Understanding your TAIS assessment Business Report

Understanding your
TAIS (The Attentional
and Interpersonal
Style) assessment
Business Report

TAIS: Business Report (Classic) for Sally Brown Page 1 of 27

T he
A ttentional &
I nterpersonal
S tyle Inventory
Performance Report for:

Sally Brown

NPO Org

12/14/2006

Comparison Group:

Corporate CEOs

Copyright, 1974 - 2006 by Enhanced Performance Systems, Inc.
18829 Bernardo Trails Drive, San Diego, CA 92128 (U.S.A.)
All rights reserved.

http://www.taisdata.com/rpts.cgi?k=5h8JWRu0wO5ghUQU&v=3 12/15/2006


Table of Contents:
1. Introduction
8. Decision Making Style
2. TAIS Scale Profile
9. Orientation towards Others
3. Attentional Styles
10. Communication Style
4. Preference for Diverse Activities
11. Conclusions & Recommendations
5. Orientation towards Rules & Risk
12. Recommended Printing Options
6. Drive and Confidence 13. How to Save This Document
7. Ways of Dominating and Competing

Introduction

Welcome to your TAIS Performance Report.

The Attentional & Interpersonal Style Inventory (TAIS) measures constructs crucial to effective performance,
especially performance in high pressure situations. It has been used as an aid for training and selection in
business, sport and the military. Organizations like Citibank, General Motors, Harley Davidson, the Navy
SEALS, the U.S. Drug Enforcement Agency, the Boston Celtics, and U.S., Canadian, Italian and Australian
Olympic teams have all benefited from TAIS.

The usefulness of this report will depend upon how honestly and accurately you have evaluated yourself. With
valid results, you will be in a better position to identify performance environments, jobs, and missions that will
play to your strengths. Your TAIS results will emphasize how you are likely to react under stressful conditions
and will illustrate how pressure affects your ability to concentrate, stay motivated, and communicate
effectively. This is precisely the information you need to develop the ultimate performance-enhancement
program.

While this report should, in general, validate what you already know about yourself, TAIS information
provides a unique opportunity to learn more.

More about improving your decision-making
More about identifying conditions likely to lead to success or failure.
More about developing mental and interpersonal skills.

We wish you enhanced performance!

How To Read Your Results

This Performance Report details your scores on each of the TAIS scales. The scales measuring
Concentration skills appear first, followed by the Interpersonal Characteristics scales.

Each section in this report brings together analyses of your tendencies in related areas. Each section follows
the same format, presenting a summary of your performance before offering detailed explanation and
ACTION POINTS which may help guide your development.



The graphic representation looks like this:

TAIS Scores are presented as percentiles ranging from 0.1 to 99.9. The percentile compares your score to a
standard norm group. The average score on each scale for the standard norms is 50. Your score is represented
as the heavy black line.

Your scores are also compared with a more specific comparison group. The comparison group scores are
represented by the gray shaded area on the graphic.

In this report, the gray shaded area encompasses 67% of the scores for the Corporate CEOs group.
Therefore if your percentile score falls outside the gray shaded area, you can conclude that you scored
significantly different from the "typical" Corporate CEOs.



TAIS Scale Profile



Attentional Styles

ATTENTIONAL SCALES

TAIS inventory is unique in that it incorporates concentration skills along with intra and interpersonal
characteristics in its overall assessment of performance. To concentrate effectively, you need to be able
to shift both the width and direction of your focus of attention in response to the changing demands of
performance situations. The attentional scales on TAIS measure two things: 1) Your ability to develop
the different types of concentration required to perform effectively, and; 2) Your ability to shift back and
forth between the different channels of concentration at appropriate times.

Because TAIS measures the basic elements of concentration, scores from the inventory can be used to
identify the specific skills individuals need to work on to improve their performance.

Awareness
This scale measures an individual's sensitivity to what is going on in the environment.

Low scorers: High scorers:

show little awareness of what is going are aware of what is going on, even
on outside of their immediate task when focused on another activity
may fail to make adjustments to are sensitive to subtle interpersonal
performance cues
may have a tendency to be too
reactive.



External Distractibility
This scale measures how easily an individual can be distracted from what they are doing by
external factors, such as noise, interruptions and other activities.


are not easily distracted by interruptions, find they are fairly easily
and are able to keep their focus on their distracted from their main task by
main task. interruptions
may be more comfortable in one-
on-one interpersonal situations
may stay away from busy or
chaotic situations.

Analytical / Conceptual
This scale measures an individual's ability to engage in big-picture analysis, planning, and
complex problem-solving.


tend to react to events, rarely consider all aspects of a
planning ahead situation
are uncomfortable when forced to are able to put current events
use analytical abilities for into a bigger context
sustained periods. enjoy conceptual and complex
problem-solving
may make mistakes because
they over-analyzed or over-
complicate situations.



Internal Distractibility
This scale measures an individual's tendency to be distracted by irrelevant thoughts and feelings.


can keep a clear focus on their current lose their current track of thought quite
task without irrelevant thoughts or easily by focusing on irrelevant
feelings intruding. thoughts or feelings
may experience their own thoughts
happening so fast they cannot keep up
with them.

Action / Focused
This scale measures an individual's ability to narrowly focus attention on one thing, to discipline
one's self, to follow through, and to avoid being distracted.


may not be able to pay attention to can pay attention to one thing for
one thing for very long sustained periods
may fail to follow through or are dedicated and able to follow through
adequately attend to details. on even boring routines
can be counted on to pay close attention
to details.



Reduced Flexibility
This scale measures how likely an individual is to make mistakes because of narrowing attention
too much, thereby either not noticing other relevant factors or focusing exclusively on irrelevant
thoughts and feelings.


rarely make mistakes because they make mistakes because they fail to shift
fail to shift attention from external attention frequently enough from
to internal and vice versa. external to internal or vice versa
make decisions without adequate
information
suffer from "tunnel vision" at certain
times.

ATTENTIONAL OVERVIEW

You have indicated that you are having more problems than normal paying attention as you would like. Either
you are more easily distracted than most people or your standards are so high that you were harder on yourself
while answering TAIS inventory questions than most people have been. There are some people who
constantly compare themselves to perfection (e.g., our Olympic divers, people whose parents thought an A-
was shameful). In any case, you feel that you should be able to handle distractions better.

Pay special attention to your attentional strength in the following paragraphs. Build on it. Then learn which
style of concentrating you use least effectively and work on that when it is required. Finally, the biggest
chance of improvement is to learn to reduce your major distraction which is identified. We have found that
learning to recover from one's most typical attentional error leads to qualitative improvements in performance.

ATTENTIONAL PROFILE

RELATIVE STRENGTH--FOCUSED CONCENTRATION.

You have indicated that your greatest attentional strength is the ability to focus your concentration. The
capacity to narrow one's attention on a given task or person and ignore irrelevant happenings or thoughts is
required to reach the top of one's profession. Successful entrepreneurs, musicians, and coaches are often
dominated by a single-minded pursuit of a well-defined goal.

All the awareness and ideas have little value until someone acts on them, follows through and takes care of the
details. You are uncomfortable until a task is completed up to your standards.

Your point of pride is, "I GET THINGS DONE--RIGHT."

You are probably renown for your organized, even meticulous ways, for completing tasks on time. Your
meetings show this style, as they probably adhere to specific agendas.

Under pressure, your tendency to focus your attention can create problems. Your perfectionistic tendency is
both a positive force toward accomplishment and a burden. Business situations often demand that you deal
with interruptions or juggle tasks. You can become too rigid, immobilized by your need for everything to be
just so before you move on.



COMPENSATING THROUGH STRENGTH. Because you concentrate so well, you prepare so thoroughly
that you overlearn where to look and what to think of. Knowing these things beforehand reduces your
dependence on awareness and analysis on the spot. Once you know a process which works you will follow it
productively.

RELATIVE WEAKNESSES--AWARENESS AND CONCEPTUAL.

When you become absorbed in a task, you do a fine job of tuning out the distractions. In the process, you also
lose your awareness of some events and people in your surroundings which you need to know about. Your
lowest attentional score being the awareness style indicates that you feel least comfortable with direct
supervision or frequent monitoring of your subordinates or coworkers. Your style is not ideal for management
by wandering around.

Simply put, you miss out on the big picture when you focus on details. You are best interacting with one
person at a time. When listening you are likely to focus on one part of the message to the exclusion of the
others. You might hear the words and miss the spirit or tone of the communication.

The more relaxed you are the better your peripheral vision.

It's important for you to learn thoroughly a strategy of checking your surroundings regularly like you look in
your rear- view mirror while driving in traffic.

Team Building. People who read the environment more quickly and accurately than you can be your eyes
and ears while you tie up the loose ends, provide the action and follow through.

EXTERNAL DISTRACTIBILITY--HIGH

It's difficult -- no impossible -- to pay attention to everything. All human beings get distracted from time to
time. If you have eyes and ears, the environment will distract you, at least occasionally.

When your attention strays, it seems to be most often due to getting caught up in what's happening in your
surroundings. Events either irritate you, make you feel rushed, or are more attractive than what you are
supposed to be concentrating on. You tend to get caught in your surroundings when you should either be
focused on something or mentally figuring things out.

You have indicated that you get distracted by your environment more than most people do, at least you feel
that you are too sensitive to what is going on to get things done up to your satisfaction.

External distractions fall into three kinds: those due to boredom when you are less interested in what you are
supposed to pay attention to than you are in what is going on around you (out the window, for example); those
due to feeling irritated (things like the phone ringing bother you because you think they should not be so
intrusive), and those due to feeling rushed ("stop the world I want to get off.").

For more on how to figure out what to do about your most common attentional lapse, check with the
professional giving your this feedback or Enhanced Performance Systems about Attention Control Training.
The professional will help you decide which of the three types of distraction gets you off target most
frequently and what to do about it. In general, learning to "say hello AND good-bye to distractions" is
probably one of the quickest ways to improve your performance. As you learn how to identify quickly when
you are distracted, center yourself, and redirect your attention to the task at hand, you will find that your
ability to recover from mistakes will improve.



Preference for Diverse Activities

INFORMATION PROCESSING

Jobs differ in the variety of activities they require and the amount of information which persons in them
are expected to handle. People differ along this dimension, too. Some are stressed by having too few
things to do, others by having too many. People who score high on this scale are indicating that they are
"information junkies," liking to juggle many tasks at once. Those who score low on this scale generally
prefer to do one thing at a time and are like people in the crafts, doing something nearly perfectly before
moving on. This scale measures your preference for diverse activities and the actual number of different
events happening in your life.

Information Processing


prefer linear tasking prefer multitasking
feel stressed by having too many things to do may get bored when there
generally prefer to do one thing at a time are too few tasks
behave like craftspeople, wanting to complete like to juggle many things
something perfectly before moving on. at once.

You have indicated that you keep on target, you concentrate well. Perhaps more than most people you are able
to stay on target, to finish a task once you start it. Your style is to finish one task before starting another.
Apparently, one way you accomplish this is that you keep your list of things to do simple. You seem to try to
juggle fewer things than do many others.

In many ways, your style makes more sense than it does to try to do too many things at once. The biggest
concern for your future revolves what happens when your job requires you to keep up with many happenings
at once, to deal with frequent interruptions.

You will need to learn some form of stress management when your job responsibilities enlarge.



Orientation towards Rules & Risk

ORIENTATION TOWARDS RULES & RISK

Measures the probability of strict adherence to a set pattern of thought or behavior. High
scorers are more likely to act spontaneously, take risks, and think and act in "out of the
ordinary" ways. High scorers who are not easily distracted tend to "live by their own rules."
For this reason, while others may see them as impulsive, they typically view themselves as
colorful or risk takers. They feel stressed when their thought and behaviors are confined
within predefined boundaries. Low scorers abide by rules and policies, are conventional and
thus generally responsible. They feel stressed when others are not behaving according to rules
or expectations.

Orientation towards Rules and Risk


prefer to stick strictly to rules and are more likely to act spontaneously
policies and take risks
are conventional and generally tend to push limits and resist
responsible restrictions
tend to feel stressed when asked to are willing to make up or bend rules
break or bend the rules. when necessary
may be regarded by others as
impulsive.

You have indicated that you have a greater tendency to become distracted and confused by your thoughts
and/or by the demands placed upon you by others and your surroundings than most of the population.
Associated with such confusion is the real possibility that you will act impulsively, losing control over your
behavior, saying and/or doing things that you later regret. If this occurs too often for your expectations, your
self-esteem may suffer.

Often the difference between doing something rash and staying in control is a moment's centering or
reflection. Learn to simply redirect your attention to the task at hand when you recover.

All of us have self-protective mechanisms which keep us from acting on every impulse. Compare those
situations in which you maintain self-control and poise with those in which you become confused and act
without thinking things through. See if you can transfer your ability to deal with some situations to those
which have been tough for you.

Avoid situations which are likely to set you off. Wisdom means being sensitive to your limitations and



acting accordingly. For instance, learn a graceful way to stay at arm's length from people or situations which
make you angry.

Team Building. Contract with others to respect your signals (e.g., closed door) that you are working.
Arrange for someone you trust to take you aside when you are a bit out of control.



Drive and Confidence

DRIVE AND CONFIDENCE

The twin towers of dominance are the desire to have control over what happens and the self-
confidence to believe one's approach is the right way. These two characteristics are like fire.
Fire, properly controlled, fueled progress in early civilizations. Out of control, fire destroys.
The drive to succeed and take a leadership role accompanies many -- but not all -- leaders.
Similar levels of drive are also found among many people with behavioral problems, even
some with criminal records. So much of the direction in which this drive takes one depends
on who is the master of the power and how it is applied.

CONTROL (of others)

Indicates how much individuals like to control others and actually take charge or assumes a
leadership position.

SELF-CONFIDENCE

Measures the extent to which people think they are competent at doing things and how good a
person they think they are.

SELF-CRITICAL

Reflects how critical people are of themselves. Very high scores tend to accompany
depression. This scale often reflects temporary problems in the personal or professional lives
of participants, and it subtracts from the self-esteem which they are feeling at the time of
assessment.

Control


prefer to take a laissez-faire, 'hands off' want to be in charge
approach to managing others actively seek leadership roles
accept leadership roles with reluctance May be uncomfortable when
may be uncomfortable if put in charge. not leading.

Self-Confidence




lack confidence are confident
doubt their abilities believe they are very competent
do not recover quickly from mistakes. recover quickly from mistakes.

Self-Critical


may not often reflect on their may be reflecting on temporary problems
actions or their consequences they were experiencing when they filled in
appear confident in their the forms
abilities. may have a tendency to be too hard on
themselves.

Your overall need to be competitive and controlling in challenging situations is within the average range (35th
to 65th percentile). Unless key people around you are much more, or much less, driven to achieve, this
particular area should not be a source of difficulty.

Team Building. Many people in sales, business, and police work are highly competitive. You seem less
driven to always come out on top than they are. You find it easier to delegate and work together, to
compromise, to be patient. You can learn from them and they from you.

At least when you responded to the questions, your self-esteem was on the low end (below 35th percentile).
Part of this, perhaps a large factor in your low self- esteem, was your high score on the scale we call "self
critical." This scale subtracts from your self-esteem. In most cases, an elevated self-critical scale is a
temporary matter, reflecting something which was bothering you when you took the instrument (e.g.,
problems at work or with an important relationship). If this is temporary for you, it means that you are
typically about as confident as most people and when you settle disturbing matters, you will bounce back.

Some people are self-critical (or depressed or feeling guilty) as a way of life. For those with a lot of self
confidence to burn, this approach may spur them to achieve more as they are never satisfied with their efforts.
For you, though, it appears that you are being so hard on yourself that it is probably subtracting from your
effectiveness. It is sapping your optimism and may keep you from trying things for fear that you will not
succeed. There are two bits of advice to help you. One is to learn enough control of your attention so that you
can become so absorbed in the process (whether it is trying to sell something or hit a golf ball) that your
natural talents come out without worrying about "winning or losing." If this does not work, you may need to
seek some counseling about the cause of your being so hard on yourself.

Minus the lower self confidence which may be temporary, your profile is typical of those in middle leadership
positions. You have the style of a good team player, one who can take charge when necessary but is not eaten
up by the excesses of highly competitive people. Your ego is not likely to get in your way. You rarely
overestimate what you can accomplish.

One reason you are not extreme in your drive to succeed or dominate may be that you don’t like to (or choose



to) compete, "fight," or argue to get your way. You may say your piece and let it go at that.

Issues of control and delegation make or break most organizations and their leaders. No one can do
everything. Leaders need to balance doing it themselves and delegation. One of your strengths probably is
your balance on this matter. While we have to give most highly driven and arrogant people the advice to let go
of the, "If you want something done right, do it yourself," approach, you may err the other way. More to the
point, you appear to lack the "killer instinct" which it takes to get to the top in many cut-throat organizations.
If this is not your goal, you are probably going to do well at a comfortable level so long as those around you
appreciate your middle-of-the-road style.

It is hard to give advice to those with your middle-range confidence and need to control others. Obviously,
there are more people like you than there are at either the extreme high end or low end. Still, there are many
reasons why people score in the middle on this key issue in any organization or family for that matter. Some
people simply do not like the demands on their energy and attention which leading others takes. There is so
much competition for top positions that not everyone is willing to sacrifice to attain them. One reason you are
not extreme in your drive to succeed or dominate may be that you don’t like to (or choose to) compete, "fight,"
or argue to get your way.

Team Building. Your place in organizations depends upon how much demand there is for you to take
charge and how driven the people around you are. Highly controlling people need to have competent followers
who are not obsessed with the need to be in charge. This will work for you so long as no one takes advantage
of you.

You do need to work on developing your confidence. Start with those areas where you do feel good about
your competence and build on those.



Ways of Dominating and Competing

Entire books could be written about the way control needs and self-confidence play out in
personal and professional relations. Many variables affect their use including anger vs.
support, impulse control, and attentional preferences and distractibility (see other sections of
your report for your tendencies on these variables). Foremost allies for control and
confidence are the characteristics of physical orientation or competitiveness and expression of
ideas. They are both included here because a) some people have not had the chance to
compete physically, and b) dominance in business is more often intellectual than physical.

PHYSICALLY COMPETITIVE people try to dominate in physical ways and are prone to
keep score as they have in athletic contests even in other arenas whether appropriate or not.
They like challenges.

INTELLECTUALLY COMPETITIVE (or expression of ideas) scale indicates how likely
people are to express what is on their minds. By talking a great deal, many leaders dominate
the thoughts and actions of others.

Physically Competitive

Low scorers:
High scorers:

shy away from physical
'keep score' as if in active competition
challenges
seek to dominate others physically, for example
are not driven by easily
through body language.
measured results.

Intellectually Competitive

Low scorers:
High scorers:

tend to keep their
tend to try to dominate conversations, and
thoughts to themselves
influence the thoughts and actions of others.
tend to avoid arguments.

You have indicated an average drive to compete athletically or at least you do not have a strong history of
playing varsity sports or the like. In this case, to discern how competitive you are in general, you need to
check your scores on the prior section combining need for control and self esteem. It is quite possible to be
highly driven without showing it physically. Overt athletic competition is only one way a drive to excellence
can be manifest although it is one of the most obvious ones. Thus, pay more attention to high, medium, or low
scores on the control and self esteem scores. It is likely that you may lack the "killer instinct" to make it to the
top in highly competitive organizations which are conducted under the old rules.



You have indicated that you are not likely to try to dominate conversations. Your score on expression of ideas
is below the lower 35th percentile. Thus, your scores are different from most top-level executives and sales
people who score above average on competitiveness and at least average on directing conversations either
through expressing their ideas or asking questions for which they need the answers. In either case, leaders
make things happen, they are rarely laissez-faire. You on the other hand, tend to sit back and let others go to
the front. You probably leave many meetings without getting your ideas or concerns expressed. You need to
know that many people will interpret your silence as agreement.

Because many of us tend to form our self image while we are still in school (grade school and junior high),
you may have more ability than you have indicated in these areas. If you did not think of yourself as gifted
intellectually, you probably underestimate the value of your thoughts.

Your scores may be lowered because you were not encouraged to or allowed the opportunity to participate or
compete. This is especially likely the case on the physical domain but you may have come from a family
which did not value one or both of these styles. Perhaps you did not have a good model for ways to compete
effectively.

In any case, you have probably been avoiding leadership more than occasionally. Even though you are not
likely to regularly express your concerns to the group, you are probably experiencing increasing resentment
about others leading you, often those who have less talent than you do.

You need to work on the following:

Centering, learning to relax when you need to take charge.

Building on the areas where you are confident.

Making deals with those in charge to call on you when you are the expert.



Decision Making Style

DECISION MAKING STYLE

This scale provides an indication of the individual's speed of decision making. High scorers
make slower decisions, tending to sacrifice speed for the sake of accuracy. People who are
cautious often worry about matters. Low scorers make quick decisions and are more likely to
err because they end up sacrificing some accuracy for the sake of speed. They tend to become
impatient with delays.

Decision Making Style


make fast decisions make decisions more slowly
willing to sacrifice some accuracy for value accuracy over speed
speed may have trouble with fast-moving
likely to become impatient about situations.
delays.

You tend to make decisions more slowly than most people do. You deliberate and worry before you commit
yourself much more than most leaders in business and sales. This is where the problem exists for you. You are
likely to work with at least somebody who makes decisions more quickly than you do. Not only are you
someone who is inherently cautious, you tend to become quite anxious when things go wrong (like getting a
bad start in an interview or a speech). Your worries and anxiety can cause you to experience brain lock, even
panic, which blocks your performance especially your ability to think on your feet.

Differences in terms of decision making between you and others can be stressful for both parties. Feeling
rushed upsets you. You feel the thoughts whirling around in your head without clarity. At the same time,
others are likely to become frustrated and impatient, ready to move on before you are.

To be sure, there are times when "haste makes waste." Caution can result in better decisions. Still there are
situations which demand a decision, even one less than perfect, in order to get the organization off dead
center.

Team Building. Develop a basic strategy for making decisions when others are waiting for the word to
proceed. At such times, you have the opportunity to use others as resources. Many successful people have
learned that sharing their pros and cons about a matter with someone else can clarify their course of action.
Trusted people can tell you to get going and act on a course of action which emerges.

There are times when everyone has problems concentrating effectively. Frequently you feel that pressures and
internal distractions interfere with your performance. Many of your concentration errors occur when you
overanalyze things or get stuck on one worry and do not react quickly enough to rapidly-changing situations.

Stress-management techniques promise to aid your performance a great deal. Learning to relax to clear your
head of worries will also increase your consistency. You will become less likely to make a decision under
pressure only to find that once your anxiety is reduced you see you could have handled it differently.
Typically when this happens, the recognition that you could have handled it better will recreate anxiety. You
may find yourself attempting to correct the uncorrectable. Consider bosses criticizing their employees or



parents their children. After they realize they reacted too harshly, they may bend over backwards to make
amends. As a result they may give undeserved rewards or overlook things they should correct. When you fall
into such a pattern, others will either be confused or take advantage by listening only to the messages they
want to hear. Obviously it is better to avoid these mistakes than to try to correct them. Once mistakes are
made, you need space and a clear head to decide what needs to be done or not done as the case may be. Seek
trusted counsel.



Orientation towards Others

EXTROVERSION

Measures the extent to which people seek out and enjoy the company of others. High scorers
are quite outgoing, like to be the center of attention. Individuals in sales and service
occupations tend to score higher on this scale than people who are involved in more technical
activities. Low scorers tend to be shy.

INTROVERSION

Measures your need for personal space and privacy. High scorers indicate an enjoyment of
time alone. Low scorers generally become stressed when they have to be alone for any length
of time. Because each of these scales is defined in a positive manner, some people
legitimately score high or moderately high on both of them. Such people are saying that they
like being with other people, AND they like being by themselves.

Extroversion

Low scorers: High scorers::

do not have a strong need to be are very outgoing
around others. may like to be the center of
attention.



Introversion


do not have a strong desire for personal enjoy time alone
space and privacy . want personal space and
privacy.

Your scores indicate both your need to be involved with others (extroverted) and your desire for personal
space and privacy (introverted) are in the middle range. Apparently your needs are fairly evenly divided
between enjoyment of others and a desire to be alone with your own thoughts and activities. This gives you a
flexibility which is moderately rare (but not so unusual as some people think). You are capable of working
with others yet also comfortable working on things by yourself.

Team Building. Although it should be noted that a balanced need like yours is perfectly acceptable (it may
actually be the healthiest way to be), your pattern of behavior is likely to confuse others, especially those who
are emotionally involved with you. Because most individuals tend to be either more extroverted or more
introverted, people tend to expect one pattern or the other, not both. Your balanced need makes your behavior
more difficult to predict. Other people don't know when they approach you if you will be ready to socialize or
if you will want to be alone. If they lack self-confidence, they may take it personally when you elect to be
alone. They may feel you are really extroverted and that your choice to be alone simply reflects a desire to
avoid or reject them, rather than a real desire for privacy for that time period.

You can avoid this confusion and needless hurt feelings by sharing openly with others the reasons you have
for refusing an invitation. You might even show them this part of the report in order to demonstrate that your
tendencies are generally not dependent upon your attitude toward that person.



Communication Style

EXPRESSION OF IDEAS

Measures your willingness to speak up in front of others. High scorers like to
express their thoughts and ideas. The higher you score the more likely you are to
talk too much. Low scorers find themselves feeling stressed by situations that
require them to speak up in front of others. They tend to underestimate the value of
their input.

EXPRESSION OF CRITICISM AND ANGER

Measures your willingness to confront others, to set limits, and to express your
anger. The higher you score the more challenging and confronting you are. The
lower you score the more difficulty you have setting limits and saying no. Thus,
others are likely to take advantage of you.

EXPRESSION OF SUPPORT AND AFFECTION

Measures your willingness to express positive feelings and support to others. The
higher you score the more often you reach out in a positive, supportive way and the
more you need to receive such in return. Being positive helps in positions with
considerable contact with people and when participating in team efforts.

Expression of Ideas


feel stressed when they have to present are comfortable expressing
their ideas to others thoughts and ideas
tend to underestimate the value of their may risk talking too much.
ideas
may not speak up even if they have
something valuable to contribute.

Expression of Criticism & Anger




find it difficult to set limits, or say are more likely to confront or
no challenge others
are uncomfortable with may be too critical.
confrontation and conflict.

Expression of Support & Affection


have little need to receive or give are supportive to those around
support them
work well in environments that do have an optimistic and
not provide positive reinforcement. positive perspective on the
world
are most comfortable in a
positive environment.

You definitely tend to emphasize the negative when you express yourself. And you are not shy about
expressing yourself. You are much more likely to express your anger than your ideas or your support.
Apparently, you are fairly easily irritated by many things because you express more criticism and anger than
84 percent of the population. You are only moderately expressive of your ideas (scoring between the 30th and
60th percentile). What loses out most frequently is your tendency to be supportive and affectionate (in the
lower 30th percent). To be sure, you are quite capable of handling most conversation under normal
circumstances and you probably do so well unless you are frustrated or feel stress. You apparently have to be
very comfortable with someone to express much support. To get a visual image of the imbalance in your
pattern of expression, check the three graphs above.

You are good at standing up for yourself. You get to the point in discussions, without tap dancing around
issues. You don't tend to get sidetracked by the need to please people or get their approval. You can play
hardball.

A positive aspect of your approach is that people don’t have to wonder what bothers you. Obviously, though,
there are people who may be intimidated by your candor. Groups which hide their concerns may need your
stimulus even though not everyone is ready for it.

You have been expressing your opinions freely so long that it probably does not seem unusual to you. In fact,
you are probably thrown off by those who keep things to themselves or who pretend to like everything.

People who express themselves most of the time but keep certain things to themselves (like what irritates
them) are likely to confuse you the most. Many people are uncomfortable with sharing their anger in a
straightforward manner.

When you get angry or feel critical of something, you need to center yourself. Take a deep breath to calm
yourself down and refocus on the entire aspect of the situation not just what is irritating you. Once you are
centered, you are in a position to handle the next two recommendations.

You need to work on saying positive things BEFORE you are critical of the proposal. Even though most
organizations are not mature enough to handle overt criticism of plans and procedures, it is healthy if handled
properly. Nonetheless, most people need more support and affection than criticism and reality. You err in the
harsh direction. Your justified critical comments will be better received if you sprinkle some compliments in



where deserved. You need to increase your sensitivity to those things people do right versus what they do
wrong.

It is crucial that you learn to phrase your critical comments carefully. There are ways to ask questions which
don’t put people on the spot yet get at the same point. For example, "I’m wondering about your thinking when
you did X," makes the other person more comfortable and less defensive than, "Why did you do X?" You need
to practice this approach under the watchful eye of a coach who you can’t intimidate.

You need to learn to listen, to take a deep breath and allow input from others. You must find a way to be
active in your listening (paraphrase what the other person said, say things like "uh-huh") to keep your attention
on what the others are saying without drifting off into your own thoughts. Remember that active listening is
nonjudgmental, though.

Team Building. When possible, pair yourself with someone who is more supportive and less harsh than you
are. Learn to let this person respond first to most people, especially those who can be devastated by criticism.
If the soft approach does not work, you can step in.

How big a problem is your critical nature? Check to see if you have any of the following tendencies which are
likely to increase the likelihood of problems. If you have a high need to control matters, you are likely to get
frustrated when things don’t go your way and lash out at the cause. If you are impulsive, you are even more
likely to show your temper when frustrated. Being easily distracted or anxious makes your trigger more easily
set off.



Conclusions & Recommendations

No psychological test or performance measurement is perfect. There may be one or more hypotheses in your
TAIS Performance Report that you do not agree with or view as inaccurate. Here is how EPS recommends
you deal with those:

Ask others who are familiar with your performance if they have ever noticed you making those types
of mistakes
Consider that you may have been vulnerable to making those types of mistakes at one point in your
life, but have developed compensatory mechanisms
Do not consider the vulnerability a high priority for intervention

The purpose of the TAIS is to target your performance strengths and weaknesses. This assessment is the first
step in improving your ability to perform effectively under pressure. The best way to make use of the
information contained in your TAIS Performance Report is to:

1. Thoroughly catalogue your strengths and try to put yourself in performance environments that play to
those strengths
2. Understand and seek to be aware of your vulnerabilities under pressure and endeavor to keep those
vulnerabilities from interfering with performance
3. Select 2 or 3 of the vulnerabilities listed in your TAIS Performance Report as targets for your
performance enhancement program
4. Use the recommendations contained in the Report in addition to other performance enhancement
products available from EPS

Keep in mind that any performance enhancement program requires commitment, dedication, and time.
Meaningful changes do not happen overnight. World-Class performers focus their energies on improving
performance by eliminating mistakes in high pressure situations. The TAIS Performance Report gives you the
information you need to take your performance to the next level.

Good Luck
Index:
1. Introduction
8. Decision Making Style
2. TAIS Scale Profile
9. Orientation towards Others
3. Attentional Styles
10. Communication Style
4. Preference for Diverse Activities
11. Conclusions & Recommendations
5. Orientation towards Rules & Risk
12. Recommended Printing Options
6. Drive and Confidence 13. How to Save This Document
7. Ways of Dominating and Competing

This interpretive report is provided as a service by EPSystems, Inc.

Copyright 1974 - 2006 by Enhanced Performance Systems, Inc.
18829 Bernardo Trails Drive, San Diego, CA 92128 (U.S.A.)
All rights reserved.



Recommended Printing Options

For the best print of this document we recommend that your print margins be set to 1" and
that you print the background. To print the background follow these simple instructions for
your particular browser:

Netscape:

1. Select "File" and then "Page Setup" from the menu at the top of the screen.
2. If the box next to the option "Print backgrounds" does not contain a check mark, click
on the box.
3. Click "OK".

Microsoft Internet Explorer:

1. Select "View" and then "Internet Options" from the menu at the top of the screen.
2. Click on the tab labeled, "Advanced."
3. Scroll about 2/3rds down until you see "Print background colors and images"
4. If the box next to this option does not contain a check mark, click on the box.
5. Click "OK".

How to Save This Document

When saving a web page to your computer most browsers will not save the images with the
page. Therefore, we recommend that you bookmark this page for future reference. To do
this follow these simple instructions for your particular browser:

Netscape:

Select "Bookmark" and then "Add Bookmark" from the menu at the top of the screen.

Microsoft Internet Explorer:

1. Select "Favorites" and then "Add to Favorites" from the menu at the top of the screen.
2. For the question, "Would you also like to subscribe to this page?", respond by
clicking the option, "No, just add the page to my favorites."
3. Click "OK".


Additional learning
options:
1. Listen to any recorded SLS Global
Assess webinar 24/7.
2. Participate in another TAIS (The
Attentional and Interpersonal Style)
assessment Business Report Webinar
(see schedule at
www.slsglobalassess.com).
3. Purchase any of the “Related
Products to Enhance Your Learning” –
books and additional assessments.
4. Purchase one-on-one or group
interpretation with one of our
experienced and trained consultants.

On behalf of everyone at
SLS Global Assess …
we wish you happy learning!
And remember,
Knowledge is Power!

CONTACT INFORMATION:

SLS Global Assess
www.slsglobalassess.com
Email: support@slsglobalassess.com

Understanding your TAIS assessment Business Report

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