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Talent Insights®

Team Report

TTISI TeamTTI Success Insights7-18-2017

Sample Company17785 N Pacesetter WayScottsdale, AZ480-555-5555

Copyright © 2006-2017. Target Training International, Ltd.

IntroductionThe Talent Insights Team Report is designed to increase the understanding of the team's makeup. The report provides insight into twodistinct areas, behaviors and driving forces. Revealing a team's potential by identifying strengths and weaknesses will lead to personaland professional development and a higher level of productivity.

BehaviorsThis section of the report is designed to help reveal how individual behaviors influence the team dynamic. The ability to interacteffectively with other team members is key to a team's success and this report reveals each individual's behavioral style within theteam framework.

Driving ForcesThis section of the report provides the why behind a team's actions. Understanding the dynamics of the drivers within the team, whythey do what they do, reveals energizers, stressors and more about the team and it's members.

Behaviors and Driving Forces SummaryThis section is a visual representation of the team from a behavioral and driving forces standpoint ordered into primary, situational andindifferent clusters.

1TTISI Team


Sample Company17785 N Pacesetter WayScottsdale, AZ

Introduction Behaviors

Predictable patterns of human nature can be accurately measured through behavioral assessments. A clear understanding of these predictablebehaviors can enable productive outcomes. When individual behavioral scores are compiled to examine members of a team, managers are able to seeareas of strength, pursue improvement opportunities, and secure the resources needed to deliver on organizational goals.

CONTENTS OF THE REPORT

Overview - A summary examining the composition of yourteam for both DISC and behavioral segmentationexpressed as a percentage.

Team composition - Defines the makeup of yourorganization by behavioral segment and shares the DISCgraphs of individuals on your team.

Behavioral segment analysis - Examines the individualswithin each segment, segment characteristics, ways tocommunicate, and ideal environment.

Group wheel plots - Identifies the natural, adapted, andmigrated styles of each team member.

Behavioral characteristics hierarchy - Compares individualscores to others on the team, team averages, andpopulation means.

TEAM MEMBER LIST

James AlireKate BibenVanessa BoettcherTom BogartDavid BonnstetterAlec BonnstetterRon BonnstetterRick BowersJohn CarliCraig CasimirNick ChrisDave ClarkRodney CoxPhilip DaugsKayla DeVaultTodd FoxCandice FrazerEric GehrigSusan GinnErin HealyJill HeberlingDustin HebetsCameron HoodRichard HuntNancy K.Anne KlinkAmy Lane

Favor LarsonAnn LeitensdorferCarol MettenbrinkRyan MillerCherisse MowryCassandra NelsonRico RiveraCindy RosserBrent RowlandAnubhav SharmaRobert StokesSandra StonerTeresa TaylorBobby TyningKefei WangAdam Wong

2TTISI Team



Team DISC OverviewThe TTI Success Insights® wheel is a graphic representation of a team's behavioral make-up among the four quadrants of the DISC wheel.

FASTER

PAC

ED

PEOPLE ORIENTEDSL

OW

ER P

AC

ED

TASK ORIENTED

D

IS

C28% (12)

28% (12)21% (9)

23% (10)

OBSERVING DISC

Have you ever noticed:

Some people are forceful, direct, and results-oriented

Some are optimistic, fun, and talkative

Some are steady, patient, and relaxed

Some are precise, accurate, and detail-oriented

DEFINING DISC

DominanceHow you respond to problems and challenges

InfluenceHow you influence others to your point of view

SteadinessHow you respond to the pace of the environment

ComplianceHow you respond to rules and procedures

3TTISI Team



The TTI Success Insights® WheelThe wheel illustrates the blending of the four DISC styles, while demonstrating the similarities and differences in behavioral styles among the teammembers. This wheel shows the behavioral composition of a team, represented as percentages in each of the eight segments.

CONDUCTORPER

SUAD

ER

PROMOTER

RELATER

SUPPORTER

CO

OR

DIN

ATO

RAN

ALYZER

IMPLEMENTOR

D

D/I

I

I/S

S

S/C

C

C/D

9%

9%

16%16%

2%

33%

2%12%

BEHAVIORAL SEGMENT DEFINITIONS

CONDUCTOR - D - People who tend to be direct, decisive, and seekresults.

PERSUADER - D/I - People who tend to convince others by appealing toreason, understanding, or emotion.

PROMOTER - I - People who tend to verbalize many thoughts toinfluence outcomes.

RELATER - I/S - People who tend to take time, think positively, and arefocused on interpersonal relationships.

SUPPORTER - S - People who tend to be champions of sound ideas,working steadily and diligently to ensure a project is fully realized.

COORDINATOR - S/C - People who tend to be fact-oriented and adhereto proven methods to complete projects and tasks.

ANALYZER - C - People who tend to seek out accuracy in all activitiesand ensure the highest quality possible by gathering precise data.

IMPLEMENTOR - C/D - People who tend to assess, leverage facts andfigures, and advance toward a solution.

4TTISI Team



Coordinator Team Characteristics - (S/C)Coordinators tend to be fact-oriented and adhere to proven methods to complete projects and tasks. The following information will give the teammembers a clear understanding and appreciation of Coordinators.

STRENGTHS AND WEAKNESSES

POTENTIAL STRENGTHS

Understand and preserve the need for quality systemsShows self-disciplineSet and accomplish goals to high standardsImplement and fine-tune the planIdentify problems, rules, errors, and procedures

POTENTIAL WEAKNESSES

Downplay accomplishmentsBecome stubborn under stressCommunicate indirectlyLack confidence in self and teamSuppress feelings

BEHAVIORAL ATTRIBUTES

Task Oriented People Oriented

Slower Paced Faster Paced

VALUE TO THE ORGANIZATION

Respect for authorityCalming and stableLooks for logical solutions

21.28%of the Population

14/4333% of the Team

WORDS THAT WORK

ProvenStandardOrganized

WORDS THAT DON'T WORK

UnfamiliarHecticIncomplete

5TTISI Team



Coordinator Team DISC Graphs - (S/C)

COORDINATOR TEAM

Kate BibenNick ChrisPhilip DaugsErin HealyNancy K.Anne KlinkAmy LaneCarol MettenbrinkRyan MillerCherisse MowryRico RiveraBrent RowlandRobert StokesKefei Wang

100

90

80

70

60

50

40

30

20

10

0

D

16

I

54

S

64

C

91%

K. B

iben

100

90

80

70

60

50

40

30

20

10

0

D

17

I

8

S

93

C

92%

N. C

hris

100

90

80

70

60

50

40

30

20

10

0

D

16

I

8

S

90

C

100%

P. D

augs

100

90

80

70

60

50

40

30

20

10

0

D

24

I

5

S

95

C

100%

E. H

ealy

100

90

80

70

60

50

40

30

20

10

0

D

17

I

7

S

94

C

93%

N. K

.

100

90

80

70

60

50

40

30

20

10

0

D

24

I

52

S

74

C

71%

A. K

link

100

90

80

70

60

50

40

30

20

10

0

D

14

I

32

S

84

C

92%

A. L

ane

100

90

80

70

60

50

40

30

20

10

0

D

32

I

8

S

92

C

85%

C. M

ette

nbrin

k

6TTISI Team



Coordinator Team DISC Graphs - (S/C) Continued

100

90

80

70

60

50

40

30

20

10

0

D

26

I

32

S

74

C

85%

R. M

iller

100

90

80

70

60

50

40

30

20

10

0

D

7

I

38

S

90

C

91%

C. M

owry

100

90

80

70

60

50

40

30

20

10

0

D

22

I

32

S

88

C

81%

R. R

iver

a

100

90

80

70

60

50

40

30

20

10

0

D

53

I

32

S

64

C

71%

B. R

owla

nd

100

90

80

70

60

50

40

30

20

10

0

D

28

I

52

S

65

C

81%

R. S

toke

s

100

90

80

70

60

50

40

30

20

10

0

D

34

I

8

S

90

C

85%

K. W

ang

7TTISI Team



Promoter Team Characteristics - (I)Promoters tend to verbalize many thoughts to influence outcomes. The following information will give the team members a clear understanding andappreciation of Promoters.


POTENTIAL STRENGTHS

See the "big picture" and communicate itEnjoy convincing peopleCommunicate well with othersPromote the team throughout the organizationAdvocate for new ideas and products


Act before gathering informationEmphasize fun over efficiencyOverly optimistic about team abilitiesReact based on emotionsInattentive to detail





SpontaneityVerbalize feelingsEffective use of humor


7/4316% of the Team

WORDS THAT WORK

FlexibleExcitingInspiring


OrdinaryQuietStrict

8TTISI Team



Promoter Team DISC Graphs - (I)

PROMOTER TEAM

Tom BogartRodney CoxKayla DeVaultAnn LeitensdorferCassandra NelsonAnubhav SharmaSandra Stoner

100

90

80

70

60

50

40

30

20

10

0

D

37

I

100

S

48

C

22%

T. B

ogar

t

100

90

80

70

60

50

40

30

20

10

0

D

45

I

86

S

48

C

28%

R. C

ox

100

90

80

70

60

50

40

30

20

10

0

D

17

I

84

S

66

C

48%

K. D

eVau

lt

100

90

80

70

60

50

40

30

20

10

0

D

36

I

92

S

64

C

24%

A. L

eite

nsdo

rfer

100

90

80

70

60

50

40

30

20

10

0

D

28

I

93

S

68

C

22%

C. N

elso

n

100

90

80

70

60

50

40

30

20

10

0

D

67

I

83

S

42

C

15%

A. S

harm

a

100

90

80

70

60

50

40

30

20

10

0

D

15

I

93

S

77

C

32%

S. S

tone

r

9TTISI Team



Relater Team Characteristics - (I/S)Relaters tend to take time, think positively, and are focused on interpersonal relationships. The following information will give the team members a clearunderstanding and appreciation of Relaters.


POTENTIAL STRENGTHS

Show sensitivity to the feelings of othersPossess strong commitment to teamShow loyaltyOffer understanding and friendshipPromote and implement ideas


Agree with the opinions of othersBe passive and indecisiveAvoid confrontationAct without urgencyTolerate the poor behavior of others





TenaciousTeam playerBuilds strong relationships


7/4316% of the Team

WORDS THAT WORK

EasygoingSimpleResponsive


ComplexAbstractAnalytical

10TTISI Team



Relater Team DISC Graphs - (I/S)

RELATER TEAM

Craig CasimirTodd FoxSusan GinnJill HeberlingCameron HoodTeresa TaylorBobby Tyning

100

90

80

70

60

50

40

30

20

10

0

D

14

I

72

S

77

C

61%

C. C

asim

ir

100

90

80

70

60

50

40

30

20

10

0

D

7

I

100

S

86

C

32%

T. F

ox

100

90

80

70

60

50

40

30

20

10

0

D

15

I

93

S

92

C

15%

S. G

inn

100

90

80

70

60

50

40

30

20

10

0

D

34

I

75

S

66

C

38%

J. H

eber

ling

100

90

80

70

60

50

40

30

20

10

0

D

8

I

84

S

77

C

52%

C. H

ood

100

90

80

70

60

50

40

30

20

10

0

D

22

I

72

S

84

C

38%

T. T

aylo

r

100

90

80

70

60

50

40

30

20

10

0

D

26

I

68

S

68

C

52%

B. T

ynin

g

11TTISI Team



Implementor Team Characteristics - (C/D)Implementors tend to assess, leverage facts and figures, and advance toward a solution. The following information will give the team members a clearunderstanding and appreciation of Implementors.


POTENTIAL STRENGTHS

Finish tasks quicklyUnderstand all facts before starting a projectExpect high performance standardsMake tough decisions using insight and factsUse time well


Overuse facts and figuresMake decisions inconsistentlyCriticize team membersTake on too much within the teamBecome demanding under stress





Pursues rational outcomesStrong-willedCreativity


5/4312% of the Team

WORDS THAT WORK

FunctionActionData


RelaxPerceptionAssume

12TTISI Team



Implementor Team DISC Graphs - (C/D)

IMPLEMENTOR TEAM

David BonnstetterJohn CarliEric GehrigRichard HuntAdam Wong

100

90

80

70

60

50

40

30

20

10

0

D

96

I

4

S

48

C

91%

D. B

onns

tette

r

100

90

80

70

60

50

40

30

20

10

0

D

83

I

8

S

54

C

74%

J. C

arli

100

90

80

70

60

50

40

30

20

10

0

D

62

I

37

S

45

C

62%

E. G

ehrig

100

90

80

70

60

50

40

30

20

10

0

D

89

I

5

S

54

C

85%

R. H

unt

100

90

80

70

60

50

40

30

20

10

0

D

69

I

22

S

32

C

83%

A. W

ong

13TTISI Team



Conductor Team Characteristics - (D)Conductors tend to be direct, decisive, and seek results. The following information will give the team members a clear understanding and appreciation ofConductors.


POTENTIAL STRENGTHS

Happy to work on challenging assignmentsEnjoys confrontationSeeking problems to solveDriven toward resultsComfortable with power and authority


Overstep authority within the teamLack tact and diplomacyDislike routine workPoor or selective listeningOverconfident in their abilities





Self starterCompetitiveChallenges the status quo


4/439% of the Team

WORDS THAT WORK

QuickAdvantageDecisive


InconsistentFollow directionsPatient

14TTISI Team



Conductor Team DISC Graphs - (D)

CONDUCTOR TEAM

James AlireVanessa BoettcherRon BonnstetterCandice Frazer

100

90

80

70

60

50

40

30

20

10

0

D

89

I

68

S

7

C

48%

J. A

lire

100

90

80

70

60

50

40

30

20

10

0

D

96

I

22

S

38

C

42%

V. B

oettc

her

100

90

80

70

60

50

40

30

20

10

0

D

100

I

66

S

12

C

26%

R. B

onns

tette

r

100

90

80

70

60

50

40

30

20

10

0

D

94

I

58

S

7

C

58%

C. F

raze

r

15TTISI Team



Persuader Team Characteristics - (D/I)Persuaders tend to convince others by appealing to reason, understanding, or emotion. The following information will give the team members a clearunderstanding and appreciation of Persuaders.


POTENTIAL STRENGTHS

Get results through team membersOptimistic about team goalsUse their intuitionIndependent and autonomousEngage others in projects and tasks


Do not manage time or deadlines wellAvoid conflict within the teamBe overly enthusiasticLeave tasks unfinishedTake on too many responsibilities at once





Accomplishes goals through peopleCordially enterprisingCreative problem solving


4/439% of the Team

WORDS THAT WORK

AmazingUnprecedentedExtraordinary


StandardizedStructuredUniform

16TTISI Team



Persuader Team DISC Graphs - (D/I)

PERSUADER TEAM

Rick BowersDave ClarkFavor LarsonCindy Rosser

100

90

80

70

60

50

40

30

20

10

0

D

92

I

82

S

6

C

38%

R. B

ower

s

100

90

80

70

60

50

40

30

20

10

0

D

96

I

84

S

8

C

22%

D. C

lark

100

90

80

70

60

50

40

30

20

10

0

D

100

I

100

S

6

C

8%

F. L

arso

n

100

90

80

70

60

50

40

30

20

10

0

D

96

I

96

S

28

C

4%

C. R

osse

r

17TTISI Team



Analyzer Team Characteristics - (C)Analyzers tend to seek out accuracy in all activities and are careful to gather precise data to ensure the highest quality possible. The followinginformation will give the team members a clear understanding and appreciation of Analyzers.


POTENTIAL STRENGTHS

Use data to problem solveFind the right way to proceedOperate in a self-disciplined mannerUse facts to support their opinion and causeAccurate and precise


Hesitate to act without sufficient factsBound by organizational procedures and methodsConceal new ideasKeep their feelings to themselvesLean on team leader or supervisor





Concerned about qualityWill gather data for decision makingMaintains standards


1/432% of the Team

WORDS THAT WORK

FactualPreciseVerified


ImagineEducated guessExperimental

18TTISI Team



Analyzer Team DISC Graphs - (C)

ANALYZER TEAM

Alec Bonnstetter 100

90

80

70

60

50

40

30

20

10

0

D

38

I

54

S

54

C

71%

A. B

onns

tette

r

19TTISI Team



Supporter Team Characteristics - (S)Supporters tend to be champions of sound ideas, working steadily and diligently to ensure a project is fully realized. The following information will givethe team members a clear understanding and appreciation of Supporters.


POTENTIAL STRENGTHS

Add stability to the teamListen well to othersComfort others and show patienceShow loyalty to those they identify withPerform well in team environments


Do the work themselves, rather than delegateGet into too much detailAct slowlyResist team-initiated changesHesitate to move forward





Good listenerDependable team playerPatient and empathetic


1/432% of the Team

WORDS THAT WORK

ConsistentUsualSecure


UnexpectedUrgentConfrontation

20TTISI Team



Supporter Team DISC Graphs - (S)

SUPPORTER TEAM

Dustin Hebets 100

90

80

70

60

50

40

30

20

10

0

D

22

I

64

S

80

C

52%

D. H

ebet

s

21TTISI Team



Wheel Segment DefinitionsThe following matrix illustrates the blending of the four DISC styles into eight segments. Each segment contains a definition and the percentage of teammembers in the respective segment. Segments are deliberately located beside the segment that has the opposing style.

CONDUCTOR - D (9%)

People who tend to be direct, decisive, and seek results.

PERSUADER - D/I (9%)

People who tend to convince others by appealing to reason,understanding, or emotion.

PROMOTER - I (16%)

People who tend to verbalize many thoughts to influence outcomes.

RELATER - I/S (16%)

People who tend to take time, think positively, and are focused oninterpersonal relationships.

SUPPORTER - S (2%)

People who tend to be champions of sound ideas, working steadilyand diligently to ensure a project is fully realized.

COORDINATOR - S/C (33%)

People who tend to be fact-oriented and adhere to proven methodsto complete projects and tasks.

ANALYZER - C (2%)

People who tend to seek out accuracy in all activities and ensure thehighest quality possible by gathering precise data.

IMPLEMENTOR - C/D (12%)

People who tend to assess, leverage facts and figures, and advancetoward a solution.

22TTISI Team



Team Member OverviewThe following matrix illustrates the blending of the four DISC styles into eight segments. Each segment contains team members and the percentage ofteam members in the respective segment. Segments are deliberately located beside the segment that has the opposing style.

CONDUCTOR - D (9%)James AlireVanessa BoettcherRon BonnstetterCandice Frazer

PERSUADER - D/I (9%)Rick BowersDave ClarkFavor LarsonCindy Rosser

PROMOTER - I (16%)Tom BogartRodney CoxKayla DeVaultAnn LeitensdorferCassandra NelsonAnubhav SharmaSandra Stoner

RELATER - I/S (16%)Craig CasimirTodd FoxSusan GinnJill HeberlingCameron HoodTeresa TaylorBobby Tyning

SUPPORTER - S (2%)Dustin Hebets

COORDINATOR - S/C (33%)Kate BibenNick ChrisPhilip DaugsErin HealyNancy K.Anne KlinkAmy Lane

Carol MettenbrinkRyan MillerCherisse MowryRico RiveraBrent RowlandRobert StokesKefei Wang

ANALYZER - C (2%)Alec Bonnstetter

IMPLEMENTOR - C/D (12%)David BonnstetterJohn CarliEric GehrigRichard HuntAdam Wong

23TTISI Team



Team Member CharacteristicsThe following matrix illustrates the blending of the four DISC styles into eight segments. Each segment contains team member characteristics and thepercentage of team members in the respective segment. Segments are deliberately located beside the segment that has the opposing style.

CONDUCTOR - D (9%)

CompetitiveDirect

Results-orientedActs with urgency

Change agentStrong willed


Quick to changeIndependent

OptimisticConfident

CharismaticInfluential

PROMOTER - I (16%)

TrustingConvincing

InspiringOutgoingCordial

Cheerful

RELATER - I/S (16%)

Good supporterTeam player

PersistentCooperativeEmpathetic

Compassionate

SUPPORTER - S (2%)

AccommodatingReflectivePersistentComposed

DependableGood listener


Slow to changeSelf-disciplined

ExecutorLogical

RealisticProcess-oriented

ANALYZER - C (2%)

PreciseAccurate

Focus on qualityCritical listener

Non-verbal communicatorDetail-oriented


CreativeThorough thinker

Task-orientedFact-basedSelectiveInventive

24TTISI Team



Ideal Environment for Team MembersThe following matrix illustrates the blending of the four DISC styles into eight segments. Each segment contains the ideal environment for the team andthe percentage of team members in the respective segment. Segments are deliberately located beside the segment that has the opposing style.

CONDUCTOR - D (9%)

Bold and aggressive actionsChallenging assignments

Expedites actionFirm and quick decision making

Results-oriented


EnthusiasmPersuasive communications

Results through peopleTesting of new ideas

Competition with others

PROMOTER - I (16%)

People contactSolutions to "people problems"

Optimistic outlookVerbalizes thoughts and ideas

Varied activities

RELATER - I/S (16%)

TeamworkCoaching and counseling

Service to othersCooperative work environment

Assistance to customers

SUPPORTER - S (2%)

Logical thinkingSystematic routine

Relaxed paceTeam participation

Security


Adherence to standardsRoutine work

Guidelines to followFacts and data to analyze

Diplomacy and cooperation

ANALYZER - C (2%)

High quality standardsProcedures to follow

Clean and tidy workstationAccuracy

Analysis of facts and data


Logical decisionsStudying and solving problems

Efficient methodologyEffective time-management

Fact-based solutions

25TTISI Team



Words That Don't Work with Team MembersThe following matrix illustrates the blending of the four DISC styles into eight segments. Each segment contains the words that don't work with the teamand the percentage of team members in the respective segment. Segments are deliberately located beside the segment that has the opposing style.

CONDUCTOR - D (9%)

InconsistentFollow directions

Patient


StandardizedStructured

Uniform

PROMOTER - I (16%)

OrdinaryQuietStrict

RELATER - I/S (16%)

ComplexAbstract

Analytical

SUPPORTER - S (2%)

UnexpectedUrgent

Confrontation


UnfamiliarHectic

Incomplete

ANALYZER - C (2%)

ImagineEducated guess

Experimental


RelaxPerception

Assume

26TTISI Team



Group Wheel Natural

FASTER

PAC

ED

PEOPLE ORIENTED

SLO

WER

PA

CED

TASK ORIENTED

CONDUCTOR

PERSU

AD

ER

PROMOTER

RELATER

SUPPORTER

CO

OR

DIN

ATO

R

ANALYZER

IMPLEMENTOR

1

2

3

45

6

7

8

9

10

11

12

13

14

15

1617

18

19

20

21

22

23

24

2526

27

28

29

30

31

323334

35

36

37

38

39

40

4142

43

44

45

46

47

484950

51

52

53

54

55

56

57

5859

60

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

3536

37

38

39

40

41

42

43

NaturalLeader

TEAM MEMBERS1: James Alire2: Kate Biben3: Vanessa Boettcher4: Tom Bogart5: Alec Bonnstetter6: David Bonnstetter *7: Ron Bonnstetter8: Rick Bowers9: John Carli

10: Craig Casimir11: Nick Chris12: Dave Clark13: Rodney Cox14: Philip Daugs15: Kayla DeVault16: Todd Fox17: Candice Frazer18: Eric Gehrig19: Susan Ginn20: Erin Healy21: Jill Heberling22: Dustin Hebets23: Cameron Hood24: Richard Hunt25: Nancy K.26: Anne Klink27: Amy Lane28: Favor Larson29: Ann Leitensdorfer30: Carol Mettenbrink31: Ryan Miller32: Cherisse Mowry33: Cassandra Nelson34: Rico Rivera35: Cindy Rosser36: Brent Rowland37: Anubhav Sharma38: Robert Stokes39: Sandra Stoner40: Teresa Taylor41: Bobby Tyning42: Kefei Wang43: Adam Wong

27TTISI Team



Group Wheel Adapted

FASTER

PAC

ED

PEOPLE ORIENTED

SLO

WER

PA

CED

TASK ORIENTED

CONDUCTOR

PERSU

AD

ER

PROMOTER

RELATER

SUPPORTER

CO

OR

DIN

ATO

R

ANALYZER

IMPLEMENTOR

1

2

3

45

6

7

8

9

10

11

12

13

14

15

1617

18

19

20

21

22

23

24

2526

27

28

29

30

31

323334

35

36

37

38

39

40

4142

43

44

45

46

47

484950

51

52

53

54

55

56

57

5859

60

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

1718

19

20

21

22

23

24

2526

27

28

29

30

31

32

33

34

35

36

37

38

3940

41

42

43

AdaptedLeader

TEAM MEMBERS1: James Alire2: Kate Biben3: Vanessa Boettcher4: Tom Bogart5: Alec Bonnstetter6: David Bonnstetter *7: Ron Bonnstetter8: Rick Bowers9: John Carli

10: Craig Casimir11: Nick Chris12: Dave Clark13: Rodney Cox14: Philip Daugs15: Kayla DeVault16: Todd Fox17: Candice Frazer18: Eric Gehrig19: Susan Ginn20: Erin Healy21: Jill Heberling22: Dustin Hebets23: Cameron Hood24: Richard Hunt25: Nancy K.26: Anne Klink27: Amy Lane28: Favor Larson29: Ann Leitensdorfer30: Carol Mettenbrink31: Ryan Miller32: Cherisse Mowry33: Cassandra Nelson34: Rico Rivera35: Cindy Rosser36: Brent Rowland37: Anubhav Sharma38: Robert Stokes39: Sandra Stoner40: Teresa Taylor41: Bobby Tyning42: Kefei Wang43: Adam Wong

28TTISI Team



Group Wheel Migration

FASTER

PAC

ED

PEOPLE ORIENTED

SLO

WER

PA

CED

TASK ORIENTED

CONDUCTOR

PERSU

AD

ER

PROMOTER

RELATER

SUPPORTER

CO

OR

DIN

ATO

R

ANALYZER

IMPLEMENTOR

1

2

3

45

6

7

8

9

10

11

12

13

14

15

1617

18

19

20

21

22

23

24

2526

27

28

29

30

31

323334

35

36

37

38

39

40

4142

43

44

45

46

47

484950

51

52

53

54

55

56

57

5859

60

1

1

A53

N53

3 3

4 4

55

6 6 7

7

8

8

9

9

10

10

11

11

12

12

A15 13

14

N21

15

N15

16

17

17

18

18

19

19

A21

21

2122

22

A48

N48

24

24

25 26

27

28

28

30

31

33

34

35

35

36

36

37

37

38

40

40

4242

43

43

AdaptedLeader

NaturalLeader

TEAM MEMBERS1: James Alire

A53/N53: Kate Biben3: Vanessa Boettcher4: Tom Bogart5: Alec Bonnstetter6: David Bonnstetter *7: Ron Bonnstetter8: Rick Bowers9: John Carli

10: Craig Casimir11: Nick Chris12: Dave Clark

A15/13: Rodney Cox14/N21: Philip Daugs15/N15: Kayla DeVaultA15/16: Todd Fox

17: Candice Frazer18: Eric Gehrig19: Susan Ginn

A21/N21: Erin Healy21: Jill Heberling22: Dustin Hebets

A48/N48: Cameron Hood24: Richard Hunt

A21/25: Nancy K.A21/26: Anne Klink27/N21: Amy Lane

28: Favor LarsonA15/N15: Ann Leitensdorfer

A21/30: Carol Mettenbrink31/N21: Ryan Miller

A21/N21: Cherisse Mowry33/N15: Cassandra NelsonA21/34: Rico Rivera

35: Cindy Rosser36: Brent Rowland37: Anubhav Sharma

38/N53: Robert StokesA15/N15: Sandra Stoner

40: Teresa TaylorA48/N48: Bobby Tyning

42: Kefei Wang43: Adam Wong

29TTISI Team



Behavioral Hierarchy DefinedTwelve behavioral factors that are critical to team success are measured in this assessment. Comprehending each phrase and its definition drives acommon language that will enable you to compare individual scores, the team average, and the population means on subsequent pages.

Analysis - Compile, confirm and organize information.

Competitive - Want to win or gain an advantage.

Consistent - Perform predictably in repetitive situations.

Customer-Oriented - Identify and fulfill customer expectations.

Persistence - Finish tasks despite challenges or resistance.

Following Policy - Adhere to rules, regulations, or existing methods.

Frequent Change - Rapidly shift between tasks.

Interaction - Frequently engage and communicate with others.

Organized Workplace - Establish and maintain specific order in dailyactivities.

People-Oriented - Build rapport with a wide range of individuals.

Urgency - Take immediate action.

Versatile - Adapt to various situations with ease.

30TTISI Team



The Bell Curve DefinedUnderstanding how to read a bell curve and standard deviation will enable you to clearly analyze the composition of your team.

For example, if the assessment scores of 100 people are collected andused in a normal probability distribution, 68 people, representing 68%of the 100 assessment scores, should fall within one standard deviationof the mean. Thirty four percent will be one standard deviation abovethe mean and 34% will be one standard deviation below the mean.The remaining 32% of people will be two or more standard deviationsaway from the mean. Sixteen percent will be two or more standarddeviations above the mean and 16% will be two or more standarddeviations below the mean.

The bell curve, known as a normal distribution, is the most commontype of distribution for a population. The highest point on the curve,represents the highest population of people, or the mean of the group.The standard deviation is a number used to show how data is spreadout from the mean, representing a percentage of the total datacollected.

16% 34% 34% 16%

Two or more standard deviations below the mean

One standard deviation below the mean

One standard deviation above the mean

Two or more standard deviations above the mean

31TTISI Team



Behavioral Style Comparison

Behavioral Characteristics

Consistent

Following Policy

People-Oriented

Persistence

Customer-Oriented

Analysis

Organized Workplace

Interaction

Versatile

Frequent Change

Competitive

Urgency

Team

Avg

.

64

63

62

62

60

58

57

55

51

49

47

43

D. Bon

nstet

ter

65

70

30

65

22

83

100

10

27

45

75

82

J. Alire

32

38

45

40

37

45

30

70

85

82

100

100

K. Bibe

n

82

78

65

70

62

75

75

35

37

28

20

24

V. Boe

ttche

r

50

52

35

60

30

70

70

30

50

62

100

90

T. Bog

art

45

40

65

37

73

20

20

100

80

70

40

40A. B

onns

tetter

72

68

55

73

65

70

70

45

47

42

40

38

R. Bon

nstet

ter

25

28

50

35

37

35

25

70

85

88

100

100

R. Bow

ers

20

25

60

30

43

25

22

90

100

90

90

100

J. Carl

i

70

70

30

75

35

83

95

20

30

45

80

66

C. Cas

imir

72

72

90

67

78

55

50

60

50

40

20

18

Mean

61

60

65

61

64

53

51

60

54

52

49

43





Team Leader

32TTISI Team



Behavioral Style Comparison Continued


Consistent

Following Policy

People-Oriented

Persistence

Customer-Oriented

Analysis

Organized Workplace

Interaction

Versatile

Frequent Change

Competitive

Urgency

Team

Avg

.

64

63

62

62

60

58

57

55

51

49

47

43

D. Bon

nstet

ter

65

70

30

65

22

83

100

10

27

45

75

82

N. Chr

is

100

98

55

90

50

100

100

10

10

10

20

12

D. Clar

k

18

22

60

28

43

20

20

90

100

92

90

100

R. Cox

42

40

75

40

77

20

20

90

80

70

50

44

P. Dau

gs

100

95

55

90

52

100

100

10

13

10

20

13K. D

eVau

lt

62

58

85

53

90

30

30

90

70

50

20

24

T. Fo

x

65

58

90

53

87

25

25

100

60

48

10

11

C. Fraz

er

35

42

40

42

40

55

38

55

70

75

100

100

E. Geh

rig

62

68

40

68

48

80

80

40

47

50

65

56

S. Ginn

58

52

90

47

87

15

15

100

55

52

20

12

Mean

61

60

65

61

64

53

51

60

54

52

49

43





Team Leader

33TTISI Team





Consistent

Following Policy

People-Oriented

Persistence

Customer-Oriented

Analysis

Organized Workplace

Interaction

Versatile

Frequent Change

Competitive

Urgency

Team

Avg

.

64

63

62

62

60

58

57

55

51

49

47

43

D. Bon

nstet

ter

65

70

30

65

22

83

100

10

27

45

75

82

E. Hea

ly

98

98

55

90

52

100

100

10

10

15

30

14

J. Heb

erling

58

52

80

53

80

35

30

80

60

58

40

31

D. Heb

ets

72

70

80

67

80

50

45

60

50

48

30

20

C. Hoo

d

68

68

95

60

82

35

35

70

60

45

10

15R. H

unt

72

72

30

72

30

87

100

15

27

42

80

71

N. K.

100

98

55

90

50

100

100

10

10

10

20

12

A. Klin

k

80

78

75

80

75

70

70

45

40

35

30

23

A. Lan

e

95

90

65

87

60

90

90

25

23

15

20

15

F. La

rson

10

18

50

20

37

10

15

100

100

100

90

100

Mean

61

60

65

61

64

53

51

60

54

52

49

43





Team Leader

34TTISI Team





Consistent

Following Policy

People-Oriented

Persistence

Customer-Oriented

Analysis

Organized Workplace

Interaction

Versatile

Frequent Change

Competitive

Urgency

Team

Avg

.

64

63

62

62

60

58

57

55

51

49

47

43

D. Bon

nstet

ter

65

70

30

65

22

83

100

10

27

45

75

82

A. Leit

ensd

orfer

52

42

75

43

80

20

20

100

70

65

40

33

C. Mett

enbr

ink

95

92

55

93

50

100

100

15

13

20

40

19

R. Mille

r

90

88

60

87

62

90

90

30

30

28

30

24

C. Mow

ry

95

92

65

87

58

90

90

25

23

15

10

10C. N

elson

55

48

75

43

87

20

20

100

70

62

30

28

R. Rive

ra

92

90

65

90

65

90

90

30

27

22

30

16

C. Ros

ser

12

20

60

25

43

10

18

100

90

95

90

98

B. Row

land

75

75

50

80

52

85

85

35

37

40

60

40

A. Sha

rma

30

35

75

40

67

15

15

90

80

78

75

62

Mean

61

60

65

61

64

53

51

60

54

52

49

43





Team Leader

35TTISI Team





Consistent

Following Policy

People-Oriented

Persistence

Customer-Oriented

Analysis

Organized Workplace

Interaction

Versatile

Frequent Change

Competitive

Urgency

Team

Avg

.

64

63

62

62

60

58

57

55

51

49

47

43

D. Bon

nstet

ter

65

70

30

65

22

83

100

10

27

45

75

82

R. Stok

es

80

78

65

73

68

75

75

40

40

35

30

29

S. Ston

er

62

52

85

50

87

25

25

100

65

52

20

18

T. Ta

ylor

65

62

95

60

93

35

30

80

50

48

30

18

B. Tyn

ing

70

68

70

63

78

50

45

60

53

50

30

27K. W

ang

95

90

55

93

52

100

100

15

17

20

40

21

A. Won

g

68

72

35

72

35

95

95

25

40

45

65

72

Mean

61

60

65

61

64

53

51

60

54

52

49

43





Team Leader

36TTISI Team



Introduction Driving Forces

CONTENTS OF THE REPORT

Overview - A summary examining the composition of yourteam’s Driving Forces.

Team Characteristics - Defines the makeup of yourorganization by Driving Forces segment and shares theprimary cluster graphs of individuals on your team.

Primary Cluster Overview - Lists each team member bytheir primary Driving Forces.

Driving Forces Group Bars - Identifies the primary,situational, and indifferent clusters of the team.

Driving Forces Characteristics Hierarchy - Comparesindividual scores to others on the team, team averages,and population means.

TEAM MEMBER LIST

James AlireKate BibenVanessa BoettcherTom BogartDavid BonnstetterAlec BonnstetterRon BonnstetterRick BowersJohn CarliCraig CasimirNick ChrisDave ClarkRodney CoxPhilip DaugsKayla DeVaultTodd FoxCandice FrazerEric GehrigSusan GinnErin HealyJill HeberlingDustin HebetsCameron HoodRichard HuntNancy K.Anne KlinkAmy LaneFavor LarsonAnn LeitensdorferCarol Mettenbrink

Ryan MillerCherisse MowryCassandra NelsonRico RiveraCindy RosserBrent RowlandAnubhav SharmaRobert StokesSandra StonerTeresa TaylorBobby TyningKefei WangAdam Wong

37TTISI Team



Team Driving Forces Overview

OBSERVING DRIVING FORCES

Have you ever noticed some people:

Seek knowledge relevant and useful to their current situationSeek to expand their understanding and knowledge in allendeavorsTend to be unrestrained in the application of resourcesTend to utilize and apply their resources to maximize returnSeek function in their surroundingsSeek to fully experience their surroundingsTend to be selective in who they help and serveTend to serve, help and eliminate the suffering of othersindiscriminatelySeek to share power, recognition and controlSeek to be recognized and control their own destinyTend to remain open and flexible in their methodologies andapproach to lifeTend to live within defined systems and traditional approaches

Intellectual

ResourcefulHarm

onious

Altr

uist

ic

Commandi

ng

StructuredInstinctive

Selfless

Objective

Inte

ntio

nal

Colla

borat

ive

Receptive

19%26%

14%

2%

0%2%0%

2%

0%

12%

5%19%

38TTISI Team



Driving Forces Defined

Knowledge

Instinctive - People who are driven by utilizing pastexperiences, intuition and seeking specific knowledge whennecessary.Instinctive - People who are driven by utilizing pastexperiences, intuition and seeking specific knowledge whennecessary.

Intellectual - People who are driven by opportunities to learn,acquire knowledge and the discovery of truth.Intellectual - People who are driven by opportunities to learn,acquire knowledge and the discovery of truth.

Utility

Selfless - People who are driven by completing tasks for thesake of completion, with little expectation of personal return.Selfless - People who are driven by completing tasks for thesake of completion, with little expectation of personal return.

Resourceful - People who are driven by practical results,maximizing both efficiency and returns for their investments oftime, talent, energy and resources.Resourceful - People who are driven by practical results,maximizing both efficiency and returns for their investments oftime, talent, energy and resources.

Surroundings

Objective - People who are driven by the functionality andobjectivity of their surroundings.Objective - People who are driven by the functionality andobjectivity of their surroundings.

Harmonious - People who are driven by the experience,subjective viewpoints and balance in their surroundings.Harmonious - People who are driven by the experience,subjective viewpoints and balance in their surroundings.

Others

Intentional - People who are driven to assist others for aspecific purpose, not just for the sake of being helpful orsupportive.Intentional - People who are driven to assist others for aspecific purpose, not just for the sake of being helpful orsupportive.

Altruistic - People who are driven to assist others for thesatisfaction of being helpful or supportive.Altruistic - People who are driven to assist others for thesatisfaction of being helpful or supportive.

Power

Collaborative - People who are driven by being in asupporting role and contributing with little need for individualrecognition.Collaborative - People who are driven by being in asupporting role and contributing with little need for individualrecognition.

Commanding - People who are driven by status, recognitionand control over personal freedom.Commanding - People who are driven by status, recognitionand control over personal freedom.

Methodologies

Receptive - People who are driven by new ideas, methodsand opportunities that fall outside a defined system for living.Receptive - People who are driven by new ideas, methodsand opportunities that fall outside a defined system for living.

Structured - People who are driven by traditional approaches,proven methods and a defined system for living.Structured - People who are driven by traditional approaches,proven methods and a defined system for living.

39TTISI Team



Resourceful Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Resourceful as their number one drivingforce.


POTENTIAL STRENGTHSConfigure resources to maximize outputMaximize efficiency and productivitySensitive to wasting time, resources, or opportunitiesFocus on achieving measurable and practical resultsFocus on the return on investment

POTENTIAL WEAKNESSESMay only be willing to give if there is an opportunity for a returnTend to view people and resources as tools to achieve anoutcomeMay view material possessions and money as a scorecardMay be perceived as a workaholic

Selfless Resourceful

Utility

ENERGIZERS

Obtain practical resultsEliminate wasteCompensate based on performance

STRESSORS

Be redundantUse resources inefficientlyIgnore the return on investment

6%of the Population

11/4326% of the Team

WORDS THAT WORK

ProfitableEfficientBenefit


EndlessDonateCasual

40TTISI Team



Resourceful Primary DriversRESOURCEFUL TEAM

Rick BowersRodney CoxKayla DeVaultAnne KlinkAmy LaneAnn LeitensdorferCarol MettenbrinkRyan MillerCindy RosserAnubhav SharmaAdam Wong

100Resourceful

97 Intentional

85 Receptive

76CommandingR. B

ower

s

85Resourceful

83Commanding

81 Intentional

69 Receptive

R. C

ox

72Resourceful

64 Receptive

60 Collaborative

57HarmoniousK. D

eVau

lt

85Resourceful

75Harmonious

65 Instinctive

64 Receptive

A. K

link

89Resourceful

82 Intentional

81Harmonious

78 Receptive

A. L

ane

97Resourceful

90 Receptive

89 Intentional

83CommandingA. L

eite

nsdo

rfer

83Resourceful

79 Objective

67Structured

49 IntentionalC. M

ette

nbrin

k

100Resourceful

92 Receptive

92 Intentional

51Commanding

R. M

iller

41TTISI Team



Resourceful Primary Drivers Continued

94Resourceful

88 Receptive

82 Intentional

79CommandingC. R

osse

r

92Resourceful

83Commanding

74 Objective

67 ReceptiveA. S

harm

a

99Resourceful

96 Receptive

81Commanding

81 Intentional

A. W

ong

42TTISI Team



Intellectual Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Intellectual as their number one drivingforce.


POTENTIAL STRENGTHSContinually seek new knowledge and informationEager to learn and discoverResearch much more thoroughly compared to othersFocus on information and factsSeek to make the unknown known

POTENTIAL WEAKNESSESCan value discovery over other prioritiesCan be perceived as lacking common senseMay pursue knowledge at the expense of practical mattersMay make decisions without subjective or emotionalconsiderations

Instinctive Intellectual

Knowledge

ENERGIZERS

Increase knowledgeLearn continuouslyObjectively analyze ideas

STRESSORS

Rush through learningRestrict knowledgeApproach ideas subjectively

16%of the Population

8/4319% of the Team

WORDS THAT WORK

IdentifyDiscoverLearn


GuessRelevantIntuitive

43TTISI Team



Intellectual Primary DriversINTELLECTUAL TEAM

James AlireRon BonnstetterNick ChrisEric GehrigRichard HuntRico RiveraBrent RowlandRobert Stokes

97Intellectual

96 Intentional

86 Receptive

78ResourcefulJ.

Alir

e

100Intellectual

92 Receptive

79Commanding

61 ObjectiveR. B

onns

tette

r

96Intellectual

93 Receptive

85 Intentional

78Harmonious

N. C

hris

99Intellectual

65 Collaborative

60 Receptive

47 Objective

E. G

ehrig

86Intellectual

72 Intentional

65Resourceful

65 Objective

R. H

unt

86Intellectual

74Altruistic

74 Receptive

64 Collaborative

R. R

iver

a

88Intellectual

69 Receptive

68Resourceful

60 CollaborativeB. R

owla

nd

100Intellectual

89 Receptive

69Harmonious

64 CollaborativeR. S

toke

s

44TTISI Team



Receptive Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Receptive as their number one drivingforce.


POTENTIAL STRENGTHSDraw from many systems and ways of thinking to createsomething newOpen to new ideas, methods and opportunitiesConsider themselves an independent thinkerSeek new ways to accomplish routine tasksAdopt only aspects of systems if they see a benefit

POTENTIAL WEAKNESSESResist overly structured ways of thinking and approachesSeek change for the sake of changeResist systems or structures being forced on themQuestion every system and every step in a system

Receptive Structured

Methodologies

ENERGIZERS

Question unnecessary protocolsCreate new systemsThink Out-of-the-box

STRESSORS

Support status quoFollow outdated processesAct repetitively


8/4319% of the Team

WORDS THAT WORK

PossibilitiesAgileOpen-minded


ConstantTraditionRoutine

45TTISI Team



Receptive Primary DriversRECEPTIVE TEAM

Vanessa BoettcherAlec BonnstetterCraig CasimirCandice FrazerJill HeberlingDustin HebetsCameron HoodFavor Larson

99 Receptive

88Resourceful

81 Intentional

81CommandingV. B

oettc

her

93 Receptive

90 Intentional

82Resourceful

74HarmoniousA. B

onns

tette

r

83 Receptive

75Altruistic

67 Selfless

65IntellectualC. C

asim

ir

97 Receptive

96Intellectual

86 Intentional

78Resourceful

C. F

raze

r

99 Receptive

88Intellectual

81Harmonious

76ResourcefulJ. H

eber

ling

94 Receptive

93Intellectual

88Harmonious

74 CollaborativeD. H

ebet

s

100 Receptive

100Intellectual

81Harmonious

78 Collaborative

C. H

ood

88 Receptive

86Resourceful

83Harmonious

79 Collaborative

F. L

arso

n

46TTISI Team



Harmonious Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Harmonious as their number one drivingforce.


POTENTIAL STRENGTHSFocus on the emotions and balance in the environmentValue the journey as much as the destinationSeek to create harmony and balance in their surroundings andrelationshipsSee the importance of the experienceSee value in and enjoy the experience of their surroundings

POTENTIAL WEAKNESSESConcern for appearance may slow progress, function and tangibleoutcomesAn imbalance or distraction in one area may affect other or allaspects of lifePursuit of experiences supersedes practical concernsSubjective feeling can conflict with objective reality

Objective Harmonious

Surroundings

ENERGIZERS

Appreciate beauty and harmonyExperience surroundingsExpress imagination

STRESSORS

Have lackluster surroundingsDisregard balanceOveremphasize function

4%of the Population

6/4314% of the Team

WORDS THAT WORK

ExpressionAtmosphereBalance


FunctionObjectiveCompartmentalize

47TTISI Team



Harmonious Primary DriversHARMONIOUS TEAM

Kate BibenTodd FoxSusan GinnSandra StonerBobby TyningKefei Wang

94Harmonious

94 Intentional

88Intellectual

64 ReceptiveK

. Bib

en

99Harmonious

81 Receptive

78 Instinctive

67Altruistic

T. F

ox

97Harmonious

90 Instinctive

83Structured

72 Intentional

S. G

inn

79Harmonious

78 Selfless

65Intellectual

54 Collaborative

S. S

tone

r

99Harmonious

85 Intentional

79Intellectual

67 Receptive

B. T

ynin

g

99Harmonious

99 Intentional

83 Receptive

82Resourceful

K. W

ang

48TTISI Team



Intentional Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Intentional as their number one drivingforce.


POTENTIAL STRENGTHSChoose who, when, and how much to help based on the desiredoutcomeExpect people to be self-reliant and resist intervening untilnecessarySeek to develop or help others when they can see futureopportunitiesDownplay emotions when making decisions concerning peopleWill help others when others are willing to work hard

POTENTIAL WEAKNESSESMay create scenarios that benefit themselves more than othersMay expect something in return each time they help or serveothersTend to value people as an opportunity or resource rather than asan individualFocus on themselves, perhaps at the expense of others

Intentional Altruistic

Others

ENERGIZERS

Be with purposeful peopleRely on selfDevelop internal advocates

STRESSORS

Act without personal benefitDisregard contributionMake emotion-based decisions


5/4312% of the Team

WORDS THAT WORK

PurposefulSelectiveBenefit


KindnessVolunteerDonate

49TTISI Team



Intentional Primary DriversINTENTIONAL TEAM

David BonnstetterJohn CarliDave ClarkPhilip DaugsCherisse Mowry

90 Intentional

89Resourceful

86 Objective

81CommandingD. B

onns

tette

r

88 Intentional

85Intellectual

81Structured

69 Collaborative

J. C

arli

88 Intentional

79Harmonious

72Resourceful

69 Receptive

D. C

lark

82 Intentional

79 Collaborative

76Intellectual

68Structured

P. D

augs

93 Intentional

88Harmonious

81 Collaborative

57Intellectual

C. M

owry

50TTISI Team



Collaborative Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Collaborative as their number onedriving force.


POTENTIAL STRENGTHSSet aside their own agenda for the good of thecompany/communitySeek to fit in rather than stand outFocus on what they contribute versus advancing their positionWorks behind the scenes to accomplish outcomesFeels comfortable in a supporting role

POTENTIAL WEAKNESSESCan be uncomfortable when they are singled out for theircontributionMay pass on leadership opportunitiesTend to back down on issues important to them to not "rock theboat"May be overlooked because they do not promote themselves

Collaborative Commanding

Power

ENERGIZERS

Work on team projectsFeel includedConnect to the team

STRESSORS

Be in egotistical environmentsRecognize individual achievementsWork alone

4%of the Population

2/435% of the Team

WORDS THAT WORK

TogetherCooperativeCommunity


StatusIndividualControl

51TTISI Team



Collaborative Primary DriversCOLLABORATIVE TEAM

Erin HealyTeresa Taylor

100 Collaborative

99Intellectual

82 Selfless

62HarmoniousE.

Hea

ly

78 Collaborative

58Structured

53Harmonious

53Resourceful

T. T

aylo

r

52TTISI Team



Selfless Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Selfless as their number one drivingforce.


POTENTIAL STRENGTHSProvide assistance and resources with minimal expectation ofpersonal returnAccomplish tasks simply for the sake of accomplishmentDefine value or success by what comes out of a situation not whatis put inFocus on the completion of a task rather than efficiencyWilling to participate without consideration for personalcircumstance

POTENTIAL WEAKNESSESMay view activity as productivityCan potentially waste resourcesMay value completion of the tasks over time, resources, or talentlimitationsTend to have casual approach to how performance is measured


Utility

ENERGIZERS

Work on unrestricted projectsComplete tasksAct Spontaneous

STRESSORS

Focus on the processMeasure success through efficiencyAssess practical results

7%of the Population

1/432% of the Team

WORDS THAT WORK

AccomplishCasualComplete


EfficientMaximizeGain

53TTISI Team



Selfless Primary DriversSELFLESS TEAM

Tom Bogart 81 Selfless

75Intellectual

65 Receptive

53AltruisticT.

Bog

art

54TTISI Team



Structured Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Structured as their number one drivingforce.


POTENTIAL STRENGTHSSeek to establish standards by which they operateMay protect and potentially promote principles and beliefsTend to have a "code" by which to livePlace a high value on working within defined and structuredsystemsValue a traditional and proven approach

POTENTIAL WEAKNESSESMay place personal ideology before that of the organizationCan over-promote their philosophy to othersCan be closed-minded and judgmental toward other viewpointsTend to resist change to established procedures


Methodologies

ENERGIZERS

Protect beliefsSeek consistencyFit within a structure

STRESSORS

Embrace new ideasDisregard traditionRedesign existing systems

5%of the Population

1/432% of the Team

WORDS THAT WORK

TraditionIdeologyConstant


PossibilitiesNew methodsFlexible

55TTISI Team



Structured Primary DriversSTRUCTURED TEAM

Nancy K. 83Structured

64 Collaborative

62Altruistic

60 InstinctiveN

. K.

56TTISI Team



Altruistic Team CharacteristicsThe following information will give team members a clear understanding and appreciation of team members with Altruistic as their number one drivingforce.


POTENTIAL STRENGTHSAct to alleviate suffering of othersTake notice of and responds to people in needBelieve that all people should have the opportunity to be the bestthey can beVolunteer and give generously of themselvesSeek to help and support others

POTENTIAL WEAKNESSESMay prioritize others' needs over their own needsBase personal decisions on the impact to others not selfAct to alleviate suffering of others even at their own detrimentMay support others at the expense of their own work


Others

ENERGIZERS

Eliminate conflictSupport humanitarian causesParticipate in charitable events

STRESSORS

Observe favoritismIgnore others in needPut self first

6%of the Population

1/432% of the Team

WORDS THAT WORK

ComfortSacrificeCompassion


SelectiveDeliberateIntentional

57TTISI Team



Altruistic Primary DriversALTRUISTIC TEAM

Cassandra Nelson 99Altruistic

86 Selfless

75Intellectual

69 ReceptiveC. N

elso

n

58TTISI Team



Commanding Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


POTENTIAL STRENGTHSStrive to advance their positionValue status and public recognitionSeek to control their own destinyCreate winning strategies and outcomesStrive to set themselves apart

POTENTIAL WEAKNESSESTend to have a me versus we attitudeCan be driven by the desire to achieve status and recognitionMay over emphasize the need to control or direct people andprojectsMay not consider people in seeking personal advancement


Power

ENERGIZERS

Obtain status symbolsPursue advancement opportunitiesCreate and control destiny

STRESSORS

Delay personal advancementLack authorityHave a small workspace


0/430% of the Team

WORDS THAT WORK

LeadControlWin


TogetherCooperativeSupportive

59TTISI Team



Instinctive Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


POTENTIAL STRENGTHSComfortable starting a project before gathering all informationSeek specific information to address a current situationSeek information that has a direct applicationCan rely on past experiencesUnderstand the value of intuition

POTENTIAL WEAKNESSESMay start a project without all the required informationTend to jump to conclusions without gathering all the informationCan rely too much on past experience and intuitionMay disregard excess information


Knowledge

ENERGIZERS

Decide based on intuitionLearn on demandApply past knowledge

STRESSORS

Conduct extensive researchDiscuss hypothetical subjectsJustify intuitive decisions

3%of the Population

0/430% of the Team

WORDS THAT WORK

RelevantSpecificApply


ComprehensiveClassifyExamine

60TTISI Team



Objective Team CharacteristicsThe following information may be characteristics that are missing or could benefit the current team.


POTENTIAL STRENGTHSFocus on the function not the appearanceCan succeed in chaotic environmentsIsolate personal challenges and remains focused on the taskCompartmentalize and focus on the situationEmphasize the destination not the journey

POTENTIAL WEAKNESSESCan over compartmentalize and miss the issues of the wholepictureMay overemphasize the function with disregard for appearanceMay ignore environments that are potentially distracting for othersTend to miss the overall experience by focusing only on tangiblecomponents


Surroundings

ENERGIZERS

CompartmentalizeProvide tangible outcomesDecide based on data

STRESSORS

Be subjectivePut appearance over functionPursue intangible ideas


0/430% of the Team

WORDS THAT WORK

DetachFunctionReality


ExperienceHarmonySubjective

61TTISI Team



Knowledge Overview

1

2

3

4


James AlireRon BonnstetterNick ChrisEric GehrigRichard HuntRico RiveraBrent Rowland

Robert Stokes

Susan Ginn Tom BogartJohn CarliCandice FrazerErin HealyJill HeberlingDustin HebetsCameron Hood

Todd FoxAnne Klink

Kate BibenPhilip DaugsCassandra NelsonSandra StonerBobby Tyning

Nancy K. Craig CasimirCherisse Mowry

62TTISI Team



Utility Overview

1

2

3

4


Tom Bogart Rick BowersRodney CoxKayla DeVaultAnne KlinkAmy LaneAnn LeitensdorferCarol Mettenbrink

Ryan MillerCindy RosserAnubhav SharmaAdam Wong

Cassandra NelsonSandra Stoner

Vanessa BoettcherDavid BonnstetterFavor Larson

Craig CasimirErin Healy

Alec BonnstetterDave ClarkRichard HuntBrent Rowland

James AlireCandice FrazerJill HeberlingTeresa TaylorKefei Wang

63TTISI Team



Surroundings Overview

1

2

3

4


Kate BibenTodd FoxSusan GinnSandra StonerBobby TyningKefei Wang

Carol Mettenbrink Dave ClarkAnne KlinkCherisse Mowry

David BonnstetterAnubhav Sharma

Jill HeberlingDustin HebetsCameron HoodAmy LaneFavor LarsonRobert StokesTeresa Taylor

Ron BonnstetterEric GehrigRichard Hunt

Alec BonnstetterNick ChrisKayla DeVaultErin Healy

64TTISI Team



Others Overview

1

2

3

4


David BonnstetterJohn CarliDave ClarkPhilip DaugsCherisse Mowry

Cassandra Nelson

James AlireKate BibenAlec BonnstetterRick BowersRichard HuntAmy LaneBobby Tyning

Kefei Wang Craig CasimirRico Rivera

Vanessa BoettcherNick ChrisRodney CoxCandice FrazerAnn LeitensdorferRyan MillerCindy Rosser

Nancy K.

Susan GinnCarol MettenbrinkAdam Wong

Tom BogartTodd Fox

65TTISI Team



Power Overview

1

2

3

4


Erin HealyTeresa Taylor

Philip DaugsEric GehrigNancy K.

Rodney CoxAnubhav Sharma

Kayla DeVaultCherisse Mowry

Ron BonnstetterAdam Wong

John CarliDustin HebetsCameron HoodFavor LarsonRico RiveraBrent RowlandRobert Stokes

Sandra Stoner Vanessa BoettcherDavid BonnstetterRick BowersAnn LeitensdorferRyan MillerCindy Rosser

66TTISI Team



Methodologies Overview

1

2

3

4


Vanessa BoettcherAlec BonnstetterCraig CasimirCandice FrazerJill HeberlingDustin HebetsCameron Hood

Favor Larson Nancy K.

Ron BonnstetterNick ChrisKayla DeVaultTodd FoxAnn LeitensdorferRyan MillerCindy Rosser

Brent RowlandRobert StokesAdam Wong

Teresa Taylor

James AlireTom BogartRick BowersEric GehrigRico RiveraKefei Wang

John CarliSusan GinnCarol Mettenbrink

Kate BibenDave ClarkRodney CoxAnne KlinkAmy LaneCassandra NelsonAnubhav Sharma

Bobby Tyning Philip Daugs

67TTISI Team



Driving Forces Group Bars

100 75 50 25 0 25 50 75 100Knowledge

19 64

IntellectualInstinctive

155 4

100 75 50 25 0 25 50 75 100Utility

26 58

ResourcefulSelfless

11

100 75 50 25 0 25 50 75 100Surroundings

31 51

HarmoniousObjective

9

100 75 50 25 0 25 50 75 100Others

63 21

AltruisticIntentional

16 7

100 75 50 25 0 25 50 75 100Power

44 37

CommandingCollaborative

64 4

100 75 50 25 0 25 50 75 100Methodologies

67 20

StructuredReceptive

4 15

n = 43

- Indifferent - Situational - Primary - Group Mean

68TTISI Team



The Bell Curve DefinedUnderstanding how to read a bell curve and standard deviation will enable you to clearly analyze the composition of your team.

For example, if the assessment scores of 100 people are collected andused in a normal probability distribution, 68 people, representing 68%of the 100 assessment scores, should fall within one standard deviationof the mean. Thirty four percent will be one standard deviation abovethe mean and 34% will be one standard deviation below the mean.The remaining 32% of people will be two or more standard deviationsaway from the mean. Sixteen percent will be two or more standarddeviations above the mean and 16% will be two or more standarddeviations below the mean.

The bell curve, known as a normal distribution, is the most commontype of distribution for a population. The highest point on the curve,represents the highest population of people, or the mean of the group.The standard deviation is a number used to show how data is spreadout from the mean, representing a percentage of the total datacollected.

16% 34% 34% 16%





69TTISI Team



Driving Forces Comparison

Driving Forces

Receptive

Intellectual

Intentional

Resourceful

Harmonious

Collaborative

Commanding

Objective

Selfless

Altruistic

Structured

Instinctive

Team

Avg

.

67

64

63

58

51

44

37

31

26

21

20

19

D. Bon

nstet

ter

33

38

90

89

6

7

81

86

0

0

38

33

J. Alire

86

97

96

78

0

0

75

68

0

0

0

0

K. Bibe

n

64

88

94

35

94

56

17

0

36

0

17

0

V. Boe

ttche

r

99

75

81

88

7

0

81

65

0

0

0

6

T. Bog

art

65

75

31

14

51

33

44

28

81

53

12

12A. B

onns

tetter

93

49

90

82

74

28

46

11

6

0

0

22

R. Bon

nstet

ter

92

100

60

35

19

0

79

61

38

11

6

0

R. Bow

ers

85

39

97

100

35

6

76

33

0

0

0

29

J. Carl

i

6

85

88

40

25

69

14

53

29

6

81

6

C. Cas

imir

83

65

12

17

61

51

32

17

67

75

0

19

Mean

46

54

51

42

35

35

50

50

40

33

38

29





Team Leader

70TTISI Team



Driving Forces Comparison Continued

Driving Forces

Receptive

Intellectual

Intentional

Resourceful

Harmonious

Collaborative

Commanding

Objective

Selfless

Altruistic

Structured

Instinctive

Team

Avg

.

67

64

63

58

51

44

37

31

26

21

20

19

D. Bon

nstet

ter

33

38

90

89

6

7

81

86

0

0

38

33

N. Chr

is

93

96

85

54

78

50

22

6

17

0

0

0

D. Clar

k

69

46

88

72

79

43

32

8

11

6

15

31

R. Cox

69

43

81

85

28

6

83

57

0

0

11

38

P. Dau

gs

14

76

82

67

25

79

14

47

22

0

68

6K. D

eVau

lt

64

46

53

72

57

60

24

32

12

31

21

29

T. Fo

x

81

12

12

25

99

31

42

0

49

67

6

78

C. Fraz

er

97

96

86

78

6

0

71

61

6

0

0

0

E. Geh

rig

60

99

43

46

33

65

18

47

35

29

25

0

S. Ginn

0

0

72

42

97

50

22

0

38

6

83

90

Mean

46

54

51

42

35

35

50

50

40

33

38

29





Team Leader

71TTISI Team




Driving Forces

Receptive

Intellectual

Intentional

Resourceful

Harmonious

Collaborative

Commanding

Objective

Selfless

Altruistic

Structured

Instinctive

Team

Avg

.

67

64

63

58

51

44

37

31

26

21

20

19

D. Bon

nstet

ter

33

38

90

89

6

7

81

86

0

0

38

33

E. Hea

ly

40

99

17

0

62

100

0

11

82

54

35

0

J. Heb

erling

99

88

71

76

81

74

6

0

7

0

0

0

D. Heb

ets

94

93

47

35

88

74

6

0

35

29

0

0

C. Hoo

d

100

100

0

0

81

78

0

0

72

69

0

0R. H

unt

47

86

72

65

19

44

32

65

14

11

36

7

N. K.

14

19

15

28

38

64

19

46

51

62

83

60

A. Klin

k

64

11

58

85

75

43

38

14

6

17

25

65

A. Lan

e

78

39

82

89

81

46

31

6

8

6

6

31

F. La

rson

88

75

76

86

83

79

0

0

7

6

0

0

Mean

46

54

51

42

35

35

50

50

40

33

38

29





Team Leader

72TTISI Team




Driving Forces

Receptive

Intellectual

Intentional

Resourceful

Harmonious

Collaborative

Commanding

Objective

Selfless

Altruistic

Structured

Instinctive

Team

Avg

.

67

64

63

58

51

44

37

31

26

21

20

19

D. Bon

nstet

ter

33

38

90

89

6

7

81

86

0

0

38

33

A. Leit

ensd

orfer

90

47

89

97

22

0

83

49

0

0

0

22

C. Mett

enbr

ink

24

33

49

83

0

44

38

79

8

29

67

46

R. Mille

r

92

51

92

100

47

22

51

22

0

0

0

22

C. Mow

ry

31

57

93

53

88

81

7

6

22

0

46

18C. N

elson

69

75

0

0

28

47

32

42

86

99

17

6

R. Rive

ra

74

86

6

32

25

64

18

50

51

74

15

6

C. Ros

ser

88

22

82

94

42

6

79

28

0

6

7

47

B. Row

land

69

88

57

68

31

60

21

44

19

22

21

0

A. Sha

rma

67

35

64

92

17

6

83

74

0

12

11

40

Mean

46

54

51

42

35

35

50

50

40

33

38

29





Team Leader

73TTISI Team




Driving Forces

Receptive

Intellectual

Intentional

Resourceful

Harmonious

Collaborative

Commanding

Objective

Selfless

Altruistic

Structured

Instinctive

Team

Avg

.

67

64

63

58

51

44

37

31

26

21

20

19

D. Bon

nstet

ter

33

38

90

89

6

7

81

86

0

0

38

33

R. Stok

es

89

100

26

12

69

64

11

7

64

50

7

0

S. Ston

er

44

65

47

6

79

54

29

15

78

39

32

11

T. Ta

ylor

28

38

47

53

53

78

11

35

26

38

58

36

B. Tyn

ing

67

79

85

32

99

57

18

0

42

6

17

0K. W

ang

83

58

99

82

99

57

11

0

0

0

0

11

A. Won

g

96

71

81

99

0

0

81

74

0

0

0

0

Mean

46

54

51

42

35

35

50

50

40

33

38

29





Team Leader

74TTISI Team



Behaviors and Driving Forces SummaryBehaviors and Driving Forces can be grouped into clusters, falling into one of three categories: primary, situational, and indifferent. Primaryclusters best identify how and why a person will do what they do the majority of the time. Situational clusters show how a person may react incertain situations. Indifferent clusters highlight areas where a person may be uninterested or needing to adapt to a given situation. Using theseclusters in a team setting can identify strengths and weaknesses within the team and may highlight opportunities or a missing component of theteam.

PRIMARY CLUSTER

Identifies what a person will dothe majority of the time

INDIFFERENT CLUSTER

Identifies areas where a personmay be uninterested

SITUATIONAL CLUSTER

Identifies how a person mayreact during certain situations

%Percentage of the team with this factor in each cluster

75TTISI Team



Primary Cluster SummaryBEHAVIORAL PRIMARY CLUSTER DRIVING FORCES PRIMARY CLUSTER

Behavioral Characteristics TeamAvg.

Mean Driving Forces TeamAvg.

Mean

Consistent 64 61

Following Policy 63 60

People-Oriented 62 65

Persistence 62 61

Receptive 67 46

Intellectual 64 54

Intentional 63 51

Resourceful 58 42

CLUSTER STATISTICS CLUSTER STATISTICS

Consistent

53%26%

21%

Following Policy

33%

47%

21%

People-Oriented

33%

51%

16%

Persistence

21%

72%

7%

Receptive

74%

12%

14%

Intellectual

51% 40%

9%

Intentional

53%33%

14%

Resourceful

53%33%

14%

Primary Cluster Situational Cluster Indifferent Cluster

76TTISI Team



Situational Cluster SummaryBEHAVIORAL SITUATIONAL CLUSTER DRIVING FORCES SITUATIONAL CLUSTER



Mean

Customer-Oriented 60 64

Analysis 58 53

Organized Workplace 57 51

Interaction 55 60

Harmonious 51 35

Collaborative 44 35

Commanding 37 50

Objective 31 50


Customer-Oriented

33%

49%

19%

Analysis

47%

16%

37%

Organized Workplace

47%

5%

49%

Interaction

37%

28%

35%

Harmonious

47%42%

12%

Collaborative

35%

40%

26%

Commanding

23%

40%

37%

Objective

14%

35%51%


77TTISI Team



Indifferent Cluster SummaryBEHAVIORAL INDIFFERENT CLUSTER DRIVING FORCES INDIFFERENT CLUSTER



Mean

Versatile 51 54

Frequent Change 49 52

Competitive 47 49

Urgency 43 43

Selfless 26 40

Altruistic 21 33

Structured 20 38

Instinctive 19 29


Versatile

33%

23%

44%

Frequent Change

19%

40%

42%

Competitive

23%

30%

47%

Urgency

23%

14% 63%

Selfless

12%

42%47%

Altruistic

14%

26% 60%

Structured

14%

19%67%

Instinctive9%

42%49%


78TTISI Team



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