Profiles Performance Indicator ™
CONFIDENTIAL
MANAGEMENT REPORT
Tuesday, March 15, 2011
Thomas Sample
Synergistic Outcomes
3 Moore Palms
323 Moore Road, Glenwood
Durban, kzn  4001
27 31 201 7917

Building and Retaining
         the
  High-Performance
                  Company

Management Report

The primary purpose of this Management Report is to provide you with information concerning the significant behavioral tendencies of Mr. Sample and preferred style of performing his job.  This information is intended to augment, and not replace, any other sources of work related data. This report will confirm or clarify your impressions, and alert you to new considerations, regarding his compatibility with the demands of his position.  You will also get a good picture of his potential for growth and development within your organization.
This report will help you to understand your employees better in all aspects of your work with them. Combined with your knowledge of their work performance, this information can help you better understand any difficulties that an employee might be encountering. It also contains valuable information with respect to training needs.

SUMMARY OF PRIMARY BEHAVIORAL TENDENCIES

This section of the report summarizes the typical behavioral tendencies of Thomas with regard to six critical job-related components. The purpose of this information is to help you to identify and make full use of his strengths, and to help him manage those areas that might be limiting his effectiveness.
I - Productivity
•	He places strong emphasis on motivation and maintaining a great deal of emotional drive in the work situation.
•	Thomas will avoid work environments with rigid procedures where he may be required to meet fixed objectives.
•	Even though he prefers to deal with the immediate task, Thomas needs to see the eventual results of his own work.
•	He tends to avoid spending time on small talk and social amenities.
•	He subscribes to the idea that time is a resource not to be wasted.
•	Thomas enjoys stimulating activities that have profitable goals.
•	Thomas takes pride in efficient solutions since he values his time.

Suggestions for improving his effectiveness:
•	Remember that even the most exciting task has its share of details that must be dealt with if he is to succeed.
•	Use checklists to insure that all steps in a project are completed.
•	Be accountable for seeing that goal setting and follow-through are maintained.
•	Guard against having lengthy discussions and then failing to complete the documentation concerning the decisions made.
•	Guard against becoming so involved and motivated that he sets overly optimistic goals.
•	Remember to accept that others will work more efficiently when going at a pace that is comfortable for them.
•	Avoid assuming that others are just as involved as he is or that their need to get quick results is as strong as his.

II - Quality of Work
•	Thomas can be concerned with quality; however, he tends to become bored quickly with detailed work.
•	Thomas would enjoy motivating others to attend to quality, but tends to avoid tasks that require that level of diligence from him.
•	Generally, he can become impatient with details when quality is concerned.
•	He sometimes takes short cuts, motivated by timeliness but potentially hampering his ability to focus on quality.

Suggestions for improving his effectiveness:
•	Focus on the overall objective, but attend to the critical details needed to achieve great results.
•	Remember that the details related to quality are important for succeeding.
•	Focus more attention on those issues that deal with achieving quality results.
•	Utilize the abilities of others to check work for completeness and details.

III - Initiative
•	He will pursue problems with a sense of enthusiasm.
•	He can generate enthusiasm about a potential goal.
•	Willing to assess a situation quickly, he can take action when required.
•	Thomas will do what is necessary to get the job done.
•	He may openly question the way things are done.

Suggestions for improving his effectiveness:
•	Always keep focused on the end result that is required, as well as the process involved.
•	Learn to be more organized and procedural. Develop a more positive attitude concerning conventional rules.
•	Avoid making changes just because something has been done the same way for a long time and "ought" to be updated.
•	Accept the importance of existing limits.

IV - Teamwork
•	Placing a very heavy emphasis on involvement with people, he takes a personal interest in them as individuals.
•	Preferring to communicate in person, he will mix personal talk with business.
•	He prefers self-motivated, self-directed team members.
•	Generally, he develops a working relationship based on hierarchy and competition with others.
•	He is generally effective working in groups when others recognize his leadership qualities.
•	Thomas will work to guide the group toward his objectives.

Suggestions for improving his effectiveness:
•	Learn how and when to be more direct and straightforward.
•	Be sure that the primary purpose of the team is to satisfy task requirements, not merely satisfying the affiliation needs of the team members.
•	Negotiate desired outcomes on a win/win basis instead of a win/lose basis.
•	Maintain greater objectivity in assessing situations and be more willing to adjust his approach to meet team objectives.
•	Explain decisions, seek input and listen.
•	Concentrate on understanding another person's ideas rather than formulating his own response and ignoring their perspective; listen, consider, THEN act.
•	Learn the art of small talk. Try to spend some time talking informally to co-workers about personal interests and other subjects unrelated to his work objectives.

V - Problem Solving
•	He will prefer to motivate others about the problem solving process.
•	Because he enjoys the opportunity for creative brainstorming, he could become frustrated and impatient with a more methodical approach.
•	Inclined to show an emotional approach to problem solving, Thomas bases decisions and possible solutions on intuition.
•	Taking pride in comprehensive solutions, he will value the long term results and a "big picture" view of success.
•	He is likely to stress simple approaches based on common sense and practical experience.
•	Non-specific instructions that allow him to act decisively and independently are preferred.
•	Thomas likes introducing new ideas and solutions.

Suggestions for improving his effectiveness:
•	Take more time to think through possible consequences before taking action.
•	Before jumping into a solution to the first problem he sees, look for the details concerning the underlying problem. Otherwise, he might have to solve the same problem repeatedly.
•	Develop a more realistic assessment of outcomes that combine potential strengths and weaknesses of the plan.
•	Objective viewpoints can help him avoid problems and predict the optimal amount of time needed to reach goals.
•	Consult others early when defining problems and developing solutions.
•	Focus his thinking directly on the relevant issues of a problem.
•	Talk to people with varied backgrounds to get different perspectives on the same problem.

VI – Adapting to Change
•	Mr. Sample will demonstrate an emphasis on enthusiasm concerning a change process with a fair measure of focused action as well.
•	Mr. Sample rarely doubts the need for change, so if others are obviously concerned or anxious about it, his positive attitude may be influential in changing people’s minds.
•	He will take time to engender excitement for a new project, then launch at a fairly fast pace toward the final outcome of change.
•	His appreciation for the value of a team and what they can accomplish for him in handling the details of the change process is often great.

Suggestions for improving his effectiveness:
•	Reward his efforts to encourage collaborative efforts that keep the team working efficiently and confidently.
•	Mr. Sample may sometimes need help pacing his work in alignment with the needs of change procedures, avoiding a rushed and hasty approach to his work.
•	Demonstrate a facilitative leadership style that exemplifies teamwork, so that Thomas understands its value to the change process.
•	Caution Thomas about any frustrations he may feel about those who accept change less openly than he.

RESPONSE TO JOB-RELATED STRESS, FRUSTRATION AND/OR CONFLICT
When experiencing stress, frustration and/or conflict in a job setting, Thomas may:
•	Display a positive attitude regarding outcomes of conflict.
•	Avoid open and direct conflict.
•	Be optimistic, reassuring.
•	Stay with a difficult and challenging situation to prove it can be overcome.
•	Persist in following up with others until a clear-cut decision is made.
•	Confront disagreement and motivate people to clear the air.
•	Quickly turn someone's objection into an advantage, changing a negative into a positive opportunity.

If, however, the level of stress, frustration and/or conflict becomes intense and/or continues over an extended period of time, there may be a tendency to:
•	Appear ambivalent and inconsistent, not standing for anything.
•	Over-estimate his own ability to change others.
•	Make overly optimistic assessments of others and outcomes.
•	Force action when there is none needed.
•	Dominate and cut off the expression of important ideas by others.
•	Demand action too forcefully.
•	Act with a lack of tact and diplomacy.
•	Become defensive; make others feel defensive.

WORK MOTIVATION
This section of the report describes the different types of incentives, rewards and conditions that are most compatible with his behavioral tendencies and motivational style.  When motivating Thomas, consider providing:
•	Praise, positive feedback.
•	The opportunity for self-expression, to verbalize his thoughts and feelings.
•	Group activities outside of the job, participating in the community, identifying with various social groups.
•	Assignments with a high degree of people contacts, the opportunity to be with people.
•	Control over bottom line results.
•	Power and authority.
•	Opportunities for advancements.
•	Individual incentives for achieving goals.
•	Growth assignments.
•	The opportunity to challenge tradition, the status quo, to cause a change in something.
•	Short term goals, immediate results.

MOTIVATIONAL ENERGY
Motivational Energy (ME) reflects the intensity that an individual shows and how he approaches most situations. His ME indicates that he will approach most situations with a moderate intensity and suggests that he might be inclined to show one or more of the following behavioral tendencies:
•	He may become overly involved in socializing at the expense of proper time management.
•	Because he tends to over-estimate someone's ability, he might fail to provide sufficient, specific directions.
•	He has a tendency to have too many irons in the fire at one time.
•	He may show signs of inefficiency, such as wasting time.
•	He might be inclined to spend more time with people than on tasks.

															58										

Scale I:

Scale V measures motivational intensity and focus on change

														54											

Scale V:

Scale IV measures precision and analytical / quality orientation

		5																							

Scale IV:

Scale III measures patience, composure and being a team player

									32																

Scale III:

Scale II measures social influence, positive expectancy and expressiveness

																								95	

Scale II:

Scale I measures control, ambition and results orientation

The graph shows the relative relationship of his scores on all five scales, while the bulleted statements summarize his results.  For a more complete understanding of these results, please refer to the earlier pages of this Management Report.

The graph above demonstrates the scores attained by Mr. Sample on the PPI.  When we observe his scores, we may predict what is most likely to be noticed in his daily activities. These scores suggest the following:

•	Gregarious, open, talkative, and approachable, he makes new friends easily.
•	He can generate excitement, enthusiasm, and hopefulness.
•	Preferring to communicate in person, he may mix personal talk with business.
•	He encourages individual initiative.
•	He takes care of things that need attention.
•	Capable of balancing his personal drive with external, second-party limits.
•	Often motivated to balance his expectations for good performance from others while maintaining a cooperative relationship with them.
•	Can work effectively on a team, but he enjoys being the one in charge.