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Huggins__II_Houston__TSImanMLc_4960374usCOLE
1.
TTI Success Insights® Management-Staff™ Version Houston
Huggins II Owner Echelon Value Consulting LLC 5-25-2009 secureserver@echelonvalue.com 662.401.5303 Mississippi, USA Echelon Value Consulting LLC Value Focus and Financial Fitness Copyright © 1984-2010. Target Training International, Ltd. COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
2.
INTRODUCTION Houston Huggins II Behavioral
research suggests that the most effective people are those who understand themselves, both their strengths and weaknesses, so they can develop strategies to meet the demands of their environment. A person's behavior is a necessary and integral part of who they are. In other words, much of our 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 report 100% true? Yes, no and maybe. We are only measuring behavior. We only report statements from areas of behavior in which tendencies are shown. To improve accuracy, feel free to make notes or edit the report regarding any statement from the report that may or may not apply, but only 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 Copyright © 1984-2010. Target Training International, Ltd. 1 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
3.
GENERAL CHARACTERISTICS Based on
Houston's responses, the report has selected general statements to provide a broad understanding of his work style. These statements identify the basic natural behavior that he brings to the job. That is, if left on his own, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the general characteristics to gain a better understanding of Houston's natural behavior. Houston Huggins II Houston is a creative person and uses this creativity to solve problems. He prefers an environment with variety and change. He is at his best when many projects are underway at once. He needs to learn to relax and pace himself. He may expend too much energy trying to control himself and others. Under pressure, Houston has a tendency to actively seek opportunities which test and develop his abilities to accomplish results. Houston is forward-looking, aggressive and competitive. His vision for results is one of his positive strengths. He is the type of individual who, under pressure, has a tremendous sense of urgency and need to get things done. He has the ability to come up with a new idea and follow it through to completion. He is comfortable in an environment that may be characterized by high pressure and is variety-oriented. Houston likes to be forceful and direct when dealing with others. His desire for results is readily apparent to the people with whom he works. He is extremely results-oriented, with a sense of urgency to complete projects quickly. Houston will work long hours until a tough problem is solved. After it is solved, Houston may become bored with any routine work that follows. He likes setting the pace in developing systems to achieve results. He refrains from getting emotionally involved in decision making. This allows him to make objective decisions. He usually takes time when confronted with a major decision; that is, he takes an unemotional approach to analyzing the data and facts. Others may see this as vacillating; however he is just thinking through all the ramifications of his decision. Houston finds it easy to share his Copyright © 1984-2010. Target Training International, Ltd. 2 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
4.
GENERAL CHARACTERISTICS Houston Huggins
II opinions on solving work-related problems. He has the unique ability of tackling tough problems and following them through to a satisfactory conclusion. He can be direct in his approach to discovering the facts and data. He maintains his focus on results. He sometimes requires assistance in bringing major projects to completion. He may have so many projects underway that he needs help from others. Houston should exhibit more patience and ask questions to make sure that others have understood what he has said. He is not influenced by people who are overly enthusiastic. They rarely get his attention. Sometimes he can become so involved with his work that he appears cool and aloof to others. When communicating with others, Houston must carefully avoid being excessively critical or pushy. He tries to get on with the subject, while others may be trying to work through the details. His creative and active mind may hinder his ability to communicate to others effectively. He may present the information in a form that cannot be easily understood by some people. He likes people who present their case effectively. When they do, he can then make a quicker assessment or decision. He may display a lack of empathy for others who cannot achieve his standards. He may lose interest in what others are saying if they ramble or don't speak to the point. His active mind is already moving ahead. Copyright © 1984-2010. Target Training International, Ltd. 3 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
5.
VALUE TO THE
ORGANIZATION This section of the report identifies the specific talents and behavior Houston brings to the job. By looking at these statements, one can identify his role in the organization. The organization can then develop a system to capitalize on his particular value and make him an integral part of the team. Houston Huggins II Forward-looking and future-oriented. Innovative. Ability to handle many activities. Competitive. Creative in his approach to solving problems. Few dull moments. Places high value on time. Copyright © 1984-2010. Target Training International, Ltd. 4 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
6.
CHECKLIST FOR COMMUNICATING Most
people are aware of and sensitive to the ways with which they prefer to be communicated. Many people find this section to be extremely accurate and important for enhanced interpersonal communication. This page provides other people with a list of things to DO when communicating with Houston. Read each statement and identify the 3 or 4 statements which are most important to him. We recommend highlighting the most important "DO's" and provide a listing to those who communicate with Houston most frequently. Houston Huggins II Do: Support and maintain an environment where he can be efficient. Understand his sporadic listening skills. Verify that the message was heard. Motivate and persuade by referring to objectives and results. Stick to business--let him decide if he wants to talk socially. Put projects in writing, with deadlines. Take issue with facts, not the person, if you disagree. Be specific and leave nothing to chance. Read the body language--look for impatience or disapproval. Come prepared with all requirements, objectives and support material in a well-organized "package." Use his jargon. Be clear, specific, brief and to the point. Provide systems to follow. Copyright © 1984-2010. Target Training International, Ltd. 5 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
7.
DON'TS ON COMMUNICATING This
section of the report is a list of things NOT to do while communicating with Houston. Review each statement with Houston and identify those methods of communication that result in frustration or reduced performance. By sharing this information, both parties can negotiate a communication system that is mutually agreeable. Houston Huggins II Don't: Let him change the topic until you are finished. Ramble on, or waste his time. Use paternalistic approach. Talk too slowly, or dwell on details to excess. Ask rhetorical questions, or useless ones. Come with a ready-made decision, or make it for him. Direct or order. Leave loopholes or cloudy issues if you don't want to be zapped. Speculate wildly, or offer guarantees and assurances where there is a risk in meeting them. Let disagreement reflect on him personally. Be redundant. Copyright © 1984-2010. Target Training International, Ltd. 6 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
8.
COMMUNICATION TIPS This section
provides suggestions on methods which will improve Houston's communications with others. The tips include a brief description of typical people with whom he may interact. By adapting to the communication style desired by other people, Houston will become more effective in his communications with them. He may have to practice some flexibility in varying his communication style with others who may be different from himself. This flexibility and the ability to interpret the needs of others is the mark of a superior communicator. Houston Huggins II 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, demonstrative and 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. Factors that will create tension or dissatisfaction: Being curt, cold or tight-lipped. Controlling the conversation. Driving on facts and figures, alternatives, abstractions. When communicating with a person who is patient, predictable, reliable, steady, relaxed and modest: Begin with a personal comment--break the ice. Present your case softly, nonthreateningly. Ask "how?" questions to draw their opinions. Factors that will create tension or dissatisfaction: Rushing headlong into business. Being domineering or demanding. Forcing them to respond quickly to 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. Factors that will create tension or dissatisfaction: Being giddy, casual, informal, loud. Pushing too hard or being unrealistic with deadlines. Being disorganized or messy. Copyright © 1984-2010. Target Training International, Ltd. 7 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
9.
IDEAL ENVIRONMENT This section
identifies the ideal work environment based on Houston's basic style. People with limited flexibility will find themselves uncomfortable working in any job not described in this section. People with flexibility use intelligence to modify their behavior and can be comfortable in many environments. Use this section to identify specific duties and responsibilities that Houston enjoys and also those that create frustration. Houston Huggins II Evaluation based on results, not the process. New products and new ideas to work on. Support team with sense of urgency. Forum to express ideas and viewpoints. Nonroutine work with challenge and opportunity. An innovative and futuristic-oriented environment. Work for a manager who makes quick decisions. Copyright © 1984-2010. Target Training International, Ltd. 8 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
10.
PERCEPTIONS A person's behavior
and feelings may be quickly telegraphed to others. This section provides additional information on Houston's self-perception and how, under certain conditions, others may perceive his behavior. Understanding this section will empower Houston to project the image that will allow him to control the situation. Houston Huggins II "See Yourself As Others See You" SELF-PERCEPTION Houston usually sees himself as being: Pioneering Assertive Competitive Confident Positive Winner OTHERS' PERCEPTION Under moderate pressure, tension, stress or fatigue, others may see him as being: Demanding Nervy Egotistical Aggressive And, under extreme pressure, stress or fatigue, others may see him as being: Abrasive Controlling Arbitrary Opinionated Copyright © 1984-2010. Target Training International, Ltd. 9 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
11.
DESCRIPTORS Based on Houston's
responses, the report has marked those words that describe his personal behavior. They describe how he solves problems and meets challenges, influences people, responds to the pace of the environment and how he responds to rules and procedures set by others. Houston Huggins II Dominance Demanding Egocentric Driving Ambitious Pioneering Strong-Willed Forceful Determined Aggressive Competitive Decisive Venturesome Inquisitive Responsible Conservative Calculating Cooperative Hesitant Low-Keyed Unsure Undemanding Cautious Mild Agreeable Modest Peaceful Unobtrusive Influencing Effusive Inspiring Magnetic Political Enthusiastic Demonstrative Persuasive Warm Convincing Polished Poised Optimistic Trusting Sociable Reflective Factual Calculating Skeptical Logical Undemonstrative Suspicious Matter-of-Fact Incisive Pessimistic Moody Critical Steadiness Phlegmatic Relaxed Resistant to Change Nondemonstrative Passive Patient Possessive Predictable Consistent Deliberate Steady Stable Mobile Active Restless Alert Variety-Oriented Demonstrative Impatient Pressure-Oriented Eager Flexible Impulsive Impetuous Hypertense Compliance Evasive Worrisome Careful Dependent Cautious Conventional Exacting Neat Systematic Diplomatic Accurate Tactful Open-Minded Balanced Judgment Firm Independent Self-Willed Stubborn Obstinate Opinionated Unsystematic Self-Righteous Uninhibited Arbitrary Unbending Careless with Details Copyright © 1984-2010. Target Training International, Ltd. 10 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
12.
NATURAL AND ADAPTED
STYLE Houston's natural style of dealing with problems, people, pace of events and procedures may not always fit what the environment needs. This section will provide valuable information related to stress and the pressure to adapt to the environment. Houston Huggins II PROBLEMS - CHALLENGESNatural Houston tends to deal with problems and challenges in a demanding, driving and self-willed manner. He is individualistic in his approach and actively seeks goals. Houston will attack problems and likes a position with authority and work that will constantly challenge him to perform up to his ability. Adapted Houston sees no need to change his approach to solving problems or dealing with challenges in his present environment. PEOPLE - CONTACTSNatural Houston feels that the convincing of people can only be done within the framework of logical facts presented by totally objective people or machines. He rarely displays emotion when attempting to influence others. Adapted Houston 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. Copyright © 1984-2010. Target Training International, Ltd. 11 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
13.
NATURAL AND ADAPTED
STYLE Houston Huggins II PACE - CONSISTENCYNatural Houston is comfortable in an environment that is constantly changing. He seeks a wide scope of tasks and duties. Even when the environment is frantic, he can still maintain a sense of equilibrium. He is capable of taking inconsistency to a new height and to initiate change at the drop of the hat. Adapted Houston sees his natural activity style to be just what the environment needs. What you see is what you get for activity level and consistency. Sometimes he would like the world to slow down. PROCEDURES - CONSTRAINTSNatural Houston naturally is cautious and concerned for quality. He likes to be on a team that takes responsibility for the final product. He enjoys knowing the rules and can become upset when others fail to comply with the rules. Adapted Houston feels a real need to do things right. He can be fearful of mistakes that threaten his security. Total compliance with rules and procedures add to his security. Fear of failure could be a factor. Copyright © 1984-2010. Target Training International, Ltd. 12 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
14.
ADAPTED STYLE Houston sees
his present work environment requiring him to exhibit the behavior listed on this page. If the following statements DO NOT sound job related, explore the reasons why he is adapting this behavior. Houston Huggins II Acting without precedent, and able to respond to change in daily work. Critical appraisal of data. Disciplined, meticulous attention to order. Quickly responding to crisis and change, with a strong desire for immediate results. Sensitivity to existing rules and regulations. Anticipating and solving problems. Having the ability to see the "big picture" as well as the small pieces of the puzzle. Careful, thoughtful approach to decision making. Calculation of risks before taking action. Accurate adherence to high quality standards. Being sensitive to, but not necessarily controlled by, rules and procedures. Copyright © 1984-2010. Target Training International, Ltd. 13 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
15.
KEYS TO MOTIVATING This
section of the report was produced by analyzing Houston'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 Houston and highlight those that are present "wants." Houston Huggins II Houston wants: Limited exposure to new procedures. New challenges and problems to solve. Freedom from restrictive controls. Logical arguments. Assistance when confronted with excessive and boring routine work. Prestige, position and titles so he can control the destiny of others. Opportunity to verbalize his ideas and demonstrate his skills. Support staff to do detail work. Evaluation on not only the results achieved, but the quality of the work and the price he paid for performance. Authority to install systems to achieve results. Freedom from controls that restrict his creativity. Evaluation based on bottom line. Sincere appreciation for achievements--may interpret as manipulation if overdone. Copyright © 1984-2010. Target Training International, Ltd. 14 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
16.
KEYS TO MANAGING In
this section are some needs which must be met in order for Houston to perform at an optimum level. Some needs can be met by himself, while management must provide for others. It is difficult for a person to enter a motivational environment when that person's basic management needs have not been fulfilled. Review the list with Houston and identify 3 or 4 statements that are most important to him. This allows Houston to participate in forming his own personal management plan. Houston Huggins II Houston needs: To adjust his intensity to match the situation. To negotiate commitment face-to-face. To be more cooperative with other team members. To understand his role on the team--either a team player or the leader. Appreciation of slower-moving people. To display empathy for people who approach life differently than he does. To smile, relax and display a warmer feeling towards other members of the team. Deadlines for completion of work. Respect for other people's personal property. To understand that his tendency to tell it like it is may reduce performance rather than raise it with some people. Vacations or periods of reduced activity level. Copyright © 1984-2010. Target Training International, Ltd. 15 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
17.
AREAS FOR IMPROVEMENT In
this area is a listing of possible limitations without regard to a specific job. Review with Houston and cross out those limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance and develop an action plan to eliminate or reduce this hindrance. Houston Huggins II Houston has a tendency to: Have no concept of the problems that slower-moving people may have with his style. Be inconsistent because of many stops, starts and ever-changing direction. Lack tact and diplomacy as long as he gets the results he wants. Fail to complete what he starts because of adding more and more projects. Be explosive by nature and lack the patience to negotiate. Overuse fear as a motivator by being overly demanding. Resist participation as part of the team, unless seen as a leader. Make "off the cuff" remarks that are often seen as personal prods. Have trouble delegating--can't wait, so does it himself. Copyright © 1984-2010. Target Training International, Ltd. 16 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
18.
ACTION PLAN Houston Huggins
II Professional Development 1. I learned the following behaviors contribute positively to increasing my professional effectiveness: (list 1-3) 2. My report uncovered the following behaviors I need to modify or adjust to make me more effective in my career: (list 1-3) 3. When I make changes to these behaviors, they will have the following impact on my career: 4. I will make the following changes to my behavior, and I will implement them by ____________: Copyright © 1984-2010. Target Training International, Ltd. 17 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
19.
ACTION PLAN Houston Huggins
II Personal Development 1. When reviewing my report for personal development, I learned the following key behaviors contribute to reaching my goals and the quality of life I desire: (list 1-3) 2. The following behaviors were revealed, which show room for improvement to enhance the quality of my life: (list 1-3) 3. When I make changes to these behaviors, I will experience the following benefits in my quality of life: 4. I will make the following changes to my behavior, and I will implement them by ____________: Copyright © 1984-2010. Target Training International, Ltd. 18 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
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BEHAVIORAL HIERARCHY The Behavioral
Hierarchy graph will display a ranking of your natural behavioral style within a total of eight (8) areas commonly encountered in the workplace. It will help you understand in which of these areas you will naturally be most effective. Houston Huggins II 1. COMPETITIVENESS 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 10.0 2. URGENCY 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 9.5 3. ORGANIZED WORKPLACE 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 9.0 4. ANALYSIS OF DATA 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 9.0 5. FREQUENT CHANGE 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 6.0 6. VERSATILITY 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 5.5 7. CUSTOMER ORIENTED 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 3.0 8. FREQUENT INTERACTION WITH OTHERS 0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10 2.0 SIA: 92-05-08-85 (09) SIN: 100-15-11-68 (10) Copyright © 1984-2010. Target Training International, Ltd. 19 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
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STYLE INSIGHTS® GRAPHS Houston Huggins
II Houston Huggins II Echelon Value Consulting LLC 5-25-2009 MOST Graph I Adapted Style 100 90 80 70 60 50 40 30 20 10 0 D 92 I 5 S 8 C 85% Norm 2003 LEAST Graph II Natural Style 100 90 80 70 60 50 40 30 20 10 0 D 100 I 15 S 11 C 68% Norm 2003 Copyright © 1984-2010. Target Training International, Ltd. 20 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
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THE SUCCESS INSIGHTS® WHEEL Houston
Huggins II The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to the text you have received about your behavioral style, the Wheel adds a visual representation that allows 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 to your job. Notice on the next page that your Natural style (circle) and your Adapted style (star) are plotted on the Wheel. If they are plotted in different boxes, then you are adapting your behavior. The further 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 be advantageous to get together, using each person's Wheel, and make a master Wheel that contains each person's Natural and Adapted style. This allows you to quickly see where conflict can occur. You will also be able to identify where communication, understanding and appreciation can be increased. Copyright © 1992-2010. Target Training International, Ltd. 21 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
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THE SUCCESS INSIGHTS® WHEEL Houston
Huggins II Houston Huggins II Echelon Value Consulting LLC 5-25-2009 D IS C COND U CTOR PERSUADER PRO M O TER RELATER SUPPO R TER COORDINATOR ANAL YZER IMPLEMENTOR 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 4849 50 51 52 53 54 55 56 57 5859 60 5 q Natural: q(10) IMPLEMENTING CONDUCTOR Adapted: 5 (9) CONDUCTING IMPLEMENTOR Norm 2003 Copyright © 1992-2010. Target Training International, Ltd. 22 COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
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