Paragon Assessments II

MANAGING FOR SUCCESS®

Employee-Manager™ Version

"He who knows others is learned.He who knows himself is wise."

–Lao Tse

Terry Armstrong12-3-2008

Paragon Resources, Inc.

Training and Consulting FirmFocusing on ROP...Return on PeopleAccelerating Team Performance to Maximize Client Relationships770.319.0310www.ParagonResources.com

INTRODUCTION

Behavioral research suggests that the most effective people are those who understandthemselves, both their strengths and weaknesses, so they can develop strategies to meet thedemands of their environment.

A person's behavior is a necessary and integral part of who they are. In other words, much ofour behavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing).It is the universal language of "how we act," or our observable human behavior.

In this report we are measuring four dimensions of normal behavior. They are:

• how you respond to problems and challenges.

• how you influence others to your point of view.

• how you respond to the pace of the environment.

• how you respond to rules and procedures set by others.

This report analyzes behavioral style; that is, a person's manner of doing things. Is the report100% true? Yes, no and maybe. We are only measuring behavior. We only report statementsfrom areas of behavior in which tendencies are shown. To improve accuracy, feel free to makenotes or edit the report regarding any statement from the report that may or may not apply, butonly after checking with friends or colleagues to see if they agree.

"All people exhibit all four behavioral factors in varying degrees of intensity."–W.M. Marston

www.ParagonResources.com

Copyright © 1984-2002. Target Training International, Ltd. 1

GENERAL CHARACTERISTICSBased on Terry's responses, the report has selected general statements to provide a broad understanding of his workstyle. These statements identify the basic natural behavior that he brings to the job. That is, if left on his own, thesestatements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the general characteristics to gain a betterunderstanding of Terry's natural behavior.

Terry tends to be precise about his use of time and can become frustrated when others interrupt

him when in the middle of a task. He wants to be seen as a responsible person and will avoid

behavior that could be seen by others as irresponsible. He judges others by the quality of their

work. He has such high personal standards that he expects others to have the same dedication.

Following procedures is his way of ensuring quality and orderly work. Terry can be depended upon

to follow set procedures of work activity. His motto for work may well be the coined phrase,

"quality is job number one." Getting the project or job done right is important to him. If forced to

choose between producing quality work or quantities of work, quality will be the winner. Precision

and accuracy are important to him. Becoming acquainted with him can be difficult since he tends to

withhold his emotions. He may appear to be cool and distant. He may have a low trust level of

others. To some people, Terry may appear to be analytical. He may be overly sensitive to criticism

of his work. If you do comment on his work you had better be right, since he may not take criticism

lightly.

Terry is skilled at observing and collecting data on different subjects. If he has a real passion

for a given subject, he will read and listen to all the available information on the subject. He has an

acute awareness of social, economic and political implications of his decisions. He prefers to study

and analyze a problem before responding. He wants to feel that his response is the correct one. He

tends to become bogged down in details. He may accumulate so much data that the details



GENERAL CHARACTERISTICS

overwhelm him. Terry is a critical and systematic thinker, and this strength may not be easily

recognized by others. He likes to assemble facts and data before making decisions. This allows

him time to review the facts and think about the decision to be made. He is the type of person who

will accept challenges, and accept them seriously. He can be seen as a thinker whose intuitive

talents can bring divergent ideas to the forefront.

Terry's logical, methodical way of gathering data is demonstrated by his ability to ask the right

questions at the right time. When Terry is deeply involved in thinking through a project, he may

appear to be cool and distant. He likes to ask questions to clarify the communications. He gathers

data in order to be certain he is correct in his work, communications or decision making. He likes

to know what is expected of him in a working relationship, and have the duties and responsibilities

of others who will be involved explained. Communication is accomplished best by well-defined

avenues. Terry has a low trust level with strangers. This becomes apparent when he asks specific

and perhaps blunt questions. He prefers meetings that start and finish on time. He may get upset

with people who do not adhere to rules and how things "should be done." People may often see

Terry as formal and reserved. He may be assessing the situation before "letting his guard down"

and may do so only when he feels comfortable with the circumstances. He enjoys analyzing the

motives of others. This allows him to develop his intuitive skills.



VALUE TO THE ORGANIZATIONThis section of the report identifies the specific talents and behavior Terry brings to the job. By looking at thesestatements, one can identify his role in the organization. The organization can then develop a system to capitalize onhis particular value and make him an integral part of the team.

• Conscientious and steady.

• Always concerned about quality work.

• Comprehensive in problem solving.

• Suspicious of people with shallow ideas.

• Excellent troubleshooter.

• Objective--"The anchor of reality."

• Objective and realistic.

• Accurate and intuitive.



CHECKLIST FOR COMMUNICATINGMost people are aware of and sensitive to the ways with which they prefer to be communicated. Many people findthis section to be extremely accurate and important for enhanced interpersonal communication. This page providesother people with a list of things to DO when communicating with Terry. Read each statement and identify the 3 or4 statements which are most important to him. We recommend highlighting the most important "DO's" and providea listing to those who communicate with Terry most frequently.

Do:

• Make an organized contribution to his efforts, present specifics and do what you say you can do.

• Follow through, if you agree.

• Make an organized presentation of your position, if you disagree.

• Use expert testimonials.

• Draw up a scheduled approach to implementing action with a step-by-step timetable; assure himthat there won't be surprises.

• Provide solid, tangible, practical evidence.

• Prepare your "case" in advance.

• Listen to him.

• Be prepared with the facts and figures.

• Respect his quiet demeanor.

• Keep at least three feet away from him.

• Show him a sincere demeanor by careful attention to his point of view.

• Provide details in writing.



DON'TS ON COMMUNICATINGThis section of the report is a list of things NOT to do while communicating with Terry. Review each statement withTerry and identify those methods of communication that result in frustration or reduced performance. By sharingthis information, both parties can negotiate a communication system that is mutually agreeable.

Don't:

• Pretend to be an expert, if you are not.

• Dillydally, or waste time.

• Say "trust me"--you must prove it.

• Use gimmicks or clever, quick manipulations.

• Make statements you cannot prove.

• Make conflicting statements.

• Be redundant.

• Make statements about the quality of his work unless you can prove it.

• Push too hard, or be unrealistic with deadlines.

• Provide special, personal incentives.

• Be superficial.



COMMUNICATION TIPSThis section provides suggestions on methods which will improve Terry's communications with others. The tipsinclude a brief description of typical people with whom he may interact. By adapting to the communication styledesired by other people, Terry will become more effective in his communications with them. He may have topractice some flexibility in varying his communication style with others who may be different from himself. Thisflexibility and the ability to interpret the needs of others is the mark of a superior communicator.

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

• Be clear, specific, brief and to the point.

• Stick to business.

• Be prepared with support material in a well-organized "package."

Factors that will create tension or dissatisfaction:

• Talking about things that are not relevant to the issue.

• Leaving loopholes or cloudy issues.

• Appearing disorganized.

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

• Provide a warm and friendly environment.

• Don't deal with a lot of details (put them in writing).

• Ask "feeling" questions to draw their opinions or comments.


• Being curt, cold or tight-lipped.

• Controlling the conversation.

• Driving on facts and figures, alternatives, abstractions.



COMMUNICATION TIPS

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

• Begin with a personal comment--break the ice.

• Present your case softly, nonthreateningly.

• Ask "how?" questions to draw their opinions.


• Rushing headlong into business.

• Being domineering or demanding.

• Forcing them to respond quickly to your objectives.

When communicating with a person who is dependent, neat, conservative, perfectionist,careful and compliant:

• Prepare your "case" in advance.

• Stick to business.

• Be accurate and realistic.


• Being giddy, casual, informal, loud.

• Pushing too hard or being unrealistic with deadlines.

• Being disorganized or messy.



IDEAL ENVIRONMENTThis section identifies the ideal work environment based on Terry's basic style. People with limited flexibility willfind themselves uncomfortable working in any job not described in this section. People with flexibility useintelligence to modify their behavior and can be comfortable in many environments. Use this section to identifyspecific duties and responsibilities that Terry enjoys and also those that create frustration.

• Assignments that can be followed through to completion.

• Private office or work area.

• Data to analyze.

• Prefers technical work, specializing in one area.

• Environment where he can be a part of the team, but removed from office politics.

• Close relationship with a small group of associates.

• Projects that produce tangible results.

• An environment dictated by logic rather than emotion.



PERCEPTIONSA person's behavior and feelings may be quickly telegraphed to others. This section provides additional informationon Terry's self-perception and how, under certain conditions, others may perceive his behavior. Understanding thissection will empower Terry to project the image that will allow him to control the situation.

"See Yourself As Others See You"

SELF-PERCEPTION

Terry usually sees himself as being:

Precise ThoroughModerate DiplomaticKnowledgeable Analytical

OTHERS' PERCEPTION

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

Pessimistic PickyWorrisome Fussy

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

Perfectionistic Hard-to-PleaseStrict Defensive



DESCRIPTORSBased on Terry's responses, the report has marked those words that describe his personal behavior. They describehow he solves problems and meets challenges, influences people, responds to the pace of the environment and howhe responds to rules and procedures set by others.

Dominance

Demanding

Egocentric

DrivingAmbitiousPioneeringStrong-WilledForcefulDeterminedAggressiveCompetitiveDecisiveVenturesome

InquisitiveResponsible

Conservative

CalculatingCooperativeHesitantLow-KeyedUnsureUndemandingCautious

MildAgreeableModestPeaceful

Unobtrusive

Influencing

Effusive

Inspiring

MagneticPoliticalEnthusiasticDemonstrativePersuasiveWarmConvincingPolishedPoisedOptimistic

TrustingSociable

Reflective

FactualCalculatingSkeptical

LogicalUndemonstrativeSuspiciousMatter-of-FactIncisive

PessimisticMoody

Critical

Steadiness

Phlegmatic

RelaxedResistant to ChangeNondemonstrative

Passive

Patient

Possessive

PredictableConsistentDeliberateSteadyStable

Mobile

ActiveRestlessAlertVariety-OrientedDemonstrative

ImpatientPressure-OrientedEagerFlexibleImpulsiveImpetuous

Hypertense

Compliance

Evasive

WorrisomeCarefulDependentCautiousConventionalExactingNeat

SystematicDiplomaticAccurateTactful

Open-MindedBalanced Judgment

Firm

IndependentSelf-WilledStubborn

Obstinate

OpinionatedUnsystematicSelf-RighteousUninhibitedArbitraryUnbending

Careless with Details



NATURAL AND ADAPTED STYLETerry's natural style of dealing with problems, people, pace of events and procedures may not always fit what theenvironment needs. This section will provide valuable information related to stress and the pressure to adapt to theenvironment.

PROBLEMS - CHALLENGES (Natural)

Terry is quite inquisitive and wants to be seen as an outwardly competitive person who isadventuresome by nature. He is results-oriented and likes to be innovative in hisapproach to problem solving. Terry is not necessarily confrontational by nature, but if aproblem does exist he will not turn down the opportunity for confrontation.

PROBLEMS - CHALLENGES (Adapted)

Terry sees no need to change his approach to solving problems or dealing with challengesin his present environment.

PEOPLE - CONTACTS (Natural)

Terry is undemonstrative in his approach to influencing others and likes to let facts andfigures stand for themselves. He feels persuasion needs to be objective andstraightforward. His trust level is based on each interaction--the past is the past. Hepresents facts without embellishments.

PEOPLE - CONTACTS (Adapted)

Terry sees no need to change his approach to influencing others to his way of thinking.He sees his natural style to be what the environment is calling for.



NATURAL AND ADAPTED STYLE

PACE - CONSISTENCY (Natural)

Terry is deliberate and steady. He is willing to change, if the new direction is meaningfuland consistent with the past. He will resist change for change's sake.

PACE - CONSISTENCY (Adapted)

Terry sees his natural activity style to be just what the environment needs. What you seeis what you get for activity level and consistency. Sometimes he would like the world toslow down.

PROCEDURES - CONSTRAINTS (Natural)

Terry naturally is cautious and concerned for quality. He likes to be on a team that takesresponsibility for the final product. He enjoys knowing the rules and can become upsetwhen others fail to comply with the rules.

PROCEDURES - CONSTRAINTS (Adapted)

Terry shows little discomfort when comparing his basic (natural) style to his response tothe environment (adapted) style. The difference is not significant and Terry sees little orno need to change his response to the environment.



ADAPTED STYLETerry sees his present work environment requiring him to exhibit the behavior listed on this page. If the followingstatements DO NOT sound job related, explore the reasons why he is adapting this behavior.

• Being precise in the collection of data.

• Calculation of risks before taking action.

• Maintaining a clean and organized work station.

• Accurate adherence to high quality standards.

• Precise, analytical approach to work tasks.

• Critical appraisal of data.

• Disciplined, meticulous attention to order.

• Being attentive and dependable with detailed work activities.

• Sensitivity to existing rules and regulations.

• Projecting a limited display of emotion.

• Working in a systematic, nondemonstrative manner.



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

Terry wants:

• To be recognized for his continuance of quality work.

• Time to perform up to his high standards.

• Time to adjust to change.

• Tangible evidence of effort.

• Limited socializing.

• Instructions so he can do the job right the first time.

• Straight talk supported with facts.

• Limited exposure to new procedures.

• Facts and data for making decisions.

• To be part of a quality-oriented work group.

• An environment where he can ask specific questions--not just "beat around the bush."

• Objectivity.

• Information in logical order.



KEYS TO MANAGINGIn this section are some needs which must be met in order for Terry to perform at an optimum level. Some needs canbe met by himself, while management must provide for others. It is difficult for a person to enter a motivationalenvironment when that person's basic management needs have not been fulfilled. Review the list with Terry andidentify 3 or 4 statements that are most important to him. This allows Terry to participate in forming his ownpersonal management plan.

Terry needs:

• To sell his ideas--not just tell them.

• Recognition for what he accomplished.

• Equipment that will allow him to perform up to his high standards.

• To soften the edge and not be so blunt.

• Support in making high-risk decisions.

• A manager who prefers quality over quantity.

• Rewards in terms of fine things--not just shallow words.

• Sincere feedback from others.

• Time to gather the facts and data.

• Time to warm up to people.

• Performance appraisals on a regular basis.



AREAS FOR IMPROVEMENTIn this area is a listing of possible limitations without regard to a specific job. Review with Terry and cross outthose limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance and develop anaction plan to eliminate or reduce this hindrance.

Terry has a tendency to:

• Have difficulty making decisions because he's mostly concerned about the "right" decision. Ifprecedent does not give direction, his tendency is to wait for directions.

• Appear somewhat aloof and cool to the emotional appeal of others.

• Tell ideas as opposed to sell ideas.

• Select people much like himself.

• Lean on technical achievement.

• Be overly intense for the situation.

• Want full explanation before changes are made to ensure his understanding.

• Failure to tell others where he stands on an issue.

• Be defensive when threatened and use the errors and mistakes of others to defend his position.



ACTION PLAN

Terry Armstrong

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

Communicating (Listening)DelegatingDecision MakingDiscipliningEvaluating PerformanceEducation

Time ManagementCareer GoalsPersonal GoalsMotivating OthersDeveloping PeopleFamily

Area:

1.

2.

3.

Area:

1.

2.

3.

Area:

1.

2.

3.

Date to Begin: ____________ Date to Review: ____________

18

BEHAVIORAL FACTOR INDICATOR™Management Version


Paragon Resources, Inc.

Training and Consulting FirmFocusing on ROP...Return on PeopleAccelerating Team Performance to Maximize Client Relationships770.319.0310www.ParagonResources.com

INTRODUCTION

Classifying management behavior is not an easy undertaking, largely because there are so manyvariables on which classifications could be based. The classifications in this report are purelybehavioral. Behavioral measurement can be classified as how a person will do a job. Noconsideration has been given to age, experience, training or values.

Your report will graphically display your behavioral skills in 12 specific factors. Each factorwas carefully selected allowing anyone to be successful if they meet the behavioral demands ofthe job.

The Natural graph represents your natural behavior - the behavior you bring to the job. TheAdapted graph measures your response to the environment - the behavior you think is necessaryto succeed at a job. If your Adapted graph is significantly different from your Natural, you areunder pressure to change or "mask" your behavior.

Read and compare your graphs. Look at each factor and the importance of that factor to thesuccessful performance of your job. Your Adapted graph will identify the factors you see asimportant and shows you where you are focusing your energy.

Knowledge of your behavior will allow you to develop strategies to win in any environmentyou choose.


SPECIFIC FACTOR ANALYSIS

Terry Armstrong

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

4.75 5.25

NaturalAdapted

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

5.25 6.00

NaturalAdapted

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

5.50 6.00

NaturalAdapted

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

5.00 5.75

NaturalAdapted

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

4.75 5.25

NaturalAdapted

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

6.25 6.50

NaturalAdapted



SPECIFIC FACTOR ANALYSIS

Terry Armstrong

LISTENING0...1...2...3...4...5...6...7...8...9...10

7.00 6.50

NaturalAdapted

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

7.75 7.00

NaturalAdapted

CONSISTENCY0...1...2...3...4...5...6...7...8...9...10

7.00 6.50

NaturalAdapted

PAPERWORK0...1...2...3...4...5...6...7...8...9...10

7.00 6.75

NaturalAdapted

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

8.00 7.25

NaturalAdapted

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

8.00 7.50

NaturalAdapted



STYLE ANALYSIS™ GRAPHS


MOST

Graph I

Adapted Style

D I S C

LEAST

Graph II

Natural Style

D I S C

0

10

20

30

40

50

60

70

80

90

100

0

10

20

30

40

50

60

70

80

90

100

0

1

2

34

5

6

7

8

9

1011121314

1516

20

0

1

2

3

4

5

6

7

89

10

17

0

1

2

3

4

5

6

7

8

9

1011

12

19

0

1

2

3

4

5

6

78

9

15 0

1

2

3

4

5

6

78

9101112

1314151621

0

1

2

3

4

5

6

7

8

9

1011

19

0

1

2

3

4

5

6

7

8

9

10

11

121319

0

1

2

3

4

5

6

7

8

9

10

11

121316

9 2 5 6

64 34 54 72

4 8 5 4

58 22 58 64

Score%



THE SUCCESS INSIGHTS® WHEEL

The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to the textyou have received about your behavioral style, the Wheel adds a visual representation thatallows you to:

• View your natural behavioral style (circle).

• View your adapted behavioral style (star).

• Note the degree you are adapting your behavior.

• If you filled out the Work Environment Analysis, view the relationship of your behavior toyour job.

Notice on the next page that your Natural style (circle) and your Adapted style (star) are plottedon the Wheel. If they are plotted in different boxes, then you are adapting your behavior. Thefurther the two plotting points are from each other, the more you are adapting your behavior.

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


Copyright © 1992,1998. Target Training International, Ltd. 23

THE SUCCESS INSIGHTS® WHEEL


D

IS

CCONDUCTO

R

PER

SUA

DE

R

PROM

OTER

RELATER

SUPPORTER

CO

OR

DIN

AT

OR

AN

ALYZER

IMPLEMENTOR

1

2

3

45

6

7

8

9

10

11

12

13

14

15

1617

18

19

20

21

22

23

24

2526

27

28

29

30

31

3233

34

35

36

37

38

39

40

4142

43

44

45

46

47

484950

51

52

53

54

55

56

57

5859

60

Hl

Natural: l (40) ANALYZING IMPLEMENTOR (FLEXIBLE)

Adapted: H (40) ANALYZING IMPLEMENTOR (FLEXIBLE)


Copyright © 1992,1998. Target Training International, Ltd. 24

Paragon Assessments II

Technology

Transcript of Paragon Assessments II