BU Indigo TriMetrix DNA Paper

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Copyright © 2006-2023.
TTI Success Insights LTD.
Top 5 Skills
Behaviors
D
Personal Skills Ranking
Creativity and Innovation
Planning and Organizing
Goal Orientation
Influencing Others
Continuous Learning
1
2
3
4
5
I
S
C
100
90
80
D = Dominance
I = Influencing
S = Steadiness
C = Compliance
70
60
Strengths
Innovative with strategies for success.
Forward-looking to improve himself or a situation.
Generous and effective with their time, talent, and
resources.
Sees championing a worthy cause as a challenge.
Utilizes people to win and accomplish goals.
Demonstrates a will and desire to help others in the
organization.
50
40
High D’s tend to be
competitive,
decisive, and
determined.
30
20
10
0
Primary Drivers
55
52
52
52
1. Receptive – People who are driven by new ideas, methods and
opportunities that fall outside a defined system for living.
0
10
20
30
40
50
60
70
80
90
100
65
54*
Builds confidence in others.
2. Commanding – People who are driven by status, recognition and
control over personal freedom.
0
10
20
30
40
50
60
70
80
90
100
65
54*
10
20
30
40
50
60
70
80
90
100
62
29*
10
20
30
Verbalizes his feelings.
Forward-looking and future-oriented.
4. Objective – People who are driven by the functionality and
objectivity of their surroundings.
0
Creative in his approach to solving
problems.
Will join organizations to represent the
company.
3. Altruistic – People who are driven to assist others for the
satisfaction of being helpful or supportive.
0
Value to a Team
40
50
60
70
80
90
100
57
Usually makes decisions with the bottom
line in mind.
44*
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DRIVING CHARACTERISTICS
Based on your responses, the report has generated statements to provide a broad understanding of WHY YOU
DO WHAT YOU DO. These statements identify the motivation that you bring to the job. However, you could
have a potential Me-Me conflict when two driving forces seem to conflict with each other. Use the general
characteristics to gain a better understanding of your driving forces.
In many cases, Ruihu would prefer to set his own plan of action. He will not be afraid to
explore new and different ways of interpreting his own belief system. He tends to interpret and
dissect other systems and/or traditions and is creative when applying them. He wants to
control his own destiny and display his independence. Ruihu will strive to maintain individuality
in group settings. If necessary, Ruihu will be assertive to maintain control of a situation. He
will strive to eliminate conflict in the workplace. He has the desire to be empathetic toward
those in need. Ruihu tends to have an objective view of the task at hand. He is able to isolate
personal issues and focus on professional productivity. He may see money as a necessary
tool versus a measurement of success. If Ruihu is truly interested in a specific subject, or if
knowledge of specific subject matter is required for success, then he will take the initiative to
learn about that subject in great depth.
Ruihu tends to seek new methods and ways to expand his future opportunities. He may prefer
to set his own plan to guide his actions. He may be energized by public recognition. He will
strive to create a winning strategy for himself and/or his team. Ruihu believes people should
have the opportunity to be the best they can be. He has the ability to instinctively notice and
respond to people in need. He may choose to see the world in pieces, not as a whole. He
tends to compartmentalize issues to keep the momentum moving forward. Ruihu evaluates
situations and may not feel the need for a return on investment. He tends to give freely of
time, talent and resources, but may still value a return on his investment. He will seek
knowledge based on his needs in individual situations. If knowledge of a specific subject is not
of interest, or is not required for success, Ruihu will have a tendency to rely on his intuition or
practical information in this area.
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3
DRIVING CHARACTERISTICS
Ruihu will incorporate knowledge as well as experience when making decisions. He tends to
be less focused on a return versus the success of the project. He will focus on the objective of
a situation more than the harmony of a situation. He looks for ways to help people have
positive experiences. Ruihu has the desire to be recognized for his accomplishments. He
seeks to achieve leadership roles. He tends to overlook traditions or boundaries to complete a
task. He may be open to new ideas because he is not tied to a defined philosophy or system.
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4
STYLE INSIGHTS ® GRAPHS
Adapted Style
Natural Style
Graph I
Graph II
D
I
S
C
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
0
0
44
64
48
55
D
I
S
C
55
52
52
52
Intl Norm 2021 R4
T: 2:01
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5
NATURAL & ADAPTED STYLE
Your natural behavioral style is how you show up to the world without stress. This is your default mode. Your
adapted behavioral style is how you adjust to fit current circumstances. For example, you may show up
differently at school with your friends then you do at home. We all adapt sometimes. However, adapting a lot
over long periods of time causes you stress. It’s important that you choose a college or career situation where
you do not have adapt away from your natural behavioral style often.
Problems & Challenges
Natural
Adapted
Ruihu is quite inquisitive and wants to be seen as
an outwardly competitive person who is
adventuresome by nature. He is results-oriented
and likes to be innovative in his approach to
problem solving. Ruihu is not necessarily
confrontational by nature; but if a problem does
exist, he will not turn down the opportunity for
confrontation.
Ruihu sees the need to be somewhat
conservative in his approach to solving problems.
He wants to accept challenges but will be
calculated in his response.
People & Contacts
Natural
Adapted
Ruihu is sociable and optimistic. He is able to
use an emotional appeal to convince others of a
certain direction. He likes to be on a team and
may be the spokesman for the team. He will trust
others and likes a positive environment in which
to relate.
Ruihu sees no need to change his approach to
influencing others to his way of thinking. He sees
his natural style to be what the environment is
calling for.
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6
NATURAL & ADAPTED STYLE
Pace & Consistency
Natural
Adapted
Ruihu is deliberate and steady. He is willing to
change if the new direction is meaningful and
consistent with the past. He will resist change for
change’s sake.
Ruihu sees his natural activity style to be just
what the environment needs. What you see is
what you get for activity level and consistency.
Sometimes he would like the world to slow down.
Procedures & Constraints
Natural
Adapted
Ruihu is somewhat open-minded, but aware and
sensitive to the implications of not following the
rules. He can display balanced judgment in
reviewing procedures. Knowing he is doing
things well is a key reinforcement for him.
Ruihu shows little discomfort when comparing his
basic (natural) style to his response to the
environment (adapted) style. The difference is
not significant, and Ruihu sees little or no need to
change his response to the environment.
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7
DISC REFERENCE GUIDE
Find your DISC Graph on the Indigo summary page: Take note of scores furthest away from 50 on the DISC
graph (high or low). These are the behaviors that will stand out most for you. Reference “stand-out” scores
below. Various combinations of stand-out DISC factors will influence communication styles and environmental
needs. For example, a High D, Low C will need a fast-paced, results-oriented environment with lots of freedom.
However, a High D, High C will need an environment where results can be achieved through structure, quality,
and attention to detail. If all scores are near the middle , you are likely adaptable to many environments.
Behavior Style
People with this style have a
difficult time in:
Communication with
people having this style:
Ideal environments for
this style:
Job Tips
High D
Direct
Forceful
Bold
situations where they can’t
express themselves.
controlled environments.
people without opinions.
Be clear.
Don’t be
intimidated.
Get to the point.
Competitive.
Results-oriented.
Opportunities to lead.
Results-focused
job.
Low D
Cooperative
Agreeable
Peaceful
anger-charged situations.
competitive projects and
programs.
Connect
personally.
Ask questions.
Stay calm.
Collaborative.
Low conflict.
Jobs with little
confrontation.
High I
Talkative
Sociable
Enthusiastic
lecture-based classes.
being aline too long.
impersonal, business-like
instruction.
Be friendly.
Act enthusiastic.
Speak warmly.
Friendly.
Group projects.
Class discussions.
Must work with
people.
Low I
Reserved
Reflective
Listens
activities with prolonged interaction,
especially without reflection time.
High S
Loyal
Patient
Understanding
quickly changing activity.
chaotic classrooms.
confusion/lack of clarity in
instructions.
Be soft.
Speak calmly.
Be patient.
Well-defined
expectations.
Clear path to
graduation/success.
Jobs with stability and
clear expectations.
Low S
Flexible
Restless
Impulsive
monotonous classes.
highly structured situations with
minimal choice or flexibility.
Be spontaneous.
Show emotion.
Flexible course work.
Room for change and
variety.
Jobs with a variety of
tasks and adventure.
facilitating groups.
Don’t crowd
Independent projects. Jobs where you don’t
them.
Classes that do not grade need to talk too much.
for verbal participation.
Short dialogues.
Give them to
process.
High C
Precise
Conscientious
Cautious
tasks and grading systems without
clearly defined expectations.
Low C
Unsystematic
Instinctive
Avoids details
assignments with lots of rules Big picture focus.
to follow.
Talk fast.
activities that demand quality
Be casual.
and detail.
risky situations.
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Be accurate.
Be factual.
Be realistic.
Structured activities
Jobs where quality
where quality matters. and detail matter.
Classes with a detailed
syllabus.
Broad view.
Low detail
assignments.
Few rules and
structure.
Jobs with freedom from
rules and micromanaging.
8
DRIVING FORCES GRAPH
Eduard Spranger first defined six primary types or categories to define human motivation and drive. These six
types are Theoretical, Utilitarian, Aesthetic, Social, Individualistic and Traditional. The 12 Driving Forces® are
derived by looking at each motivator on a continuum and describing both ends. All of the twelve descriptors are
based on six keywords, one for each continuum. The six keywords are Knowledge, Utility, Surroundings,
Others, Power and Methodologies. Focus on activities and work that relate to your highest driving forces
scores.
Instinctive
100
75
Knowledge
50
25
0
Intellectual
25
50
75
100
40
44
Selfless
100
Utility
75
50
25
0
Resourceful
25
50
75
100
44
29
Surroundings
Objective
100
75
50
25
0
Harmonious
25
50
75
100
57
22
Others
Intentional
100
75
50
25
0
Altruistic
25
50
75
100
22
62
Collaborative
100
75
Power
50
25
0
Commanding
25
50
75
100
21
65
Receptive
100
75
Methodologies
50
65
25
0
Structured
25
50
75
100
26
– Denotes Primary Driving Force
T: 2:33
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9
DRIVING FORCES REFERENCE GUIDE
Your top four (primary) driving forces highlight what drives your decisions. Understanding them will help you
find careers where you feel engaged and rewarded. Drivers work together in a unique way to create fulfillment
both personally and professionally.
Instinctive – driven by utilizing past
Intellectual – driven by opportunities to learn,
experiences, intuition and seeking specific
knowledge when necessary.
acquire knowledge and pursue the discovery of
truth.
Pursue – activities that leverage real time
learning and integrate past experience to solve
immediate needs.
Pursue – intellectual challenges to expand your
learning and become a content expert.
Avoid – careers with a focus on extensive
research and theoretical knowledge.
Knowledge
Avoid – careers with little opportunity to grow in
knowledge or asked to make decisions without
all available information.
Selfless – driven by completing tasks for the
Resourceful – driven by practical results,
sake of completion, with little expectation of
personal return.
maximizing both efficiency and returns for your
investment of time, talent, and energy.
Pursue – tasks you enjoy regardless of the
rewards.
Pursue – opportunities that pay well and value
efficiency and practicality.
Avoid – quotas and pressure to perform or
where people are viewed only as resources.
Utility
Harmonious – driven by the experience,
Objective – driven by the functionality and
objectivity of your surroundings.
subjective viewpoints, and balance in your
surroundings.
Pursue – practical activities with the outcome of
creating something functional.
Avoid – companies with a heavy focus on
aesthetics and how things look and feel.
Avoid – jobs with standardized pay scales,
those who don’t value resourcefulness or
overlook waste.
Pursue – harmonious work environments that
allow for work life balance.
Surroundings
Avoid – chaotic environment or distracting/
unpleasing surroundings.
Intentional – driven to assist others for a
Altruistic – driven to assist others for the
specific purpose, not just for the sake of being
helpful or supportive.
purpose of being helpful or supportive.
Pursue – activities where you can make a
difference, instinctively noticing and acting on
your desire to help others.
Pursue – opportunities with purposeful people
that could lead to future benefits.
Avoid – situations that value helping people at
the expense of strategic purpose.
Others
Avoid – companies who prioritize helping others
for personal benefit or to further situations of
inequality.
Collaborative – driven by being in a
Commanding – driven by status, recognition,
supporting role and contributing with little need
for individual recognition.
and control over personal freedom.
Pursue – visible leadership opportunities and
environments that provide personal freedom
and position advancement.
Pursue – environments where you win as a
team and your work advances the company’s
vision.
Avoid – situations where individual recognition
is rewarded and where people are vying for
power and control.
Power
Avoid – limits on advancement or where you
are expected to work behind the scenes without
authority to control the outcome.
Receptive – driven by new ideas, methods
and opportunities that fall outside a defined
system for living.
Structured – driven by traditional approaches,
Pursue – opportunities that allow you to explore
new ideas and innovate existing systems.
Pursue – organizations that advance traditional
approaches, value working in defined systems
and support your principles.
proven methods, and a defined system for
living.
Avoid – environments with repetitive tasks, rigid
systems and/or outdated processes.
Methodologies
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Avoid – environments that oppose your
personal cause or beliefs, or whose mission is
to redesign existing traditions or systems.
10
YOUR SKILLS
This page shows 25 skills that are important in the world of work. The key to success is utilizing your strengths
while minimizing your weaknesses. You are more likely to excel with your top skills. For more information visit
http://www.indigotheassessment.com.
0
10
20
30
40
50
60
70
80
90
100
Creativity and Innovation
Planning and Organizing
Goal Orientation
Influencing Others
Continuous Learning
Resiliency
Appreciating Others
Diplomacy/Tact
Project Management
Conceptual Thinking
Leadership
Self Starting
Interpersonal Skills
Understanding Others
Futuristic Thinking
Decision Making
Problem Solving
Conflict Management
Teamwork
Time and Priority Management
People Advocacy
Flexibility
Negotiation
Personal Responsibility
Mentoring/Coaching
T: 1:57
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Well Developed
Moderately Developed
Working Adult Average
Developed
Needs Development
11
SUMMARY OF COMPETENCIES
Your unique hierarchy of competencies is key to your success. Knowing what they are is essential to reaching
your goals.
1.
Creativity and Innovation: Creating new approaches, designs, processes, technologies
and/or systems to achieve the desired result.
Notices unique patterns, variables, processes, systems or relationships.
Expresses non-traditional perspectives and/or novel approaches.
Synthesizes data, ideas, models, processes or systems to create new insights.
Challenges established theories, methods and/or protocols.
Encourages and promotes creativity and innovation.
Modifies existing concepts, methods, models, designs, processes, technologies and
systems.
Develops and tests new theories to explain or resolve complex issues.
Applies unorthodox theories and/or methods.
Imagines new or revolutionary concepts, methods, models, designs, processes,
technology, systems, products, services or industries.
Combines knowledge, curiosity, imagination, and evaluation to achieve desired results.
2.
Planning and Organizing: Establishing courses of action to ensure that work is completed
effectively.
Works effectively within established systems.
Utilizes logical, practical and efficient approaches.
Prioritizes tasks for optimum productivity.
Develops procedures, processes and systems for order, accuracy, efficiency and
productivity.
Anticipates probable effects, outcomes and risks.
Develops contingency plans to minimize waste, error and risk.
Allocates, adjusts and manages resources according to priorities.
Monitors implementation of plans and makes adjustments as needed.
Establishes action plans to ensure desired results.
Allows for practical, systematic and organized conclusions.
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12
SUMMARY OF COMPETENCIES
3.
Goal Orientation: Setting, pursuing and attaining goals, regardless of obstacles or
circumstances.
Acts instinctively to achieve objectives without supervision.
Expends the necessary time and effort to achieve goals.
Recognizes and acts on opportunities to advance progress to meet goals.
Establishes and works toward ambitious and challenging goals.
Develops and implements strategies to meet objectives.
Measures effectiveness and performance to ensure results are attained.
Acts with a determination to achieve goals.
Demonstrates persistence in overcoming obstacles to meet objectives.
Takes calculated risks to achieve results.
Employs a strategy that affects how they approach tasks and future projects.
4.
Influencing Others: Personally affecting others’ actions, decisions, opinions or thinking.
Utilizes the knowledge of others’ needs, wants, beliefs, attitudes, and behavior to
promote a concept, product or service.
Builds trust and credibility before attempting to promote concepts, products or
services.
Understands and utilizes the behaviors of others to personally affect an outcome.
Uses logic and reason to develop rational arguments that challenge current
assumptions.
Identifies and addresses the barriers that prevent people from seeing the benefits.
Adapts techniques to understand and meet the needs and wants of those being
influenced.
Understands the role self-awareness plays in influencing others.
Leverages a person in an indirect but important way.
Produces effects on the actions, behavior and opinions of others.
Brings others to their way of thinking without force or coercion.
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13
SUMMARY OF COMPETENCIES
5.
Continuous Learning: Taking initiative to regularly learn new concepts, technologies
and/or methods.
Demonstrates curiosity and enthusiasm for learning.
Takes initiative in acquiring and mastering the skills and knowledge requirements of a
position.
Keeps abreast of current or new information through reading and other learning
methods.
Actively interested in new technologies, processes and methods.
Welcomes or seeks assignments requiring new skills and knowledge.
Expends considerable effort and/or time on learning.
Genuinely enjoys learning.
Identifies opportunities to gain knowledge.
May be considered a knowledgeable resource by others.
Enjoys new resources or methods for learning.
6.
Resiliency: Quickly recovering from adversity.
Demonstrates the ability to overcome setbacks.
Strives to remain optimistic in light of adversity.
Evaluates many aspects of the situations to create a positive outcome.
Recognizes criticism is an opportunity to improve.
Accepts setbacks and looks for ways to progress.
Utilizes feedback to forge forward.
Seeks to understand how certain obstacles can impact results.
Sees the unique opportunities by overcoming challenges.
Swiftly works through the emotions and effects of stressful events.
Copes with the inevitable bumps in life.
7.
Appreciating Others: Identifying with and caring about others.
Demonstrates genuine concern for others.
Respects and values people.
Wants to ensure people experience positive emotions.
Expends considerable effort to impact the needs, concerns and feelings of others.
Advocates for the interests, needs and wants of others.
Demonstrates sensitivity and understanding.
Takes personal and/or professional risks for the sake of others.
Recognizes and enjoys the good qualities of others.
Provides support, appreciation and recognition.
Displays kindness and concern for others.
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14
SUMMARY OF COMPETENCIES
8.
Diplomacy/Tact: Effectively and tactfully handling difficult or sensitive issues.
Effectively utilizes tact and diplomacy in working with people across hierarchical,
functional and/or cultural borders.
Understands cultural, climate and organizational issues.
Adapts conduct and communications to “politically correct” standards.
Effectively leverages networks of influence to enable progress.
Is sensitive to the needs of special interest groups within organizations.
Builds relationships and networks with key people of influence.
Provides advice, counsel and mentoring on organizational issues.
Utilizes both formal and informal networks internally to obtain support and achieve
results.
Expresses the context of a situation in a non-confrontational or positive manner.
9.
Project Management: Identifying and overseeing all resources, tasks, systems and
people to obtain results.
Identifies all required components to achieve goals, objectives or results.
Demonstrates the ability to utilize the right people to complete the project.
Establishes high performance standards.
Holds people accountable and is focused on goals and priorities.
Identifies barriers to objectives and removes them.
Delegates appropriate responsibilities and authority.
Ensures adequate resources are available to achieve objectives.
Makes decisions that benefit the outcome of the project.
Plans, organizes, motivates and controls resources, procedures and protocols to
achieve specific goals.
Maintains the objectives while honoring designated constraints.
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15
SUMMARY OF COMPETENCIES
10. Conceptual Thinking: Analyzing hypothetical situations, patterns and/or abstract concepts
to formulate connections and new insights.
Demonstrates the ability to identify patterns, themes or connections not noticed by
others.
Gathers hypothetical or abstract concepts to formulate new insights.
Evaluates many patterns to formulate connections.
Recognizes unique or unusual perspectives.
Envisions hypothetical situations to formulate new concepts.
Utilizes patterns to develop new ways to process information.
Observes and analyzes data to create new methods, techniques or processes.
Sees new possibilities by dissecting the situation and examining the parts.
Integrates issues and factors into a practical framework.
Understands a situation or problem by identifying patterns or connections, to address
key underlying issues.
11. Leadership: Organizing and influencing people to believe in a vision while creating a
sense of purpose and direction.
Inspires others with compelling visions.
Takes risks for the sake of purpose, vision or mission.
Builds trust and demonstrates integrity with a noticeable congruence between words
and actions.
Demonstrates optimism and positive expectations of others.
Delegates appropriate levels of responsibility and authority.
Involves people in decisions that affect them.
Addresses performance issues promptly, fairly and consistently.
Adapts methods and approaches to create an environment to allow others to be
successful.
Makes decisions that are best for the organization and attempts to mitigate the
negative consequences for people.
Demonstrates loyalty to constituents.
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16
SUMMARY OF COMPETENCIES
12. Self Starting: Demonstrating initiative and willingness to begin working.
Possesses a strong work ethic and belief in getting results.
Takes initiative and does whatever it takes to achieve objectives.
Projects self-assurance in getting the task started.
Starts quickly to avoid setbacks.
Asserts self in personal and professional life.
Willing to begin working regardless of circumstances.
Accepts personal responsibility for achieving personal and professional goals.
Functions effectively and achieves results regardless of circumstances.
Takes initiative and acts without waiting for direction.
Displays self-confidence, conscientiousness, assertiveness, persistence and is
achievement-oriented.
13. Interpersonal Skills: Effectively communicating, building rapport and relating well to all
kinds of people.
Strives for self-awareness in a social setting.
Demonstrates sincere interest in others.
Treats all people with respect, courtesy and consideration.
Respects differences in the attitudes and perspectives of others.
Listens, observes and strives to gain understanding of others.
Communicates effectively.
Shows sensitivity to diversity issues.
Develops and maintains relationships with many different kinds of people regardless of
differences.
Handles any situation gracefully by using non-verbal communication, in-depth
questioning and listening skills.
Recognizing other’s perspectives, by actively listening, thus providing many views of a
given situation.
14. Understanding Others: Understanding the uniqueness and contributions of others.
Demonstrates the ability to evaluate others.
Strives to understand the unique qualities of all people.
Evaluates many aspects of the people in his surroundings.
Recognizes how other people can contribute.
Accepts individuals’ unique abilities and looks for ways for them to contribute.
Utilizes feedback to identify strengths in other people.
Seeks to understand how certain decisions can impact others.
Sees the unique contributions of colleagues.
Relates and connects with others.
Understands the unique motivations, needs and aspirations of others.
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17
SUMMARY OF COMPETENCIES
15. Futuristic Thinking: Imagining, envisioning, projecting and/or creating what has not yet
been actualized.
Demonstrates an ability to connect the dots and see the big picture.
Looks beyond the forces driving the current reality that may have long-term effects.
Utilizes foresight and intuitive perception as well as factual events to draw inferences.
Recognizes, supports and/or champions cutting-edge ideas.
Anticipates future trends or events.
Envisions possibilities others may not.
Imagines and/or predicts changes in current reality based on deductive and conceptual
reasoning.
Creates an environment where forward thinking is the norm not the exception.
Envisions ideas that may be seen as unobtainable by others.
Mentally lives in the future and does not allow current technology to cloud their vision.
16. Decision Making: Analyzing all aspects of a situation to make consistently sound and
timely decisions.
Demonstrates an ability to make thorough decisions in a timely manner.
Gathers relevant input and develops a rationale for making decisions.
Evaluates the impact or consequences of decisions before making them.
Acts decisively once all aspects have been analyzed.
Focuses on timely decisions after the situations have been completely diagnosed.
Willing to update decisions if more information becomes available.
Provides a rationale for decisions when necessary.
Systematically analyzes information before making a decision.
Looks at all aspects of a situation including historical components.
Asks the right questions rather than making assumptions to produce a timely decision.
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18
SUMMARY OF COMPETENCIES
17. Problem Solving: Defining, analyzing and diagnosing key components of a problem to
formulate a solution.
Anticipates, identifies and resolves problems or obstacles.
Utilizes logical processes to analyze and solve problems.
Defines the causes, effects, impact and scope of problems.
Identifies the multiple components of problems and their relationships.
Prioritizes steps to a solution.
Defines and develops criteria for optimum solutions.
Evaluates the potential impact of possible solutions.
Looks for specific goals, clearly defined solution paths, and/or clear expected
solutions.
Allows for initial planning including some abstract thinking to come up with creative
solutions.
Understands and defines the problem before jumping to a solution.
18. Conflict Management: Understanding, addressing and resolving conflict constructively.
Readily identifies and addresses issues, concerns or conflicts.
Recognizes opportunities for positive outcomes in conflict situations.
Reads situations accurately to pinpoint critical issues.
Listens to gain understanding of an issue from different perspectives.
Diffuses tension and effectively handles emotional situations.
Assists people in adversarial positions to identify common interests.
Strives to settle differences equitably.
Settles differences without damaging relationships.
Strives to limit the negative aspects of conflict while increasing the positive.
Focuses on enhancing learning and group outcomes, including effectiveness or
performance.
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19
SUMMARY OF COMPETENCIES
19. Teamwork: Cooperating with others to meet objectives.
Respects team members and their individual perspectives.
Makes team objectives a priority.
Works toward consensus when team decisions are required.
Meets agreed-upon deadlines on team assignments and commitments.
Shares responsibility with team members for successes and failures.
Keeps team members informed regarding projects.
Supports team decisions.
Recognizes and appreciates the contributions of team members.
Behaves in a manner consistent with team values and mission.
Provides constructive feedback to team members.
Responds positively to feedback from team members.
Raises and/or confronts issues limiting team effectiveness.
20. Time and Priority Management: Prioritizing and completing tasks in order to deliver
desired outcomes within allotted time frames.
Effectively manages difficulties and delays to complete tasks on time.
Effectively manages time and priorities to meet deadlines.
Presents completed tasks on or before the deadline.
Demonstrates an ability to maintain deadlines in the midst of crisis.
Strives to improve prioritization.
Balances timelines and desired outcomes.
Takes initiative and prioritizes tasks to stay on schedule.
Accepts responsibility for deadlines and results.
Creates an environment conducive to effectiveness.
Reduces the amount of time spent on non-priorities.
21. Customer Focus: Anticipating, meeting and/or exceeding customer needs, wants and
expectations.
Strives to anticipate, identify and understand customers’ wants, needs and concerns.
Responds to customers with a sense of urgency.
Follows through on customer requests.
Is patient and courteous with customers.
Resolves issues and complaints to the satisfaction of customers.
Expends extraordinary effort to satisfy customers.
Develops relationships with customers.
Partners with customers to assist them in achieving their objectives.
Acts as an advocate for customers’ needs.
Takes professional risks for the sake of customers’ needs.
Copyright © 2006-2023.
TTI Success Insights LTD.
20
SUMMARY OF COMPETENCIES
22. Flexibility: Readily modifying, responding and adapting to change with minimal
resistance.
Responds promptly to shifts in direction, priorities and schedules.
Demonstrates agility in accepting new ideas, approaches and/or methods.
Effective in shifting priorities and tasks.
Modifies methods or strategies to fit changing circumstances.
Adapts personal style to work with different people.
Maintains productivity during transitions.
Embraces and/or champions a shift in activity.
Strives to adapt to situational demands.
Capable of changing or adjusting to meet particular or varied needs.
Able to step outside their comfort zone and try something they haven’t done before.
23. Negotiation: Listening to many points of view and facilitating agreements between two or
more parties.
Understands both parties must get something they want before agreement is feasible.
Listens to identify and understand what each party wants.
Determines what each party is willing to accept in an agreement.
Establishes a non-threatening environment conducive to open communication for
discussing possible terms of agreement.
Develops the terms for an agreement.
Ensures each party understands the terms of agreement.
Binds agreements between parties with verbal and/or written contracts.
Listens to all sides involved and ensures all parties understands the issues.
Allows all parties to express their viewpoints.
Facilitates mutually beneficial outcomes to satisfy various interests.
24. Personal Responsibility: Being answerable for personal actions.
Demonstrates the ability to self evaluate.
Strives to take responsibility for his actions.
Evaluates many aspects of his personal actions.
Recognizes when he has made a mistake.
Accepts personal responsibility for outcomes.
Utilizes feedback.
Observes and analyzes data to learn from mistakes.
Sees new possibilities by examining personal performance.
Accepts responsibility for actions and results.
Willing to take ownership of situations.
Copyright © 2006-2023.
TTI Success Insights LTD.
21
SUMMARY OF COMPETENCIES
25. Mentoring/Coaching: Facilitating, supporting and contributing to the professional growth
of others.
Inspires confidence in others’ ability to grow professionally.
Identifies and facilitates developmental opportunities.
Encourages initiative and improvement.
Provides opportunities for enhancement.
Gives new and challenging work assignments.
Acknowledges and praises improvements.
Supports, coaches and mentors the development of others.
Views mistakes as opportunities for learning.
Promotes learning and professional growth.
Understands the uniqueness and current level of each participant.
Copyright © 2006-2023.
TTI Success Insights LTD.
22
DO’S: HOW OTHER PEOPLE SHOULD COMMUNICATE WITH YOU…
This page provides other people a list of things to DO when communicating with you. This is how you like to be
communicated with. Everyone has different communication styles. Knowing your style and acknowledging
other’s styles is critical to success in any job or relationship.
Read the body language for approval or disapproval.
Ask for his opinions/ideas regarding people.
Provide a warm and friendly environment.
Motivate and persuade by referring to objectives and results.
Stick to business—let him decide if he wants to talk socially.
Leave time for relating, socializing.
Provide ideas for implementing action.
Talk about him, his goals and the opinions he finds stimulating.
Read the body language—look for impatience or disapproval.
Provide testimonials from people he sees as important.
Support and maintain an environment where he can be efficient.
DON’TS: … AND HOW OTHERS SHOULD NOT COMMUNICATE WITH YOU
This page provides other people a list of things NOT to do when communicating with you. Everyone has
different communication styles. Knowing your style and acknowledging other’s styles is critical to success in any
job or relationship.
Leave decisions hanging in the air.
Be dictatorial.
Speculate wildly or offer guarantees and assurances where there is a risk in meeting
them.
Legislate or muffle—don’t overcontrol the conversation.
Take credit for his ideas.
Try to convince by “personal” means.
Ask rhetorical questions or useless ones.
Try to build personal relationships.
Direct or order.
Leave loopholes or cloudy issues if you don’t want to be zapped.
Ramble on, or waste his time.
Forget or lose things, be disorganized or messy, confuse or distract his mind from
business.
Drive on to facts, figures, alternatives or abstractions.
Copyright © 2006-2023.
TTI Success Insights LTD.
23
COMMUNICATION TIPS
This section provides suggestions for methods which will improve Ruihu’s communications with others. The tips
include a brief description of typical people with whom he may interact. By adapting to the communication style
desired by other people, Ruihu will become more effective in his communications with them. He may have to
practice some flexibility in varying his communication style with others who may be different from himself. This
flexibility and the ability to interpret the needs of others is the mark of a superior communicator.
When communicating with a person who is
dependent, neat, conservative, perfectionist,
careful and compliant:
Prepare your “case” in advance.
Stick to business.
Be accurate and realistic.
Factors that will create tension or
dissatisfaction:
Being giddy, casual, informal, loud.
Pushing too hard or being unrealistic with
deadlines.
Being disorganized or messy.
When communicating with a person who is
patient, predictable, reliable, steady, relaxed
and modest:
Begin with a personal comment—break the ice.
Present your case softly, non-threateningly.
Ask “how?” questions to draw their opinions.
Factors that will create tension or
dissatisfaction:
Rushing headlong into business.
Being domineering or demanding.
Forcing them to respond quickly to your
objectives.
Copyright © 2006-2023.
TTI Success Insights LTD.
When communicating with a person who is
ambitious, forceful, decisive, strong-willed,
independent and goal-oriented:
Be clear, specific, brief and to the point.
Stick to business.
Be prepared with support material in a
well-organized “package.”
Factors that will create tension or
dissatisfaction:
Talking about things that are not relevant to the
issue.
Leaving loopholes or cloudy issues.
Appearing disorganized.
When communicating with a person who is
magnetic, enthusiastic, friendly, demonstrative
and political:
Provide a warm and friendly environment.
Don’t deal with a lot of details (put them in
writing).
Ask “feeling” questions to draw their opinions
or comments.
Factors that will create tension or
dissatisfaction:
Being curt, cold or tight-lipped.
Controlling the conversation.
Driving on facts and figures, alternatives,
abstractions.
24
THINGS YOU MAY WANT FROM OTHERS
People are more motivated when they choose careers and college programs that satisfy their unique set of
“wants”.
To be trusted.
Public recognition of his ideas and results.
The flexibility to be creative in the way he and the organization help others and causes.
To be seen as an internal resource for people to express problems and challenges.
New and difficult challenges that lead to prestige and status.
Public recognition of power and prestige.
YOUR IDEAL WORK ENVIRONMENT
An ideal working environment for you should include elements from this list.
Democratic supervisor with whom he can associate.
Nonroutine work with challenge and opportunity.
Ability to showcase altruistic achievements in order to get others involved.
A forum to advocate for the greater good as it relates to moving the organization
forward.
Continual opportunity to challenge and win.
An environment to express ideas to influence people.
SOME POTENTIAL CHALLENGES
The areas below are things to be careful of because they may create roadblocks to your success. Identify any
areas that may be affecting your success now and develop an action plan to overcome these challenges.
Has to be a big player if not the leader and may miss out on beneficial role-playing
opportunities.
May always want to display his superiority through problems or challenges.
Method of helping others is not negotiable.
May try to help too many people.
As a leader may over focus on self and his own needs.
May struggle with hearing and applying constructive criticism.
Does not always listen to those he is helping.
Has trouble making difficult decisions that affect others.
Copyright © 2006-2023.
TTI Success Insights LTD.
25
YOUR STRENGTHS
These are areas where you really shine! Use these strengths to talk about yourself on college applications,
job/internship interviews, and with teammates for school projects and extracurricular activities. Practice using
your strengths every opportunity you can.
Forward-looking to improve himself or a situation.
Willing to make high-risk decisions.
Looks for a better approach to help others.
Tough but fair when others are involved.
Utilizes people to win and accomplish goals.
Willing to be the spokesperson for the team.
Demonstrates a will and desire to help others in the organization.
Great at generating excitement in others and getting people on board.
WHAT OTHERS MAY VALUE IN YOU
These are qualities that you bring to teams and organizations.
Creative in his approach to solving problems.
Competitive.
Tenacious.
Verbalizes his feelings.
Negotiates conflicts.
Usually makes decisions with the bottom line in mind.
Will join organizations to represent the company.
POTENTIAL WEAKNESSES WITH YOUR STYLE
Every behavioral style has inherent positives and negatives. This section lists some possible behaviors that may
hold you back in life. Knowing what they are will help you get along with others and reduce stress.
Set standards for himself and others so high that impossibility of the situation is
commonplace.
Copyright © 2006-2023.
TTI Success Insights LTD.
26
LIKELY TIME WASTERS
This section is designed to identify potential distractions that could impact your effectiveness and use of time.
Possible causes and solutions outlined can serve as a basis for creating an effective plan for increasing your
overall performance.
1.
Crisis Management
Crisis Management is defined as a management style that is consistently driven by uncontrolled external
issues as the preferred method of managing. This style allows crises to precipitate rather than anticipating
them and being pro-active.
Possible Causes:
Lack planning
Place unrealistic time requirements on people and tasks
Always looking for problems to solve
Possible Solutions:
Have a well defined operational plan
Target key individuals to handle specific problems
Ask for recommendations from key people
Delegate authority and responsibility when possible
2.
Poor Delegation
Poor delegation usually means the inability to discriminate between tasks needing your time and attention,
and those others are capable of accomplishing.
Possible Causes:
Do not want to give up control
Do not trust the abilities of others
Do not understand the abilities of others
Fear the talents of others
Do not want to overload others
Possible Solutions:
Train and mentor others
Develop a support team
Give people the opportunity to help
Recognize the time spent training others on routine tasks will result in gained cumulative time for higher
priority tasks
3.
Firefighting
Firefighting is often defined as being pulled away from priority tasks to answer questions, offer solutions,
delegate or solve problem-related minor issues. These issues usually “flare up” quickly and are “put out”
quickly.
Possible Causes:
Desire to solve problems quickly and sometimes without adequate information
Lack of delegation
Lack of standard operating procedures
Copyright © 2006-2023.
TTI Success Insights LTD.
27
LIKELY TIME WASTERS
Poor/wrong priorities
Failure to fit intensity to the situation
Possible Solutions:
Establish a plan
Create operational procedures for tasks and known problems
Establish a “management by objectives” approach
Copyright © 2006-2023.
TTI Success Insights LTD.
28
Assessing and Analyzing your Personality with the Indigo/TriMetrix DNA Assessment (20%)
Individual assignment
Due: Week 3 – DATE XXYYZZ, 11:55 pm (PST)
For this assignment, refer to your own personal Indigo TriMetrix DNA assessment report.
Write a paper starting with an introduction and then for part one, comment on your DISC style and on
your top two or three Skills, Driving Forces and Motivators (refer to these sections of the assessment
report). Explain what your awareness of these results means for you. What will you do differently? What
do you want to improve upon or work on? Describe what you believe to be the two strongest and
weakest areas of your personality, with reference to the assessment results?
If you have work experience, please use your past professional experience to provide examples of those
skills, motivators and driving forces in action. If you do not have work experience, then refer to
examples from school or family interactions.
In part two, explore how those traits of yours may impact your career and work performance based on
your current or aspirational career path. Which traits are likely to be key to your success? Which traits
will you have to be careful to work on, improve upon or regulate? How will you do this?
Finally, in part three, develop a written action plan (with actual concrete steps you’ll take) to improve in
those areas you identified above as needing your attention.
At the end of the paper include a short conclusion.
Organise your paper with proper APA headings.
No abstract nor table of contents is necessary.
Support your paper with 6-8 scholarly research sources, with one being your textbook.
The paper should be between 1,600 and 1,800 words (not including cover page and references) and
written using APA format. Adhering as closely as possible to the word count target is part of the
exercise, requiring you to be selective with the information you include and ensuring everything you
include adds value.
Submit your paper to the Turnitin dropbox on the course Moodle page.
Before you get started, please carefully review the marking rubric below.
Appendix – A
Assessment Rubric for TriMetrix DNA Assessment
1-4 Scale
1
Percentage Score
0-59
Grades
Mastery Level
F
Weigh
t
Studen
t Score
2
3
4
60-67
68-71
72-75
76-79
80-84
85-89
C
B-
B
B+
A-
A
90-100
A+
Beginning
Developing
Competent
Mastery
Below Standard
Approaching
Standard
At Standard
Exceeds Standard
50
Key elements are
not adequately
covered.
Content is not
comprehensive,
has inaccuracies
and is not
persuasive.
Displays lack of
understanding of
relevant theory.
Points not
adequately
supported by
references.
Research is lacking
in content and
quality. No use of
TriMetrix results.
Key elements are
mostly covered.
Content is mostly
accurate but lacks
persuasiveness.
Displays some
understanding of
relevant theory.
Points mostly
supported by
references.
Research is lacking
in content and
quality. Some use
of TriMetrix
results.
Key elements are
adequately
covered.
Content is
accurate and
persuasive.
Displays adequate
understanding of
relevant theory.
Points supported
by references.
Research is
adequate in
content and
quality. Fair use of
TriMetrix results.
Key elements are
completely
covered.
Content is
comprehensive,
accurate and
persuasive.
Displays superior
understanding of
relevant theory.
Points fully
supported by
specific
references.
Research is
superior in content
and quality.
Substantial use of
TriMetrix results.
20
Introduction
provides poor level
of background of
paper
Structure of paper
is not clear and is
difficult to follow
train of thought
process
Conclusion does
not follow logically
from body of
paper
Critical Thinking is
lacking: missing
logical
argumentation &
reasoning,
concrete examples
& valid inferences
Introduction
provides
background of
paper missing
some key
elements
Structure of paper
is not clear and it
is not easy to
follow train of
thought process
Conclusion follows
from body of
paper but misses
key points
Critical Thinking is
not fully present:
missing key points
of logical
argumentation &
reasoning,
concrete examples
& valid inferences
Introduction
provides good
level of
background of
paper
Structure of paper
is clear and train of
thought process is
understandable
Conclusion mostly
follows logically
from body of
paper
Critical Thinking is
present: logical
argumentation &
reasoning shows,
reasonable
examples & valid
inferences are
made
Introduction
provides superior
level of
background of
paper
Structure of paper
is very clear and
easy to follow
train of thought
process
Conclusion follows
logically from body
of paper
Critical Thinking is
present through:
logical
argumentation &
reasoning,
concrete examples
& valid inferences
Standard Level
Subject Matter
Answering
questions and
results of research
Organization &
Critical Thinking
Demonstration of
thought process
and analysis of
problem and
resolution using
own thoughts and
ideas
Style & Mechanics
APA
10
7th Ed. APA
Manual is not
followed or there
are significant
errors in:
title page &
references pages.
In-text citations,
paraphrasing and
direct quotes are
quite inadequate
but do not rise to
the level of
plagiarism
7th Ed. APA
Manual is followed
with significant
errors in:
title page &
references pages.
In-text citations,
paraphrasing and
direct quotes are
lacking but do not
rise to the level of
plagiarism
7th Ed. APA
Manual is followed
with minor errors
in:
formatted title
page, formatted
references pages,
in-text citations,
paraphrasing and
direct quotes are
adequately used in
the correct context
7th Ed. APA
Manual is followed
with no errors
including:
properly
formatted title
page, properly
formatted
references pages,
in-text citations
are correctly used,
paraphrasing and
direct quotes are
properly used in
the correct context
10
Grammar and
sentence structure
has major
problems
following standard
English rules and
reads with
difficulty with
major errors in
punctuation and
spelling
Grammar and
sentence structure
has problems
following standard
English rules and
reads with some
difficulty with
errors in
punctuation and
spelling
Grammar and
sentence structure
mostly follows
standard English
rules and reads
reasonably well
with few errors in
punctuation and
spelling
Grammar and
sentence structure
follows standard
English rules and
reads well with
excellent
punctuation and
spelling
10
Sentences are
lacking in
completeness,
clearness,
conciseness and
are not wellstructured.
Transitions do not
maintain flow of
thought.
Words are
ambiguous.
Tone is
inappropriate to
audience/assessm
ent. Colloquial
language or
inappropriate use
of paraphrasing is
used.
Sentences need to
be more complete,
clear, concise and
well-constructed.
Transitions do not
maintain flow of
thought well.
Words are not
precise and have
some ambiguity.
Tone is not
appropriate to
audience/assessm
ent. Colloquial
language or
inappropriate use
of paraphrasing is
used too much.
Sentences are
mostly complete,
clear, concise and
well-constructed.
Transitions mostly
maintain flow of
thought.
Words are mostly
precise with little
ambiguity.
Tone is mostly
appropriate to
audience/assessm
ent. Colloquial
language or
inappropriate use
of paraphrasing is
used sparingly.
Sentences are
consistently
complete, clear,
concise and wellconstructed with
strong, varied
structure.
Transitions
consistently
maintain flow of
thought.
Words are quite
precise and
unambiguous.
Tone is completely
appropriate to
audience/assessm
ent. No colloquial
language or
inappropriate use
of paraphrasing
used.
Application of the
requirements of the
7th APA manual to
create a
standardized
formatted report
Grammar/Punctuat
ion/ Spelling
Use of proper
English language
grammar, spelling
and punctuation to
create a readable
paper.
Readability & Style
Clarity of thought
and appropriate
level of language
use that brings the
author’s thoughts
and ideas to the
reader.
Marks
100

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