walter frankel psychometric profile test - nov 2015

Copyright 2015 Innermetrix Incorporated • All rights reserved

Walter FrankelNovember 11, 2015

This Innermetrix ADVanced Insights Profile combines the best of three world-class profiles.

The Attribute Index measures how you think and make decisions. The Values Indexmeasures your motivational style and drivers and the DISC Index measures yourpreferred Behavioral style. Together they create WHAT, WHY and HOW (i.e., Whatnatural talents do you have, Why are you motivated to use them and How do youprefer to use them.)

This level of self-awareness and discovery are the core to achieving peak performancein any role or endeavor, to ensure that you properly align what you do best with howyou do it and why.

Alexandria, VA Office 703-822-8178Chicago, IL Office 708-888-0737St Louis, MO Office 314-858-6211

ADVanced Insights Profile Executive SummaryW

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Copyright 2015 Innermetrix Incorporated • All rights reserved 2

Natural and Adaptive Styles Comparison

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D67 / 49

I67 / 88

S32 / 25

C67 / 10

Natural Style: The natural style is how you behave when you arebeing most natural. It is your basic style and theone you adopt when you are being authentic andtrue to yourself. It is also the style that you revertto when under stress or pressure. Behaving in thisstyle, however, reduces your stress and tension andis comforting. When authentic to this style you willmaximize your true potential more effectively.

Adaptive Style: The adaptive style is how you behave when you feelyou are being observed or how you behave whenyou are aware of your behavior. This style is lessnatural and less authentic for you or your truetendencies and preferences. When forced to adaptto this style for too long you may become stressedand less effective.

ADVanced Insights Profile Seven Dimensions of Value and MotivationW

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Executive Summary of Walter's Values

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Aesthetic Economic Individualistic Political Altruist Regulatory Theoretical

norm

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Very LowAesthetic

You are not into artistic expression, or achieving balance and harmony in life. You are allabout the utilitarian, bottom-line results.

LowEconomic You are a team player and may put others' needs before self.

Very HighIndividualistic You demonstrate high independence and project self-confidence.

Very HighPolitical

You are a very strong leader, and able to take control of a variety of initiatives and maintaincontrol.

AverageAltruist You are concerned for others without giving everything away; a stabilizer.

HighRegulatory

You have a strong preference for following established systems or creating them if nonepresent.

HighTheoretical You have a high interest level in understanding all aspects of a situation or subject.

ADVanced Insights Profile Dimensional BalanceW

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0.96 / 0.91

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1

2

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10

Exte

rnal

Empathy8.6 -

PracticalThinking

8.8 =

SystemsJudgment

8.6 +

Inte

rnal

Self Esteem/Self Belief

7.6 -

RoleAwareness

8.6 +

Self Direction7.9 +

ADVanced Insights Profile Introduction to the DISC Index


The DISC IndexHOW do you prefer to use your talents based on your natural behavioral style?

ADVanced Insights Profile Executive SummaryW

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Natural and Adaptive Styles Comparison

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D67 / 49

I67 / 88

S32 / 25

C67 / 10

Natural Style: The natural style is how you behave when you arebeing most natural. It is your basic style and theone you adopt when you are being authentic andtrue to yourself. It is also the style that you revertto when under stress or pressure. Behaving in thisstyle, however, reduces your stress and tension andis comforting. When authentic to this style you willmaximize your true potential more effectively.

Adaptive Style: The adaptive style is how you behave when you feelyou are being observed or how you behave whenyou are aware of your behavior. This style is lessnatural and less authentic for you or your truetendencies and preferences. When forced to adaptto this style for too long you may become stressedand less effective.

ADVanced Insights Profile IntroductionW

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About This Report

Research conducted by Innermetrix shows that the most successful people share the common trait ofself-awareness. They recognize the situations that will make them successful, and this makes it easy forthem to find ways of achieving objectives that fit their behavioral style. They also understand theirlimitations and where they are not effective and this helps them understand where not to go or how notto be as well. Those who understand their natural behavioral preferences are far more likely to pursuethe right opportunities, in the right way, at the right time, and get the results they desire.

This report measures four dimensions of your behavioral style. They are:• Decisive — your preference for problem solving and getting results• Interactive — your preference for interacting with others and showing emotion• Stability — your preference for pacing, persistence and steadiness• Cautious — your preference for procedures, standards and protocols

This report includes:

• The Elements of DISC — Educational background behind the profile, the science and the fourdimensions of behavior

• The DISC Dimensions — A closer look at each of your four behavioral dimensions• Style Summary — A comparison of your natural and adaptive behavioral styles • Behavioral Strengths — A detailed strengths-based description of your overall behavioral style • Communication — Tips on how you like to communicate and be communicated with • Ideal Job Climate — Your ideal work environment • Effectiveness — Insights into how you can be more effective by understanding your behavior • Behavioral Motivations — Ways to ensure your environment is motivational • Continual Improvement — Areas where you can focus on improving • Training & Learning Style — Your preferred means of sharing and receiving styles • Relevance Section — Making the information real and pertinent to you • Success Connection — Connecting your style to your own life

ADVanced Insights Profile Four Components of BehaviorW

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The Elements of the DISC-Index

This DISC-Index report is unique in the marketplace for a number of reasons. You just completed thefirst ever click & drag DISC instrument on the market. This was constructed in a precise manner to allowfor ease of responses, even in the midst of many difficult decisions. This intuitive interface allows you tofocus on your answers, not the process.

Also, unlike other DISC instruments, this instrument allows you to rank all four items instead. As a result,this instrument produces zero waste in responses. Some instruments ask you to choose two items outof four, and leave two items blank. Those instruments have a 50% waste of terms, and do not providefor an efficient response process. The DISC Index instrument eliminates that response problem.

Another unique aspect of this DISC-Index report is that we present the DISC aspects of your behaviorboth as separate entities and as a dynamic combination of traits. This report presents the first time thateach of the DISC elements are separated and developed as pure entities of themselves. This can serveas an important learning tool as you explore the deeper aspects of DISC. Your unique pattern of DISCtraits is developed through the context of this report. Additionally, the following four pages will bedevoted to exploring your DISC scores as separate components within the unique combination of traitsthat you exhibit.

A comment on contradictions: You may read some areas of this report that may contradict other text.This is due to the fact that many of us show contradictory behaviors in the normal course of our dailyoperations. Each of us are at times talkative and other times more reflective, depending on how we areadapting our behavior. The expression of these contradictions is a demonstration of the sensitivity ofthis instrument to determine these subtle differences in our natural and adaptive style.


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A closer look at the four components of your behavioral style

Decisive

Problems:

How you tend toapproach problems and

makes decisions

High D

Demanding

Driving

Forceful

Daring

Determined

Competitive

Responsible

Inquisitive

Conservative

Mild

Agreeable

Unobtrusive

Low D

Interactive

People:

How you tend to interactwith others and share

opinions

High I

Gregarious

Persuasive

Inspiring

Enthusiastic

Sociable

Poised

Charming

Convincing

Reflective

Matter-of-fact

Withdrawn

Aloof

Low I

Stabilizing

Pace:

How you tend to pacethings in yourenvironment

High S

Patient

Predictable

Passive

Complacent

Stable

Consistent

Steady

Outgoing

Restless

Active

Spontaneous

Impetuous

Low S

Cautious

Procedures:

Your preference forestablished protocol/

standards

High C

Cautious

Perfectionist

Systematic

Careful

Analytical

Orderly

Neat

Balanced

Independent

Rebellious

Careless

Defiant

Low C


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Decisive

Your approach to problem-solving and obtaining results

The D in DISC represents Decisiveness. Your score on this scale, represented below, shows your locationon the D spectrum based on the pattern of your responses. A high score doesn't mean good, and a lowscore doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example:

Higher D —Tend to solve new problems very quickly and assertively. They take an active and direct approach toobtaining results. The key here is new problems such as those that are unprecedented or haven'thappened before. There may also be an element of risk in taking the wrong approach or developingan incorrect solution, but those with a High D score are willing to take those risks, even if they may beincorrect.

Lower D —Tend to solve new problems in a more deliberate, controlled, and organized manner. Again, the keyhere is new and unprecedented problems. The Lower D style will solve routine problems very quicklybecause the outcomes are already known. But, when the outcomes are unknown and the problem isan uncertain one, the Lower D style will approach the new problem in a calculated and deliberatemanner by thinking things through very carefully before acting.

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100Natural 67 / Adaptive 49 Your score shows a moderately high score on the 'D' spectrum. The

comments below highlight some of the traits specific to just yourunique score.

• The higher the stress, the less you are likely to hear and the moreyou are likely to act or command.

• You tend to be very decisive about problems, options, and newdirections to take.

• You are very resourceful and can adapt quickly and easily.• When under pressure, you can become more of a one-way

communicator (from you to others).• Your decision-making style is a rapid and straight-forward one.• You desire freedom from having to deal with detail; it restrains

your effectiveness.


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Interactive

Your approach to interacting with people and display of emotions.

The I in DISC represents Interactive. Your score on this scale represented below shows your location onthe I spectrum based on the pattern of your responses. A high score doesn't mean good, and a low scoredoesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example:

Higher I —Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key here isnew people whom one hasn't met before. Many other styles are talkative, but more so with peoplethat they've known for some time. The Higher I scores are talkative, interactive and open even withpeople whom they have just initially met. People scoring in this range may also be a bit impulsive.Generally speaking, those with the Higher I scores are generally talkative and outgoing.

Lower I —Tend to meet new people in a more controlled, quiet and reserved manner. Here's where the key word"new people" enters the equation. Those with Lower I scores are talkative with their friends and closeassociates, but tend to be more reserved with people they've just recently met. They tend to place apremium on the control of emotions, and approach new relationships with a more reflective approachthan an emotional one.

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100Natural 67 / Adaptive 88 Your score shows a moderately high score on the 'I' spectrum. The


• You can be pretty disorganized and lack great attention to detail.• You are affable and friendly when meeting new people.• You tend to be always ready to converse with a group, even with

people you've just met.• You make an effective coach or counselor for others on the team.• You prefer an environment with plenty of people contact.• You bring a definite optimistic attitude to projects and tasks.


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Stabilizing

Your approach to the pace of the work environment

The S in DISC represents Stabilizing. Your score on this scale represented below shows your location onthe S spectrum based on the pattern of your responses. A high score doesn't mean good, and a low scoredoesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example:

Higher S —Tend to prefer a more controlled, deliberative and predictable environment. They place a premium onsecurity of a work situation and disciplined behavior. They also tend to show a sense of loyalty to ateam or organization, and as a result, may have a greater longevity or tenure in a position than someother styles. They have an excellent listening style and are very patient coaches and teachers for otherson the team.

Lower S —Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom ofexpression and the ability to change quickly from one activity to another. They tend to become boredwith the same routine that brings security to the Higher S traits. As a result, they will seek opportunitiesand outlets for their high sense of urgency and high activity levels, as they have a preference forspontaneity.

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100Natural 32 / Adaptive 25 Your score shows a moderately low score on the 'S' spectrum. The


• Unexpected things keep things interesting for you.• You are restless and tend to push for faster results.• You seek the freedom to act alone in determining the best course

of action.• You prefer a more unstructured work environment.• You prefer to be mobile instead of chained to one desk or project

for too long.• You are very good at multitasking.


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Cautious

Your approach to standards, procedures, and expectations.

The C in DISC represents Cautiousness. Your score on the scale represented below shows your locationon the C spectrum based on the pattern of your responses. A high score doesn't mean good, and a lowscore doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example:

Higher C — Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom theyrespect. They like things to be done the right way according to the operating manual. "Rules are madeto be followed" is an appropriate motto for those with higher C scores. They have some of the highestquality control interests of any of the styles and frequently wish others would do the same.

Lower C —Tend to operate more independently from the rules and standard operating procedures. They tend tobe bottom-line oriented. If they find an easier way to do something, they'll do it by developing a varietyof strategies as situations demand. To the Lower C scores, rules are only guidelines, and may be bentor broken as necessary to obtain results.

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100Natural 67 / Adaptive 10 Your score shows a moderately high score on the 'C' spectrum. The


• You may be perceived as somewhat resistant to change.• You are somewhat restrained in expressing emotions.• You are excellent at gathering detailed information and

examples.• You can be skeptical of brand new ideas or fads until they are

sufficiently proven.• You believe that if it's worth doing, it's worth doing correctly the

first time.• You prefer a neat and clean work environment.

ADVanced Insights Profile Natural Style Pattern OverviewW

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Natural Style Pattern:

Your natural style is the way you tend to behave when you aren't thinking about it. This is where you are

most comfortable (natural). This is also the style you will revert back to when under stress or moving too

quickly to be consciously thinking about modifying your behavior. Finally, this is the style you should

seek to be true to in your daily roles. Being natural will return better results with less effort and stress.

The following statements are true to just your unique natural style:

• Demonstrates a very good potential for being a facilitator and communicator of the organization's

policies and values.

• May overuse position power or detail orientation to get own way.

• Tends to be considerate of others on the team and persuades in an assertive manner without being

demanding.

• When the organizational urgency gets high, works with the team to restore comfort and also get the

urgent project done successfully.

• Brings an appropriate balance between logic and emotion when communicating and motivating

others on the team.

• When offering individual or team criticism, usually do this in a positive and constructive manner, so

that no one loses self-esteem.

• Decisions are made by gathering facts and considering the needs of the people involved.

• Able to help initiate complex processes and activities.

ADVanced Insights Profile Adaptive Style Pattern OverviewW

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Adaptive Style Pattern:

This is the style of behavior you adapt to when you are conscious of your own behavior, when you feel

you are being observed or whenever you are trying to better fit a situation. This is not a natural style

for you, but still one of your two styles none-the-less. In other words, it is the way you feel you "should"

behave when thinking about it. The statements below are specific to your individual Adaptive style:

• Known as one with a remarkable ability to shift the mood from serious to lighthearted smoothly and

easily.

• You show a high trust level in the ability of others on the team to carry out their responsibilities and

commitments.

• You want to be seen as an easy person to be around, and won't deliberately antagonize others.

• You show motivation for a strong determination towards own agenda, and will work to motivate

others to that position.

• You are known for a great ability to meet others easily and readily, and are socially poised in small

or large group situations.

• Displays a high energy level, especially in social situations, and is very good at meeting new people.

• A moderate to higher risk taker, you may sometimes do the unexpected just to get attention, or

create a surprise situation.

• You are motivated by promoting ideas and generating enthusiasm in others.

ADVanced Insights Profile Ideas for Being More EffectiveW

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Based on your behavioral style there are certain opportunities for becoming more effective by being

aware of how you prefer, and enjoy, to behave. The items below may assist you in your professional

development growth. By understanding these items you may find explanations for why you may be stuck

in some areas of your life and why other aspects give you no trouble at all. You could be more effective

by:

• Having a complete explanation of the "what, why and how" of the task at hand.

• Working in a democratic environment.

• Having ample time to complete all tasks.

• Capitalize on your detail-orientation.

• Learning to say “no” more often, to prevent spreading yourself too thin.

• Relying on others more when under pressure.

• Being involved in the wider picture and scope of the work.

• Having clear and specific job descriptions and role responsibilities.

ADVanced Insights Profile Ideas for Staying More MotivatedW

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Your behavioral style will cause you to be motivated by certain factors in your environment. Having these

present may make you feel more motivated, and productive. The following are things that you may want

in your surroundings to feel optimally motivated:

• Acceptance as an important member of a group or team.

• Freedom of speech, and people to listen.

• Interesting activities outside of the work environment. Some with similar scores like to be involved

in volunteer and community activities.

• Public recognition of accomplishments and meeting of goals.

• A democratic environment with a free exchange of ideas.

• A system of support to assist with the details and follow-through.

• Assignments that allow for a variety of people-contacts.

• Social recognition for success on a project or achieving a goal.

ADVanced Insights Profile Strength-based InsightsW

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Each behavioral style contains certain unique strengths as a result of how your four behavioral dimensions

relate to each other. Understanding your own unique behavioral strengths is an important part of putting

your new level of self-awareness to work for your success and satisfaction. The following statements

highlight specific strengths of your behavioral style:

• Able to negotiate conflicts between people and teams in a win-win manner.

• Brings a sense of genuine enthusiasm to the team and organization.

• Able to communicate with external stakeholders and strangers very easily and get into the necessary

details in an engaging way.

• At meetings, will let the team know feelings in a positive and solution-oriented way.

• An optimistic team player.

• Aware of deadlines and able to juggle many issues simultaneously.

• Natural optimism helps others to feel more confident in the group activities.

• Able to handle both people and details with equal skill and confidence.

ADVanced Insights Profile Ideal Job/ClimateW

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Your behavioral style plays a significant role in determining what aspects of an environment you like.

The items below will help you understand what will define an ideal working climate for you. Based on

how you prefer to behave, an ideal climate for you is one that provides you with:

• Variety in the work tasks and multiple projects.

• Freedom of speech and expression.

• Freedom from many controls, detail, and paperwork.

• Freedom to move around, either in the office or around the country.

• A non-hostile working environment.

• Activities to get and maintain attention of others.

• Building a network of people and contacts with groups.

• Public recognition for accomplishments.

ADVanced Insights Profile Areas for Continual ImprovementW

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Along with strengths, all behavioral styles come with areas that could become weaknesses - if depended

upon or not acknowledged. The trick is not to manufacture a weakness in the first place by depending

on these things.

Here are a few items that could become problematic for you if not acknowledged or known. Your

awareness of the potentials below is your best step in making sure they remain only potential problems.

Due to your behavioral style, you may tend to:

• Get overly bogged down in details, especially under high pressure.

• Be overly optimistic in your ability to persuade or manage others.

• Be overly optimistic in judging the ability of others.

• Require an overly complete explanation of details before changes are made.

• Oversell your ideas a little too much.

• Stick to the plan a little too much sometimes.

• Withdraw ideas or your position in order not to make waves or create controversy.

• Trust people a bit too much and may get burned in the process.

ADVanced Insights Profile Preferred Training and Learning StyleW

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Based on how you tend to behave you have certain preferences for how you like to convey information,

teach, instruct or share knowledge with others. This is also true of how you like to receive information

and learn. Understanding your behavioral preferences here will help increase your effectiveness in

teaching or instructing others, and in being taught and learning.

How you prefer to share knowledge or teach:

• Knowledge gives the participants the ability to maximize their potential and share with others.

• Leads through factual persuasion.

• Appreciates intellectual recognition.

• Evaluations based on maximizing the participants' process and success.

• Presents detailed information in a logical and sequential manner.

• Likes to have an active learning environment.

• Structures events to inspire participants to act on their ideas and visions.

How you prefer to receive knowledge or learn:

• Wants to know what the experts think about the topic area or subject.

• Needs to know specifically what to do and when to do it.

• Likes self-discovery and trial and error methods occasionally.

• High expectations of performance.

• Likes spontaneity, flexibility, and variety in the learning environment.

• High perseverance in learning mode and will re-analyze facts until clarity emerges.

• Accepting of a more impersonal training/learning venue at times.

ADVanced Insights Profile Communication Insights for OthersW

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This page is unique in this report because it is the only one that doesn't speak directly to you, rather to

those who interact with you. The information below will help others communicate with you more

effectively by appealing to your natural behavioral style. The first items are things others SHOULD do to

be better understood by you (Do's) and the second list is of things others SHOULD NOT do (Don'ts) if

they want you to understand them well.

Things to do to effectively communicate with Walter:

• Provide a specific, step-by-step timetable with names and responsibilities.

• Be certain to conclude the communication with some modes of action and specific next-steps for all

involved.

• Free-up enough to be engaging, stimulating, and fast-paced.

• Make an organized appeal for support and contributions.

• Provide testimonials from people seen as important and prominent.

• Be accurate and realistic, don't over-inflate ideas or outcomes.

• List pros and cons to suggestions you make.

Things to avoid to effectively communicate with Walter:

• Don't use unreliable evidence or testimonials.

• Don't leave decisions hanging in the air.

• Don't be dogmatic.

• Don't whine about all of the work you have to do.

• Don't rush the issues or the decision-making process until you have buy-in.

• Don't be unrealistic with deadlines.

• Leave things up in the air, or to work out by chance.

ADVanced Insights Profile Relevance SectionW

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In order to make the most out of the information in this report it is important that you connect it to yourlife in a tangible way. To help you make this information your own, and pull out the most relevant parts,fill in the blanks below.

Decisiveness:How is your 'D' score relevant to your life?___________________________________________________________________________________________________________

Interacting:How is your 'I' score relevant to your life?___________________________________________________________________________________________________________

Stabilizing:How is your 'S' score relevant to your life?___________________________________________________________________________________________________________

Cautiousness:How is your 'C' score relevant to your life?___________________________________________________________________________________________________________

Overall Natural Style:What is one way in which your natural style relates to your life?___________________________________________________________________________________________________________

Overall Adaptive Style:What is one way in which your adaptive style relates to your life?___________________________________________________________________________________________________________

Strength-based insights:What specific strengths do you think connect to your success more than any other?___________________________________________________________________________________________________________


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Communication Dos and Don'ts:What did you learn from understanding your preferred communication style?___________________________________________________________________________________________________________

Ideal Job Climate:How well does your current climate fit your behavioral style?___________________________________________________________________________________________________________

Effectiveness: What is one way in which you could become more effective?___________________________________________________________________________________________________________

Motivation:How can you stay more motivated?___________________________________________________________________________________________________________

Improvement:What is something you learned that you can use to improve your performance?___________________________________________________________________________________________________________

Training/Learning:What did you learn that could help you instruct others better, or learn more effectively?___________________________________________________________________________________________________________


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Your final step to making sure you really benefit from the information in this report is to understandhow your behavioral style contributes to, and perhaps hinders, your overall success.

Supporting Success:Overall, how can your unique behavioral style support your success? (cite specific examples)________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Limiting Success: Overall, how could your unique behavioral style get in the way of your success? (cite specific examples)________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

ADVanced Insights Profile Introduction to the Values Index


The Values IndexWHY are you motivated to use your talents based on your drivers of engagement?

ADVanced Insights Profile IntroductionW

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About This Report

Research conducted by Innermetrix shows that the most successful people share the common trait of

self-awareness. They recognize the situations that will make them successful, and this makes it easy

for them to find ways of achieving objectives that resonate with their motivations. They also understand

their limitations and where they are not effective and this helps them understand what does not inspire

them or what will not motivate them to succeed. Those who understand their natural motivators better

are far more likely to pursue the right opportunities, for the right reasons, and get the results they desire.

This report measures seven dimensions of motivation. They are:

• Aesthetic - a drive for balance, harmony and form.

• Economic - a drive for economic or practical returns.

• Individualistic - a drive to stand out as independent and unique.

• Political - a drive to be in control or have influence.

• Altruist - a drive for humanitarian efforts or to help others altruistically.

• Regulatory - a drive to establish order, routine and structure.

• Theoretical - a drive for knowledge, learning and understanding.


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The Elements of the Values Index

This Values Index is unique in the marketplace in that it examines seven independent and unique

aspects of value or motivation. Most other values instruments only examine six dimensions of value

by combining the Individualistic and Political into one dimension. The Values Index remains true to

the original works and models of two of the most significant researchers in this field, thus delivering

to you a profile that truly helps you understand your own unique motivations and drivers.

Also, the Values Index is the first to use a click & drag approach to rank the various statements in the

instrument, which makes taking the instrument more intuitive, natural and in the end you can actually

create the order you see in your mind on the screen.

Finally, the Values Index instrument contains the most contemporary list of statements to make your

choices more relevant to your life today, which helps ensure the most accurate results possible.


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A closer look at the seven dimensions

Values help influence behavior and action and can be considered somewhat of ahidden motivation because they are not readily observable. Understanding yourvalues helps to tell you why you prefer to do what you do.It is vital for superior performance to ensure that your motivations are satisfiedby what you do. This drives your passion, reduces fatigue, inspires you andincreases drive.

Value The Drive For

Aesthetic Form, Harmony, Beauty, Balance

Economic Money, Practical results, Return

Individualistic Independence, Uniqueness

Political Control, Power, Influence

Altruistic Altruism, Service, Helping others

Regulatory Structure, Order, Routine

Theoretical Knowledge, Understanding


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Executive Summary of Walter's Values

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Aesthetic Economic Individualistic Political Altruist Regulatory Theoretical

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43

5356

Very LowAesthetic

You are not into artistic expression, or achieving balance and harmony in life. You are allabout the utilitarian, bottom-line results.

LowEconomic You are a team player and may put others' needs before self.

Very HighIndividualistic You demonstrate high independence and project self-confidence.

Very HighPolitical

You are a very strong leader, and able to take control of a variety of initiatives and maintaincontrol.

AverageAltruist You are concerned for others without giving everything away; a stabilizer.

HighRegulatory

You have a strong preference for following established systems or creating them if nonepresent.

HighTheoretical You have a high interest level in understanding all aspects of a situation or subject.


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ADVanced Insights Profile Your Aesthetic DriveW

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AES

16

ECO

24

IND

75

POL

85

ALT

43

REG

53

THE

56

The Aesthetic Dimension: The main motivation in this value is the drive to achievebalance, harmony and find form or beauty.Environmental concerns or “green” initiatives are alsotypically prized by this dimension.

General Traits:• You can take or leave aesthetically pleasing things and may prefer to leave them alone.• You are not driven to express creativity or artistry and defer to others on the team with higher

interest.• You are not worried about form and beauty in the work environment, and allow others to attend

to those items.• You are not negatively effected by unaesthetic work environments.• You are more interested in function over form.

Key Strengths:• You have a solid business sense. Business over beauty.• You tend to take a strong bottom-line approach to business transactions.• You believe achieving results may take precedence over balance and peace in life.• You prefer not to share emotions and feelings and may like to work independently at times.• You can be a strong survivor even in heavy competition.


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AES

16

ECO

24

IND

75

POL

85

ALT

43

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Motivational Insights:• You should be sincere in providing recognition.• You should appeal to the practical aspects of a situation.• You don't use lots of fancy rhetoric.• To you, more team involvement would benefit from pointing out the practical reasons for the

changes.• You stick to the bottom-line issues.

Training/Learning Insights:• You teach/learn in a very practical way, nothing fancy.• You make sure to connect training benefits to business opportunities.• You can be flexible about the surroundings in which you learn.• You are not emotionally driven, stick to practical motivations.• You avoid lots of team interaction just for the sake of interaction; be certain there is a business

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Continual Improvement Insights:• Some might consider you uncaring about aesthetics, artistic beauty or harmony.• You may be seen as overly businesslike.• You should try to appreciate the value others have for artistic things, or trying to increase

workplace aesthetics.• You should remember to respect the creativity of others.

ADVanced Insights Profile Your Economic DriveW

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The Economic Dimension: This dimension examines the motivation for securityfrom economic gain, and to achieve practical returns.The preferred approach of this dimension is aprofessional one with a focus on bottom-line results.

General Traits:• You tend to be easy-going and supportive of others on the team.• Since this values area may help to determine your money-motivation, the results indicate that

you may be motivated more by things other than a high paycheck (although that may still beimportant).

• The lower score here may also indicate that you may have already begun to reach your ownlevel of financial security, to the extent that things other than money may now becomemotivating drives.

• Using money or materials as a yardstick to measure or impress others is not important to you.• You score in a range that indicates a lower interest in materialistic, or that you have already

achieved a level of material security.

Key Strengths:• You are an excellent team player and team member.• You see a wider spectrum of the picture, not just the economic view.• To you, monetary compensation is a basic function, but look to higher levels of value in the

report to connect with where your real passion lies.• You have an attitude of "We're all in this together, so let's work together."• You rarely (if ever) look at a project with a "what's in it for me" perspective.


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Motivational Insights:• You should provide sincere recognition for contributions.• You should structure job enrichment strategies into the reward system, not just economic

rewards.• You should provide a variety of work projects or tasks.• You should provide options for taking on tough challenges.• You need recognition for innovative, creative work; not just for doing your assigned

responsibilities.

Training/Learning Insights:• You come to a training or development function typically without a 'What's in it for me?'

attitude.• You may prefer team-oriented activities, to work and share ideas with others.• You score like those who enjoy a more cooperative learning style.• You may prefer less competition between learning groups.


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Continual Improvement Insights:• You may need training on tools to help you do the job more effectively.• You should avoid spreading yourself too thin by taking on responsibilities that could be

delegated to others.• You may avoid making tough decisions that may negatively impact others on the team.• You may need coaching to increase revenue awareness or profit motivation.• You may tend to over commit both on and off the job, such as with community organizations,

etc.

ADVanced Insights Profile Your Individualistic DriveW

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The Individualistic Dimension: The Individualistic dimension deals with one's need tobe seen as unique, independent, and to stand apart fromthe crowd. This is the drive to be socially independentand have opportunity for freedom of personalexpression.

General Traits:• You like to have your own niche; the place where you can excel.• You can sometimes surprise others with spontaneous ideas or responses.• You thrive in a team environment.• You bring a lot of energy that needs to be put to good use.• You enjoy work and assignments, which give you standing in the eyes of others and evokes

respect.

Key Strengths:• You realize that we are all individuals and have ideas to offer.• You bring creative ideas.• You are not afraid to take calculated risks.• You bring a variety of different and energetic ideas to the workplace.• You desire to be an individual and to celebrate differences.


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Motivational Insights:• Be open to new ideas you may offer, and realize that you may do things a bit differently than

standard operating procedures.• You may like to work apart from the team and independently at times.• Remember to look for continuous opportunities to learn and progress.• Many people who score like you enjoy making presentations to small or large groups. Explore

this possibility.• You prefer an environment where you have space to demonstrate your unique contributions to

the team.

Training/Learning Insights:• Your learning and professional development activities should be flexible, having a wide variety

of options.• You should attempt to provide enough creative space for you to express your uniqueness.• You should allow for some experimental or non-routine types of options.• You should link the benefits of learning new things to a personal ability to enhance your

performance.


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Continual Improvement Insights:• Sometimes your very unique approaches do not always result in complete success, and may

sometimes cause conflict with others if sensitivity is not used.• Your potential value clashes with others may be reduced through increased awareness and

sensitivity to the needs of others.• You may need to remember that your good ideas aren't the only good ideas.• You may need to listen more to others and speak less.• When presenting an idea you may spend a bit too much time telling (or selling) the audience

about your own uniqueness, rather than discussing the topic of the presentation.

ADVanced Insights Profile Your Political DriveW

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The Political Dimension: This drive is to be seen as a leader and to have influenceand control over one's environment or success.Competitiveness is often associated with those scoringhigh in this motivation.

General Traits:• You like to be your own boss, and to have control over time and resources to accomplish goals.• You are a very active agent in tough decision-making roles.• You show a very high energy level in working toward goals and ambitions.• You enjoy a feeling of accomplishment in getting a difficult job done on your own.• You are accountable for actions and decisions: Are ready to take the credit or the blame.

Key Strengths:• You have a strong ‘buck stops here' approach to business and getting things done.• You have a very high energy level to work hard at meeting goals.• You accept struggle and hard work toward a goal.• You are able to plan and design work projects for teams to accomplish.• You are able to plan and control your own work tasks.


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Motivational Insights:• You should provide freedom to take risks, but also indicate the boundaries and limits to the risk-

taking freedom.• You may need to be more willing to share the attention and successes for wins.• You should provide an environment with minimal involvement with routine, detail, and

paperwork.• You may like to be seen as a catalyst for change.• You score like others who may feel stifled if surrounded by many constraints.

Training/Learning Insights:• If group activities are involved, you attempt to build in some competition and group leadership

events.• You link learning successes with potential to increase personal credibility and motivation of

teams when working with others.• Many who score like you, may prefer independent study instead of group or team activities.• Your scores are like those who frequently show an interest in leading some training or

professional development activities.• You provide for a variety of learning and personal development options.


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Continual Improvement Insights:• You may need to be more sensitive to the needs of others on the team.• You may be perceived as one who oversteps authority at times.• You may show impatience with others who don't see the big picture as clearly.• You may need to soften your own agenda at times and allow for other ideas and methods to be

explored.• You may project a high sense of urgency which may also translate to some as a high intensity.

ADVanced Insights Profile Your Altruist DriveW

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The Altruistic Dimension: This drive is an expression of the need or drive to benefitothers in a humanitarian sense. There is a genuinesincerity in this dimension to help others, give of one'stime, resources and energy, in aid of others.

General Traits:• You are able to see the points of view from both the higher and lower Altruistic score locations.• You balance helping others with personal concerns very effectively.• You will not create an imbalance between your own needs and those of others.• You can be a good mediator between those who give too much and those who don't give

enough.• You have a good sense for when to freely help others and when to say "No."

Key Strengths:• You have a solid balanced view of helping others without doing everything for them.• You possess a realistic and practical approach to helping others help themselves.• You appreciate the need to help others without sacrificing one's own self too much.• You are willing to pitch in and help others as needed.• You see value pitch in others through personal actions.


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Motivational Insights:• You are practical in how much to help others versus other objectives.• You possess a healthy balance between a self focus and a focus on others.• You will strike a moderate level of giving and taking in interactions with others.• You have a very typical level of appreciation for others relative to the general working world.• You will be a good judge of how much to involve others versus making the command decision.

Training/Learning Insights:• You would be more motivated by incorporating other motivators that are higher in drive and

score locations.• You are flexible between learning with a team or learning independently.• You enjoy learning that highlights both your own personal gain and some altruistic aspect as

well.• You are likely supportive of the trainers themselves.


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Continual Improvement Insights:• You will be more influenced by other motivations in the report that are higher and when

connected with, will return much more passion and drive.• You might benefit from taking more of a lead, as opposed to waiting for others to lead.• You need to know that efforts to help others are practical and deliver a business benefit as well.• You should respect those who may not share your interest in understanding or benefiting

others.

ADVanced Insights Profile Your Regulatory DriveW

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The Regulatory Dimension: The Regulatory drive indicates one's drive to establishorder, routine and structure. This motivation is topromote rules and policies, a traditional approach andsecurity through standards and protocols.

General Traits:• You think flexibility and creativity are good as long as they are not out of control.• You are accepting of established rules and policies.• You think everything has a "right way" and a "wrong way".• You see rules as a key to results.• You are usually structured, orderly and concise.

Key Strengths:• You achieve a sense of accomplishment based on the quality of the work.• You are reliable and dependable.• You are efficient and effective in organizing tasks and most work.• You maintain timelines and meet deadlines.• You provide a sound stabilizing base for dynamic situations.


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Motivational Insights:• You prefer to receive personal criticism in a constructive manner and in private.• You should make sure the reasons behind instructions are clearly demonstrated.• You prefer a structured and routine environment to work in.• Work quickly to correct missing needs or inaccuracies to maintain productivity.• Ensure adequate information, resources and time to complete tasks.

Training/Learning Insights:• You will prefer learning activities that are structured and detailed.• You are a well disciplined learner.• You like to understand the why behind the what when learning new things.


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Continual Improvement Insights:• Explore a little. Discovering new ways to do things can be rewarding.• You should try being a little more flexible.• You should realize that change can be good, productive and needed.• It might not hurt to let go sometimes and have no prescribed path to follow.• You should realize that others have their own way of doing things too and be open to that.

ADVanced Insights Profile Your Theoretical DriveW

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The Theoretical Dimension: The drive to understand, gain knowledge, or discover the“truth”. This motivation can often be to gain knowledgefor knowledge sake. Rational thinking, reasoning andproblem solving are important to this dimension.

General Traits:• You like to develop quick utilities or procedures that are a new way to look at existing job

responsibilities.• Others on the team may seek you to help answer questions about projects or procedures.• You like visiting bookstores and may make some unexpected purchases.• You have an attitude of 'How do you do that? Can I do it too?'• You stay mentally alert and like mental challenges.

Key Strengths:• When others (internal or external) have a question, even if you aren't familiar with it, you can

usually create solutions.• You will work long, hard hours on the complex solution to a problem.• At a team meeting you will come prepared, with pre-work completed.• You can usually answer new questions that hit the team or know where to find answers.• You gather the maximum amount of information on an issue because you ask the necessary

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Motivational Insights:• Identify your interests and seek related information. Topical mail, brochures, and info-sheets…

don't throw them into the recycle bin.• Provide your knowledge and expertise whenever possible at team meetings, and when in

problem-solving mode.• If there is a learning-based event to be planned, be certain you are involved. If there is an

external learning-based event on the calendar, be certain you have the opportunity to attend.• You need opportunities to explore a variety of knowledge-based areas and to act on them.• You will provide technical credibility when dealing with customers or internal stakeholders who

need detailed information for decision-making.

Training/Learning Insights:• You score like those who may have their own on-going personal development program already

in progress.• You enjoy learning even for its own sake and will be supportive of most training and

development endeavors.• You can be depended upon to do your homework… thoroughly and accurately.• You are actively engaged in learning both on and off the job.


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Continual Improvement Insights:• You score like some who need coaching on time management.• You may be somewhat selfish at times in sharing ideas with others, until others have established

their own technical credibility.• You have a tendency to demonstrate a bit of aloofness, especially to those not as intellectually

driven.• You need to bring a balance, at times, between the strong desire to acquire new knowledge base

and the reality of the practical applications, if any.• Your sense of urgency may vacillate, depending on the intellectual importance you assign to the

issue.


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Use this sheet to help you track which motivators are well aligned and which are not and what you cando about it.

Action Step: Looking at your Values Index report, find which motivators are the most powerful for you(i.e., which ones are highest and farthest above the norm). Write down the top two in the space below,and record how well your current roles align with these motivators (i.e., how well what you do satisfieswhat you are passionate about).

To reach Genius levels of passion, you must increase alignment of your environment with your passions.

Motivator #1: What aspects of your company or role can you get involved in that would satisfy thismotivator?______________________________________________________________________________________________________________________________________________________________________________________________________________________

Motivator #2: What aspects of your company or role can you get involved in that would satisfy thismotivator?______________________________________________________________________________________________________________________________________________________________________________________________________________________

Alignment

Poorly Highly

Motivator #1: ______________________ 1 2 3 4 5

Motivator #2: ______________________ 1 2 3 4 5

Legend:

• 2-4 = Poor • 8-9 = Excellent• 4-5 = Below Average • 10 = Genius• 6-7 = Average

Tally your score here:

ADVanced Insights Profile Success ConnectionW

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Your final step to making sure you really benefit from the information in this report is to understandhow your values style contributes to, and perhaps hinders, your overall success.

Supporting Success: Overall, how well do your motivators and drivers help support your success? (citespecific examples):___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Limiting Success: Overall, how do your natural drivers or motivators not support your success? (citespecific examples):________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

ADVanced Insights Profile Introduction to the Attributes Index


Attribute IndexWHAT natural talents do you have based on how you think and make decisions?

ADVanced Insights Profile Patterns OverviewW

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Over fifty years of scientific research has revealed that there are three distinct styles of decision-making.Each of us can make decisions in these three ways, but we tend to develop a preference for one morethan the other two. This preference becomes a subconscious force, affecting the decisions we make ona daily basis and shaping how we perceive the world around us and ourselves.

The three decisional styles are the personal, the practical, and the analytical. These dimensions can beexamined in the form of patterns based on two distinct factors unique to axiology.

The Personal Style: People with a preference for this style of making decisions tend to see the worldfrom a personal point of view, or with concern for the individuals involved. They see people in a unique,individual light and are more concerned about others than the results and theory. This involves a personalinvolvement with, concentration on, or investment in people. To this style, the world is filled with peopleneeding to be understood.

The Practical Style: People with a preference for this style of making decisions tend to see things in verypractical, no nonsense, real-world, task oriented manner. They are more concerned with results thanothers and theory. They see people in comparative ways as they relate to others. To this style, the worldis an objective waiting to be achieved.

The Analytical Style: People with a preference for this style of making decisions tend to see the worldfrom a theoretical perspective, more in an abstract way than a concrete one. They see people as partof a system and tend to think in very black and white terms. They are more concerned with thinkingabout things, and analysis than actual results or personal concerns of others. To this style, the world isa problem to be explored and solved.

To some extent we are all capable of making all three kinds of decisions, but our preference tends to befor one more than the other two. Here's a simple example of the three in contrast to each other. Oneof each style are sitting around a table trying to figure out what to do. While the Personal style is focusedon the needs of the workers involved and how best to utilize their talents, the Practical doesn't reallycare as much about the personal needs, or if it is done right, he just wants to get it done. Finally thereis the Analytical who sees no reason to worry about the people involved or even getting it done if it isn'tgoing to be done correctly.

ADVanced Insights Profile Patterns OverviewW

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We all have different balances of these three styles; that's what makes our decisions and actions differentfrom each other's. These ways of making decisions, and how we use them, are at the core of who weare. They are behind our preferences, our strengths, and our weaknesses. In the following pages youwill find a list of capacities which are the result of your unique combination of these three decisionalstyles. It is this understanding of your individual strengths and weaknesses that will enable you to affectchange in your life and achieve greater personal success. It is only by first understanding something thatwe are then able to change it.

ADVanced Insights Profile Balanced I=E=S (H)W

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External Decision Making Pattern SummaryYou are very well developed in all three dimensions of thought (People, Tasks and Systems) and withequal proportion. You can be very competent in all three dimensions of value from schematic thinking,to practicality to valuing others. You appreciate and possess equal strengths in: systems, rules, structure,concrete organization, detailed planning, and people skills.You are a versatile, quick learner in all of these areas. This can also lead to your becoming easily boredor anxious in positions that require excessive over or under focus on any one dimension of thought byitself, to the exclusion of the others (e.g., door to door sales actually requires less than excellent empathy).Overall development levels in all three dimensions are equal and all are highly developed. Level ofdevelopment speaks to your ability to "see" a specific dimension. The more clearly we see a dimensionof thought, the more able we are to use it; therefore the better we are at it.

MaximizersVersatility in dealing with people, performance or systems equallyQuick learning ability in a wide variety of business areasStability, dependabilityOver-all very good to excellent business and people management potentialUnderstanding and communicating with othersPlanning and organizingSchematic thinking

MinimizersGets easily bored with limited tasks and responsibilitiesMay become anxious if all three areas (people, performance and Systems) aren't utilized.May have too much ability for certain jobs that don't require all three areas of thought.Can get easily bored or feel unchallenged if all three areas are not capitalized

MotivatorsDecision-making freedomMulti-faceted challengesIndependencePersonal relationshipsStatus and recognitionSense of belonging

ADVanced Insights Profile Balanced I=E=S (H)W

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Needs for GrowthPersonal identification with personal needs, desires and systems. Understanding how balanced highscores may impact roles, duties and objective success of a given position.

Targets for Reinforcement (R) and Development (D)Empathetic Outlook (R)Practical Thinking (R)Systems Judgment (R)

Preferred EnvironmentAn atmosphere where there is an open exchange of ideas with readily available feedback; the sharingof responsibilities and decisions. A role which allows the most complete usage of all three externaldimensions of thought.

ADVanced Insights Profile Performer E>I=S (H)W

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Internal Decision Making Pattern SummaryYou primarily value or appreciate yourself through your work or primary social roles (business andpersonal). You place most of the emphasis for your self worth on actually doing or performing the workor these primary roles. You do not value yourself as much for your true inner self, regardless of positionor performance, as you could. This can keep you from achieving a much higher level of self esteem orself respect. You also have some questions about where you want to go in the future. Your internalmission statement might appear a little fuzzy to you at this time, which could lead you to become morereactive than proactive. Your overall level of development in the Tasks dimension is high, the highest ofthe three. You have an equal, but moderate, level of development in the people and Systems dimensions.Level of development speaks to your ability to "see" a specific dimension. The more clearly we see adimension of thought, the more able we are to use it; therefore the better we are at it.

MaximizersIdentification of self with primary social or professional roleUnderstanding what you want to doHighly committed to your endeavors"Keep at it" attitude

MinimizersSelf esteem vulnerability due to loss of social or professional roleInternal sense of direction or mission statement to followGoal focus

MotivatorsProfessional or role challenges or demandsMaterial possessions

Needs for GrowthTo improve your self value apart from professional or role successes.

Targets for Reinforcement (R) and Development (D)Internal self control (D)Self discipline/sense of duty (D)Persistence (R)

ADVanced Insights Profile Report SummaryW

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This graph summarizes the 4 Categories that comprise this Innermetrix Talent Profile. A description andmean score for each category is on the following page.

This general employee assessment report is designed to objectively measure, and provide a generaloverview of Walter's abilities in a work environment.

Report Component Graphs

Getting Results0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.4

Interpersonal Skills0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.6

Making Decisions0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.8

Work Ethic0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.5

ADVanced Insights Profile Category OverviewsW

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Getting Results (8.4)What attributes does Walter posses that will help him to get results? This provides information aboutWalter's raw ability to get results, to apply himself to a goal and accomplish it using a variety of abilities.

Interpersonal Skills (8.6)How does Walter approach getting along with others? This measures Walter's ability to interact withclients, customers, and coworkers on a daily basis.

Making Decisions (8.8)Does Walter tend to make sound decisions in his daily activities? This evaluates Walter's ability to makeaccurate and appropriate decisions in order to accomplish a task or objective.

Work Ethic (8.5)Is Walter a hard and honest worker? This is an overall assessment of Walter's work ethic. It involves hisability to meet pre-set standards, respect company policies and property, posses a strong work ethic,and make decisions which take into consideration the needs of everyone involved (e.g. himself, othersand the company).

ADVanced Insights Profile Getting ResultsW

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Category DescriptionWhat attributes does Walter posses that will help him to get results? This provides information aboutWalter's raw ability to get results, to apply himself to a goal and accomplish it using a variety of abilities.

Category Component GraphsAttention To Detail0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.7

Consistency and Reliability0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.7

Accountability For Others0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

7.5

Project and Goal Focus0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.7

Personal Commitment0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.2

Results Orientation0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.6

Surrendering Control0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.1

Category Component DescriptionsAttention To Detail (8.7)evaluates Walter's ability to see and to pay attention to details.

Consistency and Reliability (8.7)evaluates Walter's internal need to be conscientious in his personal or professional efforts, to be bothconsistent and reliable in his life roles.

ADVanced Insights Profile Getting ResultsW

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Accountability For Others (7.5)evaluates Walter's ability to be responsible for the consequences of the actions of those whom hemanages.

Project and Goal Focus (8.7)evaluates Walter's ability to stay on target regardless of circumstances.

Personal Commitment (8.2)evaluates Walter's ability to focus and to stay committed to a task: a measure of his internal, personalcommitment.

Results Orientation (8.6)evaluates Walter's ability to identify the actions necessary to complete tasks and to obtain results.

Surrendering Control (8.1)evaluates Walter's ability to surrender control of a given situation or outcome to another person or agroup of people.

ADVanced Insights Profile Interpersonal SkillsW

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Category DescriptionHow does Walter approach getting along with others? This measures Walter's ability to interact withclients, customers, and coworkers on a daily basis.

Category Component GraphsAttitude Toward Others0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.6

Freedom From Prejudices0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

9.3

Realistic Expectations0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.5

Surrendering Control0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.1

Category Component DescriptionsAttitude Toward Others (8.6)evaluates Walter's ability to maintain a positive, open and objective attitude towards others.

Freedom From Prejudices (9.3)evaluates Walter's ability to prevent prejudices from entering into and affecting an interpersonalrelationship.

Realistic Expectations (8.5)evaluates whether Walter's expectations (in either quality of production or quality of performance) ofothers can realistically be met.

Surrendering Control (8.1)evaluates Walter's ability to surrender control of a given situation or outcome to another person or agroup of people.

ADVanced Insights Profile Making DecisionsW

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Category DescriptionDoes Walter tend to make sound decisions in his daily activities? This evaluates Walter's ability to makeaccurate and appropriate decisions in order to accomplish a task or objective.

Category Component GraphsFollowing Directions0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.3

Theoretical Problem Solving0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

9.2

Concrete Organization0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.8

Conceptual Thinking0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.6

Intuitive Decision Making0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.1

Using Common Sense0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

9.7

Category Component DescriptionsFollowing Directions (8.3)evaluates Walter's ability to hear, understand, and follow directions or instructions effectively. This is hiswillingness to postpone making personal decisions, or taking action, until he has listened to what he isbeing asked to do.

Theoretical Problem Solving (9.2)evaluates Walter's ability to envision a situation and to then apply his Problem Solving Ability.

Concrete Organization (8.8)evaluates Walter's understanding of the immediate, concrete needs of a situation and to establish aneffective plan of action for meeting those needs.

ADVanced Insights Profile Making DecisionsW

alter Frankel


Conceptual Thinking (8.6)evaluates Walter's ability to see the big picture and then to determine which direction to take, and howresources should be used to attain future goals.

Intuitive Decision Making (8.1)evaluates Walter's ability to accurately compile intuitive perceptions about a situation into a decision oraction.

Using Common Sense (9.7)evaluates Walter's ability to focus on practical thinking, to see the world clearly, and to make commonsense decisions.

ADVanced Insights Profile Work EthicW

alter Frankel


Category DescriptionIs Walter a hard and honest worker? This is an overall assessment of Walter's work ethic. It involves hisability to meet pre-set standards, respect company policies and property, posses a strong work ethic,and make decisions which take into consideration the needs of everyone involved (e.g. himself, othersand the company).

Category Component GraphsMeeting Standards0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.2

Respect For Policies0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.6

Balanced Decision Making0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.6

Job Ethic0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

8.7

Category Component DescriptionsMeeting Standards (8.2)evaluates Walter's ability to see and to understand the standard requirements established for a job andevaluates his commitment to meeting them.

Respect For Policies (8.6)evaluates Walter's appreciation for the value of conducting business affairs according to the intent ofcompany policies and standards.

Balanced Decision Making (8.6)evaluates Walter's ability to be objective and to evaluate fairly the different aspects (people and other)of a situation; and ability to make an ethical decision that takes into account all aspects and components.

Job Ethic (8.7)evaluates Walter's personal commitment to the execution of a specific task.

ADVanced Insights Profile Dimensional BalanceW

alter Frankel


0.96 / 0.91

0

1

2

3

4

5

6

7

8

9

10

Exte

rnal

Empathy8.6 -

PracticalThinking

8.8 =

SystemsJudgment

8.6 +

Inte

rnal

Self Esteem/Self Belief

7.6 -

RoleAwareness

8.6 +

Self Direction7.9 +

ADVanced Insights Profile Core Attribute ListW

alter Frankel


Using Common Sense (9.7)Developing Others (9.3)Freedom From Prejudices (9.3)Understanding Motivational Needs (9.3)Integrative Ability (9.2)Problem Solving (9.2)Realistic Goal Setting For Others (9.2)Theoretical Problem Solving (9.2)Problem and Situation Analysis (9.0)Correcting Others (9.0)Problem Management (8.9)Concrete Organization (8.8)Practical Thinking (8.8)Respect For Property (8.8)Status and Recognition (8.8)Project and Goal Focus (8.7)Self Starting Ability (8.7)Attention To Detail (8.7)Consistency and Reliability (8.7)Evaluating What Is Said (8.7)Leading Others (8.7)Quality Orientation (8.7)Job Ethic (8.7)Sense of Timing (8.7)Diplomacy (8.6)Attitude Toward Honesty (8.6)Balanced Decision Making (8.6)Attitude Toward Others (8.6)Conceptual Thinking (8.6)Empathetic Outlook (8.6)Human Awareness (8.6)Material Possessions (8.6)Monitoring Others (8.6)Personal Relationships (8.6)Project Scheduling (8.6)Relating To Others (8.6)Respect For Policies (8.6)Results Orientation (8.6)Role Awareness (8.6)

Sense of Belonging (8.6)Systems Judgment (8.6)Understanding Attitude (8.6)Flexibility (8.5)Evaluating Others (8.5)Realistic Expectations (8.5)Sensitivity To Others (8.5)Initiative (8.4)Personal Drive (8.4)Persuading Others (8.4)Following Directions (8.3)Persistence (8.3)Seeing Potential Problems (8.3)Proactive Thinking (8.3)Self Confidence (8.3)Emotional Control (8.3)Gaining Commitment (8.2)Meeting Standards (8.2)Personal Commitment (8.2)Realistic Personal Goal Setting (8.2)Long Range Planning (8.2)Handling Rejection (8.1)Conveying Role Value (8.1)Creativity (8.1)Enjoyment Of The Job (8.1)Intuitive Decision Making (8.1)Role Confidence (8.1)Surrendering Control (8.1)Personal Accountability (8.0)Self Direction (7.9)Self Discipline and Sense of Duty (7.9)Sense of Mission (7.9)Self Management (7.8)Handling Stress (7.6)Self Esteem (7.6)Self Improvement (7.6)Accountability For Others (7.5)Self Assessment (7.3)Self Control (7.1)

walter frankel psychometric profile test - nov 2015

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