Ad Vanced Insights Rac Sample

ADVanced Insights Profile
WHAT WHY HOW

Johnny Dough
January 22, 2010

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
Index measures your motivational style and drivers and the DISC Index measures your
preferred Behavioral style. Together they create WHAT, WHY and HOW (i.e., What
natural talents do you have, Why are you motivated to use them and How do you prefer
to use them.)

Innermetrix, Inc.
http://www.innermetrix.cc/

© 2010 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 1

Executive Summary

Natural and Adaptive Styles Comparison
Natural Style

99 99 Natural Style: The natural style is how
100
you behave when you are being most
90
natural. It is your basic style and the one
80
you adopt when you are being authentic
70
63 and true to yourself. It is also the style
60
that you revert to when under stress or
50
pressure. Behaving in this style,
40
however, reduces your stress and
30
tension and is comforting. When
20
11 authentic to this style you will maximize
10

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your true potential more effectively.
D I S C

Adaptive Style
Adaptive Style: The adaptive style is
100 99
how you behave when you feel you are
90
being observed or how you behave
80
when you are aware of your behavior.
70
This style is less natural and less
60
authentic for you or your true tendencies
50
and preferences. When forced to adopt
40
to this style for too long you may become
30
stressed and less effective.
20

10
10 10 10

D I S C


Seven Dimensions of Value and Motivation

Executive Summary of Johnny's Values
Very Low Not into artistic expression, or achieving balance and harmony in life. All
Aesthetic about the utilitarian, bottom-line results.

Very High
Very competitive and bottom-line oriented.
Economic

Very High
Demonstrates high independence and projects self-confidence.
Individualistic

Very High Very strong leader, and able to take control of a variety of initiatives and
Political maintain control.

Average
Concerned for others without giving everything away; a stabilizer.
Altruistic

Average Able to balance and understand the need to have structure and order, but not
Regulatory paralyzed without it.

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Low
Less concerned with the big picture or knowledge for knowledge sake.
Theoretical

100 99

90
85
80
73
70

60

50 1 SD

40 norm
36
30 1 SD
30

20 20
18

10

Aesthetic Economic Individualistic Political Altruistic Regulatory Theoretical


Dimensional Balance

0.96 / 0.79

External

Empathy
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.8 +

Practical Thinking
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.3 -

Systems Judgement
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.8 +

Internal

Self Esteem

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0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.3 -

Role Awareness
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
5.2 +

Self Direction
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
5.7 -


Johnny Dough
DISC Index


Introduction to the DISC Index

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 fit their behavioral style. They
also understand their limitations and where they are not effective and this helps them understand
where not to go or how not to be as well. Those who understand their natural behavioral
preferences are far more likely to pursue the 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
• Cautiousness — your preference for procedures, standards and protocols

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This report includes:

• The Elements of DISC — educational background behind the profile, the science and the
four dimensions 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


Four Components of Behavior

The Elements of DISC-Index

This DISC-Index report is unique in the marketplace for a number or reasons. You just completed
the first ever click & drag DISC instrument on the market. This was constructed in a precise
manner to allow for ease of responses, even in the midst of many difficult decisions. This
intuitive interface allows you to focus 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 out of four, and leave two items blank. Those instruments have a 50% waste
of terms, and do not provide for 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 D-I-S-C aspects of your
behavior both as separate entities and as a dynamic combination of traits. This report presents

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the first time that each of the D-I-S-C elements are separated and developed as pure entities
of themselves. This can serve as an important learning tool as you explore the deeper aspects
of DISC. Your unique pattern of DISC traits is developed through the context of this report.
Additionally, the following four pages will be devoted to exploring your DISC scores as separate
components within the unique combination of traits that 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 daily operations. Each of us are at times talkative and other times more reflective,
depending on how we are adapting our behavior. The expression of these contradictions is a
demonstration of the sensitivity of this instrument to determine these subtle differences in our
natural and adaptive style.



A closer look at the four components of your behavioral style

Johnny Dough


Decisive

Your approach to problem-solving and obtaining results

The D in DISC represents Decisiveness. Your score on this scale, represented below, shows
your location on the D spectrum based on the pattern of your responses. A high score doesn't
mean good, and a low score 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 to obtaining results. The key here is new problems such as those that are
unprecedented or haven't happened before. There may also be an element of risk in taking
the wrong approach or developing an incorrect solution, but those with a High D score are
willing to take those risks, even if they may be incorrect.

Lower D —
Tend to solve new problems in a more deliberate, controlled, and organized manner. Again,
the key here is new and unprecedented problems. The Lower D style will solve routine

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problems very quickly because the outcomes are already known. But, when the outcomes
are unknown and the problem is an uncertain one, the Lower D style will approach the new
problem in a calculated and deliberate manner by thinking things through very carefully before
acting.

Your score shows a very high score on the 'D' spectrum.
100 99 99
The comments below highlight some of the traits specific
90 to just your unique score.

80
• You demand high levels of results or performance, in
70 both yourself and in others as well.
• You are very decisive and a risk-taker.
60
• You may be perceived as somewhat egocentric by others
50 (i.e., others who you feel are less confident than you).
• You are always interested in the new, the innovative, and
40
the cutting-edge ideas.
30 • You can be very commanding and tend to take charge
more than you follow.
20
• You are practical - all about the business and getting
10 results quickly without fluff or delay.

Natural Adaptive


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 on the I spectrum based on the pattern of your responses. A high score doesn't mean
good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral

Higher I —
Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key
here is new people whom one hasn't met before. Many other styles are talkative, but more
so with people that they've known for some time. The Higher I scores are talkative, interactive
and open even with people 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

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key word "new people" enters the equation. Those with Lower I scores are talkative with their
friends and close associates, but tend to be more reserved with people they've just recently
met. They tend to place a premium on the control of emotions, and approach new relationships
with a more reflective approach than an emotional one.

Your score shows a very high score on the 'I' spectrum.
100 99

80
• You are gregarious and outgoing with most everyone
70 you meet.
• You are very enthusiastic in working with others.
60
• You really like meeting new people and easily interact.
50 No one is a stranger.
• You are very optimistic.
40
• You have a very high trust level for others, but this could
30 actually result in you being "burned."
• You enjoy opportunities to motivate others.
20

10
10

Natural Adaptive


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 on the S spectrum based on the pattern of your responses. A high score doesn't mean
good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral

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

Lower S —
Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom
of expression and the ability to change quickly from one activity to another. They tend to

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become bored with the same routine that brings security to the Higher S traits. As a result,
they will seek opportunities and outlets for their high sense of urgency and high activity levels,
as they have a preference for spontaneity.

Your score shows a high average score on the 'S' spectrum.
100

80
• You are consistent and predictable over the long haul,
70 even in the midst of change.
63 • You prefer setting minimum levels of consistency and
60
stability or control.
50 • You serve to stabilize others on a team who are perhaps
too maverick.
40
• You can accept change, but you require a good argument
30 for it first.
• You tend to be a calming influence on those with whom
20
you work.
10
10 • You prefer to have sufficient clarification of policy or tasks
before proceeding, so as to avoid mistakes.
Natural Adaptive


Cautious

Your approach to standards, procedures, and expectations.

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

Higher C —
Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom
they respect. They like things to be done the right way according to the operating manual.
Rules are made to be followed is an appropriate motto for those with higher C scores. They
have some of the highest quality 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 to be bottom-line oriented. If they find an easier way to do something, they'll do it by

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developing a variety of strategies as situations demand. To the Lower C scores, rules are
only guidelines, and may be bent or broken as necessary to obtain results.

Your score shows a very low score on the 'C' spectrum.
100

80
• You can develop a variety of creative strategies and
70 procedures as situations demand.
• You tend to operate independently from the established
60
rules and procedures.
50 • To you, the "right way" to do things is the way you are
doing them right now.
40
• You can be seen as a rebellious agent of change, not
30 afraid to take a strong stand.
• You have a strong dislike for too many details, or minutia.
20
• You prefer varied activities, never a dull moment, and
11 10
10 will stir the pot to create change.

Natural Adaptive


Natural Style Pattern Overview

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:

• A strong orientation toward getting the project completed quickly and successfully, and

maximizing the performance of the team in the process.

• Very strong verbal and persuasive skills. This is created by the Higher D and Higher I

preferences.

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• Able to think quickly on your feet.

• Able to direct the actions of others on the team using both a charming influence and a firm

delegation of tasks and responsibilities.

• You set high operational goals for yourself and others, and expects all involved to provide

100% effort.

• Likes to maintain control over the project or systems activities.

• Tends to be confident and independent person who is a self-starter and has a strong

competitive edge.

• Able to combine both direction of others and persuasion of others into a powerful skill of

inspiring others to reach their maximum potential.


Adaptive Style Pattern Overview

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:

• Very direct, forthright, and straightforward in communicating with others.

• You want authority equal to your area of responsibility.

• Wants to be seen as one who loves challenges, competition, and difficult assignments.

• You have many ideas and opinions of your own and high confidence in those ideas.

• You like to be seen as one who will take the credit or the blame, with a comment like, "The

Johnny Dough
buck stops here."

• Likes to generate new ideas and to have others work on the details of the project.

• Tend to rely more heavily on your own evaluations and decisions than on others'

evaluations.

• Is seen by others as an excellent problem solver.


Ideas for Being More Effective

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:

• Freedom to express your own ideas, initiatives, and creativity.

• Have variety, many activities, and an occasional surprise to keep you from getting

bored.

• Opportunities for involvement with a wide variety of people both internal and external.

• Being a little more aware of your impact on other people, especially in pressure

situations.

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• Being aware of where your authority begins and ends.

• Greater focus on the immediate work tasks and less on socializing at times.

• Remembering that not everyone shares your high sense of urgency.

• Positions of leadership or higher responsibility.


Ideas for Staying More Motivated

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:

• To maintain a level of focus on the big picture and results, not the details and minutia.

• Control over your own destiny and career path.

• Authority equal to your areas of responsibility.

• Direct, straight-forward answers to questions.

• You want decision-making authority equal to the responsibility you are given.

• People around you who are efficient in getting things done, and effective in working with

people.

• Air-time to express your ideas and opinions.

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• Power, authority, and control to make decisions to achieve successful results.


Strength-based Insights

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

dimensions relate to each another. 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:

• A very active agent in all that you do.

• Excellent at initiating activity and direction for the team or organization.

• Initiatives new ideas and promotes them by energizing others.

• Very skilled at verbal expression. Can deliver the same message using a persuasive style

or an authoritative style with equal confidence.

• Able to carry a new initiative or message to new audience in a new region and to build

trust, credibility and rapport in a skillful manner.

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• Able to juggle many projects and activities simultaneously and have a keen awareness of

the status of each.

• Shows the rare ability of being able to manipulate people (in a positive way) without their

noticing the manipulation.

• You demand high performance of yourself and others on the team.


Ideal Job/Climate

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:

• Multi-threaded, and multi-tasking operations and activities.

• Freedom from details and minutia.

• Few, if any controls or limitations on your authority.

• Performance appraisals based on the results achieved, not the means or process.

• An audience to hear your ideas and solutions, and to carry them to completion.

• Many challenges and opportunities to demonstrate problem-solving skills.

• Minimum direct supervision.

• Variety and fast pace in the environment.

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Areas for Continual Improvement

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:

• Not be sensitive enough to others needs.

• Sometimes overuse an "ends justify the means" perspective.

• Be a selective listener, hearing only what you want to hear at times.

• Set expectations for yourself and others that are overly ambitious or unrealistic.

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• Easily become restless and impatient with overly complex processes or slow-moving

work.

• Lose interest in the project or initiative once the challenge is gone and it has become more

of a routine.

• Lack some follow-through with details or loose ends.

• Be somewhat intimidating to others due to your aggressiveness and dominance.


Preferred Training and Learning Style

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 being taught and learning.

How you prefer to share knowledge or teach:

• Could be a bit more willing to share talents to help others grow in their own learning and

professional development.

• May sometimes overuse the 'ends justify the means' adage.

• May be a selective listener, hearing only what you want to hear at times.

• May lack some follow-through and expect others to pick up all the loose ends.

• With the very high activity level and high sense of urgency, you may become restless or

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impatient with convoluted processes or project slow-downs.

• May become somewhat angry or belligerent when under pressure or when threatened.

• May lose interest in the project or initiative once the challenge is gone and it has become

more of a routine.

How you prefer to receive knowledge or learn:

• Develops own learning strategies.

• Individualized, independent self-study at times, balance with group interaction.

• Self-defined goals, and flexibility in being able to modify assignments.

• Needs "what to do and when to do it" for optimal time and process management.

• Likes active testing of ideas and experiences.

• Wants to know how the learning will apply in real-time situations.

• Responds to extrinsic motivation such as praise and encouragement.


Communication Insights for Others

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

rather 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 Johnny:

• Be prepared to handle some objections.

• Be specific about what's needed to be done, and who is going to do it.

• Don't get off the track and talk about other issues or items.

• Put the details in writing, but don't plan on discussing them too much.

• Provide immediate incentives for willingness to help on the project.

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• When disagreeing, take issue with the methods or procedures, not with the person.

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

steps for all involved.

Things to avoid to effectively communicate with Johnny:

• Avoid wild speculations without factual support.

• Avoid rambling discussion, and wasting time.

• Don't forget or lose things necessary for the meeting or project.

• Don't leave decisions hanging in the air.

• Don't stick too rigidly to the agenda.

• When disagreeing, don't let it reflect on anyone personally.

• Avoid getting bogged down in facts, figures, or abstractions.


Relevance Section

In order to make the most out of the information in this report it is important that you connect
it to your life 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?
_________________________________________________________________________

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

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

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

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


Relevance Section

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?
_________________________________________________________________________

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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?
_________________________________________________________________________


Relevance Section

Your final step to making sure you really benefit from the information in this report is to
understand how 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)
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

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


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Values Index


Introduction to the Values Index

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.

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• 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.

• Altruistic - 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.



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 ranking 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.

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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.



A closer look at the seven dimensions

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

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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


Your Aesthetic Drive

99
85
The Aesthetic Dimension: The main motivation in this
73
value is the drive to achieve balance, harmony and find
form or beauty. Environmental concerns or “green”
36
30
18 20 initiatives are also typically prized by this dimension.

AES ECO IND POL ALT REG THE

General Traits:
• A strong steward of business processes, and doesn't want to waste resources on
aesthetics or beauty if it doesn't effect productivity.
• Having harmony and balance are not as important in business as other drive factors
shown in this report.
• Is very practical when it comes to aesthetics or decoration of the environment; it must
make business sense.
• Is not negatively effected by unaesthetic work environments.
• Unaesthetic surroundings won't stifle your creativity. You may be able to work in almost

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any conditions.

Key Strengths:
• Strong survivor even in heavy competition.
• Tends to take a strong bottom-line approach to business transactions.
• Achieving results may take precedent over balance and peace in life.
• A solid business sense. Business over beauty.
• Prefers not to share emotions and feelings, and may like to work independently at times.

Motivational Insights:
• Rational goals are the primary motivator.
• To maintain your highest level of motivation, avoid getting involved with projects related
to the aesthetics of the work environment. Leave it to others and enjoy the fruits of their
efforts.
• Appeal to the practical aspects of a situation.
• More team involvement would benefit from pointing out the practical reasons for the
changes.
• Connect motivation to other Values drivers since this one is very low.


Your Aesthetic Drive (Continued)

99
85
The Aesthetic Dimension: The main motivation in this
73
value is the drive to achieve balance, harmony and find
form or beauty. Environmental concerns or “green”
36
30
18 20 initiatives are also typically prized by this dimension.


Training/Learning Insights:
• Teach in a very practical way, nothing fancy.
• Make sure to connect training benefits to business opportunities.
• Will be flexible about the surroundings in which they learn.
• Not emotionally driven, stick to practical motivations.
• Avoid lots of team interaction just for the sake of interaction; be certain there is a business
reason.

Continual Improvement Insights:

Johnny Dough
• Some might consider you uncaring about aesthetics, artistic beauty or harmony.
• May be seen as overly business-like.
• Try to appreciate the value others have for artistic things, or trying to increase workplace
aesthetics.
• Remember to respect the creativity of others.


Your Economic Drive

99
85
The Economic Dimension: This dimension examines
73
the motivation for security from economic gain, and to
achieve practical returns. The preferred approach of
36
30
18 20 this dimension is a professional one with a focus on
bottom-line results.

General Traits:
• Knowledge for the sake of knowledge may be viewed as a waste of time, talent, energy,
and creativity.
• Interested in what is practical and useful in achieving his vision of success.
• Goal driven, especially financial goals.
• People who score like Johnny tend to like rewards based on the results they achieve
rather than on the method used to obtain the results.
• People who score like Johnny tend to be hard working, competitive, and motivated most
by financial rewards and challenging compensation plans.

Johnny Dough
Key Strengths:
• Profit driven and bottom-line oriented.
• Able to multi-task in a variety of areas, and keep important projects moving.
• Will protect organizational or team finances, as well as his own.
• Pays attention to return on investment in business or team activity.
• Shows a keen ear to the revenue-clock, his own and the organization's.

• Link training and meeting events to potential gains in business share or future income.
• Realize that it's not just money that motivates, but also personal fulfillment in the job.
• Make certain that economic rewards are fair, clearly communicated, and provide a high-
end return for those willing to work for it.
• Provide coaching to help reduce the potential visible "greed-factor" which may appear
in their style.
• Be certain he is balancing his professional and personal life.


Your Economic Drive (Continued)

99
85
The Economic Dimension: This dimension examines
73
the motivation for security from economic gain, and to
achieve practical returns. The preferred approach of
36
30
18 20 this dimension is a professional one with a focus on
bottom-line results.

• If possible, build in some group competition as a part of the training activities.
• Link learning outcomes to the ability to become more effective in increasing earnings for
both himself and the organization.
• Attempt to provide some rewards or incentives for participation in additional training and
professional development.
• Scores like those who want information that will help them increase bottom-line activity
and effectiveness.

Johnny Dough
• Some scoring in this range may need to learn how to mask that greed factor so as not
to alienate a prospect, customer, or client.
• While this very high economic drive may be a significant motivating factor in achieving
goals, it may also become a visible "greed factor" especially in sales people, and others
sharing this very high economic drive.
• Some may need to hide the dollar signs in their eyes in order to establish the most
appropriate rapport with others.
• May need to work on balancing other Values scales and appreciating the strengths that
others bring, even those who may not share this very strong Economic drive.
• May judge efforts of others by an economic scale only.


Your Individualistic Drive

99
85
The Individualistic Dimension: The Individualistic
73
dimensions deals with one's need to be seen as unique,
independent, and to stand apart from the crowd. This
36
30
18 20 is the drive to be socially independent and have
opportunity for freedom of personal expression.

General Traits:
• Many who score in this range like to invent new things, design new products, and develop
new ideas.
• The pattern of responses indicates that Johnny has a very strong desire to be his own
person.
• This high individualism may be demonstrated in creative problem solving and a higher
risk-taking attitude.
• Brings a lot of energy that needs to be put to good use.
• May enjoy maintaining the image of being a maverick at times.

Johnny Dough
Key Strengths:
• Brings creative ideas.
• Ability to take a strong stand, and not be afraid to be different in either ideas or approaches
to problem solving.
• Not afraid to take calculated risks.
• Realizes that we are all individuals and have ideas to offer.
• Some enjoy making presentations to small or large groups, and are generally perceived
as engaging presenters by their audiences.

• Let him work with an idea, develop it, and run with it for a while before making a judgement.
• Allow freedom to make his own decisions about how an assignment should be completed.
• May like to work apart from the team and independently at times.
• Many people who score like Johnny enjoy making presentations to small or large groups.
Explore this possibility.
• Remember that even as attention from others is important, he may also desire some
independence from team organization and protocol at times.


Your Individualistic Drive (Continued)

99
85
The Individualistic Dimension: The Individualistic
73
dimensions deals with one's need to be seen as unique,
independent, and to stand apart from the crowd. This
36
30
18 20 is the drive to be socially independent and have
opportunity for freedom of personal expression.

• Learning and professional development activities should be flexible, having a wide variety
of options.
• Attempt to provide enough creative space for him to express his uniqueness.
• Allow for some experimental or non-routine types of options.
• Link the benefits of learning new things to a personal ability to enhance his performance.

• Sometimes the very unique approaches do not always result in complete success, and

Johnny Dough
may sometimes cause conflict with others if sensitivity is not used.
• Potential value clashes with others may be reduced through increased awareness and
sensitivity to the needs of others.
• May need to remember that his good ideas aren't the only good ideas.
• May need to listen more to others and speak less.
• When presenting an idea he may spend a bit too much time telling (or selling) the audience
about his own uniqueness, rather than discussing the topic of the presentation.


Your Political Drive

99
85
The Political Dimension: This drive is to be seen as
73
a leader, and to have influence and control over one's
environment or success. Competitiveness is often
36
30
18 20 associated with those scoring high in this motivation.


General Traits:
• Uses power and control readily and effectively to keep projects moving.
• Is very comfortable being in a leadership position and seeks those roles.
• Is a very active agent in tough decision-making roles.
• Enjoys a feeling of accomplishment in getting a difficult job done on his own.
• Enjoys winning.

Key Strengths:
• A strong ‘buck stops here' approach to business and getting things done.

Johnny Dough
• A very high energy level to work hard at meeting goals.
• Accepts struggle and hard work toward a goal.
• Able to plan and design work projects for teams to accomplish.
• Able to plan and control his own work tasks.

• May need to be more willing to share the attention and successes for wins.
• Appreciates public recognition and praise for successes.
• Provide an environment with minimal involvement with routine, detail, and paperwork.
• Provide freedom to take risks, but also indicate the boundaries and limits to the risk-
taking freedom.
• Enjoys status and esteem in the eyes of others.


Your Political Drive (Continued)

99
85
The Political Dimension: This drive is to be seen as
73
a leader, and to have influence and control over one's
environment or success. Competitiveness is often
36
30
18 20 associated with those scoring high in this motivation.


• Provide for a variety of learning and personal development options.
• Link learning successes with potential to increase personal credibility and motivation of
teams when working with others.
• Many who score like Johnny may prefer independent study instead of group or team
activities.
• If group activities are involved, attempt to build in some competition and group leadership
events.
• Scores like those who frequently show an interest in leading some training or professional

Johnny Dough
development activities.

• May need to be more sensitive to the needs of others on the team.
• May be perceived as one who oversteps authority at times.
• May show impatience with others who don't see the big picture as clearly.
• May need to soften his own agenda at times and allow for other ideas and methods to
be explored.
• May project a high sense of urgency which may also translate so some as a high intensity.


Your Altruistic Drive

99
85
The Altruistic Dimension: This drive is an expression
73
of the need or drive to benefit others in a humanitarian
sense. There is a genuine sincerity in this dimension to
36
30
18 20 help others, give of one's time, resources and energy,
in aid of others.

General Traits:
• Has a good sense for when to freely help others, and when to say "No."
• Balances helping others with personal concerns very effectively.
• Will not create an imbalance between own needs and those of others.
• Is able to see the points of view from both the higher and lower Altruistic score locations.
• Can be a good mediator between those who give too much and those who don't give
enough.

Key Strengths:

Johnny Dough
• A solid balanced view of helping others without doing everything for them.
• Possesses a realistic and practical approach to helping others help themselves.
• Appreciates the need to help others without sacrificing one's own self too much.
• Willing to pitch in and help others as needed.
• Sees value in benefiting others through personal actions.

• Is practical in how much to help others versus other objectives.
• Possesses a healthy balance between a self focus and a focus on others.
• Will strike a moderate level of giving and taking in interactions with others.
• Has a very typical level of appreciation for others relative to the general working world.
• Will be good judge of how much to involve others versus making the command decision.


Your Altruistic Drive (Continued)

99
85
The Altruistic Dimension: This drive is an expression
73
of the need or drive to benefit others in a humanitarian
sense. There is a genuine sincerity in this dimension to
36
30
18 20 help others, give of one's time, resources and energy,
in aid of others.

• To better motivate by incorporating other motivators that are higher in drive and score
locations.
• Is flexible between learning with a team or learning independently.
• Enjoys learning that highlights both their own personal gain, but also some altruistic
aspect as well.
• Likely supportive of the trainers themselves.


Johnny Dough
• Will be more influenced by other motivations in the report that are higher and when
connected with, will return much more passion and drive.
• Might benefit from taking more of a lead, as opposed to waiting for others to lead.
• Needs to know that efforts to help others are practical and deliver a business benefit as
well.
• Respect those who may not share your interest in understanding or benefiting others.


Your Regulatory Drive

99
85
The Regulatory Dimension: The Regulatory drive
73
indicates one's drive to establish order, routine and
structure. This motivation is to promote rules and
36
30
18 20 policies, a traditional approach and security through
standards and protocols.

General Traits:
• Strikes a good balance between respecting individual needs, and those of the group.
• Appreciates some structure, but not too much.
• Understands both sides of the argument for more and less rules and policies
• Moves freely and effectively between the rebels and the rule-follower's in a group.
• Is right at the national mean when it comes to desire for stability or steadiness.

Key Strengths:
• Is very flexible when it comes to dealing with very little or too much structure.

Johnny Dough
• Can challenge protocol and be creative if the situation demands it enough.
• Situationally aware of when rules must be followed and when they should not be.
• Not overly rigid in the need for order and structure.
• Good at providing order and structure where it is required.

• Utilize Johnny to help bring order out of chaos without going overboard.
• Put Johnny to use as the mediator between those who support the old guard and those
who want revolution.
• Johnny can provide a balanced view for creating new policies, procedures and protocols
that are effective.
• Johnny will be good at helping maintain a stable environment.
• Johnny can be a valuable asset when it comes to working in routine environments.


Your Regulatory Drive (Continued)

99
85
The Regulatory Dimension: The Regulatory drive
73
indicates one's drive to establish order, routine and
structure. This motivation is to promote rules and
36
30
18 20 policies, a traditional approach and security through
standards and protocols.

• Is open to creativity or flexibility.
• Prefers to learn in the accepted way through the existing curriculum.
• Becomes a supportive team member who gets behind the initiative.

• Might benefit from exerting opinions freely in discussions of direction and planning.
• Could take a firmer stand on team issues involving dissenting opinions.

Johnny Dough


Your Theoretical Drive

99
85
The Theoretical Dimension: The drive to understand,
73
gain knowledge, or discover the “truth”. This motivation
can often be to gain knowledge for knowledge sake.
36
30
18 20 Rational thinking, reasoning and problem solving are
important to this dimension.

General Traits:
• Shows a practical and bottom-line job-view perspective.
• Aware of job parameters and details, but prefer to learn only that which is necessary to
complete the job assignment.
• Will learn those things necessary for the successful completion of the job tasks, and may
not desire to go further into specific details or theory.
• Likes brevity and concise information.
• May prefer to work on many things with only partial stakes than getting bogged down in
only one function or role.

Johnny Dough
Key Strengths:
• Able to see the big picture and communicate it clearly, and briefly to others.
• May demonstrate a high sense of urgency to get things done quickly, leaving the details
to other team members.
• The nature of the job-view is to be concerned with the more practical and bottom-line
aspects of the job.
• Focused on the task, goal or vision, and completes his responsibility on schedule.
• Can get people on board for a cause.

• Avoid getting Johnny bogged down in minute detail whenever possible.
• Provide some attempts to reduce the amount of technical knowledge-based
requirements.
• Keep the product-knowledge requirements at a practical level.
• Provide opportunity for independence in performing tasks related to the projects.
• Offer information that is relevant to the task, but no more.


Your Theoretical Drive (Continued)

99
85
The Theoretical Dimension: The drive to understand,
73
gain knowledge, or discover the “truth”. This motivation
can often be to gain knowledge for knowledge sake.
36
30
18 20 Rational thinking, reasoning and problem solving are
important to this dimension.

• Make training and development activities as practical as possible.
• Avoid getting bogged down in academic minutia.
• Hit only those essential items that related to increased success or efficiency on projects.
• Link training and professional development to other areas of the Values graph where
peaks occur.

• There may be an avoidance of detailed information

Johnny Dough
• Potential for sometimes ignoring certain rules, regulations, protocol, or knowledge which
is integrally important to the success of a project.
• May occasionally ignore an important rule, procedure, or protocol in order to expedite
processes.
• Create a balance between minimum details and those details necessary to maintain
quality control.
• May need assistance with voluminous details and to watch time management.


Relevance Section

Use this sheet to help you track which motivators are well aligned and which are not, and
what you can do 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 satisfies what you are passionate about).

Alignment
Poorly Highly
Motivator #1: ______________________ 1 2 3 4 5
Motivator #2: ______________________ 1 2 3 4 5

Legend: Tally your score here:

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

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
this motivator?
_________________________________________________________________________
_________________________________________________________________________

Motivator #2: what aspects of your company or role can you get involved in that would satisfy
this motivator?
_________________________________________________________________________
_________________________________________________________________________


Success Connection

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

Supporting Success: Overall, how well do your motivators and drivers help support your
success? (cite specific examples):
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

Johnny Dough
Limiting Success: Overall, how do your natural drivers or motivators not support your
success? (cite specific examples):
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________


Johnny Dough
Attribute Index


Patterns Overview

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 more than the other
two. This preference becomes a subconscious force, affecting the decisions we make on a 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 be examined
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 world from 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 personal involvement with,
concentration on, or investment in people. To this style, the world is filled with people needing to be understood.

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

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

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

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


Balanced I=E=S (H)

External Decision Making Pattern Summary

You are very well developed in all three dimensions of thought (People, Tasks and Systems) and with equal
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 bored or
anxious in positions that require excessive over or under focus on any one dimension of thought by itself, 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 of development speaks
to your ability t"s" a specific dimension. The more clearly we see a dimension of thought, the more able we are
to use it; therefore the better we are at it.

Maximizers

Versatility in dealing with people, performance or Systems equally
Quick learning ability in a wide variety of business areas
Stability, dependability
Over-all very good to excellent business and people management potential
Understanding and communicating with others
Planning and organizing
Schematic thinking

Minimizers

Johnny Dough
Gets easily bored with limited tasks and responsibilities
May 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

Motivators

Decision-making freedom
Multi-faceted challenges
Independence
Personal relationships
Status and recognition
Sense of belonging

Needs for Growth

Personal identification with personal needs, desires and systems. Understanding how balanced high scores
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 Environment

An atmosphere where there is an open exchange of ideas with readily available feedback; the sharing of
responsibilities and decisions. A role, which allows the most complete usage of all three external dimensions
of thought.


Self-Assured I>E=S (S)

Internal Decision Making Pattern Summary

The "Split" in a Pattern title signifies extreme separation between a person's Maximizers and minimizers. The
difference between the two can be extreme and very noticeable.

You tend to have a good self esteem and you define yourself based mostly on your own internal sense of worth,
rather than the job you hold or things you own. You live according to a strong sense of who you feel you are,
not what others would want you to be. Your work or primary social roles are of lesser importance to you in
comparison. It is also very possible that you are suffering from some role confusion right now. Something
about one of your major roles in life has changed and as a result you have confusion about how to proceed.
You see the People dimension very well and this is where you have your highest level of development. The
Tasks and Systems dimensions are equal to you in both their importance and development, but both are
considered to have low development levels compared to your high People skills. Level of development speaks
to your ability to "see" a specific dimension. The more clearly we see a dimension of thought, the more able
we are to use it; therefore the better we are at it.

Maximizers

Resiliency
Positive self image
Handling rejection

Minimizers

Johnny Dough
Lack of drive and ambition for exclusively material, position related things
Sense of direction
Self sacrifice

Motivators

Self improvement
Self discovery

Needs for Growth

Improve your self-image, create a more balanced view of your role's importance and define a clearer sense of
direction based on that balanced view.

Targets for Reinforcement (R) and Development (D)

Self discipline (D)
Sense of mission (D)
Role awareness (D)
Personal commitment (D)


Personal Development Profile: Leadership Summa

Report Summary

This graph summarizes the 6 categories that comprise this Innermetrix Talent Profile. A description and mean
score for each category is on the following page. There exists a mathematical axiom which states that the whole
is equal to the sum of its parts. Similarly, your growth as a person and your success in your profession depends
greatly on your ability to examine all parts of your life to see if they add up to the total person you want to be.
The RAC Leadership Development profile is designed to measure capacities which are vital to leading others
in a leadership role. This report may provide valuable insight into your specific aptitudes and abilities in a
multitude of leadership areas.

Report Component Graphs
RAC - Mental Development
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.7

RAC - Social Development
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.3

RAC - Physical Development
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
7.4

Johnny Dough
RAC - Financial-Career Development
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
6.3

RAC - Family Life Development
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
9.0

RAC - Ethics & Beliefs Development
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
6.6


Category Overviews

RAC - Mental Development (8.7)
This category takes a comprehensive look at the skills you possess that affect your mental development so you
can gain a deeper understanding of what skills and attributes you possess to further define and develop mentally.

RAC - Social Development (8.3)
This category takes a comprehensive look at the skills you possess that affect your social development so you
can gain a deeper understanding of what skills and attributes you possess to further define and develop socially.

RAC - Physical Development (7.4)
This category takes a comprehensive look at the skills you possess that affect your physical development so
you can gain a deeper understanding of what skills and attributes you possess to further define and develop
physically.

RAC - Financial-Career Development (6.3)
This category takes a comprehensive look at the skills you possess that affect your financial development so
financially.

RAC - Family Life Development (9.0)
This category takes a comprehensive look at the skills you possess that affect your family development and
relationships so you can gain a deeper understanding of what skills and attributes you possess to further develop
your family relationships.

RAC - Ethics & Beliefs Development (6.6)

Johnny Dough
This category takes a comprehensive look at the skills you possess that affect your ethics and beliefs so you
can gain a deeper understanding of what skills and attributes you possess to further define and develop you
ethics and beliefs.



Category Description

This category takes a comprehensive look at the skills you possess that affect your mental development so you
can gain a deeper understanding of what skills and attributes you possess to further define and develop mentally.

Category Component Descriptions

Attention To Detail (8.6)
evaluates Johnny's ability to see and to pay attention to details.

Conceptual Thinking (8.8)
evaluates Johnny's ability to see the big picture and then to determine which direction to take, and how resources
should be used to attain future goals.

Creativity (8.6)
evaluates Johnny as an innovative thinker whose views of himself and the world allow him to think outside the
box.

Flexibility (8.2)
evaluates Johnny's ability to readily integrate, modify, and respond to changes with minimal personal resistance.

Problem Solving (9.3)
evaluates Johnny's ability to identify alternative solutions to a problem and to select the best option.

Johnny Dough



Category Component Graphs
Attention To Detail
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.6

Conceptual Thinking
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.8

Creativity
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.6

Flexibility
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.2

Problem Solving
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
9.3

Johnny Dough




This category takes a comprehensive look at the skills you possess that affect your social development so you
can gain a deeper understanding of what skills and attributes you possess to further define and develop socially.


Empathetic Outlook (8.8)
evaluates Johnny's capacity to perceive and understand the feelings and attitudes of others or to place himself
in the shoes of another.

Evaluating What Is Said (7.4)
evaluates Johnny's openness toward other people and his willingness to hear what others are saying, rather
than what he thinks they should say or they are going to say.

Human Awareness (8.8)
evaluates Johnny's ability to be conscious of the feelings and opinions of others; and to value others as people
instead of just as their organizational role or value.

Persuading Others (7.7)
evaluates Johnny's ability to present his viewpoint in such a way that it is accepted by others.

Relating To Others (8.8)
evaluates Johnny's ability to coordinate personal insights and knowledge of others into effective interactions.

Johnny Dough



Category Component Graphs
Empathetic Outlook
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.8

Evaluating What Is Said
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
7.4

Human Awareness
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.8

Persuading Others
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
7.7

Relating To Others
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
8.8

Johnny Dough


RAC - Physical Development


This category takes a comprehensive look at the skills you possess that affect your physical development so
physically.


Handling Stress (8.3)
evaluates Johnny's ability to balance and to defuse inner tensions and stresses, which if allowed to build up,
might interfere with his ability to perform up to his potential.

Persistence (6.6)
evaluates Johnny's ability to stay on course in times of difficulty.

Realistic Personal Goal Setting (7.0)
evaluates Johnny's ability to set goals for himself that can be achieved using available resources and operating
within a projected timeframe.

Self Improvement (8.3)
evaluates Johnny's motivation to improve himself.

Self Starting Ability (6.9)
evaluates Johnny's ability to find his own motivation for accomplishing a task and the degree to which he will

Johnny Dough
maintain that course in the face of adversity.


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