20 30 40 50 60 70 80 90 100

56

33*

6. Intellectual - People who are driven by opportunities to learn, acquireknowledge and the discovery of truth.0 10 20 30 40 50 60 70 80 90 100

56

51*

7. Instinctive - People who are driven by utilizing past experiences, intuitionand seeking specific knowledge when necessary.0 10 20 30 40 50 60 70 80 90 100

28

29*

8. Structured - People who are driven by traditional approaches, provenmethods and a defined system for living.0 10 20 30 40 50 60 70 80 90 100

26

39*

Norm 2015



Indifferent Driving Forces ClusterYou may feel indifferent toward some or all of the drivers in this cluster. However, theremaining factors may cause an adverse reaction when interacting with people whohave one or more of these as a primary driving force.

9. Objective - People who are driven by the functionality and objectivity of theirsurroundings.0 10 20 30 40 50 60 70 80 90 100

25

51*

10. Resourceful - People who are driven by practical results, maximizing bothefficiency and returns for their investments of time, talent, energy andresources.0 10 20 30 40 50 60 70 80 90 100

19

44*

11. Commanding - People who are driven by status, recognition and controlover personal freedom.0 10 20 30 40 50 60 70 80 90 100

7

49*

12. Intentional - People who are driven to assist others for a specific purpose,not just for the sake of being helpful or supportive.0 10 20 30 40 50 60 70 80 90 100

0

51*

Norm 2015



Areas for AwarenessFor 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 people who sharesimilar driving forces, you will fit in with the group and be energized. However, when surrounded bypeople whose driving forces are significantly different from yours, you may be perceived as out of themainstream. These differences can induce stress or conflict.

This section reveals areas where your driving forces may be outside the mainstream and could lead toconflict. The further away you are from the mainstream on the high side, the more people will noticeyour passion about that driving force. The further away from the mainstream on the low side, themore people will view you as indifferent and possibly negative about that driving force. The shadedarea for each driving force represents 68 percent of the population or scores that fall within onestandard deviation above or below the national mean.

Norms & Comparisons Table - Norm 2015

Intellectual Mainstream

Instinctive Mainstream

Resourceful Indifferent

Selfless Mainstream

Harmonious Passionate

Objective Indifferent

Altruistic Extreme

Intentional Extreme

Commanding Indifferent

Collaborative Passionate

Structured Mainstream

Receptive Mainstream

- 1st Standard Deviation - * 68% of the population falls within the shaded area. - national mean - your score - 2nd Standard Deviation - 3rd Standard Deviation

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



Driving Forces Graph

100 75 50 25 0 25 50 75 100Theoretical

28 56

IntellectualInstinctive

100 75 50 25 0 25 50 75 100Utilitarian

60 19

ResourcefulSelfless

100 75 50 25 0 25 50 75 100Aesthetic

25 56

HarmoniousObjective

100 75 50 25 0 25 50 75 100Social

0 86

AltruisticIntentional

100 75 50 25 0 25 50 75 100Individualistic

78 7

CommandingCollaborative

100 75 50 25 0 25 50 75 100Traditional

60 26

StructuredReceptive

T: 7:35



Driving Forces Wheel

THE - 56

Intellectual

UTI - 19

ResourcefulA

ES

- 56H

armonio

us

SO

C -

86

Alt

ruis

tic

IND -

7

Comm

andi

ng

TRA - 26

Structured

THE - 28Instinctive

UTI - 60Selfless

AE

S - 25

Ob

jective

SO

C -

0

Inte

ntio

nal

IND -

78

Colla

borativ

e TRA - 60

Receptive

T: 7:35



Descriptors Wheel

Situational

Intellectual

Indifferent

ResourcefulS

ituational

Harm

onio

us

Pri

mar

y

Alt

ruis

tic

Indiff

eren

t

Comm

andi

ng

Situational

Structured

Situational

Instinctive

PrimarySelfless

Ind

ifferent

Ob

jective

Indi

ffer

ent

Inte

ntio

nal

Primar

y

Colla

bora

tive

Primary

Receptive

Knowledge

Discovery

Identifying truth

Return on Investment

Practical Results

Efficiency

Subjective

Balance

The Experience

Ser

ving

oth

ers

Com

pass

ion

Car

ing

Sta

tus

Recogn

ition

Individu

ality

Ideology

Proven Methods

Structure

Relevant knowledgeIntuitionCurrent needs

Giving

Accom

modating others

Accomplishment

Function

Com

partmentation

Detachm

ent

Opp

ortu

nity

Per

sona

l Int

eres

ts

Ben

efit

Suppo

rting

Coope

ratio

n

Sha

ring

New MethodsOptionsPossibilites

T: 7:35



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



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

Sings the praises of peers and the contributions others make.

Always willing to offer her time and perspective.

Great at generating excitement in others and getting people on board.

Working for an optimistic leader.

Works with others to be the best they can be.

Collaborates with people to accomplish goals.

Promotes accomplishments for the greater good of the organization.

Optimistic about process improvement related to people.

Accommodating and influential in creating effective outcomes.

The "megaphone" to spread new ideas.

Tends to promote new ideas in the organization.

Always looking to do new and different things.



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

May overestimate the impact she can have on others.

High trust and a desire to help could lead to being taken advantage of.

Has trouble making difficult decisions that affect others.

May be viewed as someone who over promises but works hard to deliver.

She may overestimate her ability to collaborate.

When supporting others she may over focus on their needs.

Struggles balancing advice with actual results.

Struggles with balancing efficiency and interaction with others.

Overestimates what others can accomplish.

Has difficulty listening to feedback, if it is something she has already tried.

May be ineffective when sharing the details of new methods with others.

Will be frustrated when new and exciting opportunities can't beincorporated with the system.



Ideal EnvironmentPeople are more engaged and productive when their work environment matches thestatements described in this section. This section identifies the ideal workenvironment based on Usra's behavioral style and top four driving forces. Use thissection to identify specific duties and responsibilities that Usra enjoys.

An environment where interacting with others in an effort to help eachperson is rewarded.

A forum to advocate for the greater good as it relates to moving theorganization forward.

Ability to achieve results through the interaction with and helping ofothers.

An environment to express ideas and work with similar people.

An environment where she can go with the flow.

Opportunity to display excitement and fun while getting things done.

The experience is seen as a part of the desired accomplishment.

Rewards determined by contributions to group efforts.

A manager that focuses on people and brings excitement into thebusiness.

Opportunity to be a spokesperson for change in the organization.

Ability to celebrate the success of a project being completed using aninnovative approach.

An environment that rewards the communication of changes in thesystem.



Keys to MotivatingAll people are different and motivated in various ways. This section of the report wasproduced by analyzing Usra's driving forces. Review each statement produced in thissection with Usra and highlight those that are present "wants."

Usra wants:

To be seen as an internal resource for people to express problems andchallenges.

The flexibility to be creative in ways that help others.

To be a part of the team that contributes to causes and helping others.

Public recognition for a great team effort.

A shared forum to express ideas, vision and experiences.

Recognition for supporting accomplishments and the results.

The chance to include others as part of the agenda.

The opportunity to express accomplishments of the company to others.

The opportunity to discuss team and organizational accomplishments.

To influence everyone to consider new possibilities, but in friendly terms.

Recognition for her ability to recruit others to new ideas, structures orbeliefs.

A manager that values her optimism about the ability to explore new waysof doing business.



Keys to ManagingThis section disscusses the needs which must be met in order for Usra to perform atan optimum level. Some needs can be met by herself, while management mustprovide for others. It is difficult for a person to enter a motivational environment whenthat person's basic management needs have not been fulfilled. Review the list withUsra and identify 3 or 4 statements that are most important to her. This allows Usra toparticipate in forming her own personal management plan.

Usra needs:

A manager that promotes her ability to positively influence others.

Assistance in managing time to meet own goals while helping otherpeople.

To help balance socialization and tangible assistance for others.

A manager that understands equal "air-time" during meetings willprogress ideas.

A manager that recognizes her need for group recognition ofaccomplishments.

To understand the power of listening to others in order to meet objectives.

Help balancing the desire for accomplishment and the need for peopleinteractions.

To listen for the answer she wants in order to benefit the organization.

Assistance in establishing realistic expectations while increasinginvolvement of others.

To understand that there is a time and a place for influencing others to hernew and creative ideas.

To be realistic about her ability to influence people to her out-of-the-boxway of thinking.

Support in being an advocate for organizational systems, as long as theyare open to new options.



Action Plan

Professional Development

1. I learned the following behaviors contribute positively to increasing my professionaleffectiveness: (list 1-3)

2. My report uncovered the following behaviors I need to modify or adjust to make me moreeffective in my career: (list 1-3)

3. When I make changes to these behaviors, they will have the following impact on my career:

4. I will make the following changes to my behavior, and I will implement them by ____________:



Action Plan

Personal Development

1. When reviewing my report for personal development, I learned the following key behaviorscontribute to reaching my goals and the quality of life I desire: (list 1-3)

2. The following behaviors were revealed, which show room for improvement to enhance thequality of my life: (list 1-3)

3. When I make changes to these behaviors, I will experience the following benefits in my qualityof life:

4. I will make the following changes to my behavior, and I will implement them by ____________:



Mohamed_Usra_TImanR4-C_8634210usCOLE-65a with 12 Driving Force Factors (1)

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