HansWendland TargetTeams

®
PERFORMANCE STYLE & AMBITIONS
HANS WENDLAND
hans@hanswendland.com July 30, 2010
REPORT PRESENTED TO YOU BY :

TARGET TEAMS
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Hans Wendland
2 hans@hanswendland.com
® July 30, 2010

Performance Style & Ambitions
Congratulations!
Whether it is your employer, you, or the both of you, someone has taken a sincere interest in your
professional success.
This report has been commissioned specifically for Hans, with the sole purpose of identifying his
preferences and strengths, so he may capitalize on them.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Part 1 – Performance Style (DISC)

This type of questionnaire, called a DISC questionnaire, has been completed by over
50 million individuals worldwide.
DISC is known to be one of the oldest, most validated and most reliable assessment tools available. This
questionnaire is based on original research dating from the 1920’s out of Harvard University. Subsequent
rigorous statistical analysis of the response patterns of other people who have also completed the
Performance Style (DISC) questionnaires, means we have a great deal of confidence in our questionnaire
and in your specific results.
Non-Judgmental Report
There are no “right or wrong” styles or “good or bad” preferences. The results in this report should only
be viewed within the context of how valuable or appropriate certain performance styles may be for a
given role or task.
Increased Professional and Personal Success

The following Performance Style (DISC) report will help you identify areas where you will be most
confident, most successful and where you will find your greatest fulfillment. Your report will also describe
areas you may find to be more challenging. Our goal is to provide you with insight into why certain roles,
tasks and job cultures are more invigorating and fulfilling for you than others.
With your customized Target Teams’ Performance Style (DISC) report, you are now empowered to
position yourself where you might enjoy greater success.
Business Applications
◎ Understanding Job Candidate Preferences / Hiring
◎ Understanding Interpersonal Relationships
◎ Mentoring and Coaching Tips to Increase Work Productivity
◎ Understanding Team Dynamics
◎ Improving Employee / Manager Communications
◎ Planning for Executive Succession
◎ Resolving Conflict and Performance Issues
◎ Creating Employee Performance Plans
◎ Providing Detailed Information about High Potential Employees

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Introduction to Performance Style (DISC)

This Performance Style (DISC) Report has been customized for Hans. It is based exclusively
on his answers about his preferred method of completing tasks on the job as well as his
preferred communication style. This report describes Hans’s preferences and details how his
manager and teammates may wish to work with him to create an optimal job environment
and maximize his job satisfaction.
Two views of Hans’s performance style are reviewed—his Actual performance style and his Modified
Performance Style.
Actual Performance Style

One’s Actual Performance Style reflects the preferred or instinctive style—his default method of
accomplishing tasks as well as his default approach when communicating with others.
Modified Performance Style

One’s Modified Performance Style may be reflective of a current role, a current situation, a current work
culture that requires some modification from the Actual style—in order to be more effective on the job.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Executive Overview
What follows is a high level overview describing Hans’s general performance style
characteristics. These characteristics are likely to be Hans’s actual approach when performing
in his role as well as his instinctual approach when communicating with others.
Hans usually looks on the positive side, emphasizing strengths and successes while minimizing
limitations. He will naturally bring a high sense of urgency to projects and tasks -- and will want to get
things done and done now! He seems to thrive in positions of power, authority, and responsibility. He
has a continuous trail-blazing attitude that clears the way for others to follow.
When the climate is favorable, Hans's nature will allow for an optimistic, warmer and friendlier approach.
When the climate becomes cooler or antagonistic, his nature may present a tougher and more determined
response and approach. Hans has high expectations for others to keep up and maintain a rapid pace. At
times, he may push others to make decisions more quickly than they prefer. He will want to achieve
tangible, measurable, real-time results. Hans is likely to bring both a high degree of assertiveness as well
as warm persuasiveness to projects and activities.
Hans is able to grab a project, even in mid-stream, take charge of it, and work hard to make it a success.
Hans is seen by others as flexible, versatile, and as someone who will tend to act positively in all or most
environments. He has an ability to motivate others on the team, instill a higher sense of urgency, and help
to get the project done on time and budget. Hans will easily be able to see the big picture and will be
skilled at communicating it clearly to others.
Hans is a hard-driver, even in the face of opposition. He may be seen by some as aggressive and
determined to meet or exceed goals or expectations. Hans is certainly known to others as a self-starter.
Hans is likely to show a more confident attitude with a strong desire and will to succeed.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Actual Performance Style

Each column measures a different performance style as well as a communications preference.
Please note that a score near the top of the column is not necessarily positive. Similarly, a
score near the bottom of the column is not necessarily negative. The placement of Hans’s
scores in any of these areas are most useful in describing his strengths in relation to his
current or prospective role.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Modified Performance Style

This graphic restates Hans’s Actual performance and communications style. Additionally, we
show Hans’s Modified performance style scores. Individuals modify their Performance Style
scores often. Modified scores occur when an individual’s current role requires a performance
or communication style that is slightly or greatly different from the Actual style.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Primary Strengths
What follows is a list of talents and behaviors that Hans brings to his organization and team.
In an optimal working environment, these strengths should be built on by his manager and his
team to create a mutual win.
◎ He is a cooperative team player and leader.
◎ He will solve problems with people and results in mind.
◎ Hans will do an excellent job of taking on challenging assignments or difficult tasks, and
succeeding with them.
◎ He will maintain optimism about a positive outcome, for himself and others, even on a project
that takes some time to complete.
◎ He shows the rare ability to concentrate on ideas, issues, and people and relate them instantly to
the big picture.
◎ Hans will bring a high sense of urgency, and also a slight, but appropriate sense of organizational
protocol.
◎ He will approach a new challenge in a forceful, direct, and bottom-line manner.
◎ He will readily take on assignments and responsibility that others may see as impossible.
◎ He will have a natural ability to motivate and manage others through his optimistic attitude and
firm delegation of tasks.
◎ Hans will thrive in competitive situations.
◎ Hans will enjoy unique assignments and will volunteer to take on important positions, even in the
midst of some significant risk.
◎ He will be ready to take either the credit or the blame for the results.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Optimal Work Environment

The sentences below detail the kind of role and the kind of business environment where Hans
can be most effective. In the kind of role and environment described, he will feel valued for
the performance and communications style that he prefers – his Actual Style. In the kind of
business environment described below, he will experience less stress and will feel less of a
need to modify or stretch his style to fit into a role.
◎ He will enjoy having a rather wide bandwidth of influence and operation.
◎ He will seek out opportunities where he can see immediate results.
◎ He will seek out challenges, which involve solving new problems.
◎ Hans is likely to want flexibility with his need for activity and change.
◎ Hans will enjoy a climate that supports innovative ideas for future success.
◎ He is likely to prefer assignments that value his motivational / inspirational skills in leading
others.
◎ Non-routine assignments will be appealing to him.
◎ Social recognition for accomplishments will be meaningful to him.
◎ He will prefer an environment where there he has freedom from details.
◎ He is likely to thrive in an environment that will provide a challenge to build a new territory or
new networks of people.
◎ Hans will prefer implementing short-cut methods, and finding methods to reduce potential
bottlenecks.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Tips for Communicating with Hans

The descriptions below highlight a communications style that will work most effectively when
communicating with Hans. Understand that he will “hear your message” more clearly, feel as
if you are listening more effectively and generally be much more receptive if you “speak his
language”.
◎ Plan some extra time in your schedule for talking, relating, and socializing with him, but let him
take the lead, and don't be surprised if the socializing ends abruptly.
◎ Provide Hans with testimonials from people he sees as important and prominent.
◎ Ask for his input regarding people and specific assignments.
◎ Do your homework before meeting with Hans: be prepared with goals, objectives, support
materials, etc., but don't plan on using all of them. Have the material with you as support.
◎ Be specific with Hans about what's needed to be done, and who is going to do it.
◎ Provide immediate incentives for his willingness to help on the project. Ask for his opinions.
◎ Provide options for Hans to express his opinions and make some of the decisions.
◎ Offer him input on how to make the ideas become reality.
◎ He prefers that you join in some name-dropping, talking positively about other people you might
know who are relevant to your discussion.
◎ Be certain to emphasize next action-steps with Hans.
◎ When communicating with Hans, put the details in writing, but don't plan on discussing them too
much.
◎ When meeting or communicating with him, be efficient; hitting the major points first.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Traps When Communicating with Hans

The list below provides specific details about communications styles that will be highly
ineffective when communicating with Hans. Avoiding these styles will greatly increase your
ability to connect, to effectively communicate, and to make progress with him. Inadvertently
using these communication styles will increase the possibility of misunderstandings and
miscommunications.
◎ Hans prefers that you avoid wild speculations without factual support.
◎ Don't make decisions for him as this will result in pushback from him.
◎ Avoid being overly task-oriented when working with Hans as he loves to accomplish tasks but
wants a personal connection with you as well. Too much of one focus (just a task focus or just a
personal focus) will seem unbalanced to him.
◎ When disagreeing, don't let it reflect on him personally.
◎ Don't stick too rigidly to the agenda. Follow his initiative when he leads the way to more of a
social conversation.
◎ Hans prefers that you avoid making guarantees and assurances when there is a true risk in
meeting them.
◎ Hans prefers that you avoid leaving loopholes or vague issues hanging in the air. He will feel
anxious in this vague state and will want to resolve everything in a concrete manner.
◎ When agreeing, don't reinforce it with a sentence like "I'm with you, Hans" as this will not feel
genuine.
◎ Avoid getting bogged down in facts, figures, or abstractions with Hans.
◎ Don't come with a ready-made decision when working with Hans, unless you are ready to discuss
a variety of options and accept changes from him.
◎ Hans will have a negative reaction if you forget or lose things necessary for the meeting or
project. He is ready to make things happen and losing or forgetting things will get in the way of
progress.
◎ Avoid asking rhetorical or useless questions when working with him, as they will seem like time
wasters or "useless".

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Hans’s Ideal Learning Environment

Individuals will often want to learn, but because of the environment, the pace, the style of the
instructor or the method of training they are unable to take full advantage of the training and
professional development provided. The following characteristics provide details around the
kind of training and professional development environment that will be most effective for
Hans.
◎ Hans will enjoy the classes more if there is laughter and the "tone" of the environment is kept
lighter, positive and collegial.
◎ He will enjoy a learning environment where there is frequent interaction with others in the class.
◎ Hans will enjoy the classes more if he is not forced to follow a strict agenda but is able to divert a
little depending on preference, personal interest or the class conversation.
◎ Hans will enjoy a confident instructor that is upbeat, positive, full of energy and encourages
verbal feedback.
◎ Hans may sometimes tend to wander away from the stated agenda and could benefit from being
re-focused on the topic at hand.
◎ He will learn more effectively if the instructor provides him with some structure around using the
materials -- and the class in general.
◎ Hans will prefer learning that occurs in groups - - enjoying the experience of deepening
relationships with his colleagues.
◎ Hans will define training and learning goals for himself.
◎ Hans will enjoy the classes if they tend to be more active - including as many exercises and
experiences as possible.
◎ He will enjoy being able to express himself often during the class.
◎ Hans will enjoy being told "what to learn and when to learn it" for optimal time and process
management.
◎ Hans will enjoy having a hand in structuring his own learning program.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Current Style Modifications

The sentences below describe situations where Hans is being asked to modify his actual
performance or communications style. As a reminder, individuals will modify their
performance style to be more effective in a role. A Modified Performance Style will cause us
to stretch beyond our Actual Style. Some are able to dramatically modify their style without
experiencing distress. Others “feel” the performance modification more quickly. The areas
below provide insight to Hans (as well as his manager) about areas that could be causing him
some stress or distress in his role.
◎ Hans's preferred business pace and approach to process and structure seem to fit well with his
current job requirements.
◎ Hans focuses on the appropriate amount of detail and follows (or doesn't follow) rules or
regulations in a way that appears to fit well with his current role requirements.
◎ Hans's current approach to solving problems or challenges appears to fit well with his current role
requirements.
◎ Hans's way of interacting with people appears to fit well with his current job requirements.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Possible Performance Flags

Over a lifetime, we are likely to receive comments from others about the way we perform, the
way we communicate, the way we conduct ourselves in our role. This feedback can be in the
form of praise or in the form of areas we may wish to review and potentially improve. We call
these “flags”. Flags often occur because a strength in one area necessarily leaves a blind
spot in another.
◎ His strong natural sense of urgency, coupled with a bold approach to both challenges and people,
may lead to Hans overstepping authority and areas of responsibility.
◎ He may have a tendency to share information only after the decision is made -- to update others
vs. to seek their buy-in or alignment.
◎ Hans may wish to learn how to be more patient with individuals as well as teams. This could lead
to an increase in his own as well as team or company accomplishments.
◎ He may become so enthusiastic about an idea or approach, that some may perceive the
excitement as being shallow, superficial or less realistic.
◎ While directing team projects, Hans may tend to avoid direct participation with others in the
project.
◎ At times, he may express his impatience -- which may be perceived as rude by others.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Tips for Managing Hans

Individuals can respond differently to the same management style. The following descriptions
highlight a management style that is likely to be most effective when managing Hans. It
would be ideal for Hans and his manager to discuss the suggestions from this list to gain an
understanding about which would be the most effective.
◎ His leadership team may want to encourage him to soften or mask his stronger emotions,
especially with more introverted people.
◎ Hans's leadership team may want to help him soften his stronger ego and tendency to
"challenge", especially with those who don't share a similarly high ego or tendency to challenge.
◎ A team of competent people, who understand times of high urgency requirements, will increase
his productivity.
◎ Clearly understanding the boundaries of his authority will be important to him. His leadership
team can also give him feedback to encourage him not to overstep them.
◎ Hans's leadership team can help to inspire him, if he is in a role and an organization that
practices participatory leadership.
◎ Rapid answers regarding the status of projects or activities, will help him be most successful.
◎ Hans will be more effective, if he is reminded to be more aware of his impact and approach
toward others.
◎ Hans may need feedback to remind him that he may not always be the leader of each work team
or task force.
◎ For greater effectiveness, Hans's leadership team could help him gain sensitivity to the climate of
the situation, and adjust intensity accordingly.
◎ Hans's leadership team can help him be more effective and more focused, by providing him with
his job description -- in writing.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Tips for Motivating Hans

Individuals respond uniquely to activities, rewards and situations they find invigorating and
exciting. Yet, deciphering what will be inspiring to a particular employee can be difficult and
time consuming. What follows is a blueprint for motivating Hans and increasing his
commitment and energy around his role or tasks.
◎ Hans will thrive in a work role, which values and encourages him to increase his contacts and
meet new people.
◎ He will seek a role that provides rapid advancement to positions of higher responsibility.
◎ Hans works best with a manager who is competent, optimistic, has a high sense of urgency, and
is willing to delegate authority.
◎ An environment with new problems to solve and new goals to achieve will be exciting for him.
◎ Hans will enjoy having personal authority equal to his responsibilities.
◎ Hans will feel engaged in his work role, when he has new challenges to address.
◎ A role that offers freedom of movement and freedom to travel will be exciting to him.
◎ He wants to control his own career destiny, and make the necessary choices and decisions to
make it happen.
◎ Hans will feel motivated when he has a variety of opportunities to demonstrate his skills and
abilities.
◎ Hans will feel engaged in his role, when he has new problems to solve.
◎ He desires as much freedom as possible -- in order to be most effective in carrying out a project
or assignment.
◎ He will be motivated by an environment where there is little or no routine work.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Part 2 – Introduction to Ambitions

Each employee brings strengths, talents, knowledge to their immediate team, their manager
and their organization. This section of the report describes areas Hans is likely to find
uniquely motivating—his ambitions. Hans’s ambitions will tend to be so important to him,
that he may go ‘out of his way’ to find and engage in activities that support what he values.
Understanding Hans’s ambitions will help to define how he measures his own success. When Hans’s job
aligns with his own personal goals, when his executive team, manager and organization cares about the
same things he cares about, maximum effectiveness and maximum performance occur.
Understanding Hans’s ambitions will describe “why he does what he does”. Defining his ambitions will
help to uncover activities he will find deeply motivating and deeply interesting. Gaining a better
understanding of his ambitions will help to align Hans in a role and with a company culture where he can
be most successful.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Executive Overview of Hans’s Ambitions or Interests

The following paragraphs provide an overview of Hans’s interest areas and drivers—his
Ambitions. Ambitions give insight into why he makes certain professional choices and the
importance behind his requests. His Ambitions will tell you how he measures success, as well
as the types of professional assignments that he will find to be most fulfilling.
Hans may prefer to "support" rather than "lead" -- though he is likely to take a leadership role if asked.
Hans may keep a strong ear to the bottom line, the revenue-clock, or the results required -- when working
for an organization. He may tend to be more "self"-concerned than "other"-concerned in terms of
meeting his own needs, sharing of his time, talents and energy. Hans will demonstrate a very strong
desire to encourage and experience creativity, expression and artistry in both the work and personal
environment.
Hans will be open and objective to understanding something in a new way -- he will be an "open book"
around learning. There will be hardly any areas that are "off limits" -- that cannot be changed. He will be
flexible and open to change "pretty much anything" if it makes sense. Hans will not seek individual
recognition beyond being recognized at the group or team level. Hans may not require lots of "air-time"
at meetings to express his unique ideas.
He is likely to attach importance to high earnings. Hans will tend to be hard working, competitive, and
feel the most ambitious when compensation plans are challenging and include financial rewards,
commission plans and being "paid for performance". Hans will enjoy developing quick utilities and
procedures that are a new way to look at or solve existing job responsibilities. He will respond favorably
in an open and honest professional environment.
Hans will have an interest in sales, technical, or management training programs that demonstrate a
bottom-line financial gain as a result of their participation. He will like to connect people with others who
have things in common.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Ambitions Graph
This graph is a visual depiction of the seven ambitions ranked in order of importance to Hans.
Since our Ambitions are what drive us and make us feel fulfilled, it is important to understand
which ones have the most meaning to us. Our Top Ambitions are primary to our sense of
fulfillment and satisfaction. Situational Ambitions play a more dominant role if our Top 3
Ambitions are fulfilled. Lower Ambitions are likely not to play a strong role in driving our
success or performance.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Hans’s Primary Strengths

The sentences below detail the strengths that Hans brings to his role and team—based on his
top Ambitions. If his work environment provides him with the opportunity to leverage these
strengths for maximum performance, he will be more productive and feel more fulfilled and
committed to his work.
◎ Hans "is who he appears to be" -- he will typically not play a lot of political games with
complicated agendas.
◎ Hans will make decisions based on a true sense of the practical and with bottom-line results in
mind.
◎ He will have a strong focus on results and a "bottom-line practicality" regarding business and
transactions.
◎ Hans will have an ability to support the team efforts -- without requiring a lot of public
recognition.
◎ He will have an open-minded approach that comes from broad-based research.
◎ He will look for the most efficient and practical way to accomplish tasks and responsibilities.
◎ Hans will take the time to adequately prepare and conduct research in preparation for upcoming
meetings.
◎ He is likely to be a strong survivor in the business world, even in the midst of heavy competition.
◎ He will not cling to an idea or a cause that appears to be unsuccessful. He will see the writing on
the wall and will quickly move on without regret.
◎ Hans will relish a job culture and a role that does not restrict his power of imagination.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Tips for Managing and Motivating Hans

Used effectively i.e. as part of a professional development and reward plan, these tips provide
practical information on how to keep Hans engaged and satisfied in his role.
◎ Hans will enjoy working for a leadership team that remembers his sometimes
"behind-the-scenes" efforts and contributions, and recognizes him with sincere appreciation.
◎ Hans's manager may wish to coach him to pay a little more attention to deadlines, as he can
sometimes get so fascinated with the learning in a certain area that all sense of time disappears.
◎ Hans will enjoy some flexibility to allow for spontaneous ideas and solutions.
◎ He will prefer a reward system that rewards high performance in tangible and monetary ways
with individual and team recognition.
◎ He will enjoy an environment, which allows him to choose the extent and visibility he would
prefer around team leadership.
◎ Be certain to include Hans in future development projects or problem solving discussions, to draw
on his expertise.
◎ Hans's leadership team may want to make sure not to put him in a position where he has to take
center stage if he doesn't want to -- as this may be an uncomfortable role for him to play.
◎ He will prefer working for a leadership team that values and encourages his open mind and
"shades of grey" approach to life.
◎ He would benefit from some coaching to understand that others who are less focused on bottom
line results are still relevant and highly valuable to his team and in the business environment.
◎ Hans will prefer a role where he is able to stay focused on "bottom-line oriented" responsibilities.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Learning Insights
Each individual will have a varied set of desires on what and how they learn. The following
information provides insight into Hans’s learning preferences. This information can be
utilized to better understand what type of learning activities will best suit him and will
maximize the investment in his learning opportunities.
◎ Hans will learn more effectively if learning can be linked to an increased personal understanding
of form, harmony, and the big picture.
◎ Hans may enjoy more team-oriented (vs. individual) professional development activities.
◎ He will typically prefer training and development opportunities where he is not required to lead
the team in learning activities or exercises.
◎ Hans will appreciate being able to connect learning and training goals to bottom-line increases
and successes.
◎ Hans will learn more effectively if he is encouraged to use his creative imagination and if the
training includes the ability to experience something new (vs. a lecture or self study).
◎ He will enjoy a learning environment that encourages an open mind to all possibilities.
◎ He will enjoy learning, and will be supportive of most training and development endeavors.
◎ He will learn more effectively if it is clearly communicated how the new material can be used for
his personal gain.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Ambitions Flags
Over time, praise we receive, as well as suggested areas for improvement are likely to be
consistent. The characteristics below are areas where Hans may have heard feedback from
others before. Flags often occur because of a great strength in another area. Flags are to be
used for reflection and as potential areas for coaching or training.
◎ Hans's manager may wish to encourage him to speak up, if necessary, in order to gain equal
airtime for ideas or accomplishments.
◎ Hans may tend to become quiet and bite his tongue when conflicts emerge rather than providing
input about his thoughts to the group's problem solving effort.
◎ Hans may tend to "judge" the value of another's efforts based solely on the effectiveness of
meeting a specific goal - or solely on an economic scale.
◎ Hans may sometimes be seen as being overly "guarded" -- especially by those who tend to be
more open and sharing in a business sense.
◎ He may sometimes over-use "imagination and creativity" when discussing organizational

decisions or issues.
◎ Hans may sometimes be selfish about sharing his ideas with others, until their technical
credibility has been established.

TARGET TEAMS
CAMBRIDGE, MA 02138
Hans Wendland
® July 30, 2010

Assessment Wrap Up / Applying this Information

It is our hope that a deeper understanding of your own Performance Style and Ambitions™
will provide you with practical and actionable information, to a) Lead you to job roles and
work cultures that “fit” more closely for you, and b) Help you understand some areas where
others may misinterpret your intentions.
Both will help increase job performance and job satisfaction. Going forward we recommend
that you consider the following questions to focus future action plans on desired outcomes
and results.
Now that you have read about your own results we’d like you to consider…
1. Would you like to go through a one-on-one debriefing on your own results? This would help you
understand how this information plays out in your role—and profoundly affects the decisions you
make?
2. Would it be useful to learn 3 new things about your coworkers or those reporting to you directly,
that would maximize your working relationship?
3. Would it be helpful to have an expert answer outstanding questions you might have about these
results?
4. Would it be helpful to graphically see the results of your entire team’s performance and
communications style – so you know how to communicate, work more effectively (and maybe
provide insight to solve some conflicts) with them?
5. Would it be helpful to have this kind of information about job candidates you are considering—as
one more data point to understand the best environment where this candidate will be most
satisfied and motivated?
6. Would it be helpful to understand what drives your employees—and how their Ambitions™ (their
personal reward system) is the same or different from yours?
If so – please contact the email address or phone number (bottom, right of this report) to
discuss these services.

TARGET TEAMS
CAMBRIDGE, MA 02138

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®

PERFORMANCE STYLE & AMBITIONS

REPORT PRESENTED TO YOU BY :

® July 30, 2010

REPORT PRESENTED TO YOU BY :

® July 30, 2010

Part 1 – Performance Style (DISC)

Increased Professional and Personal Success

◎ Understanding Interpersonal Relationships

◎ Mentoring and Coaching Tips to Increase Work Productivity

◎ Understanding Team Dynamics

◎ Improving Employee / Manager Communications

◎ Planning for Executive Succession

◎ Resolving Conflict and Performance Issues

◎ Creating Employee Performance Plans

◎ Providing Detailed Information about High Potential Employees

REPORT PRESENTED TO YOU BY :

® July 30, 2010

Introduction to Performance Style (DISC)

Actual Performance Style

Modified Performance Style

REPORT PRESENTED TO YOU BY :

® July 30, 2010

REPORT PRESENTED TO YOU BY :

® July 30, 2010

Actual Performance Style

REPORT PRESENTED TO YOU BY :

® July 30, 2010

Modified Performance Style

REPORT PRESENTED TO YOU BY :

® July 30, 2010

◎ He is a cooperative team player and leader.

◎ He will solve problems with people and results in mind.

◎ He will approach a new challenge in a forceful, direct, and bottom-line manner.

◎ Hans will thrive in competitive situations.

REPORT PRESENTED TO YOU BY :

® July 30, 2010

Optimal Work Environment

◎ He will enjoy having a rather wide bandwidth of influence and operation.

◎ He will seek out opportunities where he can see immediate results.

◎ He will seek out challenges, which involve solving new problems.

◎ Non-routine assignments will be appealing to him.

◎ Social recognition for accomplishments will be meaningful to him.

◎ He will prefer an environment where there he has freedom from details.

REPORT PRESENTED TO YOU BY :

® July 30, 2010

Tips for Communicating with Hans

◎ Ask for his input regarding people and specific assignments.

◎ Offer him input on how to make the ideas become reality.

◎ Be certain to emphasize next action-steps with Hans.

REPORT PRESENTED TO YOU BY :

® July 30, 2010

Traps When Communicating with Hans

◎ When disagreeing, don't let it reflect on him personally.

◎ Avoid getting bogged down in facts, figures, or abstractions with Hans.

REPORT PRESENTED TO YOU BY :

® July 30, 2010

Hans’s Ideal Learning Environment

◎ Hans will define training and learning goals for himself.

REPORT PRESENTED TO YOU BY :

® July 30, 2010

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