Peter's Profile by Success Insights Intl, Inc

SUCCESS INSIGHTS®

Behaviours and Motivators - General Version

Peter Hua30/10/2011

Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.

INTRODUCTIONWhere Opportunity Meets Talent®

Peter Hua

The TTI Success Insights® Behaviours and Motivators Report was designed toincrease the understanding of an individual's talents. The report provides insight totwo distinct areas: behaviours and motivators. Understanding strengths andweaknesses in both of these areas will lead to personal and professionaldevelopment and a higher level of satisfaction.

The following is an in-depth look at your personal talents in the two main sections:

SECTION 1: BEHAVIOURS

This section of the report is designed to help you attain a greater knowledge ofyourself as well as others. The ability to interact effectively with people may be thedifference between success and failure in your work and personal life. Effectiveinteraction starts with an accurate perception of oneself.

SECTION 2: MOTIVATORS

This section of the report provides information on the why of your actions, whichwith application and coaching, can tremendously impact your valuing of life. Onceyou know the motivations that drive your actions, you will immediately be able tounderstand the causes of conflict.

Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.1

INTRODUCTIONBehaviours Section

Peter Hua

Behavioural 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.

This report analyses behavioural style; that is, a person's manner of doing things. Is the

report 100% true? Yes, no and maybe. We are only measuring behaviour. We only

report statements which are true and areas of behaviour in which tendencies are shown.

Feel free to delete any statement from the report that may not apply, but only after

checking with friends or colleagues to see if they agree.


GENERAL CHARACTERISTICS

Based on Peter's responses, the report has selected general statements to provide a broad understandingof his work style. These statements identify the basic natural behaviour that he brings to the job. That is, ifleft on his own, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the generalcharacteristics to gain a better understanding of Peter's natural behaviour.

Peter Hua

Peter seeks popularity and social recognition. He likes to deal

with people in a favourable social environment. He wants to be

liked by everyone and to be recognised for his willingness to help

others in time of need. He likes quality social relationships. He

often will become friends with his customers or clients. He likes to

develop people and build organisations. Peter tends to trust people

and may be taken advantage of because of his high trust level. He

likes freedom from many controls. He believes in getting results

through other people. He prefers the "team approach." He wants

to be seen as his own person, but usually projects it in friendly

terms. Peter is optimistic and usually has a positive sense of

humour. He is good at creating enthusiasm in others.

Peter will not be overlooked nor uninvolved. He will

consistently try to inspire people to his point of view. He likes

working for managers who make quick decisions. He is good at

solving problems that deal with people. Because of his trust and

willing acceptance of people, he may misjudge the abilities of

others. Peter is good at giving verbal and nonverbal feedback that

serves to encourage people to be open, to trust him and to see him

as receptive and helpful. When he has strong feelings about a

particular problem, you should expect to hear these feelings, and

they will probably be expressed in an emotional manner. He may

leap to a favourable conclusion without considering all the facts.

Peter tends to mask some of his directness in friendly terms

and is usually recognised as a friendly and trusting person.

Communication can extend from friendly to argumentative

discourse. He tends to influence people to his way of thinking by

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GENERAL CHARACTERISTICS

Peter Hua

using verbiage as compared with others who like to use reports.

He is optimistic about his ability to influence people to his way of

thinking. Peter has the ability to look at the whole problem; for

example, thinking about relationships, being concerned about the

feelings of others and focusing on the real impact of his decisions

and actions. He is good at negotiating conflict between others.

Peter feels that "if everyone would just talk it out, everything would

be okay!" He usually uses many gestures when talking. He can

get emotional about any subject in which he believes.

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VALUE TO THE ORGANISATION

This section of the report identifies the specific talents and behaviour Peter brings to the job. By looking atthese statements, one can identify his role in the organisation. The organisation can then develop a systemto capitalise on his particular value and make him an integral part of the team.

Peter Hua

Dedicated to his own ideas.

Has the confidence to do the difficult assignments.

Negotiates conflicts.

Creative problem solving.

Can support or oppose strongly.

Self-reliant.

Bottom line-oriented.

Pioneering.

Verbalises his feelings.

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CHECKLIST FOR COMMUNICATING

Most people are aware of and sensitive to the ways with which they prefer to be communicated. Manypeople 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 Peter. Read eachstatement and identify the 3 or 4 statements which are most important to him. We recommend highlightingthe most important "DO's" and provide a listing to those who communicate with Peter most frequently.

Peter Hua

Do:

Talk about him, his goals and the opinions he finds stimulating.

Provide solutions--not opinions.

Flatter his ego.

Read the body language for approval or disapproval.

Expect him to return to fight another day when he has receiveda "no" answer.

Provide "yes" or "no" answers--not maybe.

Use a motivating approach, when appropriate.

Provide ideas for implementing action.

Clarify any parameters in writing.

Provide testimonials from people he sees as important.

Appeal to the benefits he will receive.

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INEFFECTIVE COMMUNICATION

This section of the report is a list of things NOT to do while communicating with Peter. Review eachstatement with Peter and identify those methods of communication that result in frustration or reducedperformance. By sharing this information, both parties can negotiate a communication system that ismutually agreeable.

Peter Hua

Do not:

Give him your opinion unless asked.

Legislate or muffle--do not overcontrol the conversation.

Leave decisions hanging in the air.

Let him overpower you with verbiage.

Be paternalistic.

Be curt, cold or tight-lipped.

Drive on to facts, figures, alternatives or abstractions.

Ramble.

Talk down to him.

"Dream" with him or you will lose time.

Be dictatorial.

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COMMUNICATION TIPS

This section provides suggestions on methods which will improve Peter's communications with others. Thetips include a brief description of typical people with whom he may interact. By adapting to thecommunication style desired by other people, Peter will become more effective in his communications withthem. He may have to practice some flexibility in varying his communication style with others who may bedifferent from himself. This flexibility and the ability to interpret the needs of others is the mark of a superiorcommunicator.

Peter Hua

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

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

Factors that will create tension ordissatisfaction:

Talking about things that are not relevant tothe issue.Leaving loopholes or cloudy issues.Appearing disorganised.

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

Provide a warm and friendly environment.Do not deal with a lot of details (put them inwriting).Ask "feeling" questions to draw their opinionsor comments.

Factors that will create tension ordissatisfaction:

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

When communicating with a person who is patient,predictable, reliable, steady, relaxed and modest:

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

Factors that will create tension or dissatisfaction:

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

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

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

Factors that will create tension or dissatisfaction:

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


IDEAL ENVIRONMENT

This section identifies the ideal work environment based on Peter's basic style. People with limited flexibilitywill find themselves uncomfortable working in any job not described in this section. People with flexibilityuse intelligence to modify their behaviour and can be comfortable in many environments. Use this section toidentify specific duties and responsibilities that Peter enjoys and also those that create frustration.

Peter Hua

Needs difficult assignments.

Assignments with a high degree of people contacts.

Democratic supervisor with whom he can associate.

Forum for his ideas to be heard.

Work with a results-oriented team.

Freedom from control and detail.

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PERCEPTIONS

A person's behaviour and feelings may be quickly telegraphed to others. This section provides additionalinformation on Peter's self-perception and how, under certain conditions, others may perceive his behaviour.Understanding this section will empower Peter to project the image that will allow him to control the situation.

Peter Hua

"See Yourself As Others See You"

SELF-PERCEPTION

Peter usually sees himself as being:

Enthusiastic OutgoingCharming InspiringPersuasive Optimistic

OTHERS' PERCEPTION

Under moderate pressure, tension, stress or fatigue, others maysee him as being:

Self-Promoting GlibOverly Optimistic Unrealistic

And, under extreme pressure, stress or fatigue, others may seehim as being:

Overly Confident TalkativePoor Listener Self-Promoter

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DESCRIPTORS

Based on Peter's responses, the report has marked those words that describe his personal behaviour. Theydescribe how he solves problems and meets challenges, influences people, responds to the pace of theenvironment and how he responds to rules and procedures set by others.

Peter Hua

Dominance

Demanding

Egocentric

DrivingAmbitiousPioneeringStrong-WilledForcefulDeterminedAggressiveCompetitiveDecisiveVenturesome

InquisitiveResponsible

Conservative

CalculatingCooperativeHesitantLow-KeyedUnsureUndemandingCautious

MildAgreeableModestPeaceful

Unobtrusive

Influencing

Effusive

Inspiring

MagneticPoliticalEnthusiasticDemonstrativePersuasiveWarmConvincingPolishedPoisedOptimistic

TrustingSociable

Reflective

FactualCalculatingSceptical

LogicalUndemonstrativeSuspiciousMatter-of-FactIncisive

PessimisticMoody

Critical

Steadiness

Phlegmatic

RelaxedResistant to ChangeNondemonstrative

Passive

Patient

Possessive

PredictableConsistentDeliberateSteadyStable

Mobile

ActiveRestlessAlertVariety-OrientedDemonstrative

ImpatientPressure-OrientedEagerFlexibleImpulsiveImpetuous

Hypertense

Compliance

Evasive

WorrisomeCarefulDependentCautiousConventionalExactingNeat

SystematicDiplomaticAccurateTactful

Open-MindedBalanced Judgment

Firm

IndependentSelf-WilledStubborn

Obstinate

OpinionatedUnsystematicSelf-RighteousUninhibitedArbitraryUnbending

Careless with Details


NATURAL AND ADAPTED STYLE

Peter's natural style of dealing with problems, people, pace of events and procedures may not always fitwhat the environment needs. This section will provide valuable information related to stress and thepressure to adapt to the environment.

Peter Hua

PROBLEMS - CHALLENGES Natural

Peter is quite inquisitive and wants tobe seen as an outwardly competitiveperson who is adventuresome bynature. He is results-oriented andlikes to be innovative in his approachto problem solving. Peter is notnecessarily confrontational by nature,but if a problem does exist he will notturn down the opportunity forconfrontation.

Adapted

Peter sees the need to be somewhatconservative in his approach to solvingproblems. He wants to acceptchallenges but will be calculated in hisresponse.

PEOPLE - CONTACTS Natural

Peter's natural style is to usepersuasion and emotion to theextreme. He is positive and seeks towin by the virtues of his personalityand verbal skills. He will convince youthat what he is saying is not only right,but is exactly what is needed. Hedisplays enthusiasm for almost anyproject.

Adapted

Peter sees no need to change hisapproach to influencing others to hisway of thinking. He sees his naturalstyle to be what the environment iscalling for.

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NATURAL AND ADAPTED STYLE

Peter Hua

PACE - CONSISTENCY Natural

Peter is deliberate and steady. He iswilling to change, if the new directionis meaningful and consistent with thepast. He will resist change forchange's sake.

Adapted

Peter feels the need for mobility andthe absence of routine. He feelscomfortable juggling several projectsat one time and can move from oneproject to another fairly easily.

PROCEDURES - CONSTRAINTS Natural

Peter does not like constraints, attimes he can be somewhat defiant andrebellious. He has a tendency to lacksocial tact and diplomacy whenconfronted with too many orunreasonable constraints. He seeksadventure and excitement and wantsto be seen as his own person.

Adapted

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

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ADAPTED STYLE

Peter sees his present work environment requiring him to exhibit the behaviour listed on this page. If thefollowing statements DO NOT sound job related, explore the reasons why he is adapting this behaviour.

Peter Hua

Making tactful decisions.

Being independent and innovative.

Optimistic, future-oriented outlook.

Flexibility.

Participative decision making.

Being creative and unconventional in making a point.

Using a creative approach in decision making.

Flaunting independence.

Preferring people involvement over task focus.

Maintaining an ever-changing, friendly, work environment.

Firm commitment to accomplishments.

Motivating people to take action by using persuasive skills.

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KEYS TO MOTIVATING

This section of the report was produced by analysing Peter's wants. People are motivated by the things theywant; thus wants that are satisfied no longer motivate. Review each statement produced in this section withPeter and highlight those that are present "wants."

Peter Hua

Peter wants:

To be measured by results.

A manager who practices participative management.

Public recognition of his ideas and results.

No restrictions to hamper results.

Freedom to talk and participate on the team.

Rewards to support his dreams.

Freedom from many rules and regulations.

Independence.

Freedom from control and detail.

A support system to do the detail work.

Exposure to those who appreciate his results.

Group activities outside the job.

Participation in meetings on future planning.

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KEYS TO MANAGING

In this section are some needs which must be met in order for Peter to perform at an optimum level. Someneeds can be met by himself, while management must provide for others. It is difficult for a person to entera motivational environment when that person's basic management needs have not been fulfilled. Reviewthe list with Peter and identify 3 or 4 statements that are most important to him. This allows Peter toparticipate in forming his own personal management plan.

Peter Hua

Peter needs:

Documentation of expected results.

To mask emotions when appropriate.

To handle routine paperwork only once.

Restraints, or program to calculate the risk involved by hisdecisions.

To be informed of things which affect him.

Support in doing excessive detail work.

Better organisation of record keeping.

Participatory management.

Authority equal to responsibility.

Recognition that limits and rules do exist, and why.

A tolerant boss.

To maintain focus on results and not sacrifice productivity justto make everyone happy.

More control of body language.

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TIME WASTERS

This section of your report is designed to identify time wasters that may impact your overall time useeffectiveness. Possible causes and solutions will serve as a basis for creating an effective plan formaximising your use of TIME and increasing your PERFORMANCE.

Peter Hua

1. DESIRE TO BE INVOLVED WITH TOO MANY PEOPLE

The desire to be involved with too many people is involvementthat extends beyond business interactions to the point ofinterfering with work. Beyond being friendly, it is excessivesocialising.

POSSIBLE CAUSES:Have many interestsWant to be seen as one of the gangNeed praise and approval from others

POSSIBLE SOLUTIONS:Recognise your time constraintsBe selective in getting involved in activitiesMonitor energy levelKeep personal and job related priorities in view

2. LONG LUNCHES

Long lunches are those that extend beyond the normal time foreating. They could be kept within a specific time frame but arenot.

POSSIBLE CAUSES:Get involved in the excitement of conversation and forgetabout timeSee long lunches as a networking opportunityLike doing business in a social, non-threateningenvironmentUse long lunches as a way to avoid unpleasant tasks,people or the work environment

POSSIBLE SOLUTIONS:Set a specific time for lunch and STICK TO ITHave meetings in the officeSet meetings right after lunchHave working lunches

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TIME WASTERS

Peter Hua

3. PROCRASTINATION

Procrastination is the process of delaying action. It is also theinability to begin action.

POSSIBLE CAUSES:Priorities have not been setDo not see projects or tasks clearlyOverwhelmed with commitmentsHope that time will solve or eliminate the problemFear of failure

POSSIBLE SOLUTIONS:Set goals and establish prioritiesBreak large projects into small steps and do one at a timeAgree to follow established prioritiesConsider consequences if it does not get doneRemind yourself that you will avoid the stress of puttingsomething off until the last minute

4. INABILITY TO SAY NO.

The inability to say no is when you are unable to or feelpowerless to refuse any request.

POSSIBLE CAUSES:Have many interests and want to be involvedConfuse prioritiesFail to set prioritiesDo not want to hurt others' feelingsDo not want to refuse a superior's requestDo not feel comfortable giving "real" reason and does notwant to lie

POSSIBLE SOLUTIONS:Realistically evaluate how much time is availableUnderstand limitations and what can be done wellSet daily and long-term prioritiesLearn to say no to those people and tasks that do notsupport daily and long-term priorities

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TIME WASTERS

Peter Hua

5. POOR FILING SYSTEM

A poor filing system is one that has no predetermined methodfor subject matter grouping. It is one that you may understandbut is not usable by others who may need to retrieveinformation from your files.

POSSIBLE CAUSES:Have not determined or prioritised subject matter groupingsCategorise by emotions

POSSIBLE SOLUTIONS:Set up a cataloguing system that you AND others can useeasilyHave someone assist you in setting up a systemUse cross-referencing indexesComputerise information

6. CLUTTERED DESK

A cluttered desk is one that is overloaded by papers, suppliesand equipment to the point of impacting the ability to beproductive.

POSSIBLE CAUSES:See organizing and filing activities as a waste of timeWant everything at fingertipsDo not conceptualise a system for grouping information andmaterialsHave not established a timeline for tasks or projects

POSSIBLE SOLUTIONS:Handle each piece of mail only once, i.e. pitch it, file it ordelegate itSet up (or have someone else set up) an informationstorage and retrieval systemGet off mailing lists that are of no interest to youRemind yourself that the time it takes to open "junk" mailrobs you of time for more important tasksEstablish a time limit for certain projects and only havecurrent project material on your desk

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AREAS FOR IMPROVEMENT

In this area is a listing of possible limitations without regard to a specific job. Review with Peter and crossout those limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance anddevelop an action plan to eliminate or reduce this hindrance.

Peter Hua

Peter has a tendency to:

Be too verbal in expressing criticism.

Act impulsively--heart over mind, especially if his security is notperceived to be threatened.

Take information at face value without validation or substantialinvestigation.

Be optimistic regarding possible results of his projects or thepotential of his people.

Underinstruct and overdelegate--will rely on personality asopposed to a disciplined approach to follow-up.

Be inattentive to detail unless that detail is important to him or ifdetail work is of a short duration.

Be inattentive to details--only attentive to results: "Do not askhow I did it, just if I succeeded."

Be so enthusiastic that he can be seen as superficial.

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

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ACTION PLAN

Peter Hua

The following are examples of areas in which Peter may want to improve. Circle 1 to 3areas and develop action plan(s) to bring about the desired results. Look over thereport for possible areas that need improvement.

Communicating (Listening)DelegatingDecision MakingDiscipliningEvaluating PerformanceEducation

Time ManagementCareer GoalsPersonal GoalsMotivating OthersDeveloping PeopleFamily

Area: ___________________________________

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3.

Area: ___________________________________

1.

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Area: ___________________________________

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Date to Begin: ____________ Date to Review: ____________


BEHAVIOURAL FACTOR INDICATOR™

Management Version

Peter Hua

Classifying management behaviour is not an easy undertaking, largely because thereare so many variables on which classifications could be based. The classifications inthis report are purely behavioural. Behavioural measurement can be classified as howa person will do a job. No consideration has been given to age, experience, training orvalues.

Your report will graphically display your behavioural skills in 12 specific factors. Eachfactor was carefully selected allowing anyone to be successful if they meet thebehavioural demands of the job.

The Natural graph represents your natural behaviour - the behaviour you bring to thejob. The Adapted graph measures your response to the environment - the behaviouryou think is necessary to succeed at a job. If your Adapted graph is significantlydifferent from your Natural, you are under pressure to change or "mask" yourbehaviour.

Read and compare your graphs. Look at each factor and the importance of that factorto the successful performance of your job. Your Adapted graph will identify the factorsyou see as important and shows you where you are focusing your energy.

Knowledge of your behaviour will allow you to develop strategies to win in anyenvironment you choose.


SPECIFIC FACTOR ANALYSIS

Peter Hua

DECISIVENESS/RESULTS ORIENTED0 1 2 3 4 5 6 7 8 9 10

7.50 7.75

NaturalAdapted

SENSE OF URGENCY0 1 2 3 4 5 6 7 8 9 10

7.50 8.00

NaturalAdapted

VISION FOR THE FUTURE0 1 2 3 4 5 6 7 8 9 10

8.50 8.25

NaturalAdapted

MOTIVATING OTHERS0 1 2 3 4 5 6 7 8 9 10

7.75 7.50

NaturalAdapted

SELF-CONFIDENCE0 1 2 3 4 5 6 7 8 9 10

7.50 7.50

NaturalAdapted

CUSTOMER/EMPLOYEE INTERFACE0 1 2 3 4 5 6 7 8 9 10

7.00 6.75

NaturalAdapted

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SPECIFIC FACTOR ANALYSIS

Peter Hua

LISTENING0 1 2 3 4 5 6 7 8 9 10

4.00 3.75

NaturalAdapted

FOLLOW-UP AND FOLLOW-THROUGH0 1 2 3 4 5 6 7 8 9 10

5.00 4.75

NaturalAdapted

CONSISTENCY0 1 2 3 4 5 6 7 8 9 10

4.25 4.25

NaturalAdapted

PAPERWORK0 1 2 3 4 5 6 7 8 9 10

4.00 3.75

NaturalAdapted

ATTENTION TO DETAIL0 1 2 3 4 5 6 7 8 9 10

4.50 4.00

NaturalAdapted

FOLLOWING POLICY0 1 2 3 4 5 6 7 8 9 10

4.25 4.50

NaturalAdapted

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STYLE INSIGHTS® GRAPHS

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Peter Hua30/10/2011

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THE SUCCESS INSIGHTS® WHEEL

Peter Hua

The Success Insights® Wheel is a powerful tool popularised in Europe. In addition to thetext you have received about your behavioural style, the Wheel adds a visualrepresentation that allows you to:

View your natural behavioural style (circle).

View your adapted behavioural style (star).

Note the degree you are adapting your behaviour.

If you filled out the Work Environment Analysis, view the relationship of your behaviourto your job.

Notice on the next page that your Natural style (circle) and your Adapted style (star) areplotted on the Wheel. If they are plotted in different boxes, then you are adapting yourbehaviour. The further the two plotting points are from each other, the more you areadapting your behaviour.

If you are part of a group or team who also took the behavioural assessment, it would beadvantageous to get together, using each person's Wheel, and make a master Wheel thatcontains each person's Natural and Adapted style. This allows you to quickly see whereconflict can occur. You will also be able to identify where communication, understandingand appreciation can be increased.


THE SUCCESS INSIGHTS® WHEEL

Peter Hua

Peter Hua30/10/2011

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Adapted: H (3) PROMOTER

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INTRODUCTIONMotivators Section

Peter Hua

Knowledge of an individual's attitudes help to tell us WHY they do things. A review of anindividual's experiences, references, education and training help to tell us WHAT they can do.Behavioural assessments help to tell us HOW a person behaves and performs in the workenvironment. The PIAV report measures the relative prominence of six basic interests orattitudes (a way of valuing life): Theoretical, Utilitarian, Aesthetic, Social, Individualistic andTraditional.

Attitudes help to initiate one's behaviour and are sometimes called the hidden motivatorsbecause they are not always readily observed. It is the purpose of this report to help illuminateand amplify some of those motivating factors and to build on the strengths that each personbrings to the work environment.

Based on your choices, this report ranks your relative passion for each of the six attitudes. Yourtop two and sometimes three attitudes cause you to move into action. You will feel positive whentalking, listening or doing activities that satisfy your top attitudes.

The feedback you will receive in this section will reflect one of three intensity levels for each ofthe six attitudes.

STRONG - positive feelings that you need to satisfy either on or off the job.

SITUATIONAL - where your feelings will range from positive to indifferent based on otherpriorities in your life at the time. These attitudes tend to become more important as your topattitudes are satisfied.

INDIFFERENT - your feelings will be indifferent when related to your 5th or 6th attitude.

YOUR ATTITUDES RANKING

1st INDIVIDUALISTIC Strong

2nd TRADITIONAL Strong

3rd SOCIAL Situational

4th THEORETICAL Situational

5th UTILITARIAN Situational

6th AESTHETIC Indifferent

Copyright © 1989-2010. Use by Target Training International, Ltd. permitted under license agreement. All rights reserved.28

INTRODUCTIONMotivators Section

Peter Hua

How to get the most from this report

1. Add, delete, and write comments in this document and consider it a work-in-progresshandbook 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 thebest steps ahead based on what the report reveals and current experiences.

3. As appropriate, share the information on the Team Building Summary with peers andmanagers at whatever level of disclosure feels comfortable. As communication is a two-wayprocess, peers and managers are encouraged to share similar information from their ownTeam 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 maintainingoptimal 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 Organisation; Keys to Managing and Motivating; Training, ProfessionalDevelopment and Learning Insights; Continuous Quality Improvement.

A Norms and Comparisons section that reveals where your values are compared to thenational 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.


INDIVIDUALISTIC/POLITICAL

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

Peter Hua

General Characteristics

Peter has a strong desire to be his own person.This high individualism may be demonstrated in a variety ofobservable ways; In creative problem solving, in a risk-takingattitude, etc.He surprises others with spontaneous ideas or responses.He experiences a feeling of accomplishment in beingrecognised for completing a tough assignment in a creativeway.Enjoys working in his own way and own methods.Prefers to make his own decisions about how an assignment orproject is to be accomplished.Independent.Likes to have his own niche; the place where he can excel.There is a tendency to push the envelope a bit in situationswhere winning is desired.

Value to the Organisation

Ability to take a stand and not be afraid to be different in eitherideas or approaches to problem solving.Brings creative ideas.Not afraid to take calculated risks.Desires to be an individual and celebrate differences.Brings a variety of different and energetic ideas to theworkplace.Enjoys making presentations to small or large groups, and isgenerally perceived as an engaging presenter by his audience.

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45 43 20 47 50 47THE. UTI. AES. SOC. IND. TRA.


INDIVIDUALISTIC/POLITICAL

Peter Hua

Keys to Managing and Motivating

Allow bandwidth to grow and experiment with new projects,ideas, and responsibilities.Let him work with an idea, develop it, and run with it for awhilebefore making a judgment call.Create an environment that provides security while itencourages taking appropriate risks.Peter brings a variety of strengths to the team that may nothave been utilised. Explore the possibilities of expanding theseopportunities.He will appreciate "air-time" at meetings to share ideas withothers on the team.

Training, Professional Development and LearningInsights

Learning and professional development activities should beflexible, having a wide variety of options.Attempt to provide enough creative space for him to expresshis uniqueness.Link some of the benefits of the learning activity to enhancingability to make a special and unique contribution to the team.

Continuous Quality Improvements

Unique approaches do not always result in complete success,and may cause conflict with others if sensitivity is not used.Needs to remember that his good ideas are not the only goodideas.Needs to listen more and speak less.

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TRADITIONAL/REGULATORY

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

Peter Hua


Has a moderately high drive for routine and order.Believes that conformity to traditional patterns is important.Follows procedures and processes accurately.Documents activities in a consistent manner.Believes in obedience to the promises he makes.Likes to know how to do something before doing it so that itgets done correctly the first time.Has developed and tested his own methods and will maintainthose methods unless a case for change is established.Relies on a sense of security that comes from studying andadhering to procedures and routines.


Stays focused on the aspects important to the completion of theproject.Can organise tasks very effectively.Produces accurate, detailed results.Stays on top of projects and makes sure they stay moving.Has a high sense of accomplishment that comes from seeing adetailed project through to completion, with high quality control.


Give Peter a detailed written procedure to follow or show himhow to do it and he will write the procedure.Tell him why he is responsible for a specific job or procedure. Ifit makes sense to him, he will have a positive attitude toward it.Stick to the prescribed schedule or flow chart.Listen to Peter when he wants to alter the rules or procedures;it may be of benefit to the project at large.Do not present criticism in front of co-workers.

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TRADITIONAL/REGULATORY

Peter Hua


Prefers individual activities, or those with high structure, detailor protocol.Tends to be very well disciplined in learning and professionaldevelopment situations.Likes to know why a learning project is being initiated and whyhe needs to be involved.


Do not get too hung up on the rules.If rules are set as "must follow," be certain they are enforced forall.Needs to look more at the big picture when trying to solveproblems.

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SOCIAL/ALTRUISTIC

Those who score very high in this value have an inherent love of people. The Social/Altruistic person prizesother 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, theSocial/Altruistic person regards helping others as the only suitable form for human relationships. Researchinto this value indicates that in its purest form, the Social/Altruistic interest is selfless.

Peter Hua


Shows an appropriate and realistic approach to helping others,without being an extremist.Has the ability to balance decisions about whether or not toshare with and help others.Able to balance own needs against the needs of others, andwork in ways that both achieve and succeed.Can support and understand the positions of individuals witheither a higher or lower Social/Altruistic score.Can bring a sense of stability to issues around thisSocial/Altruistic dimension.


Brings flexibility to the team regarding this Social/Altruistic area.He is able to say "yes," but also knows where to draw the lineand say "no," when appropriate.Projects a stabilising and realistic influence on the team.Able to appreciate the needs of individuals with either a higheror lower Social/Altruistic score.Demonstrates the ability to help and go the extra mile without anegative impact on his own responsibility and work load.Is not an extremist, and therefore is able to bring balance to theteam when Social/Altruistic issues emerge.

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SOCIAL/ALTRUISTIC

Peter Hua


Remember that Peter shows a practicality and realismregarding helping others.Recognise that this middle ground between the extremes ofselfishness and selflessness may be an appropriate stabilisingforce.Peter brings a balance between the extremes of giving andtaking with regard to team efforts and organisationalcompetition.Support the strength that he brings in being a balance betweenthose who may give too much away, versus those who may notgive enough.


Explore the professional development insights from some of theother Values scales to determine more specific preferences.Becomes engaged in training activities because he sees it as apart of necessary growth and professional improvement.Tends to be supportive of the training efforts as well assupportive of the trainer(s).


It is important to review other Values drives for a morecomplete look at areas for quality improvement.On some service-related issues within this organisation, hemay need to take a more visible position with the team.May occasionally feel conflict as to whether or not to participatein certain service or "giving" activities.

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THEORETICAL

The primary drivers with this value are the discovery of KNOWLEDGE and appetite for LEARNING. Inpursuit of this value, an individual takes a "cognitive" attitude. Such an individual is nonjudgmentalregarding the beauty or utility of objects and seeks only to observe and to reason. Since the interests of thetheoretical person are empirical, critical and rational, the person appears to be an intellectual. The chief aimin life is to order and systematise knowledge: knowledge for the sake of knowledge.

Peter Hua


His Theoretical need is not the most important or primarydriving values factor.Peter may provide a balance between the very high theoreticalapproaches, and the very low approaches, and be able tocommunicate with each side.Is able to understand the needs of big picture issues, andappreciate the needs of trivial or minute issues without being anextremist.Brings a sense of balance and stability to a variety of technicalissues impacting the team.Peter typically will not get bogged down in minutia, nor will heignore the details when decision-making.


Peter demonstrates awareness of the necessary technicalfeatures, and responds as needed on-the-job.Brings flexibility to the team; that is, being detail-oriented whennecessary, and being practically-oriented other times.Is a stabilising force on the team.Is able to appreciate the needs of both the higher and lowerTheoreticals.Shows curiosity about technical details without getting boggeddown.

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THEORETICAL

Peter Hua


Remember that he has the ability to be a balancing andstabilising agent on high knowledge-driventasks/assignments/projects.Peter brings a knowledge-drive typical of many businessprofessionals.Include the perspective he brings in order to gain amiddle-ground understanding.Check for other values drives that may be higher or lower thanthis one in order to gain a more complete picture of specifickeys to managing and motivating.

Training, Professional Development & LearningInsights

Is rather flexible and accepting of most training programsoffered in the organisation.Understands the needs of the high Theoreticals who want moreinformation, and the lower Theoreticals who want only thenecessary information.Please check other areas of higher or lower values drive foradditional insight into professional development needs.


May need to be a bit more demonstrative on some complextheoretical issues.May be asked to take a firmer stand or position on teaminitiatives.May need to examine other values drives to determine theimportance of this Theoretical drive factor.

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UTILITARIAN/ECONOMIC

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

Peter Hua


Peter is considered rather practical and realistic about money.There is no visible "what is in it for me" factor in the interactionhe has with others.Peter's driving factors should be measured against other peakson the Values graph.He has the ability to identify with and understand otherindividuals who have both a lower or higherUtilitarian/Economic drive than he does.This score should not be confused with average economicachievement. Many executives and others who score in thisarea may have already achieved substantial economic goals oftheir own. As a result, money itself may no longer motivate likeit used to.This score indicates an economic motivation much like that ofthe average businessperson.


Peter is motivated by more than money alone; it is some of theother peaks that occur on the Values graph.Is a good team player in helping others with projects andinitiatives without requiring an economic return of his own.Is not an extremist and therefore a stabilising force wheneconomic issues emerge.Is able to balance both needs and perspectives of those withsubstantially different economic drives.Tends to be a good team player because he does not try tocompete to the extent of creating dissent within the group, teamor office.

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UTILITARIAN/ECONOMIC

Peter Hua


Utilise the perspective that he brings to the team in being ableto balance the viewpoints of the higher and lowerUtilitarian/Economic drives.Remember that Peter may be motivated by other things inaddition to the paycheck. Be certain to recognise some ofthese other motivational areas within the workplace.Review the Values graph to determine other specific areas ofhigher drive factors as well as areas where drives are lower, orhave already been satisfied.Avoid measuring his performance by economic scales only.


May be somewhat flexible in preferences. Enjoys bothcooperative and competitive learning activities.Please check other Values graph peaks and valleys to obtainadditional professional development insights.He engages in training and development activities in asupportive manner.


Assist in those areas or projects where there may be potentialfor greater financial reward.Recognise that those with higher economic drive factors todemonstrate their strengths or voice their ideas.If there is already a level of economic comfort, Peter may needto allow greater voice to those who have not yet achieved theirown economic comfort zone.

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AESTHETIC

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

Peter Hua


Shows a bottom-line practicality regarding Aestheticenvironment and organisational resources: there must be a setof mutual wins.Check the full results and graph of the inventory to determinethose values that were ranked in a higher field than thisAesthetic area.Able to allow others on the team a greater voice andexpression of their creativity. May not need a high-visibilityprofile.Keeps an ear to the revenue-clock of an organisation, and doesnot want to waste time or money on ambience issues if it doesnot affect productivity.Not necessarily worried about form and beauty in his workenvironment.What Peter defines as his passion in life will be found in highervalues scales in this report.The utility of something is more important than its beauty, formand harmony.Surroundings lacking aesthetics will not stifle his creativity.


Unpleasant surroundings will not adversely affect hisproductivity and creativity.Sees a wider spectrum of the picture, not just from the artisticviewpoint.Not easily swayed in terms of emotional issues.Good business-sense and a good eye for that which ispractical.

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AESTHETIC

Peter Hua


Appeal to the practical side that he shows in projects andleadership.Remember that practical talent is just as important as highlycreative talent when supporting team efforts.Provide sincere recognition for contributions.Check areas for higher Values drives to determine a blend ofother management or motivational insights.Structure job enrichment strategies into the reward system,especially those that will appeal to higher Values scores.


Make training and development activities as practical aspossible.Brings a bottom-line orientation to training venues and isflexible about the environment of the training session.Link learning and professional development to other items ofgreater self-interest.


Seen as overly business-like by some, but this comes from thepractical side of his workplace values.Needs to be more sensitive to others need for an aestheticallypleasant workplace.Needs to be aware of others who may have a strongerAesthetic drive, and respect the differences.

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MOTIVATORS - NORMS & COMPARISONS

Peter Hua

For years you have heard statements like, "Different strokes for different folks," "to each hisown," and "people do things for their own reasons, not yours." When you are surrounded bypeople who share similar values, you will fit in with the group and be energised. However, whensurrounded by people whose values are significantly different from yours, you may be perceivedas out of the mainstream. If the differences are understood, each brings strengths to theequation. If not understood, these differences can induce stress or conflict. When confrontedwith 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 toconflict. The further away you are from the mainstream on the high side, the more people willnotice your passion about that value. The further away from the mainstream on the low side, themore people will view you as indifferent and possibly negative about that value. The shadedarea for each value represents 68 percent of the population or scores that fall within onestandard deviation above or below the national mean.

NORMS & COMPARISONS TABLE - Norm 2011

THEORETICAL

UTILITARIAN

AESTHETIC

SOCIAL

INDIVIDUALISTIC

TRADITIONAL

Mainstream*

Mainstream*

Indifferent*

Mainstream*

Mainstream*

Mainstream*

- 68 percent of the population - national mean * - your score

Mainstream - one standard deviation of the national meanPassionate - two standard deviations above the national meanIndifferent - two standard deviations below the national meanExtreme - three standard deviations from the national mean


MOTIVATORS - NORMS & COMPARISONS

Peter Hua

Areas where others' strong feelings may frustrate you as you do not share their same passion:

People who emphasise the need for beauty, form and harmony in all aspects of their life mayfrustrate you. You have other priorities.


PERSONAL INTERESTS, ATTITUDES AND VALUES

Your motivation to succeed in anything you do is determined by your underlying values. You will feelenergised and successful at work when your job supports your personal values. They are listed below fromthe highest to the lowest.

Peter Hua

1. INDIVIDUALISTIC/POLITICAL0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.3

4.8*2. TRADITIONAL/REGULATORY0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.8

4.5*3. SOCIAL0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.8

5.7*4. THEORETICAL0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.5

5.7*5. UTILITARIAN/ECONOMIC0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.2

6.2*6. AESTHETIC0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

1.3

3.2*

* 68% of the population falls within the shaded area.PIAV: 45-43-20-47-50-47 (THE.-UTI.-AES.-SOC.-IND.-TRA.)

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MOTIVATION INSIGHTS® GRAPH

Peter Hua

Peter Hua30/10/2011

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national meanNorm 2011

THE. UTI. AES. SOC. IND. TRA.

Rank 4th 5th 6th 3rd 1st 2nd


MOTIVATORS WHEEL™

Peter Hua

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THEORETICAL

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2nd47


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 yourspecific professional environment.

Peter Hua

Area 1: The greater or global mission of the team or organisation.

In the space below indicate briefly one or two areas of strength that you bring to thegreater mission of the organisation at large.

Area 2: An immediate or shorter-term mission, task or purpose of a smaller groupof people with whom you work on day-to-day operations.

In the space below, indicate briefly one or two areas of strength (different from thoseabove), that you bring to the shorter-term tasks or day-to-day operations.


QUALITY IMPROVEMENT ACTION PLAN

Peter Hua

In the area below, respond briefly as indicated. Base your answers on some of theinformation 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 ondoing.

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 increasepersonal 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 personaleffectiveness.

1.

Today's Date: ______________ Date to review with mentor or peer:____________


TEAM BUILDING SUMMARY OF WORKPLACE VALUES

Peter Hua

Pick the most important item in each category from your report in the topic areasindicated. Leave a line blank if no primary item emerges to you. This summary sheet is tobe 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 atwo-way process.

(Remember, these items are related to one's intrinsic drive factors, their 'hiddenmotivators' not readily observable. These items are of critical importance to one's longrange success. This list illuminates why we do what we do.)

General Characteristics1. Theoretical ______________________________________________________________________________________________________________________________2. Utilitarian/Economic _______________________________________________________________________________________________________________________3. Aesthetic ________________________________________________________________________________________________________________________________4. Social/Altruistic ___________________________________________________________________________________________________________________________5. Individualistic/Political ______________________________________________________________________________________________________________________6. Traditional/Regulatory______________________________________________________________________________________________________________________

Value to the Organisation1. Theoretical ______________________________________________________________________________________________________________________________2. Utilitarian/Economic _______________________________________________________________________________________________________________________3. Aesthetic ________________________________________________________________________________________________________________________________4. Social/Altruistic ___________________________________________________________________________________________________________________________5. Individualistic/Political ______________________________________________________________________________________________________________________6. Traditional/Regulatory______________________________________________________________________________________________________________________


TEAM BUILDING SUMMARY OF WORKPLACE VALUES

Peter Hua

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______________________________________________________________________________________________________________________

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. _______________________________________________________________________________________________________________________________________
