Team Behavioural Report - TTI Success Insights · Behavioural research suggests that the most...
Transcript of Team Behavioural Report - TTI Success Insights · Behavioural research suggests that the most...
Team Behavioural Report
MusterteamMusterfirma22/4/2013
Copyright © 2006-2013. Target Training International, Ltd.
IntroductionBehavioural research suggests that the most effective people are those who understandthemselves, both their strengths and weaknesses, so they can develop strategies to meet thedemands of their environment.
A person's behaviour is a necessary and integral part of who they are. In other words, muchof our behaviour comes from "nature" (inherent), and much comes from "nurture" (ourupbringing). It is the universal language of "how we act," or our observable human behaviour.
In this report we have adapted the individual information to reflect the behavioural styles of theteam. The most effective teams have members who understand themselves as well as eachother.
This report analyses behavioural style; that is, a person's manner of doing things. Is thereport 100% true? Yes, no and maybe. We are only measuring behaviour. We only reportstatements from areas of behaviour 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 ormay not apply, but only after checking with friends or colleagues to see if they agree.
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Primary Behavioural Style OverviewThe following charts show the group's overall primary adapted behavioural stylesby percentage. The primary behavioural style is determined for each individual bylooking at the point that is furthest from the energy line, whether it is above orbelow. The primary behavioural style, whether above or below, is the individual'sstrongest behavioural style.
ADAPTED STYLEHighs
Lows
D
IS
C
D
IS
C
0% (0)
0% (0)0% (0)
50% (2)
0% (0)
25% (1)0% (0)
25% (1)
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Primary Behavioural Style OverviewThe following charts show the group's overall primary natural behavioural styles bypercentage. The primary behavioural style is determined for each individual bylooking at the point that is furthest from the energy line, whether it is above orbelow. The primary behavioural style, whether above or below, is the individual'sstrongest behavioural style.
NATURAL STYLEHighs
Lows
D
IS
C
D
IS
C
25% (1)
0% (0)25% (1)
25% (1)
0% (0)
0% (0)0% (0)
25% (1)
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The Success Insights® WheelThe Success Insights® Wheel provides a visual format for plotting the data obtained from theStyle Insights® questionnaire. The Wheel demonstrates the similarities and differences inbehaviour amongst team members. The Wheel quickly gives a visual representation thatallows you to explore behavioural styles based on eight specific identifiers:
ConductorPersuaderPromoterRelaterSupporterCoordinatorAnalyserImplementor
The following pages will detail the strengths, weaknesses, problem solving abilities,communication preferences and potential areas to avoid within each of the eight identifiers.As a team it is important to recognise, understand and appreciate the different behaviouralstyles represented. This will allow for increased productivity and overall team cohesiveness.
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ConductorThe team selected has 25% Conductor natural behavioural styles within it. Basedon this information the following statements have been provided to give the teammembers a clearer understanding and appreciation of the Conductor style.
25% of Team (1)
Strengths
Conductors tend to:
Be forward-looking and competitive.Look for problems to solve.Be positive and like confrontation.Like power and authority.Be motivated by direct answers.
Weaknesses
Conductors may:
Overstep authority within the team.Use fear as a motivator.Overextend their ego.Over delegate and under instruct.Make decisions without all of the facts.
Communication Dos
To influence and form a strong bond with a Conductor you need to includewords or phrases such as:
Being involved in all the important decisionsLead the packRight in line with the direction you are takingGet people to start listeningNo interruptions
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PersuaderThe team selected has 25% Persuader natural behavioural styles within it. Basedon this information the following statements have been provided to give the teammembers a clearer understanding and appreciation of the Persuader style.
25% of Team (1)
Strengths
Persuaders tend to:
Get results through team members.Promote and accept changes.Utilise their intuition.Be decisive and aggressive when presented with challenges.Initiate activity through other people.
Weaknesses
Persuaders may:
Not manage deadlines well.Take on too many responsibilities at once.Not follow up and follow through as needed.Overuse position within the team.Be overly enthusiastic.
Communication Dos
To influence and form a strong bond with a Persuader you need to includewords or phrases such as:
Make change work for youBe able to take advantage of opportunitiesRewards should be automaticYou are doing important workBeing your own person
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SupporterThe team selected has 25% Supporter natural behavioural styles within it. Basedon this information the following statements have been provided to give the teammembers a clearer understanding and appreciation of the Supporter style.
25% of Team (1)
Strengths
Supporters tend to:
Be loyal to those they identify with.Be understanding and good listeners.Be patient and comforting.Like to be in a team environment.Like an environment where long service is deemed important.
Weaknesses
Supporters may:
Get in "ruts" and maintain status quo.Resist team-initiated changes.Be slow to act without precedent.Hesitate to move forward.Do the work themselves, rather than delegate.
Communication Dos
To influence and form a strong bond with a Supporter you need to includewords or phrases such as:
No-nonsenseDown to earthTestedProvenEasy for people to use
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AnalyserThe team selected has 25% Analyser natural behavioural styles within it. Basedon this information the following statements have been provided to give the teammembers a clearer understanding and appreciation of the Analyser style.
25% of Team (1)
Strengths
Analysers tend to:
Maintain high standards.Be motivated by the right way to proceed.Be accurate and precise.Problem solve through the use of facts and data.Utilise facts to support their opinion and cause.
Weaknesses
Analysers may:
Lean on team leader or supervisor.Hesitate to act without sufficient facts or precedent.Be bound by organisational procedures and methods.Not verbalise their feelings.Do the work themselves and not delegate.
Communication Dos
To influence and form a strong bond with an Analyser you need to includewords or phrases such as:
Knowing is better than guessingNo radical changeBe able to quantify everythingTestedProven reliability
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Potential Need for Team MembersThis section is designed to provide information on behavioural styles that may below or absent from the team dynamic. The following pages will explain what eachof these behavioural styles brings to a team. In some cases not all behaviouralstyles are needed for a team, and in other cases some team members may beadapting to fill in the gaps as needed.
22/4/2013
CONDUCTOR
PERSU
ADER
PROMOTER
RELATER
SUPPORTER
CO
OR
DIN
ATO
R
ANALY
SER
IMPLEMENTOR
25.0%
25.0%
25.0%
25.0%
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PromoterThe team selected has 0% Promoter natural behavioural styles within it. Basedon this information the following statements have been provided to give the teammembers a clearer understanding and appreciation of the Promoter style.
0% of Team (0)
Strengths
Promoters tend to:
Utilise social and verbal skills within the team.Be good at persuading people.Promote the team throughout the organisation.Promote new ideas and products.Calm conflict situations within the team.
Weaknesses
Promoters may:
Act impulsively based on emotions.Be unrealistic in appraising people.Be inattentive to details and disorganised.Emphasise fun over efficiency.Act before gathering pertinent information.
Communication Dos
To influence and form a strong bond with a Promoter you need to includewords or phrases such as:
Get your point acrossCreating the right imageBlend in well with everyoneCommitted to a team approachEasy to adapt for your purpose
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RelaterThe team selected has 0% Relater natural behavioural styles within it. Based onthis information the following statements have been provided to give the teammembers a clearer understanding and appreciation of the Relater style.
0% of Team (0)
Strengths
Relaters tend to:
Help others using empathy and understanding.Protect and value both people and things.Promote and implement team ideas.Be a team player.Be sensitive to the feelings of others.
Weaknesses
Relaters may:
Lack initiative and a sense of urgency.Overuse compassion and kindness.Not challenge the status quo.Be too easy-going.Withdraw under stress.
Communication Dos
To influence and form a strong bond with a Relater you need to includewords or phrases such as:
Good team playersResolve everyone's concernsYou probably do a lot more than you get credit forHave the security of knowingWidely accepted
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CoordinatorThe team selected has 0% Coordinator natural behavioural styles within it. Basedon this information the following statements have been provided to give the teammembers a clearer understanding and appreciation of the Coordinator style.
0% of Team (0)
Strengths
Coordinators tend to:
Be self-disciplined.Implement and fine-tune the plan.Follow projects through to completion.Work for a leader and a cause.Set and accomplish high standards of conduct and work.
Weaknesses
Coordinators may:
Tend to hide true feelings.Resist change for change's sake.Not promote self or team enough.Not use a direct approach.Have difficulty displaying concerns and feelings.
Communication Dos
To influence and form a strong bond with a Coordinator you need toinclude words or phrases such as:
Spread the riskDo not get stuck in the middleReasonable goals and tasksKeep everything on a safe courseNo more chaos
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ImplementorThe team selected has 0% Implementor natural behavioural styles within it.Based on this information the following statements have been provided to give theteam members a clearer understanding and appreciation of the Implementor style.
0% of Team (0)
Strengths
Implementors tend to:
Make tough decisions using insight and facts.Push hard to discover correct, acceptable solutions to problems.Expect and challenge the team to higher performance standards.Be structured in use of time.Be aware and sensitive to the cost of errors and mistakes.
Weaknesses
Implementors may:
Become demanding under stress.Under-appreciate other team members.Be inconsistent with decision-making.Be insensitive to the feelings of team members.Come across as insincere.
Communication Dos
To influence and form a strong bond with an Implementor you need toinclude words or phrases such as:
Have complete control over your businessDesigned with finances and operations in mindPut the standards in the right placeThought throughMinimise the "human factor"
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Team Style BlendingThis section focuses on the common behavioural roadblocks among the different styles and indicates how wellstyles will initially blend and how much they must adapt in order to communicate effectively. It is important tonote that this DISC report only interprets behaviour and does not account for the influence of values. Even ifstyles blend well together problems may still arise based on conflicting values.
D
IS
C
Conductor Relater, Supporter or Coordinator
Quick Pace to Slow PaceExtroverted to IntrovertedImpatient to PatientEnjoys Conflict to Avoids ConflictQuick to Anger to Slow to AngerHigh Sense of Urgency to Low Sense of UrgencyHigh Risk to Low RiskConductors tend to overpowerConductors must work hard to build up a trusting relationshipbefore Relaters, Supporters and Coordinators feelcomfortable verbalizing their concerns.Conductors may need to be mindful of their listening skills aswell as their diplomacy.
D
IS
C
Promoter Coordinator, Analyser or Implementor
Optimistic to PessimisticFeelings to FactsExtroverted to IntrovertedHigh Risk to Low RiskPeople Oriented to Data OrientedQuick Decisions to Needs More DataFew behavioural commonalitiesPromoters will have to slow down and keep a tight reign ontheir emotions.Coordinators, Analysers and Implementors will need to pickup the pace and be more stimulating.Promoters need to reduce gestures and not initiate physicalcontact.
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Team Style Blending
D
IS
C
Supporter Implementor, Conductor or Persuader
Slow Decision Maker to Quick Decision MakersSlow Pace to Quick PaceIndirect to DirectSlow to Anger to Quick to AngerGo with the flow to GO, GO, GO!Supporters will have to make sure not to be overpowered bythese styles.Supporters need to stand up to these styles when not inagreement.Supporters will go along for the sake of harmony and peace.Supporters should utilise a questioning method to force theother styles to defend their position.
D
IS
C
Analyser Persuader, Promoter or Relater
Pessimistic to OptimisticIntroverted to ExtrovertedSlow Decision Making to Quick Decision MakingLow Risk to High RiskSlow Pace to Quick PaceTask Oriented to People OrientedAnalysers should try to loosen up and become more peoplefocused.Analysers should be more stimulating to better communicatewith the Persuader, Promoter and Relater styles.Analysers should use questions as a means to guide thePersuader, Promoter and Relater to the desired conclusion.
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Team Style Blending
D
IS
C
Persuader Coordinator
Quick to Change to Slow to ChangeEnjoys Change to Avoids ChangeExtroverted to IntrovertedAnimated to Reserved"We can do it" to "How do we do it?"Persuaders should spend time explaining project goals andexpectations to the Coordinators.Persuaders should try to stick to the relevant facts.Coordinators will become frustrated with lack of instruction,follow up and follow through.Coordinators should make a conscious effort to be moredirect and open with their feelings and concerns.
D
IS
C
Relater Implementor
People Oriented to Task OrientedIndirect to DirectTrusting to UntrustingImplementors need to be more vocal with their appreciationof the Relater and the Relater's work.Implementors should attempt to be more sensitive to thefeelings of the Relater and other team membersImplementors should be mindful of their sincerity.The more demanding the Implementor becomes, the morewithdrawn the Relater will be.Relaters should focus on not becoming withdrawn or takingany confrontation personally.
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Team Member Characteristics22/4/2013
CONDUCTOR
PERSU
ADER
PROMOTER
RELATER
SUPPORTER
CO
OR
DIN
ATO
R
ANALY
SER
IMPLEMENTORCompetitive
Direct
Results-Oriented
Sense of Urgency
Change AgentQ
uick to Change
IndependentO
pt i mistic
High Trust L
evel
Not Fearfu
l of C
hang
e
Contactabil
ity
Rather Talk
than
Liste
n
Verbal Skil
ls
Projects Self
-Con
fiden
ce
Good SupporterTeam Player
PersistentCooperativeSensitive to Others' Feelings
Accommodating
Dislikes Confrontation
Persistent
Controls Emotion
Adaptable
Good Listener
Slow
to C
hang
eSe
lf-D
isci
plin
ed
Precise
Acc
urate
Conce
rn
for Q
uality
Critica
l Liste
ner
Non-
Verba
l C
ommunica
tor
Atten
tion t
o Detail CreativeSlow Start and Fast Finish
25.0%
25.0%
0.0%
0.0%
25.0%
0.0%
25.0%
0.0%
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Words That Do Not Work22/4/2013
CONDUCTOR
PERSU
ADER
PROMOTER
RELATER
SUPPORTER
CO
OR
DIN
ATO
R
ANALY
SER
IMPLEMENTOR Frequent Stoppage
Follow Directions
In My Opinion
StandardisedStructuredU
nif orm
Theoretic
al
The Same fo
r Eve
ryon
e
Sophist
icated
Requires
Stud
y
ComplexAbstract
Override the People
Substantial Change
Innovative
Play to Win
New
Rev
olut
iona
ryC
uttin
g Ed
ge
Clever
Educ
ate
d Guess
Expe
rimen
tal
FeelingsPerception
Your Opinion
25.0%
25.0%
0.0%
0.0%
25.0%
0.0%
25.0%
0.0%
18Musterteam
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Ideal Environment22/4/2013
CONDUCTOR
PERSU
ADER
PROMOTER
RELATER
SUPPORTER
CO
OR
DIN
ATO
R
ANALY
SER
IMPLEMENTORBold and Aggressive Actions
Challenging Assignments
Expedites Action
Authority to Carry Out Responsibilities
Firm and Quick Decision Making
Results-OrientedC
hange AgentEnthu siasm
Persuasive Com
munications
Results Through PeopleTesting of N
ew Ideas
Com
petiti on with O
thers
People
Contac
t
Solutions to "P
eople
Pro
blem
s"
Optimist
ic Outl
ook
Verbalises Thoug
hts an
d Id
eas
Varied A
ctivit
ies
Mob
ility
TeamworkCoaching and CounsellingService to OthersHarmonious Work Environment
SecurityAssistance to Customers
Logical Thinking
Systematic Routine
Closure
Relaxed Pace
Team Participation
Security
Task
-Orie
ntat
ion
Adhe
renc
e to
Sta
ndar
dsR
outin
e W
ork
Gui
delin
es to
Fol
low
Fact
s an
d D
ata
to A
naly
seD
iplo
mac
y an
d C
oope
ratio
n
High
Qua
lity Standards
Proc
edure
s to F
ollow
Clea
n and
Tidy
Works
tation
Safet
y and
Security
Acc
uracy
Analy
sis of
Facts
and Data
Creative and Original ThinkingLogical DecisionsStudying and Solving Problems
Efficient MethodologyEffective Time-ManagementFact-based Solutions
25.0%
25.0%
0.0%
0.0%
25.0%
0.0%
25.0%
0.0%
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Group Wheel Adapted
CONDUCTOR
PERSU
ADER
PROMOTER
RELATER
SUPPORTER
CO
OR
DIN
ATO
R
ANALY
SER
IMPLEMENTOR
1
2
3
45
6
7
8
9
10
11
12
13
14
15
1617
18
19
20
21
22
23
24
2526
27
28
29
30
31
323334
35
36
37
38
39
40
4142
43
44
45
46
474849
50
51
52
53
54
5556
57
5859
60
1
2
3
4
Adapted
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MusterteamCopyright © 2006-2013. Target Training International, Ltd.
Group Wheel Natural
CONDUCTOR
PERSU
ADER
PROMOTER
RELATER
SUPPORTER
CO
OR
DIN
ATO
R
ANALY
SER
IMPLEMENTOR
1
2
3
45
6
7
8
9
10
11
12
13
14
15
1617
18
19
20
21
22
23
24
2526
27
28
29
30
31
323334
35
36
37
38
39
40
4142
43
44
45
46
474849
50
51
52
53
54
5556
57
5859
60
1
2
3
4
Natural
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Group Wheel Migration
CONDUCTOR
PERSU
ADER
PROMOTER
RELATER
SUPPORTER
CO
OR
DIN
ATO
R
ANALY
SER
IMPLEMENTOR
1
2
3
45
6
7
8
9
10
11
12
13
14
15
1617
18
19
20
21
22
23
24
2526
27
28
29
30
31
323334
35
36
37
38
39
40
4142
43
44
45
46
474849
50
51
52
53
54
5556
57
5859
60
1
1
22
3
34
4
Adapted Natural
Copyright © 2007 Target Training International, Ltd.
MusterteamCopyright © 2006-2013. Target Training International, Ltd.