TTI Success Insights ® Team Behavioral Report
Sample Team Company Inc. 4-19-2010
"Bringing Awareness" ABC Co. Ltd. 789 Street Springfield, USA 800-555-5555
Copyright © 1984-2010. Target Training International, Ltd.
Sample Team
INTRODUCTION
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. In other words, much of our behavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing). It is the universal language of "how we act," or our observable human behavior. In this report we have adapted the individual information to reflect the behavioral styles of the team. The most effective teams have members who understand themselves as well as each other. This report analyzes behavioral style; that is, a person's manner of doing things. Is the report 100% 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.
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1 Copyright Š 1984-2010. Target Training International, Ltd.
Sample Team
PRIMARY BEHAVIORAL STYLE OVERVIEW
The following charts show the group's overall primary adapted behavioral styles by percentage. The primary behavioral style is determined for each individual by looking at the point that is furthest from the energy line, whether it is above or below. The primary behavioral style, whether above or below, is the individual's strongest behavioral style.
ADAPTED STYLE Highs
C
D
24% (6)
16% (4)
S 20% (5)
I 20% (5) Lows
C
4% (1)
S
12% (3)
D
0% (0)
I
4% (1)
ABC Co. Ltd. 789 Street
2 Copyright Š 1984-2010. Target Training International, Ltd.
Sample Team
PRIMARY BEHAVIORAL STYLE OVERVIEW
The following charts show the group's overall primary natural behavioral styles by percentage. The primary behavioral style is determined for each individual by looking at the point that is furthest from the energy line, whether it is above or below. The primary behavioral style, whether above or below, is the individual's strongest behavioral style.
NATURAL STYLE Highs
C
D
12% (3)
16% (4)
S 20% (5)
I 20% (5) Lows
C
4% (1)
S
8% (2)
D
8% (2)
I
12% (3)
ABC Co. Ltd. 789 Street
3 Copyright Š 1984-2010. Target Training International, Ltd.
Sample Team
THE SUCCESS INSIGHTS WHEEL 速
The Success Insights速 Wheel provides a visual format for plotting the data obtained from the Style Insights速 questionnaire. The Wheel demonstrates the similarities and differences in behavior amongst team members. The Wheel quickly gives a visual representation that allows you to explore behavioral styles based on eight specific identifiers: Conductor Persuader Promoter Relater Supporter Coordinator Analyzer Implementor 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 recognize, understand and appreciate the different behavioral styles represented. This will allow for increased productivity and overall team cohesiveness.
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Sample Team
PERSUADER
The team selected has 16% Persuader natural behavioral styles within it. Based on this information the following statements have been provided to give the team members a clearer understanding and appreciation of the Persuader style.
16% of Team (4) Strengths Persuaders tend to: Get results through team members. Be optimistic about team goals. Utilize their intuition. Be decisive and aggressive when presented with challenges. Initiate activity through other people. Weaknesses Persuaders may: Not manage time well. Not manage deadlines well. Take on too many responsibilities at once. Not follow up and follow through as needed. Overuse position within the team. Communication Dos To influence and form a strong bond with a Persuader you need to include words or phrases such as: Make change work for you Be able to take advantage of opportunities Rewards should be automatic You're important to your company's success Be accepted for who you are and what you do
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5 Copyright Š 1984-2010. Target Training International, Ltd.
Sample Team
PROMOTER
The team selected has 16% Promoter natural behavioral styles within it. Based on this information the following statements have been provided to give the team members a clearer understanding and appreciation of the Promoter style.
16% of Team (4) Strengths Promoters tend to: Utilize social and verbal skills within the team. Bring the team together. Promote the team throughout the organization. Promote new ideas and products. Calm conflict situations within the team. Weaknesses Promoters may: Be inattentive to details and disorganized. Listen selectively to team members. Be overly optimistic about team abilities. Emphasize fun over efficiency. Act before gathering pertinent information. Communication Dos To influence and form a strong bond with a Promoter you need to include words or phrases such as: Get your point across Creating the right image Blend in well with everyone Committed to a team approach Easy to adapt for your purpose
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Sample Team
RELATER
The team selected has 16% Relater natural behavioral styles within it. Based on this information the following statements have been provided to give the team members a clearer understanding and appreciation of the Relater style.
16% of Team (4) Strengths Relaters tend to: Help others using empathy and understanding. Protect and value both people and things. Be good listeners and communicators. Create an environment where people feel significant. Support others in achieving goals. Weaknesses Relaters may: Overuse compassion and kindness. Not challenge the status quo. Be too easy-going. Withdraw under stress. Hold grudges within the team. Communication Dos To influence and form a strong bond with a Relater you need to include words or phrases such as: You probably do a lot more than you get credit for Relationship-oriented Achieve consensus Integrated without disrupting anything Create a solid foundation
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Sample Team
CONDUCTOR
The team selected has 12% Conductor natural behavioral styles within it. Based on this information the following statements have been provided to give the team members a clearer understanding and appreciation of the Conductor style.
12% of Team (3) Strengths Conductors tend to: Be forward-looking and competitive. Look for problems to solve. Like challenging assignments. Have a strong drive for results. Be positive and like confrontation. Weaknesses Conductors may: Overstep authority within the team. Use fear as a motivator. Overextend their ego. Be poor or selective listeners. Lack tact and diplomacy. Communication Dos To influence and form a strong bond with a Conductor you need to include words or phrases such as: Challenging Keep getting the results you want Being involved in all the important decisions Lead the pack Right in line with the direction you are taking
ABC Co. Ltd. 789 Street
8 Copyright Š 1984-2010. Target Training International, Ltd.
Sample Team
ANALYZER
The team selected has 12% Analyzer natural behavioral styles within it. Based on this information the following statements have been provided to give the team members a clearer understanding and appreciation of the Analyzer style.
12% of Team (3) Strengths Analyzers 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. Utilize facts to support their opinion and cause. Weaknesses Analyzers may: Lean on team leader or supervisor. Hesitate to act without sufficient facts or precedent. Not risk stating new ideas without having qualifying statements. Not verbalize their feelings. Do the work themselves and not delegate. Communication Dos To influence and form a strong bond with an Analyzer you need to include words or phrases such as: Knowing is better than guessing No radical change Be able to quantify everything Tested Proven reliability
ABC Co. Ltd. 789 Street
9 Copyright Š 1984-2010. Target Training International, Ltd.
Sample Team
IMPLEMENTOR
The team selected has 12% Implementor natural behavioral styles within it. Based on this information the following statements have been provided to give the team members a clearer understanding and appreciation of the Implementor style.
12% of Team (3) Strengths Implementors tend to: Have creative ideas. Have a slow start and a fast finish. 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. Take on too much within the team. 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 to include words or phrases such as: Be able to use your assets to your fullest potential Maintain control over what is really important to you Designed to be easily controlled Gives you control over outcome Designed with finances and operations in mind
ABC Co. Ltd. 789 Street
10 Copyright Š 1984-2010. Target Training International, Ltd.
Sample Team
SUPPORTER
The team selected has 8% Supporter natural behavioral styles within it. Based on this information the following statements have been provided to give the team members a clearer understanding and appreciation of the Supporter style.
8% of Team (2) Strengths Supporters tend to: Be patient and comforting. Like to be in a team environment. Like an environment where long service is deemed important. Focus on team activities. Be motivated towards established procedures. Weaknesses Supporters may: Get in "ruts" and maintain status quo. Resist team-initiated changes. Hold grudges within the team. 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 include words or phrases such as: No-nonsense Down to earth Nothing complex about it Hassle-free relationship Fighting never resolved anything
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Sample Team
COORDINATOR
The team selected has 8% Coordinator natural behavioral styles within it. Based on this information the following statements have been provided to give the team members a clearer understanding and appreciation of the Coordinator style.
8% of Team (2) Strengths Coordinators tend to: Work for a leader and a cause. Set and accomplish high standards of conduct and work. Be alert and sensitive to problems, rules, errors and procedures. Have the ability to make tough decisions without letting emotions interfere. Understand and preserve the need for quality systems. Weaknesses Coordinators may: Tend to hide true feelings. Resist change for change's sake. Lack confidence in self and team. Become obstinate under stress. Overuse organizational procedures on the team. Communication Dos To influence and form a strong bond with a Coordinator you need to include words or phrases such as: Reasonable goals and tasks Change does not need to be unpredictable Not subject to wide swings Not be in a big hurry Know how things are supposed to be done
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12 Copyright Š 1984-2010. Target Training International, Ltd.
Sample Team
POTENTIAL NEED FOR TEAM MEMBERS
This section is designed to provide information on behavioral styles that may be low or absent from the team dynamic. The following pages will explain what each of these behavioral styles brings to a team. In some cases not all behavorial styles are needed for a team, and in other cases some team members may be adapting to fill in the gaps as needed.
CO ND
ER Z Y
OR CT U
AN AL
IMPLEMENTOR
12.0% 12.0%
8.0%
PERSUADER
COORDINATOR
12.0%
16.0%
8.0%
16.0% 16.0%
O
O
PP
TE
R
SU
R
TE
O PR
R
M
R EL AT E R
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Sample Team
TEAM STYLE BLENDING
This section focuses on the common behavioral roadblocks among the different styles and indicates how well styles will initially blend and how much they must adapt in order to communicate effectively. It is important to note that this DISC report only interprets behavior and does not account for the influence of values. Even if styles blend well together problems may still arise based on conflicting values.
Conductor
C
S
D
I
Promoter
C
S
Relater, Supporter or Coordinator Quick Pace to Slow Pace Extroverted to Introverted Impatient to Patient Enjoys Conflict to Avoids Conflict Quick to Anger to Slow to Anger High Sense of Urgency to Low Sense of Urgency High Risk to Low Risk Conductors tend to overpower Conductors must work hard to build up a trusting relationship before Relaters, Supporters and Coordinators feel comfortable verbalizing their concerns. Conductors may need to be mindful of their listening skills as well as their diplomacy.
Coordinator, Analyzer or Implementor
D
I
Optimistic to Pessimistic Feelings to Facts Extroverted to Introverted High Risk to Low Risk People Oriented to Data Oriented Quick Decisions to Needs More Data Few behavioral commonalities Promoters will have to slow down and keep a tight reign on their emotions. Coordinators, Analyzers and Implementors will need to pick up the pace and be more stimulating. Promoters need to reduce gestures and not initiate physical contact.
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Sample Team
TEAM STYLE BLENDING
Supporter
C
S
D
I
Analyzer
C
S
Implementor, Conductor or Persuader Slow Decision Maker to Quick Decision Makers Slow Pace to Quick Pace Indirect to Direct Slow to Anger to Quick to Anger Go with the flow to GO, GO, GO! Supporters will have to make sure not to be overpowered by these styles. Supporters need to stand up to these styles when not in agreement. Supporters will go along for the sake of harmony and peace. Supporters should utilize a questioning method to force the other styles to defend their position.
Persuader, Promoter or Relater
D
I
Pessimistic to Optimistic Introverted to Extroverted Slow Decision Making to Quick Decision Making Low Risk to High Risk Slow Pace to Quick Pace Task Oriented to People Oriented Analyzers should try to loosen up and become more people focused. Analyzers should be more stimulating to better communicate with the Persuader, Promoter and Relater styles. Analyzers should use questions as a means to guide the Persuader, Promoter and Relater to the desired conclusion.
ABC Co. Ltd. 789 Street
15 Copyright Š 1984-2010. Target Training International, Ltd.
Sample Team
TEAM STYLE BLENDING
Persuader
Coordinator
C
D
S
I
Relater
C
S
Quick to Change to Slow to Change Enjoys Change to Avoids Change Extroverted to Introverted Animated to Reserved "We can do it" to "How do we do it?" Persuaders should spend time explaining project goals and expectations 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 more direct and open with their feelings and concerns.
Implementor
D
I
People Oriented to Task Oriented Indirect to Direct Trusting to Untrusting Implementors need to be more vocal with their appreciation of the Relater and the Relater's work. Implementors should attempt to be more sensitive to the feelings of the Relater and other team members Implementors should be mindful of their sincerity. The more demanding the Implementor becomes, the more withdrawn the Relater will be. Relaters should focus on not becoming withdrawn or taking any confrontation personally.
ABC Co. Ltd. 789 Street
16 Copyright Š 1984-2010. Target Training International, Ltd.
Sample Team
TEAM MEMBER CHARACTERISTICS
CO ND
ER Z Y
R
12.0% 12.0%
COORDINATOR
16.0%
8.0%
Optimistic Independent Quick to Change
8.0%
PERSUADER
Self-Disciplined Slow to Change
12.0%
16.0%
T
O
R
O
PP
m SU m o co C i A c s er s s e k sli P trol apt i Di n A d od L o G
16.0%
Co
ER us t L ct of C ev a e th b i l i h a n l l S a n ty g e f-C k L on ills iste n fi d en ce
AN AL
IMPLEMENTOR
Se Ch Re nse ang su o lt f Co D si m r p
O CT U
No A n- tte Ve n r ti C Co ri bal on nc tica C e l Ac r n f L Pr cu ec
Start and Fast Finish Slow Creative
t en cy Ag en d e Urg nte rie O ct ve e titi e
or il ta icat e D un to m ner ity om ste ual i Q or ate r e is
TE
o n da st f r o n t i n g E e n t at io n ab mot t st le ion en er
O PR
R
RELATE R G o o d S u p p o rt e r T e a m Pla y er P e r si st e n t Sensit Cooperative ive to Others' Feelings
M
Tr l g h a r fu a i H F e nt l k o a t N o C e r T rb a l t h V e Se Ra ts j ec o Pr
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Sample Team
WORDS THAT DON'T WORK
Your Opinion Perception Feelings
R
12.0% 12.0%
COORDINATOR
16.0%
8.0%
16.0%
R TE
TE
R l a C o t iv e h a n W ge in
O PR
RELATE R
M
re
O
O
ia nt ta o v b s In n y t a Pl
PP
Su
SU
16.0% R
Uniform Structured Standardized
8.0%
PERSUADER
Cutting Edge Revolutionary New
12.0%
o r t ic tic Ev al s a t e e ry St d o ne ud y
AN AL
ND
O CT U
Ed Exp uc er a i Cl ted e
ER Z Y
on s ni n pi tio ge O ec ppa r i o St
F In Fr ollo My eq w ue D nt CO
IMPLEMENTOR
l ta s en ues m G r ve
eo f T h e is m h Sa op uire e S q Th Re
Complex A b s tr a c t Override the People
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Sample Team
IDEAL ENVIRONMENT
Fact-based Solutions ive Time-Managem Effect ient Methodolo ent gy fi f E c nd Solving Problem a g n i y s Stud Logical Decisions Original Think tive and ing Crea
ta Da
ND
COORDINATOR
8.0%
16.0%
8.0%
16.0%
T
O
R
h c in k R in u d r e o u ti g n P e t ic a r i t ip a c e y tio n
O
PP
lT SU c a ti gi a s L o te m C l o e s x Sy l a ar R e m P e cu a S Te
16.0%
tion with Others Competi Testing of New Ideas Through People Results asive Communications Persu Enthusiasm Change Agent
12.0%
12.0%
PERSUADER
acy and Cooper Diplom d Data to A ation n nalyze a s Fact Guidelines to Follow Routine Work ence to Standards r Adhe Task-Orientation
12.0%
ER C op o n t c l a u O e P ct A c gh t u tl o r o b bi t i v s a ok l e m lit iti nd s" y es I de as
NA L
ER Z Y
O CT U
An aly sis o Cle S an afe Ac f Fa P a ty c Hig roc nd an u h Q edu Tid d ua re y lity s A
IMPLEMENTOR
ing s ak bilitie ed nt n M nsi rie io o O ecis esp n ts D ut R ctio men tions A ign Ac es s e As ssiv R e
d an s y rity tion t c c cu sta ra Se rk low s o l W Fo dard to tan S
Au Firm tho rity and Res to Qu ult C i s C E Bo ha x arry ck ld lle pe O an ng di d A in t gg g CO r
TE
O PR
R
RELATE R T ea m w ork hing and Counseling Harm Service to Others onious Work Environment S y A s s i st a e c u r it o m e r s nce to Cust C o ac
M
le op "P e i e P t o i st ns tim ho ti o O p s T e d o u l ze ri So ali Va M b r Ve
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Sample Team
GROUP WHEEL ADAPTED
8
ER Z Y 23
10
40
11
39 41
16
27
42 15
55
2
60
28
57 44
37
24
2
53 3 45
1
9
29
13
52 59
36
7
58
12 46
25
51
20
30
6
47
50
35
49
14
48
19
3
31
PP
18
O
TE
32
33
18 5
8 17
R
4
23
15
TE
SU
6
16
5
4
RELATER Cop
yrigh
t © 200
7 Target Training Internation
R
34
O
19
R
PERSUADER
12
43 54
21
14
21
26 56
38
10
25
17 22
COORDINATOR
20
13
22 7
9
24
11
CO ND
1
OR CT U
AN AL
IMPLEMENTOR
. al, Ltd
Adapted Leader
ABC Co. Ltd. 789 Street Copyright © 1984-2010. Target Training International, Ltd.
O PR
M
Sample Team
GROUP WHEEL NATURAL
8
ER Z Y
13
16
10 12
25
40
22 7
9
24
23
15
21
14
26
11
39
17
41 10
56
22
55
27
42
2
38
12
43 54
60
28
57
24
44 21
37
53 19 2 45
29
13
52
9
59
36
25
58
46
51
20 11
18
1
6
50
35
49
23 48
30 7
47
14 3
20 19
31
34
5
4
32
15
O
R
TE
6 17
R
16
5
O
PP
18
TE
R
SU
33
3
8
4
RELATER Cop
yrigh
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Natural Leader
ABC Co. Ltd. 789 Street Copyright © 1984-2010. Target Training International, Ltd.
O PR
M
PERSUADER
COORDINATOR
CO ND
1
OR CT U
AN AL
IMPLEMENTOR
Sample Team
GROUP WHEEL MIGRATION
8
ER Z Y
9
24
20
13
10
21
14
11 13
23 22
7
10
25
40
22
17
16 15
17
26
21
11
41
56
27
42
10
55
16
2
15
38 60
28
57 44
37
24
24
25
13
7
25
2
53 19 2 1
52
9
59
36
58 12
46
51
20
18
1
6
50
35
23
49
30 47
19
48
5
SU
18
32
PP
5
6
4
8
O
17
R
15
23
16
5
O PR
4
RELATER Cop
yrigh
3
4
33
18
TE
7
TE
34 6
14
3
O
19
8
31
20
R
29
R
11 9
453
t © 200
7 Target Training Internation
Adapted Leader
. al, Ltd
Natural Leader
ABC Co. Ltd. 789 Street Copyright © 1984-2010. Target Training International, Ltd.
M
PERSUADER
12
43 54
21
14
12
39
22
COORDINATOR
CO ND
1
OR CT U
AN AL
IMPLEMENTOR
Sample Team
GROUP WHEEL LEGEND
1: 2: 3: 4: 5: 6: 7: 8: 9: 10: 11: 12: 13: 14: 15: 16: 17: 18: 19: 20: 21: 22: 23: 24: 25:
Amy Art Betty Boop David Day John Doe Dana Drive Erin Ells Farrah Fox Gary Green Glenn Gucci * Heidi House Jesse James Molly May Colonel Mustard Ned Nixon Nick North Professor Plum Paul Practice Ryan Rice Sara Sample Sandy Scarlet Sally Shells Tom Test Ted Tread Will White Peter Wolf
* Indicates team leader.
ABC Co. Ltd. 789 Street Copyright Š 1984-2010. Target Training International, Ltd.