Andrea M. Henderson Personalysis summary report

1. Summary
Personalysis®
Andrea M. Henderson
Providence Health & Services
Rational Preferred style
Andrea likes organizational roles that call for use of
know-how. Enjoys thinking things through and
discussing how to handle affairs better. In approach, is
low-key and reliable, well-meaning and agreeable.
When leading, develops a system to maintain control
and deals with issues in a logical way. Plans, structures
activities, and takes care of details to get things done.
Frustrated when rushed or forced to meet unrealistic
deadlines.
Socialized Communication expectations
Andrea expects leaders and others to clarify any action
required and explain how to achieve their
expectations. They should be to-the-point and give
precise guidelines. Expects to have a system to use and
have input if there are changes. If approached right,
will follow procedures and be productive. To overcome
problems, draws on experience, organizes plans and
moves forward. Does not respond well to those who
give ambiguous directions.
Instinctive Motivational needs
Andrea needs to have dependable information and
significant people to talk to. Motivated to listen, dialog
ideas and anticipate results. In making decisions, looks
at the pros and cons, figures out a strategy, and resists
snap judgments. Under pressure, is restrained yet
keeps options open. Self-confidence is increased by
talking through issues in a spirit of harmony.
Frustrated by people who push too hard and fail to
consider the impact on those involved.
Profiled: 03/13/2015
© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation. All rights reserved.
Personalysis and We Know People are registered trademarks and Colorgraph is a registered trademark of Personalysis Corporation.

2. Personalysis
Andrea M. Henderson
Providence Health & Services
© 1975, 1983, 1996, 1999, 2000, 2001 Personalysis Corporation. All rights reserved.
Personalysis and We Know People are registered trademarks and Colorgraph is a trademark of Personalysis Corporation.

3. about your personalysis report
Your Personalysis Report is based upon answers you provided in the Personalysis Questionnaire, and
it is not influenced by age, race, sex, education, or religion. It is a scientific management tool that
explains why and how you feel, think, and act under varying levels of pressure.
Personalysis is an assessment of your unique personality. It is composed of a complex mix of
behaviors that you use to create success and to be effective. There is no single perfect, ideal, average,
or standard profile. Your personality is very special -- neither better nor worse than any other. It is
simply different.
To get more from your Personalysis report, view the interactive guide at
www.personalysis.com/guide. Your user code for the guide is: jhhr fxxk hwxw
The animated graphics, interactive exercises, and video segments reinforce key elements of
your report.
what you will find in your report
preview (on the facing page):
a one-page summary that captures the essential themes of your personality.
colors, numbers, clusters and dimensions (pages 2-3):
basic information necessary to understand your behavior under various levels of stress, the
color-coded behavioral shorthand of your personality, how colors are measured, and how two
colors together form a cluster with special meaning.
instinctive dimension (pages 4-5):
identifies the powerful motivating forces that affect your self-esteem and sense of well-being.
Your basic needs must be met for you to feel effective and secure. When you are upset or
concerned, look to this dimension to define the underlying cause, and then identify a solution.
socialized dimension (pages 6-7):
describes how you learned to interact with others. It defines the expectations you have of
yourself as well as of others. This is the dimension you use to gather information and to extend
cooperation.
rational dimension (pages 8-9):
reveals the way you most enjoy interacting with your world. You use this information to identify
both appealing and frustrating job activities.
negative behaviors (pages 10-11):
provides insight into your defensive and self-defeating behaviors.
peak performance (pages 12-13):
offers strategies to enhance your personal and professional success.
Personalysis Corporation 1© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

4. colors, numbers, and clusters
The colors
The use of colors provides a quick means to understand your behavior in a nonthreatening way.
There are no good or bad colors, and every individual is a combination of colors. When you use the
color-coded shorthand, you can improve communication and productivity.
Active
Independent
Assertive
Direct
Task-Oriented
Adaptive
Flexible
Responsive
Inclusive
Group-Oriented
Analytical
Consistent
Judicious
Methodical
Risk-Oriented
Anticipating
Self-reliant
Questioning
Consultative
Context-Oriented
The clusters
Each person is best described as having some combination of colors. When any two colors have a
score totalling 6.5 or greater, you obtain a cluster with special meaning, as shown below:
red + yellow blue + green
short-term
outer-directed
long-term
inner-directed
red + green yellow + blue
convergent
tangible
divergent
intangible
red + blue yellow + green
individual
developmental
group
organizational
The numbers
Each color is measured along the diagonals in half-point increments. The high numbers represent
strengths, while low numbers indicate potential blind sides:
0.0 - 2.5 Low intensity 3.0 - 3.5 Moderate intensity 4.0 - 6.0 High intensity
In each dimension, the total will always be 12 points.
Personalysis Corporation 2© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

5. dimensions
Personalysis offers a more complete picture of your personality. Where other profiling instruments
provide data on one or two levels of personality, Personalysis captures three productive and two
negative dimensions. The result is a more accurate assessment. The Personalysis difference is the
ability to go further, provide greater detail, and give a more thorough interpretation.
Rational
The dimensions of your personality have a relationship that is best understood as a hierarchy of
needs. To illustrate this relationship, your profile is shown on this page within a pyramid. At the top
of the hierarchy is the Rational dimension. Always positive in expression, this preferred style
provides the greatest satisfactions in life. To achieve this dimension, lower-level needs must be
satisfied first.
Socialized
The Socialized dimension is adaptive behavior that has been learned. The positive dimension reveals
how you learned you ought to deal with situations and interact with others. The negative side, on the
other hand, shows how you learned you ought to resist and defend yourself when you are frustrated.
RationalTo understand the interaction of the different parts of your personality,
it is useful to consider your profile within a pyramid. The pyramid
helps demonstrate the hierarchy of needs within your personality.
Socialized
Instinctive
Andrea M. Henderson
Instinctive
The Instinctive dimension at the base of the pyramid is the foundation on which all else depends.
These personality resources govern the way you instinctively evaluate and deal with life's
circumstances. They ensure your safety and effectiveness. Generally nonverbal and internalized,
these survival instincts generate strong emotions and drive positive motivation. The negative
expression of this dimension reveals self-protective fear and anger triggered when needs are
threatened or denied.
It is important to recognize that the comfort and stability of your base, your Instinctive dimension,
must be assured before you can move to higher levels of self-expression.
Personalysis Corporation 3© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

6. basic information about the instinctive dimension
Your Instinctive dimension—your basic nature—is the foundation of personality. It is the core of
your survival needs, concerns, and motivating forces. Largely subconscious and intense, these
feelings usually are not verbalized, yet they influence all activity in your life. These explain why you
do what you do. Personalysis makes this subconscious self visible as represented by the high color
scores.
Your Instinctive dimension forms the roots of motivation, confidence, commitment, and self-worth.
At home, most people move to this level to recharge their energy and are likely to exhibit these color
traits more openly. At work, however, these are underlying drives that must be satisfied, even though
they usually are more implicit than explicit.
Authoritative Flexible
Motivated to achieve short term goals. Needs to
act and use a sense of urgency. Values indepen-
dence and a chance to be in charge. Uses personal
authority to make decisions.
Relies on tangible results
to measure success and
self-worth.
Motivated to achieve consensus within the group.
Needs to have influence and stay adaptive.
Values flexibility and uses opinions of group
to arrive at decisions. Relies
on positive group feedback
to measure success and
self-worth.
Motivated to achieve control
and predictability. Needs to
have territory clearly defined
and boundaries protected.
Values autonomy. Uses past experience and justi-
fiable facts to analyze risk and make decisions.
Relies on consistency and order to measure success
and self-worth.
Motivated to achieve
understanding. Needs time to
access and identify alternatives.
Values freedom. Uses multiple
sources of information to make decisions. Relies
on understanding and close, consultative relation-
ships to measure success and self-worth.
Controlling Understanding
The statements above apply to you strongly in the colors where your scores are 4.0–6.0 and moderately where your
scores are 3.0–3.5. The statements do not apply to you where your scores are 0.0–2.5.
Personalysis Corporation 4© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

7. instinctive
Andrea M. Henderson
Motivation
Andrea is strongly motivated to use the power of knowledge. Would
like to share a giving heart and a prudent mind. Feels the need to
counsel and be open to the influence of others. Wants to develop a
dependable system and improve the state of affairs for all concerned.
Protects freedom to anticipate consequences in order to match a
preconceived ideal.
To prepare for what life brings and make sure that risks are well
managed come naturally. Empowered by the chance to put insights to
work and operate in a judicious manner. Tries not to react on the spur
of the moment. Balances need for understanding with needs for
harmony and accountability. Needs time for self-renewal after devoting
self to the demands of the workplace.
Learning
In learning, Andrea applies thought process that primarily features an if-then approach. The intent
is to foresee the outcome of various choices. When trying something new, uses visualization,
association, and repetition. Takes notice of what is going on and strives to grasp the meaning. Sorts
things out and learns from mistakes.
Feels more effective if able to involve others, ask questions, and organize ideas, feelings, and
perceptions into a linked network of memory. Extends the range of abilities and techniques.
Benefits from feedback and positive reinforcement to add to the sense of competency. Satisfaction
is increased by unsolicited praise for ability to master the skill or knowledge.
Decision-making
In making decisions, Andrea needs to probe and get the facts. Thinks about what is to come. Is
reluctant to act in haste. Deals with pros and cons and exchanges opinions to gain certainty.
Listens for “why,” “how,” and “what else.” Considers the downside while exploring options. Holds
back going forward until there is a methodology to facilitate the task.
Implements decisions after looking at the rationale, making a personal investigation, and
developing a forecast. Feels it is prudent to be patient. Follows a well-conceived plan to achieve an
intended effect. Safeguards independence and does not want to be told what to do. Becomes
anxious if costs exceed benefits or if pressured to take an unexamined course of action.
Change
When dealing with change, exercises caution and avoids impulsivity. Feels threatened with shifting
conditions unless able to come up with a strategy and the resources to deal with the situation. To
prepare, take advantage of promising opportunities, or defend against vulnerabilities are uppermost
in thought. Wants to have a backup plan. May find it hard to stop thinking.
Under pressure, Andrea fears absence of information. Assesses for potential problems. Considers
the worst that can happen yet holds to a qualified optimism. Reaches for rich inner resources.
Steels self in case things do not turn out as expected. Could be strengthened by team building with
someone who is more focused under stress and has a greater sense of urgency.
Personalysis Corporation 5© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

8. basic information about the socialized dimension
Your Socialized dimension—your second nature—comprises the way you learned to interact
with others, especially authority figures and those you perceive to have power over you. It also
represents how you expect to be treated in order to gain your cooperation.
Each of us gathers information in a different manner. If others get on “your channel,” it sounds
good. But if they communicate to your low color, their approach could create resistance. Not
only what is said, but how the message sounds creates reluctance or willingness to respond.
Your Socialized dimension is also a backup style of behavior, denoting what you ought to be,
think, and do. It often provides personality resources either not available or less strongly
present in the other two dimensions. In problem-solving, it draws from reason, emotion, and
experience.
Direct Involved
Feels leaders ought to provide strong guidance.
Works well under direct leadership where
goals are clearly stated. Follows the lead of those
with experience. Expects focus.
Values hands-on experience.
Does not respond well to
passive, indirect leadership.
Feels leaders ought to provide democratic
guidance. Works well under flexible leadership
where broad goals are defined. Follows focus of
the group. Expects involve-
ment. Values the right to parti-
cipate. Does not respond well
to rigid, bureaucratic control.
Feels leaders ought to
provide consistency and
uniformity. Works well under
structured leadership where
systems are clearly stated. Follows policy and pro-
cedure. Expects rules and regulations. Values com-
pliance. Does not respond well to leadership
that is vague about procedures and expectations.
Feels leaders ought to
allow individuals to be self-
directed. Works well under
indirect leadership where
ideas and input are solicited. Follows personal
reason. Expects reasons why. Values the right to
question. Does not respond well to direct, authori-
tative demands.
Systematic Questioning
The statements above apply to you strongly in the colors where your scores are 4.0–6.0 and moderately where your
scores are 3.0–3.5. The statements do not apply to you where your scores are 0.0–2.5.
Personalysis Corporation 6© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

9. socialized
Andrea M. Henderson
Self-expectations
Andrea expects to do what those in charge require, follow their
directions, and not digress from the pattern they set. Without
experience, thinks you should respect those in power, carry out what
they tell you to do, and not quibble. Believes you ought to go by the
procedures they outline.
With experience, will take control, focus on the task, and put own plan
into effect. To work consistently, be conscientious, and show
persistence are strong expectations. When told about what to do, has
the power to conduct self with a sense of duty and make an earnest
effort. Will operate in a dependable way and track the impact.
Expectations of others
Andrea expects that leaders and others ought to be authoritative. They should outline the goal and
get input from others. Follows the lead of those who are down-to-earth and pursue tangible
objectives. Expects those in charge to explain how to do the work, treat people right, and provide
training.
Those who demonstrate what to do and illustrate by examples will be respected. An effective
response is made possible, therefore, by leaders who give clear instructions, secure buy-in, and
patiently deal with questions. Does not react well to those who have a fuzzy approach or provide
passive leadership.
Cooperative response
When others explain how to achieve what they want to do, Andrea will make a serious attempt to
comply. Has learned you should be persistent and avoid guilt by staying focused. Feels you ought
to fix upon the target and not deviate from the methods prescribed. It is second nature to be
productive while tying up details.
To overcome problems, Andrea reduces the options, probes where resistance is low, and makes a
response to off-target conditions. Gets increased energy and puts know-how on the line. May resist
those who are vague; but, if approached right, will try to get an outcome that can be measured and
stay proactive.
Communication: right and wrong approaches
We learn how to gather information and interact with others early in life. Andrea can readily relate
to those who are direct, single-minded, and individualistic. But may misread those who are open,
flexible, and gregarious. May distort their behavior as being unfocused, vacillating, and wasting
time.
Their tendency to use generalized language may be mistaken for being vague and deceptive. Is not
at ease with people who avoid confrontation and may misperceive them to be weak. To relate to
Andrea, remember to state objectives up front, stay focused on the task at hand, and demonstrate
firmness.
Personalysis Corporation 7© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

10. basic information about the rational dimension
Your Rational dimension—your preferred nature—comprises behavior you choose of your own free
will. In this stress-free mode, you experience a sense of self-mastery. You also pursue activities that
provide the most satisfaction. When you take advantage of the strong colors of this dimension, you
are able to use your most comfortable style. The behaviors of this dimension should be reinforced by
education, training, and job placement.
You cannot use the strengths of the Rational dimension until the secondary needs of the Socialized
dimension and the primary needs of the Instinctive dimension are met. Only then can your energy
flow into this comfort zone where you feel confident, cooperative, and challenged.
Authoritative Democratic
Enjoys take-charge roles. Prefers to be direct and
focused in approach. Is concerned about
practicality. Likes to implement and give
authoritative leadership.
Gets things done by being
task-oriented and maintaining
direction.
Enjoys communication-oriented roles. Prefers to
be flexible and adaptive in approach. Is con-
cerned about teamwork. Likes to delegate and
give democratic leadership.
Gets things done through
organizing and coordinating
strengths of others.
Enjoys control-oriented roles.
Prefers to be cautious and
reserved in approach. Is con-
cerned about documentation
and details. Likes to monitor and give systematic
leadership. Gets things done through following
up and structuring activities.
Enjoys problem-solving roles.
Prefers to be mentally active
and creative in approach. Is
concerned about innovation.
Likes to consider alternatives and give indirect
leadership. Gets things done through planning
and developing ideas.
Structured Self-Directed
The statements above apply to you strongly in the colors where your scores are 4.0–6.0 and moderately where your
scores are 3.0–3.5. The statements do not apply to you where your scores are 0.0–2.5.
Personalysis Corporation 8© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

11. rational
Andrea M. Henderson
Preferred style
Andrea is a thoughtful person who likes to plan, organize, and control
a program of work. Employs a sober-minded style and enjoys the
ability to grasp the nature, significance, and meaning of what is
happening. Comes across in a resourceful manner. Tends to focus on
what can be proven as truth. Has capacity to seek the evidence and
validate claims.
Takes pleasure in ability to exercise restraint over the irresponsible
expression of emotion, thought, and action. To see beyond the obvious
and be trustworthy are strengths. Does not want to be hurried. These
behaviors, as well as the ability to provide solutions you can count on
today and improve in the future, foster a sense of self-mastery.
Style limitations
Because Andrea is so well organized, fair-minded, and unperturbed, others at times may interpret
this as being rigid, too particular, or lacking drive. Such a well-meaning style could be
misunderstood when an energetic and enthusiastic approach may be indicated. There is a time to
be reserved, and there is a time to be expansive, charged, and unconstrained.
Since a patient mode of action is not always appropriate, Andrea may need to shift styles
consciously. Find behaviors in other dimensions that show more dash and dynamism and are less
likely to be perceived as too cautious, overcontrolling, or the like. Another option is to team build
with someone who comes across as more extroverted and forthright.
Satisfying job activities
We are able to operate in our comfort zone when we have had our basic needs met and are in
positions that utilize the strengths of our preferred style. Broadly speaking, Andrea prefers systems-
oriented and communications roles. Enjoys job functions that call for dealing with facts and
figures, collecting, and verifying data. Values a chance to record and report the results.
Is challenged when structuring, scheduling, or regulating elements of a task. Likes to use analytical
thinking and counsel with people around their concerns. To apply principles and processes gives a
sense of pleasure. These talents, as well as potential to design a strategy and move toward a
planned effect, contribute to peak performance.
Frustrating job functions
Generally, Andrea should not choose roles that require pushing with a flurry of activity. Dislikes
having to act with urgency rather than acting with deliberation. Should keep clear of duties that
call for a fast reaction without having a plan to deal with unforeseen changes. Does not enjoy being
hurried and confused. Assignments that need people to “just do it” without having a track to run
on should be avoided.
In addition, has a distaste for jobs that demand a commanding, invasive style. Cannot readily force
self on others and encroach on their personal space. Any functions that accent asserting self rather
than exercising caution, taking charge instead of analyzing, or doing what works as opposed to
adhering to standards do not draw on Andrea's strengths.
Personalysis Corporation 9© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

12. basic information about negative behaviors
Negative behaviors are outward symptoms of insecurity, frustration, fear, or anger. They can be
triggered when you work in a frustrating job role, perceive threatening communications, or feel your
instinctive survival needs are at risk. Then you experience the concerns of an insecure self. When
stress becomes overwhelming, negative energy drains your emotional and mental resources creating
the reactive defensive behaviors.
Coercive
Negative Socialized – Defensive
Provocative
Reacts to indecision and lack of direction by
becoming irritable and insistent. Is likely to
become abrasive and dicta-
torial. Presses for action and
can act impulsively. Becomes
demanding.
Reacts to rigidity and inability to be involved in
decisions by becoming opinionated and
argumentative. Is likely to
become critical of others.
Becomes rebellious and
manipulative.
Reacts to inconsistency and
lack of structure by becoming
rigid and uncompromising.
Is likely to become negative
and suspicious of others. Becomes unfriendly
and withholds cooperation.
Reacts to loss of ability to be
self-directed and question
authority by becoming resent-
ful and detached. Is likely to
rationalize actions. Becomes uncommunicative
and procrastinates.
Resistant Resentful
If anxiety increases, fear and anger generate the self-destructive, irrational behaviors.
Hostile Negative Instinctive – Irrational Rebellious
Reacts negatively to the perceived inability to
act and achieve short-term goals. Becomes arbitrary
and dictatorial. Can become
high-handed to get own way.
Acts impulsively trying to
assure dominance.
Reacts negatively to the perceived loss of options
and involvement. Becomes rebellious and
overconfident. Can be
cavalier. Acts recklessly
in an attempt to assure
flexibility.
Reacts negatively to the
perceived instability and loss
of control over the environment.
Becomes stubborn and over-
controlling. Can become suspicious. May build a
shell to assure order and retain predictability.
Reacts negatively to the per-
ceived loss of understanding.
Becomes worried and puts
things off. Can be uncommu-
nicative and detached. Withdraws to buy time to
assess alternatives and maintain closeness.
Stubborn Withdrawn
The statements above apply to you strongly in the colors where your scores are 4.0-6.0 and moderately where your
scores are 3.0-3.5. The statements do nto apply to you where your scores are 0.0-2.5.
Personalysis Corporation 10© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

13. negative behaviors
Andrea M. Henderson
Some stress cannot be avoided. For a short time, it even may be
productive. Under functional stress, Andrea is concerned about
maintaining understanding, influence, and accountability. Dislikes
being robbed of choice. Hates being unable to prepare for what may
come. Feels the need to be quiet and think things through. When the
leader and others become the caretakers of these concerns, fears, and
distress symptoms, they help reduce anxiety and make greater
productivity possible.
Defensive Behavior
The defensive, negative behaviors are used as a stall system or the first line of defense to manage an
uncomfortable situation. When doubtful, insecure, or frustrated, Andrea feels vexed and agitated.
Reacts by becoming assertive and pushy. Is upset by indecision and lack of direction. Loses ability
to be composed and practical. May become uncaring and stubborn. Usually is direct and down-to-
earth, but now can lose patience and go on the attack. Feeling threatened, is unable to be objective
and fails to listen.
Intervention strategies
Leaders should recognize the role they play if Andrea's performance is poor. They should not
overreact. Neither should they allow themselves to become indignant nor perpetuate the
controversy. Rather, they need to stay rational and put focus on the task at hand. It would help to
explain what to do and how to do it and answer questions. The intent is for Andrea to buy into the
game plan, do what has to be done, and keep a pleasant attitude.
Irrational Behavior
Each of us becomes angry with people or those situations that make us fearful. Andrea fears
inability to plan and anticipate potential problems. Does not want to be taken for granted or be
denied input. If leaders do not address these anxieties, they could trigger irrational behavior. If
Andrea is overburdened with responsibilities, becomes dejected, or believes the worst will happen,
distress is obviously out of hand. Other symptoms could include: being overwhelmed, feeling
victimized by others, or exhibiting similar conduct that results from fear. No one purposely
chooses to act in an irrational manner. To provide for recovery, you must deal with the concerns
and fears.
Corrective strategies
Leaders should maintain an informed approach, exchange information, and try to be empathetic.
Avoid pushing for fast decisions, cutting off dialog, or failing to give feedback. Remember that
Andrea has a basic need to increase knowledge, utilize insights, and put expertise to work. When
underlying expectations are met, reinforced, and channeled, Andrea can be free to identify with the
aspirations of others, place prudence above ambition, and develop a viable plan. Wants to be
deliberately patient while fulfilling needs for freedom, flexibility, and autonomy.
Personalysis Corporation 11© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

14. applying personalysis for peak performance
Personalysis is based on an energy model of personality. Before you can become self-actualized and
enjoy peak performance, energy must flow freely among the Instinctive, Socialized, and Rational
dimensions. When your primary needs are met, you feel confident (Instinctive). When you feel
confident, you have the energy to cooperate (Socialized) with others. When you are able to cooperate
with others, you have the energy to enjoy the challenges (Rational) of life and work.
In the pyramid model, positive and negative behaviors are emotion-driven. Frustration and fear
choke the positive flow of energy and draw it downward. The reactive behaviors are expressed as
resistance and resentment in the Negative Socialized dimension and as fear and anger in the Negative
Instinctive dimension.
Positive behaviors of
peak performance
Negative behaviors
Knowledge of how your colors interact at each level gives you power to manage yourself and deal
with others more effectively. You always operate from one dimension at a time and from one color at
a time. Moreover, you unconsciously shift styles by using different dimensions and colors as your
circumstances change or as you experience stress.
Personalysis gives you a tool to understand how to shift styles consciously to access the color
strengths at various levels needed to be effective. You do not have to be a victim of the forces that
trigger negative behavior because Personalysis provides the roadmap to use the positive behavioral
resources you need to achieve peak performance.
Rational
Enjoyment of the
challenge of life
and work
Ability to be
cooperative
with others
Feelings of
confidence
Defensive feelings
of resistance
and resentment
Irrational feelings
of fear
and anger
Socialized
Instinctive
Negative
Socialized
Negative
Instinctive
• Concerns and anxieties can produce insecurity
• Insecurity may lead to negative behavior
Personalysis Corporation 12© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.

15. peak performance
Andrea M. Henderson
Steps to achieve peak performance
• Fulfill your instinctive needs on a daily basis to build confidence.
•
Draw upon socialized behaviors to relate to and cooperate with
others.
• Seek job roles that challenge and utilize your strengths.
•
Guard against reactive behaviors and emotions that may be self-
defeating and nonproductive.
Challenge
If you feel good about yourself, you have a sense of mastery. You are able to live in your comfort
zone, enjoy your job, and use your preferred style. Andrea prefers structured and information-
oriented roles. Takes pleasure in dealing with facts and figures and taking measures to avoid error.
Delights in investigating issues, recording and verifying details, and reporting the results.
In working with others, comes across as a reserved and fairly amiable person. Likes to grasp the
nature, significance, and meaning of what is happening while doing things in order. Employs a
patient, dependable style. Deals with people around their concerns. Gives others better ways to
look at things and develops a strategy to achieve a planned effect.
Cooperation
To gain cooperation and limit resistance, you must meet the expectations of the person with whom
you are dealing. In doing so, you set the stage for a static-free response. Andrea expects to do what
has to be done and work in a conscientious fashion. Is more likely to go along willingly if leaders
and others outline the goals and methods to be used. They should explain what, why, and how,
provide a track to run on, and invite questions.
When given a say about what has to be done, Andrea goes by the game plan and stays in charge of
priorities. Draws on an analytical mind while developing a way to move forward. Avoids
diversions. Proceeds in a determined manner. Makes a continuous effort to get measurable results.
Does not respond well to those who give vague directions or to those who fail to ask for input.
Confidence
To achieve a sense of security, everyone must fulfill basic emotional needs on a daily basis. You
must respect what each person requires to feel confident. This is the key to motivation, decision
making, and trust. Andrea is strongly motivated to enter into relationships with an awareness of
responsibilities pertaining to them. Makes a thorough inquiry and dialogs to achieve clarity.
Self-confidence is increased with ability to get the facts and deal with pros and cons. Develops a
plan to accent benefits, follows a strategy, and molds what happens. The main theme centers on
the drive for knowledge, influence, and security. This highlights the desire to express personal
creativity while balancing the need for both freedom and order.
Personalysis Corporation 13© 1975, 1983, 1996, 1999, 2000, 2001 by Personalysis Corporation.