TTI On Boarding Process by Eric Hanson

New Hire Orientation System ABC Company Jamie Clark Sales Representative

New Hire Orientation System

Table of Contents

Employee Performance Plan TTI TriMetrix® Talent Report TTI TriMetrix® Gap Report TTI TriMetrix® Coaching Report Personal Development Plan Development CD’s & Workbooks – Behaviors Development CD’s & Workbooks – Values Development CD’s & Workbooks – Personal Skills

Job Description & Key Accountabilities

Employee Performance Plan

ABC Company Sales Representative

Employee Performance Plan for

Jamie Clark Department: Sales & Marketing Reports To: Sales Manager Key Accountabilities: ! Effectively prospect, qualify, demonstrate & close according to company guidelines to ensure sales goals are met while maintaining companyâ&#x20AC;&#x2122;s integrity & brand image. ! Keep abreast of industry related knowledge and competition in order to adapt sales presentations and marketing efforts. ! Work closely with other sales representatives in adapting and improving the sales strategy for specific products. ! Follow up with customers to ensure their needs are met and up-sell additional products. Mandatory Meetings: ! Sales strategy meeting on Wednesdays at 9:00 am Purpose of the meeting is to allow all sales representatives to work together and discuss current challenges, new products and/or strategies, new solutions, or anything that will help improve performance of the sales team. ! Monthly sales goal meeting on the first Monday of every month The purpose of the meeting is to address last monthâ&#x20AC;&#x2122;s sales figures as compared to the goal(s) set and establish the upcoming monthâ&#x20AC;&#x2122;s goal(s). Overview of Responsibilities: Sales Responsibilities ! Continue to service and sell to current customers in Territory 5. ! Establish regular meetings with customers to ensure a positive relationship status. ! Meet customer sales growth goals. ! Complete research on prospect lists to determine level of potential. ! Complete outbound sales calls to introduce yourself, the company and our services. ! Continuously improve the outbound sales call strategy to increase effectiveness. ! Qualify prospects based on research and outcome of outbound sales calls.

Schedule appointments with qualified prospects to further introduce our services. Successfully close sales to contribute to the companyâ&#x20AC;&#x2122;s bottom line. Manage your personal sales schedule and balance sales visits, sales calls, mandatory meetings and education/research. Work with sales team to improve sales strategies and find solutions to sales challenges. Continually stay abreast of industry knowledge, including competition, new products, product enhancements and arising client needs/challenges. Work with other departments to ensure the sales needs are being met and information you obtain is transferred to the right people in the company. For example, be sure R&D knows about reoccurring customer requests for product enhancements and be sure marketing is aware of the support materials that would assist the sales team. !

! ! ! ! !

Business Education Training Outline ! Learning Management System ! Complete the five-week track established for you ! Become familiar with sales material available. ! Visit the following sites to ensure you are educated on the company and the industry. ! www.ABCcompany.com ! www.industrynews.com ! www.regulationsintheindustry.com ! www.ABCcompany.com/intranet ! Attend the regional sales training on November 31st in New York, NY ! Attend the fast-track sales representative calls for the North East Region Action Items: To be completed prior to sales training: ! Complete LMS requirements and read all sales, sales training and company/industry information ! Complete shadowing hours with assigned seasoned sales representatives ! 30 hours prospecting ! 30 hours outbound sales ! 15 sales visits

Job Description & Key Accountabilities

TTI TriMetrix Job Report

TTI TriMetrix速 Talent Report

TTI TriMetrix Talent Report

"He who knows others is learned. He who knows himself is wise." –Lao Tse

Jamie Clark 6-10-2008

Jamie Clark

INTRODUCTION Where Opportunity Meets TalentÂŽ

Research has proven that job-related talents are directly related to job satisfaction and personal performance. People are well positioned to achieve success when they are engaged in work suited to their inherent skills, behavioral style and unique values. Your TTI TriMetrix Talent Report can be compared with specific job requirements outlined in TTI TriMetrix Job Reports. When the talent required by the job is clearly defined and in turn matched to the individual, everyone wins! The following is a highly-personalized portrait of your talent in three main sections: SECTION 1: PERSONAL SKILLS HIERARCHY (23 AREAS) This section presents 23 key personal skills and ranks them from top to bottom, defining your major strengths. The skills at the top highlight well-developed capabilities and reveal where you are naturally most effective in focusing your time. SECTION 2: PERSONAL INTERESTS, ATTITUDES AND VALUES (6 AREAS) This section identifies what motivates you. In order to be successful and energized on the job, it is important that your underlying values are satisfied through the nature of your work. When they are, you feel personally rewarded by your work. SECTION 3: BEHAVIORAL HIERARCHY (8 AREAS) This section ranks the traits that most closely describe your natural behavior. When your job requires the use of your top behavioral traits, your potential for success increases, as do your levels of personal and professional satisfaction. SECTION 4: PERSONAL SKILLS FEEDBACK This section provides detail on your top seven talents. Apply your strongest talents to your job as appropriate and develop further talents as required. SECTION 5: PERSONAL INTERESTS, ATTITUDES AND VALUES FEEDBACK This section expands on three areas that you value most. When your job emphasizes what you value, you will feel personally rewarded. SECTION 6: BEHAVIORAL FEEDBACK This section gives you insight into your top three behavioral traits to further identify your unique strengths.

Jamie Clark

PERSONAL SKILLS HIERARCHY Your unique hierarchy of personal skills is key to your success. Knowing what they are is essential to reaching your goals. The graphs below rank your personal skills from top to bottom.

1. PROBLEM SOLVING: The ability to identify key components of a problem to formulate a solution or solutions. 0....1....2....3....4....5....6....7....8....9....10 7.5 9.3

7.6 9.1

7.9 8.8

7.6 8.8

7.4 8.8

7.8 8.8

2. FLEXIBILITY: The ability to readily modify, respond to and integrate change with minimal personal resistance. 0....1....2....3....4....5....6....7....8....9....10

3. INTERPERSONAL SKILLS: The ability to interact with others in a positive manner. 0....1....2....3....4....5....6....7....8....9....10

4. DIPLOMACY AND TACT: The ability to treat others fairly, regardless of personal biases or beliefs. 0....1....2....3....4....5....6....7....8....9....10

5. DECISION MAKING: The ability to analyze all aspects of a situation to gain thorough insight to make decisions. 0....1....2....3....4....5....6....7....8....9....10

6. CONFLICT MANAGEMENT: The ability to resolve different points of view constructively. 0....1....2....3....4....5....6....7....8....9....10

Rev: 0.96-0.96 * 68% of the population falls within the shaded area. Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

PERSONAL SKILLS HIERARCHY 7. PERSONAL ACCOUNTABILITY: A measure of the capacity to be answerable for personal actions. 0....1....2....3....4....5....6....7....8....9....10 7.2 8.7

7.7 8.7

7.9 8.7

7.5 8.7

6.9 8.7

7.4 8.6

7.9 8.6

8. INFLUENCING OTHERS: The ability to personally affect others’ actions, decisions, opinions or thinking. 0....1....2....3....4....5....6....7....8....9....10

9. LEADING OTHERS: The ability to organize and motivate people to accomplish goals while creating a sense of order and direction. 0....1....2....3....4....5....6....7....8....9....10

10. ACCOUNTABILITY FOR OTHERS: The ability to take responsibility for others' actions. 0....1....2....3....4....5....6....7....8....9....10

11. SELF STARTING: The ability to initiate and sustain momentum without external stimulation. 0....1....2....3....4....5....6....7....8....9....10

12. SELF MANAGEMENT: The ability to prioritize and complete tasks in order to deliver desired outcomes within allotted time frames. 0....1....2....3....4....5....6....7....8....9....10

13. CUSTOMER FOCUS: A commitment to customer satisfaction. 0....1....2....3....4....5....6....7....8....9....10

Jamie Clark

PERSONAL SKILLS HIERARCHY 14. EMPATHETIC OUTLOOK: The capacity to perceive and understand the feelings and attitudes of others. 0....1....2....3....4....5....6....7....8....9....10 8.1 8.6

7.4 8.6

7.7 8.6

7.2 8.6

7.7 8.6

7.4 8.6

7.4 8.5

15. DEVELOPING OTHERS: The ability to contribute to the growth and development of others. 0....1....2....3....4....5....6....7....8....9....10

16. OBJECTIVE LISTENING: The ability to listen to many points of view without bias. 0....1....2....3....4....5....6....7....8....9....10

17. RESILIENCY: The ability to quickly recover from adversity. 0....1....2....3....4....5....6....7....8....9....10

18. TEAMWORK: The ability to cooperate with others to meet objectives. 0....1....2....3....4....5....6....7....8....9....10

19. CONTINUOUS LEARNING: The ability to take personal responsibility and action toward learning and implementing new ideas, methods and technologies. 0....1....2....3....4....5....6....7....8....9....10

20. GOAL ACHIEVEMENT: The overall ability to set, pursue and attain achievable goals, regardless of obstacles or circumstances. 0....1....2....3....4....5....6....7....8....9....10

* 68% of the population falls within the shaded area. Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

PERSONAL SKILLS HIERARCHY 21. RESULTS ORIENTATION: The ability to identify actions necessary to complete tasks and obtain results. 0....1....2....3....4....5....6....7....8....9....10 7.3 8.5

7.7 8.5

7.3 8.0

22. PLANNING AND ORGANIZATION: The ability to establish a process for activities that lead to the implementation of systems, procedures or outcomes. 0....1....2....3....4....5....6....7....8....9....10

23. CONCEPTUAL THINKING: The ability to analyze hypothetical situations or abstract concepts to compile insight. 0....1....2....3....4....5....6....7....8....9....10

* 68% of the population falls within the shaded area. Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

PERSONAL INTERESTS, ATTITUDES AND VALUES Your motivation to succeed in anything you do is determined by your underlying values. You will feel energized and successful at work when your job supports your personal values. They are listed below from the highest to the lowest.

1. UTILITARIAN/ECONOMIC 0....1....2....3....4....5....6....7....8....9....10 5.8 9.8

4.8 6.5

5.5 6.3

3.8 4.0

4.5 3.3

5.7 0.0

2. INDIVIDUALISTIC/POLITICAL 0....1....2....3....4....5....6....7....8....9....10

3. THEORETICAL 0....1....2....3....4....5....6....7....8....9....10

4. AESTHETIC 0....1....2....3....4....5....6....7....8....9....10

5. TRADITIONAL/REGULATORY 0....1....2....3....4....5....6....7....8....9....10

6. SOCIAL 0....1....2....3....4....5....6....7....8....9....10

PIAV: 50-71-36-12-51-32 (THE.-UTI.-AES.-SOC.-IND.-TRA.) * 68% of the population falls within the shaded area. Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

BEHAVIORAL HIERARCHY Your observable behavior and related emotions contribute to your success on the job. When matched to the job, they play a large role in enhancing your performance. The list below ranks your behavioral traits from the strongest to the weakest.

1. FREQUENT INTERACTION WITH OTHERS 0....1....2....3....4....5....6....7....8....9....10 5.7 8.0

6.4 7.5

5.4 7.5

5.7 7.0

5.4 6.5

5.2 6.0

5.9 3.5

5.6 2.5

2. CUSTOMER ORIENTED 0....1....2....3....4....5....6....7....8....9....10

3. FREQUENT CHANGE 0....1....2....3....4....5....6....7....8....9....10

4. COMPETITIVENESS 0....1....2....3....4....5....6....7....8....9....10

5. VERSATILITY 0....1....2....3....4....5....6....7....8....9....10

6. URGENCY 0....1....2....3....4....5....6....7....8....9....10

7. ANALYSIS OF DATA 0....1....2....3....4....5....6....7....8....9....10

8. ORGANIZED WORKPLACE 0....1....2....3....4....5....6....7....8....9....10

SIA: 64-84-41-27 (14) SIN: 64-74-44-24 (13) * 68% of the population falls within the shaded area. Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

FEEDBACK

Most people, when asked to describe their talents, have difficulty describing them. The purpose of this section is to provide insights into your top talents in three areas: Personal Skills, Values (motivators) and Behavioral Traits. Everyone has a unique set of strengths within these three areas that will be instrumental to success and self-fulfillment. No one is equally talented in everything. In fact, the quickest way to burn out is to try to be all things to all people.

Jamie Clark

PERSONAL SKILLS FEEDBACK Your unique hierarchy of personal skills is key to your success. Knowing what they are is essential to reaching your goals. The following are your 7 highest ranked personal skills:

PROBLEM SOLVING: The ability to identify key components of a problem to formulate a solution or solutions. • Analyzes all data relative to a problem • Divides complex issues into simpler components in order to achieve clarity • Selects the best options available to solve specific problems • Applies all relevant resources to implement suitable solutions

FLEXIBILITY: The ability to readily modify, respond to and integrate change with minimal personal resistance. • Adapts effectively to changing plans and priorities • Demonstrates the capacity to handle multiple tasks at one time • Deals comfortably with ambiguity • Adjusts preset plans as necessary with minimal resistance

INTERPERSONAL SKILLS: The ability to interact with others in a positive manner. • Initiates and develops business relationships in positive ways • Successfully works with a wide range of people at varying levels of organizations • Communicates with others in ways that are clear, considerate and understandable • Demonstrates ease in relating with a diverse range of people of varying backgrounds, ages, experience and education levels

DIPLOMACY AND TACT: The ability to treat others fairly, regardless of personal biases or beliefs. • Maintains positive relationships with others through treating them fairly • Demonstrates respect for others • Understands and values differences between people • Respects diversity in race, national origin, religion, gender, life style, age and disability.

DECISION MAKING: The ability to analyze all aspects of a situation to gain thorough insight to make decisions. • Analyzes data necessary for decision-making • Makes major decisions impacting strategic outcomes appropriately and effectively • Makes decisions in a timely manner • Demonstrates ability to make unpopular and difficult decisions when necessary

Jamie Clark

PERSONAL SKILLS FEEDBACK 6.

CONFLICT MANAGEMENT: The ability to resolve different points of view constructively. • Faces difficult issues with objectivity • Considers all opinions and facts before drawing conclusions • Identifies appropriate solutions for volatile situations • Negotiates acceptable solutions between parties to successfully move beyond confrontation

PERSONAL ACCOUNTABILITY: A measure of the capacity to be answerable for personal actions. • Accepts personal responsibility for the consequences of personal actions • Avoids placing unnecessary blame on others • Maintains personal commitment to objectives regardless of the success or failure of personal decisions • Applies personal lessons learned from past failures to moving forward in achieving future successes

Jamie Clark

PERSONAL INTERESTS, ATTITUDES AND VALUES

FEEDBACK Your motivation to succeed in anything you do is determined by your underlying values. You will feel energized and successful at work when your job supports your personal values. The following are your 3 highest ranked personal values:

1. UTILITARIAN/ECONOMIC • You value practical accomplishments, results and rewards for your investments of time, resources, and energy. 2. INDIVIDUALISTIC/POLITICAL • You value personal recognition, freedom and control over your own destiny and others. 3. THEORETICAL • You value knowledge, continuing education and intellectual growth.

Jamie Clark

BEHAVIORAL FEEDBACK Your observable behavior and related emotions contribute to your success on the job. When matched to the job, they play a large role in enhancing your performance. The following are your 3 highest ranked behavioral traits:

1. FREQUENT INTERACTION WITH OTHERS • You prefer to interact with others rather than deal with tasks. You are able to maintain a friendly interface with others when faced with multiple interruptions on a continual basis. 2. CUSTOMER ORIENTED • You have a positive and constructive view of working with others. You prefer to spend a high percentage of your time listening and understanding others and are able to successfully work with a wide range of people from diverse backgrounds to achieve "win-win" outcomes. 3. FREQUENT CHANGE • You have a high level of comfort "juggling many balls in the air at the same time". You can easily move on to new tasks with little or no notice, leaving several tasks to be completed at a later time.

Jamie Clark

DIMENSIONAL BALANCE For consulting and coaching

Jamie Clark

mean * Population Overvaluation

6-10-2008

Neutral valuation Undervaluation

EXTERNAL FACTORS (Part 1)

INTERNAL FACTORS (Part 2)

0 Empathetic Outlook

Practical Thinking

Systems Judgment

Sense of Self

Role Awareness

Self Direction

8.4

8.6

8.8

8.6

Score 8.6 Bias 50

100

Rev: 0.96-0.96 Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

CATEGORY BREAKDOWN For consulting and coaching

Accountability for Others

Influencing Others • Conveying Role Value • Gaining Commitment • Understanding Motivational Needs

Conceptual Thinking Conflict Management • Correcting Others • Problem Solving • Sensitivity to Others

Interpersonal Skills • Evaluating Others • Personal Relationships • Persuading Others

Continuous Learning • Self Improvement • Personal Drive

Leading Others Personal Accountability

Customer Focus • Evaluating What is Said • Empathetic Outlook • Freedom from Prejudices

Objective Listening • Evaluating What is Said Planning and Organization • Long Range Planning • Concrete Organization • Proactive Thinking

Decision Making • Conceptual Thinking • Theoretical Problem Solving • Role Confidence • Balanced Decision Making

Problem Solving Resiliency • Persistence • Handling Rejection • Initiative

Developing Others Diplomacy and Tact • Empathetic Outlook • Balanced Decision Making • Freedom from Prejudices

Results Orientation

Empathetic Outlook

Self Management

Flexibility • Surrendering Control • Integrative Ability • Understanding Motivational Needs

Self-Starting Ability • Initiative

Goal Achievement • Results Orientation • Realistic Personal Goal Setting • Project and Goal Focus • Persistence

Teamwork • Surrendering Control • Relating to Others • Sense of Belonging • Sensitivity to Others

Jamie Clark

CORE SKILLS LIST For consulting and coaching

Score Mean Description 10.0 7.6 Integrative Ability 9.9 7.0 Intuitive Decision Making 9.8 7.0 Handling Stress 9.6 7.6 Using Common Sense 9.3 6.7 Self Assessment 9.3 7.5 Problem Solving 9.1 8.0 Following Directions 9.1 8.3 Theoretical Problem Solving 9.1 7.0 Balanced Decision Making 9.1 8.0 Respect for Policies 9.0 7.7 Realistic Expectations 9.0 7.7 Evaluating Others 9.0 7.1 Internal Self Control 9.0 7.4 Enjoyment of the Job 8.8 7.1 Role Confidence 8.8 8.2 Respect for Property 8.8 7.1 Role Awareness 8.7 7.2 Personal Accountability 8.7 7.5 Accountability for Others 8.7 7.4 Self Confidence 8.7 7.9 Leading Others 8.7 7.1 Gaining Commitment 8.7 8.1 Understanding Motivational Needs 8.7 7.3 Job Ethic 8.7 7.9 Emotional Control 8.7 7.8 Persuading Others 8.7 6.9 Initiative 8.7 7.3 Sense of Mission 8.7 7.2 Taking Responsibility 8.6 7.3 Surrendering Control 8.6 7.9 Attitude Toward Others 8.6 7.8 Freedom from Prejudices 8.6 7.1 Personal Drive 8.6 7.6 Realistic Personal Goal Setting 8.6 7.9 Correcting Others 8.6 7.4 Developing Others 8.6 7.3 Project Scheduling 8.6 7.9 Conveying Role Value 8.6 7.6 Long Range Planning 8.6 7.4 Handling Rejection 8.6 7.8 Relating to Others 8.6 7.3 Sense of Self 8.6 7.9 Sensitivity to Others 8.6 7.7 Evaluating What is Said

Score Mean Description 8.6 7.5 Sense of Timing 8.6 8.1 Empathetic Outlook 8.6 6.9 Self Direction 8.6 7.8 Systems Judgment 8.6 7.6 Status and Recognition 8.6 7.7 Sense of Belonging 8.6 8.1 Self Improvement 8.6 8.1 Personal Relationships 8.6 7.4 Self Management 8.5 7.6 Concrete Organization 8.5 7.4 Project and Goal Focus 8.5 7.3 Results Orientation 8.5 8.2 Realistic Goal Setting for Others 8.5 7.9 Proactive Thinking 8.5 7.8 Monitoring Others 8.4 7.2 Persistence 8.4 8.0 Practical Thinking 8.3 7.5 Quality Orientation 8.2 8.0 Attention to Detail 8.2 7.3 Consistency and Reliability 8.2 6.9 Meeting Standards 8.0 7.3 Conceptual Thinking 7.8 8.0 Material Possessions

Jamie Clark

CORE SKILLS LIST For consulting and coaching

Score Mean Description 8.7 7.5 Accountability for Others 8.2 8.0 Attention to Detail 8.6 7.9 Attitude Toward Others 9.1 7.0 Balanced Decision Making 8.0 7.3 Conceptual Thinking 8.5 7.6 Concrete Organization 8.2 7.3 Consistency and Reliability 8.6 7.9 Conveying Role Value 8.6 7.9 Correcting Others 8.6 7.4 Developing Others 8.7 7.9 Emotional Control 8.6 8.1 Empathetic Outlook 9.0 7.4 Enjoyment of the Job 9.0 7.7 Evaluating Others 8.6 7.7 Evaluating What is Said 9.1 8.0 Following Directions 8.6 7.8 Freedom from Prejudices 8.7 7.1 Gaining Commitment 8.6 7.4 Handling Rejection 9.8 7.0 Handling Stress 8.7 6.9 Initiative 10.0 7.6 Integrative Ability 9.0 7.1 Internal Self Control 9.9 7.0 Intuitive Decision Making 8.7 7.3 Job Ethic 8.7 7.9 Leading Others 8.6 7.6 Long Range Planning 7.8 8.0 Material Possessions 8.2 6.9 Meeting Standards 8.5 7.8 Monitoring Others 8.4 7.2 Persistence 8.7 7.2 Personal Accountability 8.6 7.1 Personal Drive 8.6 8.1 Personal Relationships 8.7 7.8 Persuading Others 8.4 8.0 Practical Thinking 8.5 7.9 Proactive Thinking 9.3 7.5 Problem Solving 8.5 7.4 Project and Goal Focus 8.6 7.3 Project Scheduling 8.3 7.5 Quality Orientation 9.0 7.7 Realistic Expectations 8.5 8.2 Realistic Goal Setting for Others 8.6 7.6 Realistic Personal Goal Setting

Score Mean Description 8.6 7.8 Relating to Others 9.1 8.0 Respect for Policies 8.8 8.2 Respect for Property 8.5 7.3 Results Orientation 8.8 7.1 Role Awareness 8.8 7.1 Role Confidence 9.3 6.7 Self Assessment 8.7 7.4 Self Confidence 8.6 6.9 Self Direction 8.6 8.1 Self Improvement 8.6 7.4 Self Management 8.6 7.7 Sense of Belonging 8.7 7.3 Sense of Mission 8.6 7.3 Sense of Self 8.6 7.5 Sense of Timing 8.6 7.9 Sensitivity to Others 8.6 7.6 Status and Recognition 8.6 7.3 Surrendering Control 8.6 7.8 Systems Judgment 8.7 7.2 Taking Responsibility 9.1 8.3 Theoretical Problem Solving 8.7 8.1 Understanding Motivational Needs 9.6 7.6 Using Common Sense

Job Description & Key Accountabilities

TTI TriMetrix Job Report

TTI TriMetrix Talent Report

TTI TriMetrix速 Gap Report

TTI TriMetrix Gap Report

Jamie Clark 6-17-2008

Jamie Clark

INTRODUCTION Long-term superior performance is directly related to job fit. Job fit, in simple terms, is having the talent that the job requires. Most people match some, but not necessarily all, job requirements. When this happens, we have a gap. The gap is nothing more than an area for development. This report makes it easy for both manager and subordinate to discuss and develop a plan for personalized development.

Jamie Clark

Section 1

1. PERSONAL ACCOUNTABILITY: A measure of the capacity to be answerable for personal actions. 0....1....2....3....4....5....6....7....8....9....10 8.7 - Person 9.8 - Job 2. SELF MANAGEMENT: The ability to prioritize and complete tasks in order to deliver desired outcomes within allotted time frames. 0....1....2....3....4....5....6....7....8....9....10 8.6 - Person 9.7 - Job 3. CUSTOMER FOCUS: A commitment to customer satisfaction. 0....1....2....3....4....5....6....7....8....9....10 8.6 - Person 9.6 - Job 4. SELF STARTING: The ability to initiate and sustain momentum without external stimulation. 0....1....2....3....4....5....6....7....8....9....10 8.7 - Person 9.5 - Job 5. GOAL ACHIEVEMENT: The overall ability to set, pursue and attain achievable goals, regardless of obstacles or circumstances. 0....1....2....3....4....5....6....7....8....9....10 8.5 - Person 9.3 - Job 6. INTERPERSONAL SKILLS: The ability to interact with others in a positive manner. 0....1....2....3....4....5....6....7....8....9....10 8.8 - Person 9.1 - Job

- Job

- Person

Rev: 0.96-0.96

* 68% of the population falls within the shaded area. Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

Section 1

PERSONAL SKILLS HIERARCHY

7. INFLUENCING OTHERS: The ability to personally affect others’ actions, decisions, opinions or thinking. 0....1....2....3....4....5....6....7....8....9....10 8.7 - Person 8.8 - Job 8. DIPLOMACY AND TACT: The ability to treat others fairly, regardless of personal biases or beliefs. 0....1....2....3....4....5....6....7....8....9....10 8.8 - Person 8.4 - Job 9. RESULTS ORIENTATION: The ability to identify actions necessary to complete tasks and obtain results. 0....1....2....3....4....5....6....7....8....9....10 8.5 - Person 8.3 - Job 10. RESILIENCY: The ability to quickly recover from adversity. 0....1....2....3....4....5....6....7....8....9....10 8.6 - Person 8.1 - Job 11. FLEXIBILITY: The ability to readily modify, respond to and integrate change with minimal personal resistance. 0....1....2....3....4....5....6....7....8....9....10 9.1 - Person 8.1 - Job 12. EMPATHETIC OUTLOOK: The capacity to perceive and understand the feelings and attitudes of others. 0....1....2....3....4....5....6....7....8....9....10 8.6 - Person 6.1 - Job

- Job

- Person

Jamie Clark

Section 1

PERSONAL SKILLS HIERARCHY

13. TEAMWORK: The ability to cooperate with others to meet objectives. 0....1....2....3....4....5....6....7....8....9....10 8.6 - Person 6.0 - Job 14. LEADING OTHERS: The ability to organize and motivate people to accomplish goals while creating a sense of order and direction. 0....1....2....3....4....5....6....7....8....9....10 8.7 - Person 5.7 - Job 15. PLANNING AND ORGANIZATION: The ability to establish a process for activities that lead to the implementation of systems, procedures or outcomes. 0....1....2....3....4....5....6....7....8....9....10 8.5 - Person 5.2 - Job 16. CONTINUOUS LEARNING: The ability to take personal responsibility and action toward learning and implementing new ideas, methods and technologies. 0....1....2....3....4....5....6....7....8....9....10 8.6 - Person 5.2 - Job 17. CONCEPTUAL THINKING: The ability to analyze hypothetical situations or abstract concepts to compile insight. 0....1....2....3....4....5....6....7....8....9....10 8.0 - Person 5.1 - Job

- Job

- Person

* 68% of the population falls within the shaded area. Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

Section 1

PERSONAL SKILLS HIERARCHY

18. OBJECTIVE LISTENING: The ability to listen to many points of view without bias. 0....1....2....3....4....5....6....7....8....9....10 8.6 - Person 5.1 - Job 19. DECISION MAKING: The ability to analyze all aspects of a situation to gain thorough insight to make decisions. 0....1....2....3....4....5....6....7....8....9....10 8.8 - Person 3.6 - Job 20. PROBLEM SOLVING: The ability to identify key components of a problem to formulate a solution or solutions. 0....1....2....3....4....5....6....7....8....9....10 9.3 - Person 3.2 - Job 21. CONFLICT MANAGEMENT: The ability to resolve different points of view constructively. 0....1....2....3....4....5....6....7....8....9....10 8.8 - Person 1.8 - Job 22. DEVELOPING OTHERS: The ability to contribute to the growth and development of others. 0....1....2....3....4....5....6....7....8....9....10 8.6 - Person 0.4 - Job

- Job

- Person

* 68% of the population falls within the shaded area. Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

Section 1

PERSONAL SKILLS HIERARCHY

23. ACCOUNTABILITY FOR OTHERS: The ability to take responsibility for others' actions. 0....1....2....3....4....5....6....7....8....9....10 8.7 - Person 0.2 - Job

- Job

- Person

* 68% of the population falls within the shaded area. Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

Section 2

JOB REWARDS/CULTURE HIERARCHY These graphs are based on the hierarchy of the job benchmark’s rewards/culture in descending order from highest required by the job to the lowest. Gaps may point to a job culture that does not match the person’s passion and may produce negative feelings about the job.

1. UTILITARIAN/ECONOMIC 0....1....2....3....4....5....6....7....8....9....10 9.8 - Person 8.0 - Job 2. INDIVIDUALISTIC/POLITICAL 0....1....2....3....4....5....6....7....8....9....10 6.5 - Person 5.4 - Job 3. THEORETICAL 0....1....2....3....4....5....6....7....8....9....10 6.3 - Person 4.6 - Job 4. AESTHETIC 0....1....2....3....4....5....6....7....8....9....10 4.0 - Person 4.5 - Job 5. TRADITIONAL/REGULATORY 0....1....2....3....4....5....6....7....8....9....10 3.3 - Person 4.4 - Job 6. SOCIAL 0....1....2....3....4....5....6....7....8....9....10 0.0 - Person 4.2 - Job

- Job

- Person

Jamie Clark

Section 2

ORGANIZATIONAL REWARDS/CULTURE HIERARCHY This section identifies the rewards/culture system of a specific organization. Matching a person's passion to an organization that rewards that passion always enhances performance. The graphs below are in descending order from the highest rewards/culture required by the organization to the lowest.

1. INDIVIDUALISTIC/POLITICAL 0....1....2....3....4....5....6....7....8....9....10 6.5 - Person 9.8 - Job 2. UTILITARIAN/ECONOMIC 0....1....2....3....4....5....6....7....8....9....10 9.8 - Person 8.8 - Job 3. THEORETICAL 0....1....2....3....4....5....6....7....8....9....10 6.3 - Person 6.4 - Job 4. TRADITIONAL/REGULATORY 0....1....2....3....4....5....6....7....8....9....10 3.3 - Person 5.2 - Job 5. AESTHETIC 0....1....2....3....4....5....6....7....8....9....10 4.0 - Person 4.8 - Job 6. SOCIAL 0....1....2....3....4....5....6....7....8....9....10 0.0 - Person 2.4 - Job

- Job

- Person

* 68% of the population falls within the shaded area. Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

Section 3

1. FREQUENT INTERACTION WITH OTHERS 0....1....2....3....4....5....6....7....8....9....10 8.0 - Person 9.0 - Job 2. CUSTOMER ORIENTED 0....1....2....3....4....5....6....7....8....9....10 7.5 - Person 8.1 - Job 3. COMPETITIVENESS 0....1....2....3....4....5....6....7....8....9....10 7.0 - Person 7.6 - Job 4. FREQUENT CHANGE 0....1....2....3....4....5....6....7....8....9....10 7.5 - Person 7.1 - Job 5. VERSATILITY 0....1....2....3....4....5....6....7....8....9....10 6.5 - Person 6.9 - Job 6. URGENCY 0....1....2....3....4....5....6....7....8....9....10 6.0 - Person 6.1 - Job 7. ORGANIZED WORKPLACE 0....1....2....3....4....5....6....7....8....9....10 2.5 - Person 2.9 - Job 8. ANALYSIS OF DATA 0....1....2....3....4....5....6....7....8....9....10 3.5 - Person 2.8 - Job - Job

- Person

SIA: 64-84-41-27 (14)

SIN: 64-74-44-24 (13)

* 68% of the population falls within the shaded area. Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

DIMENSIONAL BALANCE For consulting and coaching

Jamie Clark

mean * Population Overvaluation

6-17-2008

Neutral valuation Undervaluation

EXTERNAL FACTORS (Part 1)

INTERNAL FACTORS (Part 2)

0 Empathetic Outlook

Practical Thinking

Systems Judgment

Sense of Self

Role Awareness

Self Direction

8.4

8.6

8.8

8.6

Score 8.6 Bias 50

100

Rev: 0.96-0.96 Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

CORE SKILLS LIST For consulting and coaching

Jamie Clark

CORE SKILLS LIST For consulting and coaching

Jamie Clark

COMPARISON ANALYSIS For consulting and coaching

Job Attributes Hierarchy

Zone Range

1. PERSONAL ACCOUNTABILITY

8.1

10.0

8.7

2. SELF MANAGEMENT

8.4

10.0

8.6

3. CUSTOMER FOCUS

9.1

10.0

8.6

4. SELF STARTING

8.1

10.0

8.7

5. GOAL ACHIEVEMENT

8.3

10.0

8.5

6. INTERPERSONAL SKILLS

8.9

10.0

8.8

7. INFLUENCING OTHERS

8.6

10.0

8.7

Job Rewards/Culture Hierarchy

Zone Range

1. UTILITARIAN/ECONOMIC

7.7

10.0

9.8

2. INDIVIDUALISTIC/POLITICAL

4.9

6.3

6.5

3. THEORETICAL

3.8

5.5

6.3

Job Behavioral Hierarchy

Zone Range

1. FREQUENT INTERACTION WITH OTHERS

8.7

10.0

8.0

2. CUSTOMER ORIENTED

6.5

8.2

7.5

3. COMPETITIVENESS

5.8

8.7

7.0

Exact match

Fair compatibility

Good compatibility

Poor compatibility

Person

Over-focused

Job Description & Key Accountabilities

TTI TriMetrix Job Report

TTI TriMetrix Talent Report

TTI TriMetrix Gap Report

TTI TriMetrix速 Coaching Report

TTI TriMetrix

Coaching Report - Sales Version

"He who knows others is learned. He who knows himself is wise." –Lao Tse

Jamie Clark 6-17-2008

Jamie Clark

INTRODUCTION Where Opportunity Meets Talent®

The TTI TriMetrix® Coaching Report was designed to increase the understanding of an individual's talents. The report provides insight to three distinct areas: behaviors, motivators and attributes. Understanding strengths and weaknesses in each of the three 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: SECTION 1: 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. SECTION 2: MOTIVATORS 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. SECTION 3: ATTRIBUTES This section of the report will give you detailed information about your individual thought process. Understanding how you think will identify your preferences, strengths and weaknesses. This increased understanding will lead to personal and professional development.

Jamie Clark

INTRODUCTION Behaviors

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 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 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.

"All people exhibit all four behavioral factors in varying degrees of intensity." â&#x20AC;&#x201C;W.M. Marston

Jamie Clark

SALES CHARACTERISTICS Based on Jamie's responses, the report has selected general statements to provide a broad understanding of her sales style. This section highlights how she deals with preparation, presentation, handling objections, closing, and servicing. The statements identify the natural sales style she brings to the job. Eliminate or modify any statement that is not true based on sales training or experience.

Jamie maintains a high trust level; that is, she trusts that people will make good on their promises. Detail work is not Jamie's forte. She enjoys "people over things" and may procrastinate when faced with time-consuming, detail work. She prefers to be evaluated on her results, not the paper work. Inclined to talk smoothly, readily and at length, she loves the opportunity to verbalize. Sales presents an opportunity for her to use this great attribute. She consistently meets the challenge of persuading people to her point of view. Some buyers may desire less talk and more facts. Socially and verbally aggressive, she 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. She may be seen as somewhat impulsive. She likes new products and often is the first in her neighborhood to buy the latest things. She becomes highly excited about what influences her. She usually displays this emotion when she is attempting to influence people. Jamie frequently uses emotion and active body language in her sales presentation. With some buyers this could be detrimental because they may see her as being superficial. Some see her as a natural born salesperson but what they really see is her ability to talk smoothly and readily on most subjects. She quickly shares her opinion on most topics. She may not answer objections completely. She often treats them lightly and

Jamie Clark

SALES CHARACTERISTICS may "tap dance" around the objections or use sales puffery to answer them. She may use sales aids with her presentation. Her usage sometimes depends on her ability to be organized; that is, she occasionally forgets to replenish her supply of sales aids or feels she can verbalize the presentation without them. Jamie has probably been known to answer objections even if she has never heard the objection before. She will rely on her quick thinking and verbal skills to meet the challenge. She may use humor in her presentation, which may help or hinder, based on the style of the buyer. Excessive humor may cause her to ramble and not provide sufficient time for the presentation. Jamie may be positive and direct with her closes. She will be friendly and persistent as she attempts to close the sale. She may promise more than she can deliver to close a sale. She does intend to deliver what she says, but she has difficulty finding the time to provide what she promises. Her optimism makes her believe she can deliver. She has a good sense of urgency to get things done quickly. Sometimes this will not allow her the patience needed to service some of her accounts. If given the choice, she 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. Jamie would rather make a social visit instead of a service visit. The social visit meets her need to be friendly and outgoing, while the service visit requires special effort if customers don't buy more products or services. She will promise more service than she

Jamie Clark

SALES CHARACTERISTICS can deliver, especially if she must provide the service herself. She needs the help of a support staff to provide the follow-up service so she can focus on new opportunities.

Jamie Clark

VALUE TO THE ORGANIZATION This section of the report identifies the specific talents and behavior Jamie brings to the job. By looking at these statements, one can identify her role in the organization. The organization can then develop a system to capitalize on her particular value and make her an integral part of the team.

Motivates others towards goals. Optimistic and enthusiastic. Dedicated to her own ideas. People-oriented. Creative problem-solving. Bottom line-oriented. Can support or oppose strongly. Verbalizes her feelings.

Jamie Clark

CHECKLIST FOR COMMUNICATING 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 DO when communicating with Jamie. Read each statement and identify the 3 or 4 statements which are most important to her. We recommend highlighting the most important "DO's" and provide a listing to those who communicate with Jamie most frequently.

Do: Use enough time to be stimulating, fun-loving, fast-moving. Provide testimonials from people she sees as important. Understand her defiant nature. Flatter her ego. Appeal to how she will benefit or be admired. Leave time for relating, socializing. Speak at a rapid pace. Use a balanced, objective and emotional approach. Provide solutions--not opinions. Talk about her, her goals and opinions she finds stimulating. Plan interaction that supports her dreams and intentions.

Jamie Clark

DON'TS ON COMMUNICATING This section of the report is a list of things NOT to do while communicating with Jamie. Review each statement with Jamie 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.

Don't: Give her your opinion unless asked. Waste time trying to be impersonal, judgmental, or too task-oriented. Drive on to facts, figures, alternatives or abstractions. Let her overpower you with verbiage. Be paternalistic. Be curt, cold or tight-lipped. Talk down to her. Hesitate when confronted. Ramble. Legislate or muffle--don't overcontrol the conversation. Be dogmatic. "Dream" with her or you'll lose time. Leave decisions hanging in the air.

Jamie Clark

SELLING TIPS This section provides suggestions on methods which will improve Jamie's communications when selling to different styles. The tips include a brief description of typical people in which she may interact. By adapting to the communication style desired by other people, Jamie will become more effective in her communications with them. She may have to practice some flexibility in varying her communication style with others who may be different from herself. 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. Stick 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 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 ambitious, forceful, decisive, strong-willed, independent and goal-oriented: Be clear, specific, brief and to the point. Stick to business. Give an effective presentation. Come 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 magnetic, enthusiastic, friendly, demonstrative and political: Provide a warm and friendly environment. Don'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. Controlling the conversation. Driving on facts and figures, alternatives, abstractions.

Jamie Clark

IDEAL ENVIRONMENT This section identifies the ideal work environment based on Jamie's basic style. People with limited flexibility will find themselves uncomfortable working in any job not described in this section. People with flexibility use intelligence to modify their behavior and can be comfortable in many environments. Use this section to identify specific duties and responsibilities that Jamie enjoys and also those that create frustration.

Freedom of movement. Work with a results-oriented team. Tasks involving motivated groups and establishing a network of contacts. Forum for her ideas to be heard. Needs difficult assignments. Position with a tolerant sales manager. Freedom to try new approaches. Freedom from control and detail. Democratic supervisor with whom she can associate.

Jamie Clark

PERCEPTIONS A person's behavior and feelings may be quickly telegraphed to others. This section provides additional information on Jamie's self-perception and how, under certain conditions, others may perceive her behavior. Understanding this section will empower Jamie to project the image that will allow her to control the situation.

"See Yourself As Others See You" SELF-PERCEPTION Jamie usually sees herself as being: Enthusiastic Charming Persuasive

Outgoing Inspiring Optimistic OTHERS' PERCEPTION

Under moderate pressure, tension, stress or fatigue, others may see her as being: Self-Promoting Overly Optimistic

Glib Unrealistic

And, under extreme pressure, stress or fatigue, others may see her as being: Overly Confident Poor Listener

Talkative Self-Promoter

Jamie Clark

DESCRIPTORS Based on Jamie's responses, the report has marked those words that describe her personal behavior. They describe how she solves problems and meets challenges, influences people, responds to the pace of the environment and how she responds to rules and procedures set by others.

Dominance

Influencing

Steadiness

Compliance

Demanding

Effusive

Phlegmatic

Evasive

Egocentric

Inspiring

Driving Ambitious Pioneering Strong-Willed Forceful Determined Aggressive Competitive Decisive Venturesome

Magnetic Political Enthusiastic Demonstrative Persuasive Warm Convincing Polished Poised Optimistic

Relaxed Resistant to Change Nondemonstrative

Worrisome Careful Dependent Cautious Conventional Exacting Neat

Inquisitive Responsible

Trusting Sociable

Predictable Consistent Deliberate Steady Stable

Conservative

Reflective

Mobile

Firm

Calculating Cooperative Hesitant Low-Keyed Unsure Undemanding Cautious

Factual Calculating Skeptical

Active Restless Alert Variety-Oriented Demonstrative

Independent Self-Willed Stubborn

Pessimistic Moody

Impatient Pressure-Oriented Eager Flexible Impulsive Impetuous

Opinionated Unsystematic Self-Righteous Uninhibited Arbitrary Unbending

Critical

Hypertense

Careless with Details

Mild Agreeable Modest Peaceful Unobtrusive

Logical Undemonstrative Suspicious Matter-of-Fact Incisive

Passive Patient Possessive

Systematic Diplomatic Accurate Tactful Open-Minded Balanced Judgment

Obstinate

Jamie Clark

NATURAL AND ADAPTED SELLING STYLE Jamie'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.

Natural

PROBLEMS - CHALLENGES

Jamie is quite inquisitive and wants to be seen as an outwardly competitive person. She is results-oriented and likes to be innovative in her sales approach. She is not necessarily confrontal by nature, but will not turn down the opportunity for confrontation if the opportunity exists.

Natural

Jamie sees no need to change her sales approach from her basic style as it is related to solving problems and challenges.

PEOPLE - CONTACTS

Jamie is enthusiastic about her ability to influence others. She prefers an environment in which she has the opportunity to deal with different types of individuals. She is trusting and also wants to be trusted.

Adapted

Jamie sees no need to change her approach to influencing others to her way of thinking. She sees her natural style to be what the environment is calling for.

Jamie Clark

NATURAL AND ADAPTED SELLING STYLE

Natural

PACE - CONSISTENCY

Jamie is comfortable in a sales environment that allows her mobility and movement. She feels comfortable with several proposals in the mill at the same time. She can move from one prospect to another with ease.

Natural

Jamie feels that the sales environment doesn't require her to alter the way she deals with activity level and consistency.

PROCEDURES - CONSTRAINTS

Jamie is independent by nature and her sales style displays her desire to sell the results she can deliver, as opposed to providing all the details to support her position. If she feels that rules and procedures are too restrictive she will attempt to change them in an active manner.

Adapted

The difference between Jamie's basic and adapted sales style is not significant and she sees no need to change on this factor.

Jamie Clark

ADAPTED STYLE Jamie sees her present work environment requiring her to exhibit the behavior listed on this page. If the following statements DO NOT sound job related, explore the reasons why she is adapting this behavior.

Telling clients or customers about the "big picture." Using authority and responsibility for completing the sale. Speaking smoothly and emotionally with her customers or clients. Dealing with customers and clients efficiently. Adaptable in meeting the needs of clients or customers. Exhibiting confidence in approaching customers. Skillfully using humor to persuade her clients or customers. Authority to carry out responsibility. Ability to handle many new products or services. Using great social strengths in approaching new prospects. Meeting customers either formally or informally.

Jamie Clark

KEYS TO MOTIVATING This section of the report was produced by analyzing Jamie's wants. People are motivated by the things they want; thus, wants that are satisfied no longer motivate. Review each statement produced in this section with Jamie and highlight those that are present "wants."

Jamie wants: To be trusted. Flattery, praise, popularity and strokes. Participation in meetings on future planning. To be seen as a leader. New challenges and problems to solve. Rewards to support her dreams. Working conditions with freedom to move and to talk to people. Prestige, position and titles so she can control the destiny of others. Public recognition of her ideas and sales results. A manager who practices participative management. Opportunity for rapid advancement. Opportunity to verbalize her ideas and demonstrate her skills. Freedom from control and detail.

Jamie Clark

KEYS TO MANAGING In this section are some needs which must be met in order for Jamie to perform at an optimum level. Some needs can be met by herself, while management must provide for others. It 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 Jamie and identify 3 or 4 statements that are most important to her. This allows Jamie to participate in forming her own personal management plan.

Jamie needs: Help on controlling time and setting priorities. Support in doing excessive detail work. Better organization of record keeping. Participatory management. A health fitness program. To mask emotions when appropriate. Objectivity in managing a sales territory. To handle routine paperwork only once. More logical presentations--less emotional. Opportunity to try the untried. Bottom-line measurement. Objectivity when dealing with customers because of her high trust level.

Jamie Clark

AREAS FOR IMPROVEMENT In this area is a listing of possible limitations without regard to a specific job. Review with Jamie and cross out those limitations that do not apply. Highlight 1 to 3 limitations that are hindering her performance and develop an action plan to eliminate or reduce this hindrance.

Jamie has a tendency to: Have difficulty planning and controlling time. Sell new accounts rather than service present ones. Not have all the necessary brochures and sales aids. Be careless and ramble in the sales presentation. Dislike call reports, etc. "Oversell" or talk her way out of a sale by focusing on irrelevant things. Be a situational listener.

Jamie Clark

ACTION PLAN Professional Development 1. I learned the following behaviors contribute positively to increasing my professional effectiveness: (list 1-3)

2. My report uncovered the following behaviors I need to modify or adjust to make me more effective 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 ____________:

Jamie Clark

ACTION PLAN Personal Development 1. When reviewing my report for personal development, I learned the following key behaviors contribute 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 the quality of my life: (list 1-3)

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

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

Jamie Clark

BEHAVIORAL HIERARCHY The Behavioral Hierarchy graph will display a ranking of your natural behavioral style within a total of eight (8) areas commonly encountered in the workplace. It will help you understand in which of these areas you will naturally be most effective.

1. FREQUENT INTERACTION WITH OTHERS 0....1....2....3....4....5....6....7....8....9....10 8.0 2. CUSTOMER ORIENTED 0....1....2....3....4....5....6....7....8....9....10 7.5 3. FREQUENT CHANGE 0....1....2....3....4....5....6....7....8....9....10 7.5 4. COMPETITIVENESS 0....1....2....3....4....5....6....7....8....9....10 7.0 5. VERSATILITY 0....1....2....3....4....5....6....7....8....9....10 6.5 6. URGENCY 0....1....2....3....4....5....6....7....8....9....10 6.0 7. ANALYSIS OF DATA 0....1....2....3....4....5....6....7....8....9....10 3.5 8. ORGANIZED WORKPLACE 0....1....2....3....4....5....6....7....8....9....10 2.5

SIA: 64-84-41-27 (14)

SIN: 64-74-44-24 (13) Copyright ÂŠ 2006-2008. Target Training International, Ltd.

Jamie Clark

STYLE INSIGHTS GRAPHS Jamie Clark 6-17-2008 MOST Graph I Adapted Style D

LEAST Graph II Natural Style C

100

Norm 2003

Jamie Clark

THE SUCCESS INSIGHTS WHEEL

The Success Insights® Wheel is a powerful tool popularized in Europe. In 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. If you filled out the Work Environment Analysis, view the relationship of your behavior to your job. Notice on the next page that your Natural style (circle) and your Adapted style (star) are plotted on the Wheel. If 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. If 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.

Jamie Clark

THE SUCCESS INSIGHTS WHEEL

Jamie Clark 6-17-2008

CO ND

10 25

55 38

43 54

53 45 52

●

30 47 50

★

34 33

PERSUADER

RDINATOR COO

ER Z Y

AN A

EMENTOR IMPL

OR CT U

17 5

Adapted: Natural:

★ (14) ● (13)

RELATE R

PERSUADING PROMOTER PROMOTING PERSUADER Norm 2003

Jamie Clark

INTRODUCTION Motivators

Knowledge of an individual's values help to tell us WHY they do things. A review of an individual's experiences, references, education and training help to tell us WHAT they can do. Behavioral assessments help to tell us HOW a person behaves and performs in the work environment. The Motivation InsightsÂŽ measures the relative prominence of six basic interests or values (a way of valuing life): Theoretical, Utilitarian/Economic, Aesthetic, Social/Altruistic, Individualistic/Political and Traditional/Regulatory. Value Theoretical Utilitarian/Economic Aesthetic Social/Altruistic Individualistic/Political Traditional/Regulatory

the Drive for Knowledge Money Form and Harmony Helpfulness Power Order

Values help to initiate one's behavior and are sometimes called the hidden motivators because they are not always readily observed. It is the purpose of this report to help illuminate and amplify some of those motivating factors and to build on the strengths that each person brings to the work environment. Based on your choices, this report ranks your relative passion for each of the six values. A knowledge of an individual's values help to tell us why they do what they do. By measuring values, we uncover some of these motivators and can identify strengths that make each person unique within an organization. Values initiate or drive our behavioral style. Workplace Motivators Report This document has been prepared based on careful statistical analysis of the response pattern on the Motivation InsightsÂŽ instrument. Norms have been developed for this instrument from thousands of professionals. This report uses the latest information available about human cognition and memory. Content is arranged in easy-to-remember categories using an interactive page layout.

Jamie Clark

INTRODUCTION Motivators

How to get the most from this report 1. Add, delete, and write comments in this document and consider it a work-in-progress handbook or personal tool. Consult, review, revise, and update this document periodically. 2. Review the report and select items of primary importance to current projects. Determine the best steps ahead based on what the report reveals and current experiences. 3. As appropriate, share the information on the Team Building Summary with peers and managers at whatever level of disclosure feels comfortable. As communication is a two-way process, peers and managers are encouraged to share similar information from their own Team Building Summary sheets. 4. Use the information in the report to serve as a "self-management handbook" or "empowerment manual" to help clarify workplace values issues, and to assist in maintaining optimal performance. 5. Other steps and processes may emerge through team meetings. This report includes A section for each of the six Values dimensions in these categories: General Characteristics; Value to the Organization; Keys to Managing and Motivating; Training, Professional Development and Learning Insights; Continuous Quality Improvement. A Norms and Comparisons section that reveals where your values are compared to the national mean. A Values Graph A Values Wheel A Values Action Plan for affirming strengths and encouraging growth and development. A Team Building Summary to facilitate sharing selected information with others.

Jamie Clark

UTILITARIAN/ECONOMIC The Utilitarian/Economic score shows a characteristic interest in money and what is useful. This means that an individual wants to have the security that money brings not only for themselves, but for their present and future family. This value includes the practical affairs of the business world - the production, marketing and consumption of goods, the use of credit, and the accumulation of tangible wealth. This type of individual is thoroughly practical and conforms well to the stereotype of the average businessperson. A person with a high score is likely to have a high need to surpass others in wealth.

General Characteristics Interested in what is practical and useful in meeting goals (usually economic ones). Fits the stereotype of the highly driven businessperson, motivated by economic incentives. Motivated by high pay, and attaches importance to high earnings. Jamie tends to like rewards based on the results achieved rather than on the method used to obtain the results. Sales, technical, or management training programs must demonstrate a bottom-line financial gain as a result of their participation. Needs for education and training to be practical and useful, with a profit or economic motive. Jamie tends to be hard working, competitive, and motivated mostly by financial rewards and challenging compensation plans. Will attempt to structure her economic dealings. Uses money as a scorecard.

Value to the Organization Able to multi-task in a variety of areas and keep important projects moving. Is profit driven and bottom-line oriented. Is highly responsive to competition, challenges, and economic incentives. Makes decisions with practicality and bottom-line dollars in mind. High motivation to achieve and win in a variety of areas. Shows a keen awareness of the revenue-clock, her own and the organization's.

Jamie Clark

UTILITARIAN/ECONOMIC Keys to Managing and Motivating Realize that it's not just money that motivates, but also personal payback from the job. Assure that economic rewards are fair, clearly communicated, and provide a high-end return for those willing to work for them. Be aware that for those who score in this very high range there is a potential for low company loyalty. Be certain to reward performance, and encourage participation as an important member of the team. Provide substantial room for financial rewards for excellent performance. Provide coaching to help Jamie appreciate that not everybody is highly-motivated by wealth, return-on-investment and gain like she is.

Training, Professional Development and Learning Insights If possible, build in some group competition as a part of the training activities. Link learning outcomes to the ability to become more effective in increasing earnings for both herself and the organization. Provide rewards and incentives for participation in additional training and professional development.

Continuous Quality Improvements Needs to learn to appreciate that not everybody is highly-motivated by wealth, return-on-investment or gain so as not to alienate a prospect, customer or client. Needs to hide the dollar signs in her eyes in order to establish the most appropriate rapport with others. Needs to have an increased sensitivity to the needs of others, and less demonstration of potential selfishness.

Jamie Clark

INDIVIDUALISTIC/POLITICAL The primary interest for this value is POWER. Research studies indicate that leaders in most fields have a high power value. Since competition and struggle play a large part in all areas of life, many philosophers have seen power as the most universal and most fundamental of motives. There are, however, certain personalities in whom the desire for direct expression of this motive is uppermost; who wish, above all, for personal power, influence and renown.

General Characteristics This high individualism may be demonstrated in a variety of observable ways; In creative problem solving, in a risk-taking attitude, etc. She surprises others with spontaneous ideas or responses. She likes to invent new things, design new products, and develop new ideas and procedures. She experiences a feeling of accomplishment in being recognized for completing a tough assignment in a creative way. Prefers to make her own decisions about how an assignment or project is to be accomplished. Brings a lot of energy that needs to be put to good use. There is a tendency to push the envelope a bit in situations where winning is desired. Comfortable being in the limelight and enjoys demonstrating her uniqueness or creativity.

Value to the Organization Ability to take a stand and not be afraid to be different in either ideas or approaches to problem solving. Brings creative ideas. Not afraid to take calculated risks. Desires to be an individual and celebrate differences. Enjoys making presentations to small or large groups, and is generally perceived as an engaging presenter by her audience.

Keys to Managing and Motivating Remember to build in a continuous opportunity to learn and progress. Be patient in allowing for expression of her uniqueness and sense of humor. Jamie brings a variety of strengths to the team that may not have been utilized. Explore the possibilities of expanding these opportunities. Be open to new ideas Jamie may offer, and realize that she may do things a bit differently than standard operating procedure. She will appreciate "air-time" at meetings to share ideas with others on the team.

Jamie Clark

INDIVIDUALISTIC/POLITICAL Training, Professional Development and Learning Insights Attempt to provide enough creative space for her to express her uniqueness. Allow for some experimental or non-routine types of options. Link some of the benefits of the learning activity to enhancing ability to make a special and unique contribution to the team.

Continuous Quality Improvements May spend excess time telling (or selling) an audience on her uniqueness, rather than discussing the topic at hand. Needs to remember that her good ideas aren't the only good ideas. Needs to listen more and speak less.

Jamie Clark

THEORETICAL The primary drivers with this value are the discovery of KNOWLEDGE and appetite for LEARNING. In pursuit of this value, an individual takes a "cognitive" attitude. Such an individual is nonjudgmental regarding the beauty or utility of objects and seeks only to observe and to reason. Since the interests of the theoretical person are empirical, critical and rational, the person appears to be an intellectual. The chief aim in life is to order and systematize knowledge: knowledge for the sake of knowledge.

General Characteristics Her Theoretical need is not the most important or primary driving values factor. Jamie may provide a balance between the very high theoretical approaches, and the very low approaches, and be able to communicate with each side. Is able to understand the needs of big picture issues, and appreciate the needs of trivial or minute issues without being an extremist. Brings a sense of balance and stability to a variety of technical issues impacting the team. Jamie typically won't get bogged down in minutia, nor will she ignore the details when decision-making.

Value to the Organization Jamie demonstrates awareness of the necessary technical features, and responds as needed on-the-job. Brings flexibility to the team; that is, being detail-oriented when necessary, and being practically-oriented other times. Is a stabilizing force on the team. Is able to appreciate the needs of both the higher and lower Theoreticals. Shows curiosity about technical details without getting bogged down.

Keys to Managing and Motivating Remember that she has the ability to be a balancing and stabilizing agent on high knowledge-driven tasks/assignments/projects. Jamie brings a knowledge-drive typical of many business professionals. Include the perspective she brings in order to gain a middle-ground understanding. Check for other values drives that may be higher or lower than this one in order to gain a more complete picture of specific keys to managing and motivating.

Jamie Clark

THEORETICAL Training, Professional Development & Learning Insights Is rather flexible and accepting of most training programs offered in the organization. Is able to see the need for training, and also realizes the importance of practical information. Please check other areas of higher or lower values drive for additional insight into professional development needs.

Continuous Quality Improvements May need to be a bit more demonstrative on some complex theoretical issues. May be asked to take a firmer stand or position on team initiatives. May need to examine other values drives to determine the importance of this Theoretical drive factor.

Jamie Clark

AESTHETIC A higher Aesthetic score indicates a relative interest in "form and harmony." Each experience is judged from the standpoint of grace, symmetry or fitness. Life may be regarded as a procession of events, and each is enjoyed for its own sake. A high score here does not necessarily mean that the incumbent has talents in creative artistry. It indicates a primary interest in the artistic episodes of life.

General Characteristics Shows an appropriate and realistic approach to Aesthetic appreciation without being an extremist. The need for and appreciation of beauty is determined on an individual basis and is not generalized in terms of the total work around her. Has an interest in form and harmony, but also understands there may be more important factors when making decisions. Can support and understand the positions of individuals with either higher or lower Aesthetic scores. Brings a sense of balance and stability to a variety of job-related Aesthetic issues that might emerge.

Value to the Organization Brings flexibility to the team regarding this Aesthetic area: able to see the issues and positions from a variety of sources with a sense of balance. Is a stabilizing and realistic influence on the team. Able to appreciate the needs of both the higher or lower Aesthetic individuals on the team. Shows ability to help and go the extra mile without a negative impact on her own responsibility and work-load. Not an extremist, and therefore when Aesthetic issues emerge Jamie demonstrates an awareness of form and harmony and responds as needed on the job.

Keys to Managing and Motivating Remember that she shows a practicality and realism regarding Aesthetic values and positions. This middle ground between the extremes of higher and lower Aesthetic issues may be an appropriate stabilizing force. Check for other Values drives that may be higher or lower than this Aesthetic value in order to gain a better idea of specific keys to managing and motivating. Support the middle ground strength that she brings between various positions on team issues.

Jamie Clark

AESTHETIC Training, Professional Development and Learning Insights Explore the professional development insights from some of the other Values scales to determine more specific preferences. Can become engaged in training activities because she sees it as a part of necessary growth and professional improvement. Jamie will be supportive of the training efforts as well as supportive of the trainer(s) from the viewpoint of this Aesthetic dimension.

Continuous Quality Improvements To gain additional insight, it is important to review other Values drives to determine the importance of this Aesthetic drive factor. She may need to take a more visible position with the team on some issues within the organization. Allow space for those who differ on this Aesthetic scale, and remember that all Values positions are positions deserving of respect.

Jamie Clark

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

General Characteristics An informal approach to rules and regulations. Has the desire for quick results. This may include expediting certain procedures. May behave independently from the standard operating procedure. Is perceived by some as a rule-bender. Is a very flexible problem-solver. Places lesser importance on conformity to group patterns. Will change job roles when it is important to express or develop herself. Is motivated by the personal right to express herself.

Value to the Organization Is able to make quick decisions without getting emotionally involved. Is always looking for efficient and logical solutions. Asks lots of questions. Desires to learn new methods and strategies. Looks for creative solutions to problems.

Keys to Managing and Motivating Provide opportunities for professional development and growth. Requires specific instructions so that she can do the routine aspects of job correctly the first time. Prefers being allowed to make her own decisions about how the work will be done within her own authority or empowerment boundaries. Is interested in evaluating and improving inefficient procedures. If new precedent needs to be set, involve her in the planning and strategy.

Training, Professional Development and Learning Insights May prefer more dynamic, spontaneous, or creative learning activities. Tends to be more flexible and adaptable to a variety of learning activities. May want to create her own learning path or activities in a creative manner.

Jamie Clark

TRADITIONAL/REGULATORY Continuous Quality Improvements Don't ignore the important details. Needs to increase patience when interacting with more rules-oriented individuals. Maintain awareness of facial expression and comments when in disagreement with those showing a different point of view.

Jamie Clark

SOCIAL/ALTRUISTIC Those who score very high in this value have an inherent love of people. The Social/Altruistic person prizes other people and is, therefore, kind, sympathetic and unselfish. They are likely to find the Theoretical, Utilitarian and Aesthetic values cold and inhuman. Compared to the Individualistic value, the Social/Altruistic person regards helping others as the only suitable form for human relationships. Research into this value indicates that in its purest form, the Social/Altruistic interest is selfless.

General Characteristics Shows a bottom-line practicality regarding helping others and sharing time and resources: there must be a set of mutual wins. Places a business "guard" on her trust level, perhaps as a result of being burned in the past and attempting not to let it happen again. May keep an ear to the revenue-clock of an organization, and maintain a business sense in people transactions. Has learned to say "No" when asked to do things that may not contribute to the bottom line (either her own or the organization's). May look at those scoring higher as selfless types who are giving their security away. May be generous to charities outside of the job, but may balk at displaying that same generosity in the workplace. Motivated and driven in Values areas other than the Social/Altruistic.

Value to the Organization Bottom-line practicality regarding business and transactions. Survivor in the business arena, even in the midst of heavy competition. Not easily swayed in terms of emotional issues. Good business sense.

Keys to Managing and Motivating Be careful not to overload assignments with too many coaching or counseling activities since she may not perceive an immediate business gain from those activities. Appeal to the practical side that Jamie shows. Stay bottom-line oriented. Don't be emotional or paternal. Have your idea or approach make "business sense."

Jamie Clark

SOCIAL/ALTRUISTIC Training, Professional Development and Learning Insights Link learning and professional development to other items of greater self-interest. Find areas of the training that relate to increased business opportunity or advancement. Connect learning and training goals to bottom-line increases and successes.

Continuous Quality Improvements Some perceive a "selfishness-factor" on certain projects or when sharing information resources with the team. Seen as overly "guarded" by some, especially those who tend to be more open and sharing in a business sense. Needs to be more open and receptive to others.

Jamie Clark

MOTIVATORS - NORMS & COMPARISONS For years you have heard statements like, "Different strokes for different folks," "to each his own," and "people do things for their own reasons, not yours." When you are surrounded by people who share similar values, you will fit in with the group and be energized. However, when surrounded by people whose values are significantly different from yours, you may be perceived as out of the mainstream. If the differences are understood, each brings strengths to the equation. If not understood, these differences can induce stress or conflict. When confronted with this type of situation you can: Change the situation. Change your perception of the situation. Leave the situation. Cope with the situation. This section reveals areas where your values may be outside the mainstream and could lead to conflict. The further away you are from the mainstream on the high side, the more people will notice your passion about that value. The further away from the mainstream on the low side, the more people will view you as indifferent and possibly negative about that value. The shaded area for each value represents 68 percent of the population or scores that fall within one standard deviation above or below the national mean. NORMS & COMPARISONS TABLE - Norm 2003

Jamie Clark THEORETICAL UTILITARIAN AESTHETIC SOCIAL INDIVIDUALISTIC TRADITIONAL - 68 percent of the population

* * * * * * - national mean

Mainstream Extreme Mainstream Extreme Passionate Mainstream

* - your score

Mainstream - one standard deviation of the national mean Passionate - two standard deviations above the national mean Indifferent - two standard deviations below the national mean Extreme - three standard deviations from the national mean

Jamie Clark

MOTIVATORS - NORMS & COMPARISONS Areas in which you have strong feelings or passions compared to others: You strive for efficiency and practicality in all areas of your life, seeking to gain a return on your investment of time, talent and resources. Others may feel you always have a string attached and are always trying to gain a personal advantage. They may feel you should give just for the sake of giving. You have a strong desire to lead, direct and control your own destiny and the destiny of others. You have a desire to lead and are striving for opportunities to advance your position and influence. Others may believe you are jockeying for position and continually stepping "over the line." They may believe that you form relationships only to "move ahead" and gain an advantage. Areas where others' strong feelings may frustrate you as you do not share their same passion: Your self-reliance will cause you to feel uncomfortable around people who are always trying to help you or be too nice to you.

Jamie Clark

MOTIVATION INSIGHTS GRAPH

Jamie Clark 6-17-2008

THE.

UTI.

AES.

SOC.

IND.

TRA.

Score Rank

THE. 50 3rd

UTI. 71 1st

AES. 36 4th

SOC. 12 6th

IND. 51 2nd

TRA. 32 5th

national mean Norm 2003

Jamie Clark

ATTITUDES WHEELTM Jamie Clark 6-17-2008

OR ET IC AL 50

3rd

4 th 36

TIC

d 2n 51

IND

DU IVI

S LI

UTILITARIAN

12 6th

32 5th

THE

71 1st

SOCIAL

L NA O I T DI A R

Jamie Clark

VALUES ACTION PLAN This Action Plan is your tool to contribute to the process of self-development and continuous improvement. As you have reviewed information in this document, please respond to the items below as they relate to your specific professional environment.

Area 1: The greater or global mission of the team or organization. In the space below indicate briefly one or two areas of strength that you bring to the greater mission of the organization at large.

Area 2: An immediate or shorter-term mission, task or purpose of a smaller group of people with whom you work on day-to-day operations. In the space below, indicate briefly one or two areas of strength (different from those above), that you bring to the shorter-term tasks or day-to-day operations.

Jamie Clark

QUALITY IMPROVEMENT ACTION PLAN In the area below, respond briefly as indicated. Base your answers on some of the information and results presented in this document. Action Point 1: Things I will keep on doing. Indicate three things that you are doing very well already, and that you plan to keep on doing. 1. 2. 3. Action Point 2: Things I will modify or change slightly. Indicate 2 things that you will modify, adjust, or change slightly in order to increase personal effectiveness. 1. 2. Action Point 3: Things I will stop doing, or try to eliminate. Indicate one thing that you will try to stop doing in order to increase personal effectiveness. 1.

Today's Date: _________________

Date to review with mentor or peer: ________________

Jamie Clark

TEAM BUILDING SUMMARY OF WORKPLACE VALUES

Pick the most important item in each category from your report in the topic areas indicated. Leave a line blank if no primary item emerges to you. This summary sheet is to be used as a primary point of dialogue between you, your peers, and your manager, provided that all have copies of their own information. This communication should be a two-way process. (Remember, these items are related to one's intrinsic drive factors, their 'hidden motivators' not readily observable. These items are of critical importance to one's long range success. This list illuminates why we do what we do.) General Characteristics 1. Theoretical ____________________________________________________________________ _____________________________________________________________________________ 2. Utilitarian/Economic _____________________________________________________________ _____________________________________________________________________________ 3. Aesthetic _____________________________________________________________________ _____________________________________________________________________________ 4. Social/Altruistic ________________________________________________________________ _____________________________________________________________________________ 5. Individualistic/Political ___________________________________________________________ _____________________________________________________________________________ 6. Traditional/Regulatory ___________________________________________________________ _____________________________________________________________________________ Value to the Organization 1. Theoretical ____________________________________________________________________ _____________________________________________________________________________ 2. Utilitarian/Economic _____________________________________________________________ _____________________________________________________________________________ 3. Aesthetic _____________________________________________________________________ _____________________________________________________________________________ 4. Social/Altruistic ________________________________________________________________ _____________________________________________________________________________ 5. Individualistic/Political ___________________________________________________________ _____________________________________________________________________________ 6. Traditional/Regulatory ___________________________________________________________ _____________________________________________________________________________

Jamie Clark

TEAM BUILDING SUMMARY OF WORKPLACE VALUES

Keys to Managing and Motivating: 1. Theoretical ____________________________________________________________________ _____________________________________________________________________________ 2. Utilitarian/Economic _____________________________________________________________ _____________________________________________________________________________ 3. Aesthetic _____________________________________________________________________ _____________________________________________________________________________ 4. Social/Altruistic ________________________________________________________________ _____________________________________________________________________________ 5. Individualistic/Political ___________________________________________________________ _____________________________________________________________________________ 6. Traditional/Regulatory ___________________________________________________________ _____________________________________________________________________________ Training, Professional Development and Learning Insights: 1. Theoretical ____________________________________________________________________ _____________________________________________________________________________ 2. Utilitarian/Economic _____________________________________________________________ _____________________________________________________________________________ 3. Aesthetic _____________________________________________________________________ _____________________________________________________________________________ 4. Social/Altruistic ________________________________________________________________ _____________________________________________________________________________ 5. Individualistic/Political ___________________________________________________________ _____________________________________________________________________________ 6. Traditional/Regulatory ___________________________________________________________ _____________________________________________________________________________

Jamie Clark

TEAM BUILDING SUMMARY OF WORKPLACE VALUES

Continuous Quality Improvement: 1. Theoretical ____________________________________________________________________ _____________________________________________________________________________ 2. Utilitarian/Economic _____________________________________________________________ _____________________________________________________________________________ 3. Aesthetic _____________________________________________________________________ _____________________________________________________________________________ 4. Social/Altruistic ________________________________________________________________ _____________________________________________________________________________ 5. Individualistic/Political ___________________________________________________________ _____________________________________________________________________________ 6. Traditional/Regulatory ___________________________________________________________ _____________________________________________________________________________ Continuous Quality Improvement: (choose two items from any values areas) 1. _____________________________________________________________________________ _____________________________________________________________________________ 2. _____________________________________________________________________________ _____________________________________________________________________________

Jamie Clark

WORLD VIEW This is how Jamie sees the world around her. This view measures her clarity and understanding of people, tasks and systems. It could also be looked at in terms of feeling, doing and thinking from an external standpoint. The statements below are based primarily on the 3 dimensions on the left side of the dimensional balance page and are in a random order.

•

Jamie delegates specific assignments or tasks from a base of authority or from the overall plan.

•

She may do well in positions that involve the management, coaching or leadership of others.

•

She understands the importance of authority figures and enforces her own authority well.

•

She has good thinking and planning ability, as well as good organizational skills.

•

Jamie prefers not to get bogged down in the details.

•

She has a high understanding of people and can build and maintain relationships.

•

She believes rules and policies should be respected and followed.

•

She needs to associate with people who can take care of the details and the process of implementing the plan or idea.

•

Jamie could benefit from the actual doing of detail work.

Jamie Clark

SELF VIEW This is how Jamie sees herself. This view measures her clarity and understanding of herself, her roles in life and her direction for the future. The internal dimensions are a reflection of her from both personal and professional viewpoints. The statements below are based primarily on the 3 dimensions on the right side of the dimensional balance page and are in a random order.

•

Jamie clearly understands herself evenly in terms of sense of self, role awareness, and self direction.

•

She tends to be adaptable, depending on what is called for in the current situation.

•

She sees what perspective she needs to focus on, depending on the current situation.

•

She has already achieved a high level of self understanding.

•

Jamie has a clear image of herself, her roles and her future.

•

She has a good grasp of her actual and potential accomplishments and life roles.

•

She uses her internal awareness to achieve the desired outcome during the process of a role change.

•

She could benefit from continuously challenging her abilities.

•

Jamie believes that her own worth is based equally on her sense of self, producing and achieving in various roles, and her accomplishments.

Jamie Clark

SUMMARY OF STRENGTHS AND WEAKNESSES

The key lies in being able to measure these individual preferences in the way we think, and understanding how they shape our decisions. It is this understanding of our individual strengths and weaknesses that will enable us to effect change in our lives and achieve greater personal success. It is only by first understanding something that we are then able to change it. The top five and bottom five scores on your Core Skills List determines the information below. Please take the national mean and the requirements of your position into consideration when determining a development plan.

Strengths

Weaknesses

INTEGRATIVE ABILITY

QUALITY ORIENTATION

INTUITIVE DECISION MAKING

ATTENTION TO DETAIL

HANDLING STRESS

CONSISTENCY AND RELIABILITY

USING COMMON SENSE

MEETING STANDARDS

SELF ASSESSMENT

CONCEPTUAL THINKING

Jamie Clark

INTEGRATIVE ABILITY In part Integrative Ability is an individual's ability to identify the key elements of a problem situation and understand which components are critical. Furthermore, this is an ability to then put together the different elements and to see different types of situational structures. It is thereby the ability to see different types of problem solutions. Possible Strengths: Is able to prioritize critical events while not losing track of less critical ones. Accurately defines the key elements in problem situations. Is a good project planner and scheduler. Continuous Development: Approach problem solving as a project that requires planning. Don't rely on stop-gap measures. Don't be afraid to ask for assistance.

Jamie Clark

INTUITIVE DECISION MAKING Intuitive Decision Making is the ability to accurately compile intuitive perceptions about a situation into a decision or action. It is the ability to be "intuitional" as opposed to intellectual (or requiring data and logical reasoning) in decision making and to be effective in doing it. This requires a good deal of understanding of people, and the outside world, and the ability to visualize the whole picture in a mental scenario. Possible Strengths: Analyzes and understands available data, input and role in decision-making. Makes decisions in a timely manner. Explains the rationale for decisions when circumstances demand it. Continuous Development: Use trusted peers or a mentor as a reality check. Take responsibility for the decision making process. If a course of action is unclear, choose what seems to be the best solution and implement it temporarily.

Jamie Clark

HANDLING STRESS Handling Stress is an individual's ability to balance and defuse inner tensions and stresses, which, if allowed to build up, could interfere with his or her ability to perform to potential. It is not an individual's ability to handle stressful situations, but rather the ability to appropriately separate oneself from such stressful situations and maintain separate inner sense of peace. Possible Strengths: Does not assign blame for problems, but instead focuses on finding a solution. Finds productive ways to reduce the impact of "bad stress". Is able to separate emotionally from difficult situations. Continuous Development: Dwell on past successes and view past failures only as lessons learned. Use constructive stress as a powerful force to get more out of life. Don't engage in conflict unless it relates to things of significance to long-term goals.

Jamie Clark

USING COMMON SENSE Using Common Sense as a capacity is determined by an individual's focus on practical thinking. It is the ability to see the world clearly and the general ability to combine abilities for empathy, practical thinking, and organizational ability into cohesive decisions and actions. Possible Strengths: Maintains focus on the immediate issues requiring attention. Develops analytical skills through practice and careful thought. Capable of managing unforeseen situations without getting frustrated. Continuous Development: Remember to stay organized. Put time frames around objectives. Communicate proposed solutions and objectives clearly.

Jamie Clark

SELF ASSESSMENT Self Assessment is the ability to practically and objectively identify personal management strengths and weaknesses. This is the ability to take the skills and techniques gained in evaluating external situations and applying them to the evaluation of own performance and abilities. Possible Strengths: A good observer of others. Admits mistakes and accepts constructive criticism but seeks to learn from them. Allows other people to excel in their areas of competency. Continuous Development: Be gracious about compliments and accept them with good humor. Be open and encouraging with other people about their strengths. Be proactive about pursuing training opportunities.

Jamie Clark

QUALITY ORIENTATION Quality Orientation is a measure of an individual's affinity for seeing details, grading him or her against a preset standard (internal or external) and identifying flaws. This is directly related to a person's preference for paying attention to detail. Whereas "attention to detail" is more a measure of how capable a person is at seeing detail, this capacity also measures a person's proclivity for such accuracy as well. Possible Limitations: May not understand standards set by others. Does not measure self against previous results. Developmental Suggestions: Don't skimp on quality just to save a dollar or two. Seek customer feedback. Document processes and audit them regularly.

Jamie Clark

ATTENTION TO DETAIL Attention to Detail is the ability to see and pay attention to details. Being able to recognize the component parts of a procedure or object. Being able to verify the correctness or error in an individual part or procedure. Although many people with low scores in the attribute may be able to be attentive to detail, it is not a natural strength for the individual and something that if required over time, can become increasingly tedious and draining for them. Possible Limitations: May get bogged down in details. May neglect some daily activities. May not check the details of a situation. Developmental Suggestions: Write things down! Establish careful plans for executing tasks toward a final goal. Ask for confirmation on your observations.

Jamie Clark

CONSISTENCY AND RELIABILITY Consistency and Reliability is the ability to feel an internal motivation to be conscientious in personal or professional efforts. It is the need to be consistent and reliable in life roles. Possible Limitations: May need external motivators to stay on task. May not maintain personal composure in the face of adversity. May not have an equal commitment to the job and other life priorities. Developmental Suggestions: Try to monitor and manage interruptions. Keep promises made. Prioritize tasks both personally and professionally.

Jamie Clark

MEETING STANDARDS Meeting Standards is the ability to see and understand the standard requirements established for a job and an individual's commitment to meeting them. This comes more from an internal place than simply being driven toward such commitment by outside forces like management or reward. This combines the capacities of quality orientation and one's focus on structure and order. Possible Limitations: May focus too little or too much on achieving standards. May not believe strongly enough or too strongly in oneself. Developmental Suggestions: Learn how required standards are related to overall corporate expectations. Pay attention! Changing priorities can change expectations. Think about why standards are there to be met.

Jamie Clark

CONCEPTUAL THINKING Conceptual Thinking skills allows a person to see the "big picture," helping to determine what direction to take and what resources to use to attain the outcome that is desired. Imagining and/or predicting changes in current reality seem to come naturally to some people. This is an individual's ability to identify and evaluate resources and plan for their utilization throughout the execution of comprehensive, long-range plans. Schematic thinking is much more abstract than concrete organization and deals with an individual's ability to allocate resources in a mental scenario and accurately visualize outcomes. Possible Limitations: May not see interrelationships between individual goals, short-term company goals and long-term corporate missions. May not properly set priorities. May not use appropriate resources to attain desired goals. Developmental Suggestions: Challenge inherent assumptions and/or beliefs. Brainstorm; always be on the lookout for new ideas and approaches. Operate from a broad, long-term perspective.

Jamie Clark

DIMENSIONAL BALANCE For consulting and coaching

Jamie Clark

mean * Population Overvaluation

6-17-2008

Neutral valuation Undervaluation

EXTERNAL FACTORS (Part 1)

INTERNAL FACTORS (Part 2)

0 Empathetic Outlook

Practical Thinking

Systems Judgment

Sense of Self

Role Awareness

Self Direction

8.4

8.6

8.8

8.6

Score 8.6 Bias 50

100

Jamie Clark

CORE SKILLS LIST For consulting and coaching

Jamie Clark

CORE SKILLS LIST For consulting and coaching

Job Description & Key Accountabilities

TTI TriMetrix Job Report

TTI TriMetrix Talent Report

TTI TriMetrix Gap Report

TTI TriMetrix Coaching Report

Personal Development Plan

PERSONAL DEVELOPMENT PLAN

“The wise person questions himself, the fool others.” -Henri Arnold

Jamie Clark ABC Company Sales Representative

Jamie Clark

INTRODUCTION Your Personal Development Plan employs a concept that emphasizes specific developmental experiences necessary to fulfill the mutual goals of your individual career development and organizational enhancement. Your plan is uniquely tailored to your individual needs. The PDP is a personal action plan that helps you to identify the training and other developmental experiences needed to achieve your goal of superior performance, within a specified time frame. The goal of this PDP is to assist you in developing your skill-set to bring your scores up to a level of mastery. Mastery here is defined as meeting or exceeding the requirement set forth by the job. As you know, your areas for development were identified in your Job Plus Talent Comparison report. The first step in your development process should be to identify an Accountability Partner or mentor/coach. Their role is not only to help you identify specific development activities to help you master each identified area, but to also offer guidance, wisdom, experience and encouragement. All development plans require: !" Goals !" Timeframes !" Action steps/methods !" Evaluation Keep these in mind as you work with your Accountability Partner in putting your detailed plan together. Your development areas include: Personal Skills:

1 - Personal Accountability 2 - Self Management 3 - Customer Focus 4 - Self Starting 5 - Goal Achievement 6 - Interpersonal Skills 7 - Influencing Others

Rewards/Culture:

1 - Utilitarian/Economic 2 - Individual/Political

Behaviors:

1 - Frequent Interaction with Others 2 - Customer Oriented

The following pages list your individual areas for development. A contract has been included to hold you accountable for identifying specific development activities and completing them within a specified timeframe.

Jamie Clark

TAKING RESPONSIBILITY/PERSONAL ACCOUNTABILITY A measure of the capacity to be answerable for personal actions. !" Accepts personal responsibility for the consequences of personal actions !" Avoids placing unnecessary blame on others !" Maintains personal commitment to objectives regardless of the success or failure of personal decisions !" Applies personal lessons learned from past failures to moving forward in achieving future successes “Taking Responsibility/Personal Accountability” is an individual’s ability to be responsible for the consequences of one’s own decisions and actions. It involves taking responsibility for these decisions and not shifting blame or poor performance somewhere else. This derives from an internal responsibility to oneself to be accountable and to own up to oneself when a mistake has been made. It is important to note that this involves owning up to oneself more than it involves owning up to others. A low score in this personal skill typically involves a reluctance to admit to oneself that a mistake has been made, even though once outside forces make that apparent, a person can be more than willing to step up and take responsibility for one’s actions. This is not “taking public responsibility”, but rather willingness to be honest with oneself. Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Taking Responsibility/Personal Accountability”. SIGNIFICANT

MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Taking Responsibility/Personal Accountability”? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What impact will mastery have on my career or personal life? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What will I hear others say about me after I master “Taking Responsibility/Personal Accountability”, with regard to my skill and development? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________

Jamie Clark

TAKING RESPONSIBILITY/PERSONAL ACCOUNTABILITY Development activities could include: !" RxCDs !" Formal Training !" Reading !" Multimedia-Based Training/Computer-Based Training !" Shadowing !" Work Observation

Jamie Clark

TAKING RESPONSIBILITY/PERSONAL ACCOUNTABILITY Personal Development Plan Contract

DEVELOPMENT ACTIVITIES

Start Date

End Date

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

____________________________ Signature

_____________ Date

____________________________ Activity Partner Signature

_____________ Date

Jamie Clark

SELF MANAGEMENT The ability to prioritize and complete tasks in order to deliver desired outcomes within allotted time frames. !" Independently pursues business objectives in an organized and efficient manner !" Prioritizes activities as necessary to meet job responsibilities !" Maintains required level of activity toward achieving goals without direct supervision !" Minimizes work flow disruptions and time wasters to complete high quality work within a specified time frame The ability to prioritize and complete tasks in order to deliver desired outcomes within allotted time frames is “Self Management.” This is an overall capacity comprised of multiple factors, which involve a person’s ability to manage his or her “self”. Similar to one’s ability to manage others, which involves empathy, understanding, the ability to gain commitment and various other leadership qualities, this capacity measures a person’s ability to marshal similar abilities toward managing self. It requires introspection and selfobjectivity. Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Self Management”. SIGNIFICANT

MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Self Management”? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What impact will mastery have on my career or personal life? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What will I hear others say about me after I master “Self Management”, with regard to my skill and development? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________

Jamie Clark

SELF MANAGEMENT Development activities could include: !" RxCDs !" Formal Training !" Reading !" Multimedia-Based Training/Computer-Based Training !" Shadowing !" Work Observation

Jamie Clark

SELF MANAGEMENT Personal Development Plan Contract

DEVELOPMENT ACTIVITIES

Start Date

End Date

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

____________________________ Signature

_____________ Date

____________________________ Activity Partner Signature

_____________ Date

Jamie Clark

CUSTOMER FOCUS !" Evaluating What is Said !" Freedom from Prejudices

!" Understanding Attitude

A commitment to customer satisfaction. !" Consistently places a high value on customers and all issues related to customers !" Objectively listens to, understands and represents customer feedback !" Anticipates customer needs and develops appropriate solutions !" Meets all promises and commitments made to customers Critical to the ability to “Evaluate What Is Said” is the positive appreciation of other people, their opinions and a positive approach to problem solving—being open to whatever solution may present itself as the most effective, depending on the situation. This is based on a person’s openness to people and a willingness to hear what the other person is saying, and not what the person thinks they should say. The ability to “read between the lines” means understanding such things as body language, reticence, stress, and emotions. “Understanding Attitude” is essential to interacting effectively with other people. It requires that an individual becomes attentive to obvious body language as well as less obvious signs such as silence, expressions of stress, “fake” happiness, restraint, joy, etc. “Freedom from Prejudices” is an individual’s ability to not allow the unfair implications of prejudged information to enter into, and affect, an interpersonal relationship. It is about not allowing a person’s class, race, sex, ethnicity or personal philosophy to cause one to prejudge the actions, potential, intentions or attitudes of others. Please look at each of the components listed above for “Customer Focus”. On a scale of 1-10, 1 meaning least competent and 10 meaning most competent, circle a rating for each that best describes your competency. This will give you a visual representation of your skill level. Be prepared to discuss with your Activity Partner why you rated yourself accordingly. EVALUATE WHAT IS SAID

UNDERSTANDING ATTITUDE

FREEDOM FROM PREJUDICES

Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Customer Focus”.

Jamie Clark

CUSTOMER FOCUS SIGNIFICANT

MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Customer Focus”? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What impact will mastery have on my career or personal life? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What will I hear others say about me after I master “Customer Focus”, with regard to my skill and development? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________

Development activities could include: !" RxCDs !" Formal Training !" Reading !" MULTIMEDIA-BASED TRAINING/COMPUTER-BASED TRAINING !" Shadowing !" Work Observation

Jamie Clark

CUSTOMER FOCUS Personal Development Plan Contract

DEVELOPMENT ACTIVITIES

Start Date

End Date

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

____________________________ Signature

_____________ Date

____________________________ Activity Partner Signature

_____________ Date

Jamie Clark

SELF-STARTING ABILITY The ability to initiate and sustain momentum without external stimulation. !" Initiates relevant activities toward achieving business goals !" Independently completes projects and produces desired results !" Requires little or no supervision to stay focused on necessary activities !" Readily identifies and pursues business opportunities without ouside direction “Self Starting Ability” is an individual’s ability to find personal motivations for accomplishing a task and the degree to which a person will maintain that course in the face of adversity. This capacity is somewhat dependent on your level of persistence, focus and initiative. Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Self-Starting Ability”. SIGNIFICANT

MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Self-Starting Ability”? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What impact will mastery have on my career or personal life? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What will I hear others say about me after I master “Self-Starting Ability”, with regard to my skill and development? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ Development activities could include: !" RxCDs !" Formal Training !" Reading !" Multimedia-Based Training/Computer-Based Training !" Shadowing !" Work Observation

Jamie Clark

SELF-STARTING ABILITY Personal Development Plan Contract

DEVELOPMENT ACTIVITIES

Start Date

End Date

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

____________________________ Signature

_____________ Date

____________________________ Activity Partner Signature

_____________ Date

Jamie Clark

GOAL ACHIEVEMENT !" Results Orientation !" Project and Goal Focus

!" Realistic Personal Goal Setting !" Persistence

The ability to identify and prioritize activities that lead to a goal. !" Establishes goals that are relevant, realistic and attainable !" Identifies and implements required plans and milestones to achieve specific business goals !" Initiates activity toward goals without unnecessary delay !" Stays on target to complete goals regardless of obstacles or adverse circumstances “Results Orientation” is an individual’s ability to identify actions necessary to achieve task completion and to obtain results. This ability will be manifested in a person’s ability to meet schedules, deadlines, quotas and performance goals. “Realistic Personal Goal Setting” is an individual’s ability to set personal goals that can be achieved using available resources, own abilities, and operating within a projected timeframe. Whereas setting realistic goals for others involves the ability to evaluate others’ strengths and weaknesses, this capacity deals with the ability to accurately evaluate your own strengths and weaknesses and to use this information to set achievable personal goals. “Project and Goal Focus” is an individual’s ability to maintain direction in spite of obstacles and the ability to stay on target, regardless of circumstance. This score is derived from an individual’s clarity and focus in the areas of self-direction and appreciation of structure and order. “Persistence” is an individual’s capacity to stay the course in difficult times. It involves a level of personal commitment, a belief in what a person is doing, and an individual’s project and goal focus. It is an individual’s ability to remain motivated to accomplish goals in the face of adversity or obstacles. Please look at each of the components listed above for “Goal Achievement”. On a scale of 1-10, 1 meaning least competent and 10 meaning most competent, circle a rating for each that best describes your competency. This will give you a visual representation of your skill level. Be prepared to discuss with your Activity Partner why you rated yourself accordingly. RESULTS ORIENTATION

REALISTIC PERSONAL GOAL SETTING

PROJECT AND GOAL FOCUS

PERSISTENCE

Jamie Clark

GOAL ACHIEVEMENT Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Goal Achievement”. SIGNIFICANT

MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Goal Achievement”? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What impact will mastery have on my career or personal life? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What will I hear others say about me after I master “Goal Achievement”, with regard to my skill and development? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ Development activities could include: !" RxCDs !" Formal Training !" Reading !" Multimedia-Based Training/Computer-Based Training !" Shadowing !" Work Observation

Jamie Clark

GOAL ACHIEVEMENT Personal Development Plan Contract

DEVELOPMENT ACTIVITIES

Start Date

End Date

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

____________________________ Signature

_____________ Date

____________________________ Activity Partner Signature

_____________ Date

Jamie Clark

INTERPERSONAL SKILLS !" Empathetic Outlook !" Emotional Control

!" Personal Relationships

The ability to interact with others in a positive manner. !" Initiates and develops business relationships in positive ways !" Successfully works with a wide range of people at varying levels of organizations !" Communicates with others in ways that are clear, considerate and understandable !" Demonstrates ease in relating with a diverse range of people of varying backgrounds, ages, experience and education levels “Empathetic Outlook” is an individual’s ability to perceive and understand the feelings and attitudes of others; the ability to place oneself “in-the-shoes” of another and to be able to view a situation from their perspective. It involves being conscious of how one’s actions will impact others. “Personal Relationships” deals with the amount of motivation a person has for forming personal relationships with other people. The higher the scores in this personal skill the more motivated the person is by being accepted and recognized as a person, not simply as a professional that is part of a team or group. There are no “good” or “bad” scores in the category. “Emotional Control” is an individual’s ability to maintain rational and objective actions when experiencing strong internal emotions. Unlike “Internal Self Control” (which is your ability to prevent the feeling of others from negatively affecting your internal emotions), this capacity measures the ability to control internal emotions and prevent them from affecting his or her actions, logic, objectivity, etc. If “Internal Self Control” deals with an ability to keep outside emotions out, “Emotional Control” deals with keeping internal emotions in. Please look at each of the components listed above for “Interpersonal Skills”. On a scale of 1-10, 1 meaning least competent and 10 meaning most competent, circle a rating for each that best describes your competency. This will give you a visual representation of your skill level. Be prepared to discuss with your Activity Partner why you rated yourself accordingly. EMPATHETIC OUTLOOK

PERSONAL RELATIONSHIPS

EMOTIONAL CONTROL

Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Interpersonal Skills”.

Jamie Clark

INTERPERSONAL SKILLS SIGNIFICANT

MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Interpersonal Skills”? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What impact will mastery have on my career or personal life? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What will I hear others say about me after I master “Interpersonal Skills”, with regard to my skill and development? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________

Development activities could include: !" RxCDs !" Formal Training !" Reading !" Multimedia-Based Training/Computer-Based Training !" Shadowing !" Work Observation

Jamie Clark

INTERPERSONAL SKILLS Personal Development Plan Contract

DEVELOPMENT ACTIVITIES

Start Date

End Date

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

____________________________ Signature

_____________ Date

____________________________ Activity Partner Signature

_____________ Date

Jamie Clark

INFLUENCING OTHERS !" Empathetic Outlook !" Gaining Commitment

!" Conveying Role Value !" Understanding Motivational Needs

The ability to personally affect others’ actions, decisions, opinions or thinking. !" Effectively impacts others’ actions !" Gains commitment from others to achieve desired results !" Analyzes others’ opinions and leads them to understand and willingly accept desired alternatives !" Persuades others in a positive manner “Empathetic Outlook” is an individual’s ability to perceive and understand the feelings and attitudes of others. The ability to place oneself “in-the-shoes” of another and to be able to view a situation from their perspective. It involves being conscious of how one’s actions will impact others. “Conveying Role Value” is an individual’s ability to draw upon a variety of capacities (empathetic, interpersonal and leadership) to instill in others a sense of value for the task at hand. It is the ability to convey to another, the value and importance that a given role carries with it. This is not a measurement of a person’s ability to understand a role’s value, but to communicate that value to another or group of others. “Gaining Commitment” is an individual’s ability to develop and invoke a self-starting attitude in employees in their pursuit of goals. It is the ability to motivate people to do their best and to provide them with concrete, practical ideas and methods by which they can achieve their goals. “Understanding Motivational Needs” is an individual’s ability to understand the needs and desires of others so that this knowledge may be used to motivate them to succeed. This requires objectivity, lack of prejudice, empathy and an open mind. Please look at each of the components listed above for “Influencing Others”. On a scale of 1-10, 1 meaning least competent and 10 meaning most competent, circle a rating for each that best describes your competency. This will give you a visual representation of your skill level. Be prepared to discuss with your Activity Partner why you rated yourself accordingly. EMPATHETIC OUTLOOK

CONVEYING ROLE VALUE

GAINING COMMITMENT

UNDERSTANDING MOTIVATIONAL NEEDS

Jamie Clark

INFLUENCING OTHERS Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Influencing Others”. SIGNIFICANT

MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Influencing Others”? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What impact will mastery have on my career or personal life? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What will I hear others say about me after I master “Influencing Others”, with regard to my skill and development? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________

Development activities could include: !" RxCDs !" Formal Training !" Reading !" Multimedia-Based Training/Computer-Based Training !" Shadowing !" Work Observation

Jamie Clark

INFLUENCING OTHERS Personal Development Plan Contract

DEVELOPMENT ACTIVITIES

Start Date

End Date

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

____________________________ Signature

_____________ Date

____________________________ Activity Partner Signature

_____________ Date

Jamie Clark

UTILITARIAN/ECONOMIC The “Utilitarian/Economic” score shows a characteristic interest in money and what is useful. This means that an individual wants to have the security that money brings not only for themselves, but also for their present and future family. This value includes the practical affairs of the business world – the production, marketing and consumption of goods, the use of credit and the accumulation of tangible wealth. This type of individual is thoroughly practical and conforms well to the stereotype of the average American businessperson. A person with a high score is likely to have a high need to surpass others in wealth. “Utilitarian/Economic” types are those who value practical accomplishments, results and rewards for their investments of time, resources and energy.Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master the “Utilitarian/Economic” drive. SIGNIFICANT

MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered the “Utilitarian/Economic” drive? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What impact will mastery have on my career or personal life? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What will I hear others say about me after I master the “Utilitarian/Economic” drive, with regard to my skill and development? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ Development activities could include: !" RxCDs !" Formal Training !" Reading !" Multimedia-Based Training/Computer-Based Training !" Shadowing !" Work Observation

Jamie Clark

UTILITARIAN/ECONOMIC Personal Development Plan Contract

DEVELOPMENT ACTIVITIES

Start Date

End Date

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

____________________________ Signature

_____________ Date

____________________________ Activity Partner Signature

_____________ Date

Jamie Clark

INDIVIDUALISTIC/POLITICAL The primary interest in the “Individualistic/Political” value is POWER. Research studies indicate that leaders in most fields have a high power value. Since competition and struggle play a large part in all areas of life, many philosophers have seen power as the most universal and fundamental of motives. There are, however, certain personalities in whom the desire for direct expression of the motive is uppermost; who wish, above all for power, influence and renown. The “Individualistic/Political” value rewards those who value personal recognition, freedom, and control over their own destiny and others. Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master the “Individualistic/Political” drive. SIGNIFICANT

MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered the “Individualistic/Political” drive”? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What impact will mastery have on my career or personal life? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What will I hear others say about me after I master the “Individualistic/Political” drive, with regard to my skill and development? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ Development activities could include: !" RxCDs !" Formal Training !" Reading !" Multimedia-Based Training/Computer-Based Training !" Shadowing !" Work Observation

Jamie Clark

INDIVIDUALISTIC/POLITICAL Personal Development Plan Contract

DEVELOPMENT ACTIVITIES

Start Date

End Date

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

____________________________ Signature

_____________ Date

____________________________ Activity Partner Signature

_____________ Date

Jamie Clark

FREQUENT INTERACTION WITH OTHERS The job requires a strong “people orientation”, versus a task orientation. The job will comfortably deal with multiple interruptions on a continual basis, always maintaining a friendly interface with others.Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master “Frequent Interaction with Others”. SIGNIFICANT

MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered “Frequent Interaction with Others”? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What impact will mastery have on my career or personal life? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What will I hear others say about me after I master “Frequent Interaction with Others”, with regard to my skill and development? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ Development activities could include: !" RxCDs !" Formal Training !" Reading !" MBT/CBT !" Shadowing !" Work Observation

Jamie Clark

FREQUENT INTERACTION WITH OTHERS Personal Development Plan Contract

DEVELOPMENT ACTIVITIES

Start Date

End Date

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

____________________________ Signature

_____________ Date

____________________________ Activity Partner Signature

_____________ Date

Jamie Clark

CUSTOMER ORIENTED The job demands a positive and constructive view of working with others. There will be a high percentage of time spent in listening to, understanding and successfully working with a wide range of people from diverse backgrounds to achieve “win-win” outcomes.Based on your competency rating compared to the requirements of your job, circle the word below that best indicates the amount of effort you will have to put forth to master the “Customer Oriented” drive. SIGNIFICANT

MODERATE

EVALUATION/MEASURABLES How am I going to feel when I’ve improved my abilities and mastered the “Customer Oriented” drive? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What impact will mastery have on my career or personal life? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ What will I hear others say about me after I master the “Customer Oriented” drive, with regard to my skill and development? ______________________________________________________________________________ ______________________________________________________________________________ ____________________________________________________________ Development Activities could include: !" RxCDs !" Formal Training !" Reading !" MBT/CBT !" Shadowing !" Work Observation

Jamie Clark

CUSTOMER ORIENTED Personal Development Plan Contract

DEVELOPMENT ACTIVITIES

Start Date

End Date

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

____________________________ Signature

_____________ Date

____________________________ Activity Partner Signature

_____________ Date

Job Description & Key Accountabilities

TTI TriMetrix Job Report

TTI TriMetrix Talent Report

TTI TriMetrix Gap Report

TTI TriMetrix Coaching Report

Personal Development Plan

Development CD’s & Workbooks – Behaviors

Job Description & Key Accountabilities

TTI TriMetrix Job Report

TTI TriMetrix Talent Report

TTI TriMetrix Gap Report

TTI TriMetrix Coaching Report

Personal Development Plan

Development CD’s & Workbooks – Behaviors

Development CD’s & Workbooks – Values

Job Description & Key Accountabilities

TTI TriMetrix Job Report

TTI TriMetrix Talent Report

TTI TriMetrix Gap Report

TTI TriMetrix Coaching Report

Personal Development Plan

Development CD’s & Workbooks – Behaviors

Development CD’s & Workbooks – Values

Development CD’s & Workbooks – Personal Skills