MANAGING FOR SUCCESS®

Employee-Manager™ Version

"He who knows others is learned. He who knows himself is wise." –Lao Tse

INTRODUCTION

Behavioral research suggests that the most effective people are those who understand themselves, both their strengths and weaknesses, so they can develop strategies to meet the demands of their environment.

A person's behavior is a necessary and integral part of who they are. In other words, much of our behavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing). It is the universal language of "how we act," or our observable human behavior.

In this report we are measuring four dimensions of normal behavior. They are:

• how you respond to problems and challenges.
• how you influence others to your point of view.
• how you respond to the pace of the environment.
• how you respond to rules and procedures set by others.

This report analyzes behavioral style; that is, a person's manner of doing things. Is the report 100% true? Yes, no and maybe. We are only measuring behavior. We only report statements from areas of behavior in which tendencies are shown. To improve accuracy, feel free to make notes or edit the report regarding any statement from the report that may or may not apply, but only after checking with friends or colleagues to see if they agree.

"All people exhibit all four behavioral factors in varying degrees of intensity." –W.M. Marston

GENERAL CHARACTERISTICS

Based on Alpár's responses, the report has selected general statements to provide a broad understanding of his work style. These statements identify the basic natural behavior that he brings to the job. That is, if left on his own, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the general characteristics to gain a better understanding of Alpár's natural behavior.

Alpár can be successful at many things, not because of versatility but rather because of his determination to win. He is forward-looking, aggressive and competitive. His vision for results is one of his positive strengths. He is an aggressive individual who wins through hard work and persistence; that is, he will come up with a good idea and follow through. He prefers being a team player, and wants each player to contribute along with him. Some may view him as being stubborn and opinionated. He views it as the price you must pay for success. He may try to "explain" his stubbornness in positive terms. He embraces visions not always seen by others. Alpár's creative mind allows him to see the "big picture." He will work hard at achieving his goals. He loves to win and hates to lose. He likes to be forceful and direct when dealing with others. His desire for results is readily apparent to the people with whom he works. Alpár establishes many standards for himself and others. His high ego strength demands that his standards will be met. He can be analytical, calm, steady and persevering.

Alpár refrains from getting emotionally involved in decision making. This allows him to make objective decisions. He is a good problem solver and troubleshooter, always seeking new ways to solve old problems. He has the unique ability of tackling tough problems and following them through to a satisfactory conclusion. Logic and people who have the facts and data to support this logic influence him. He admires the patience required to gather facts and data. Alpár is logical, incisive and critical in his problem-solving activities. Sometimes he may be so opinionated about a particular problem that he has difficulty letting others participate in the process. He has the ability

GENERAL CHARACTERISTICS

to make high-risk decisions, but sometimes should seek counsel before acting. He should realize that at times he needs to think a project through, beginning to end, before starting the project.

Alpár is influenced by people who communicate with a logical presentation of the facts, impressed by the apparent efficiency involved. When communicating with others, Alpár must carefully avoid being excessively critical or pushy. He tries to get on with the subject, while others may be trying to work through the details. He could improve his communication with others by being more flexible and showing a sincere interest in what they are saying. He could improve his communication skills by being patient, listening and displaying genuine care for the people with whom he comes in contact. Alpár is not influenced by people who are overly enthusiastic. They rarely get his attention. He challenges people who volunteer their opinions. He likes people who communicate with him in a clear, precise and brief conversation. He has the ability to ask the right questions and destroy a shallow idea. Some people may feel these questions are a personal attack upon their integrity; however, this is just his way of getting the appropriate facts.

• Usually makes decisions with the bottom line in mind.
• Thinks big.
• Forward-looking and future-oriented.
• Innovative.
• Places high value on time.
• Presents the facts without emotion.
• Challenge-oriented.

Do:

• Use expert testimonials.
• Motivate and persuade by referring to objectives and results.
• Stick to business--let him decide if he wants to talk socially.
• Give pros and cons on ideas.
• Read the body language--look for impatience or disapproval.
• Be patient and persistent.
• Be clear, specific, brief and to the point.
• Show him a sincere demeanor by careful attention to his point of view.
• Keep at least three feet away from him.
• Respect his quiet demeanor.
• Provide details in writing.

Don't:

• Forget or lose things, be disorganized or messy, confuse or distract his mind from business.
• Make statements you cannot prove.
• Be disorganized.
• Ask rhetorical questions, or useless ones.
• Touch his body when talking to him.
• Use inappropriate buzz words.
• Leave loopholes or cloudy issues if you don't want to be zapped.
• Ramble on, or waste his time.
• Pretend to be an expert, if you are not.
• Let disagreement reflect on him personally.
• Leave things open to interpretation.

When communicating with a person who is ambitious, forceful, decisive, strong-willed, independent and goal-oriented:

• Be clear, specific, brief and to the point.
• Stick to business.

• Be prepared with support material in a well-organized "package."
Factors that will create tension or dissatisfaction:

• Talking about things that are not relevant to the issue.
• Leaving loopholes or cloudy issues.
• Appearing disorganized.

When communicating with a person who is magnetic, enthusiastic, friendly, demonstrative and political:

• Provide a warm and friendly environment.
• Don't deal with a lot of details (put them in writing).

• Ask "feeling" questions to draw their opinions or comments.
Factors that will create tension or dissatisfaction:

• Being curt, cold or tight-lipped.
• Controlling the conversation.
• Driving on facts and figures, alternatives, abstractions.

When communicating with a person who is patient, predictable, reliable, steady, relaxed and modest:

• Begin with a personal comment--break the ice.
• Present your case softly, nonthreateningly.

• Ask "how?" questions to draw their opinions.
Factors that will create tension or dissatisfaction:

• Rushing headlong into business.
• Being domineering or demanding.
• Forcing them to respond quickly to your objectives.

When communicating with a person who is dependent, neat, conservative, perfectionist, careful and compliant:

• Prepare your "case" in advance.
• Stick to business.

• Be accurate and realistic.
Factors that will create tension or dissatisfaction:

• Being giddy, casual, informal, loud.
• Pushing too hard or being unrealistic with deadlines.
• Being disorganized or messy.

• Forum to express ideas and viewpoints.
• Nonroutine work with challenge and opportunity.
• Environment where he can be a part of the team, but removed from office politics.
• Evaluation based on results, not the process.
• Private office or work area.
• An innovative and futuristic-oriented environment.
• Projects that produce tangible results.
• Data to analyze.

PERCEPTIONS

A person's behavior and feelings may be quickly telegraphed to others. This section provides additional information on Alpár's self-perception and how, under certain conditions, others may perceive his behavior. Understanding this section will empower Alpár to project the image that will allow him to control the situation.

"See Yourself As Others See You"

SELF-PERCEPTION
Alpár usually sees himself as being:
Pioneering	Assertive
Competitive	Confident
Positive	Winner

OTHERS' PERCEPTION Under moderate pressure, tension, stress or fatigue, others may see him as being: Demanding Nervy Egotistical Aggressive

And, under extreme pressure, stress or fatigue, others may see him as being:

Abrasive Controlling Arbitrary Opinionated

NATURAL AND ADAPTED STYLE

Alpár's natural style of dealing with problems, people, pace of events and procedures may not always fit what the environment needs. This section will provide valuable information related to stress and the pressure to adapt to the environment.

PROBLEMS - CHALLENGES (Natural)

Alpár is ambitious in his approach to problem solving, displaying a strong will and a need to win against all obstacles. Alpár has a tendency to make decisions with little or no hesitation.

PROBLEMS - CHALLENGES (Adapted)

Alpár sees no need to change his approach to solving problems or dealing with challenges in his present environment.

PEOPLE - CONTACTS (Natural)

Alpár feels that the convincing of people can only be done within the framework of logical facts presented by totally objective people or machines. He rarely displays emotion when attempting to influence others.

PEOPLE - CONTACTS (Adapted)

Alpár 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.

NATURAL AND ADAPTED STYLE

PACE - CONSISTENCY (Natural)

Alpár is comfortable in an environment in which there is a relaxed demeanor, or one in which patience is looked at as a virtue. He prefers to complete one task before starting the next and prefers an environment that is predictable.

PACE - CONSISTENCY (Adapted)

Alpár feels the need for mobility and the absence of routine. He feels comfortable juggling several projects at one time and can move from one project to another fairly easily.

PROCEDURES - CONSTRAINTS (Natural)

Alpár naturally is cautious and concerned for quality. He likes to be on a team that takes responsibility for the final product. He enjoys knowing the rules and can become upset when others fail to comply with the rules.

PROCEDURES - CONSTRAINTS (Adapted)

Alpár shows little discomfort when comparing his basic (natural) style to his response to the environment (adapted) style. The difference is not significant and Alpár sees little or no need to change his response to the environment.

• Persistence in job completion.
• Being sensitive to, but not necessarily controlled by, rules and procedures.
• Being precise in the collection of data.
• Anticipating and solving problems.
• Dealing with a wide variety of work activities.
• Projecting a limited display of emotion.
• Accomplishing tasks without many people contacts.
• Quickly responding to crisis and change, with a strong desire for immediate results.
• Acting without precedent, and able to respond to change in daily work.
• Having the ability to see the "big picture" as well as the small pieces of the puzzle.

Alpár wants:

• An environment where he can ask specific questions--not just "beat around the bush."
• Assistance when confronted with excessive and boring routine work.
• Meetings that stay on the agenda, or reasons for changing the agenda.
• Freedom from restrictive controls.
• Limited socializing.
• Sincere appreciation for achievements--may interpret as manipulation if overdone.
• Opportunity to verbalize his ideas and demonstrate his skills.
• Puzzles to solve.
• To know the agenda for the meeting.
• Time away from people--to be alone.
• To explore new ideas and authority to test his findings.
• Awards and rewards.
• Facts and data for making decisions.

Alpár needs:

• An awareness of the parameters or rules in writing.
• Skills to come across warm and close, when appropriate.
• To display empathy for people who approach life differently than he does.
• Sincere feedback from others.
• To understand his role on the team--either a team player or the leader.
• Time to warm up to people.
• To know results expected and to be evaluated on the results.
• To negotiate commitment face-to-face.
• Logical answers in logical order.
• The opportunity to ask questions to clarify or determine why.
• To soften the edge and not be so blunt.
• To understand his impact on other people.

Alpár has a tendency to:

• Overuse fear as a motivator by being overly demanding.
• Blame, deny and defend his position--even if it is not needed.
• Have trouble delegating--can't wait, so does it himself.
• Be argumentative--creates the devil's advocate position to its highest form--or wears down
  opposition.
  
• Lack tact and diplomacy as long as he gets the results he wants.
• Set standards for himself and others so high that impossibility of the situation is common place.
• Push and pull rather than motivate in directing people--motivates as if everyone has the same strengths that he has.
• Make "off the cuff" remarks that are often seen as personal prods.
• Dislike routine work or routine people--unless he sees the need to further his goals.

ACTION PLAN

Name: Alpár Horváth

The following are examples of areas in which Alpár may want to improve. Circle 1 to 3 areas and develop action plan(s) to bring about the desired results. Look over the report for possible

areas that need improvement.
Communicating (Listening)	Time Management
Delegating	Career Goals
Decision Making	Personal Goals
Disciplining	Motivating Others
Evaluating Performance	Developing People
Education	Family

Area:

Area:

Area:

Date to Begin: ____________ Date to Review: ____________

BEHAVIORAL FACTOR INDICATOR™

Management Version

INTRODUCTION

Classifying management behavior is not an easy undertaking, largely because there are so many variables on which classifications could be based. The classifications in this report are purely behavioral. Behavioral measurement can be classified as how a person will do a job. No consideration has been given to age, experience, training or values.

Your report will graphically display your behavioral skills in 12 specific factors. Each factor was carefully selected allowing anyone to be successful if they meet the behavioral demands of the job.

The Natural graph represents your natural behavior - the behavior you bring to the job. The Adapted graph measures your response to the environment - the behavior you think is necessary to succeed at a job. If your Adapted graph is significantly different from your Natural, you are under pressure to change or "mask" your behavior.

Read and compare your graphs. Look at each factor and the importance of that factor to the successful performance of your job. Your Adapted graph will identify the factors you see as important and shows you where you are focusing your energy.

Knowledge of your behavior will allow you to develop strategies to win in any environment you choose.

Alpár Horváth

SENSE OF URGENCY

VISION FOR THE FUTURE

MOTIVATING OTHERS

SELF-CONFIDENCE

CUSTOMER/EMPLOYEE INTERFACE

0...1...2...3...4...5...6...7...8...9...10

Alpár Horváth

FOLLOW-UP AND FOLLOW-THROUGH

CONSISTENCY

PAPERWORK

ATTENTION TO DETAIL

FOLLOWING POLICY

THE SUCCESS INSIGHTS® WHEEL

The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to the text you have received about your behavioral style, the Wheel adds a visual representation that allows you to:

• View your natural behavioral style (circle).
• View your adapted behavioral style (star).
• Note the degree you are adapting your behavior.
• If you filled out the Work Environment Analysis, view the relationship of your behavior to your job.

Notice on the next page that your Natural style (circle) and your Adapted style (star) are plotted on the Wheel. If they are plotted in different boxes, then you are adapting your behavior. The further the two plotting points are from each other, the more you are adapting your behavior.

If you are part of a group or team who also took the behavioral assessment, it would be advantageous to get together, using each person's Wheel, and make a master Wheel that contains each person's Natural and Adapted style. This allows you to quickly see where conflict can occur. You will also be able to identify where communication, understanding and appreciation can be increased.

THE SUCCESS INSIGHTS® WHEEL