Ego Drive is t he proact ive dynamic behind human behavior. W hen it comes t o complet ing t heir job dut ies or overcoming obst acles:

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1 Page: 1 of 8 I nt r oduct ion The follow ing TeamBuilder Report begins w it h a look at eight of your Personalit y Trait s w hich, w hen combined in different w ays, show a significant relationship to nearly all the personalit y t raits found in ot her personality profiles. Four of these possible interactions are described in the first four graphs w hile the fifth graph is a combination of these eight Personality Traits. As a result, you w ill most likely find the Tem peram ent, Ego Style, Social Style, and Prim ary Need descriptions more accurate than the final graph that describes these eight traits. Since interactions are less accurate than single-trait measurements, they should only be used for general guidance and not for psychological evaluat ion of any kind. This report describes general communication styles w hich are designed to be used for self-insight and personal development, not clinical or mental health evaluat ion. I nt er pr eting y our Team Bui lder Repor t Said most simply, your overall personality is a combination of four behavioral styles: Tem peram ent, Ego Style, Social Style, and Prim ary Need w hich result from these eight Personalit y Traits. These four behavioral styles interact to determine your overall TeamBuilder Profile ( Reflective " Thinker," Direct ive " Driver," Expressive " Com m unicator," or Supportive " Helper" ). If your TeamBuilder Profile marker is locat ed on or near a dividing line to another quadrant, your secondary style w ill also be described, since there are t imes w hen this style w ill be most descriptive. Most important, how ever, is to recognize your opposing style and understand your differences. The closer your marker is t o t he outside corner of t he square, t he more your behaviors are consist ent w it h your primary st yle, and t he more difficult it w ill be t o adapt t o t he ot her st yles. On t he ot her hand, t he closer you are t o anot her st yle, t he easier it w ill be t o adapt t o t hat st yle. I f your marker is in t he middle, w e refer t o your unique st yle as t he Adapt er st yle, w hich is most flexible but uncomfort able w it h t he ext remes. I t is import ant t o not e t hat, no mat t er w here you fall on t he grid, every individual has t he abilit y t o t ranscend t heir primary st yle by learning how t o recognize and underst and t he ot her t hree st yles. This is t he purpose of your TeamBuilder Report. In addition to the four-st yle grid labels, this report also describes your primary st yle in detail and gives specific suggestions as to how you might adapt your behavior t o be a more effective communicator and empathize w it h those of different styles. In addit ion, this report describes your behavior w hen you are under stress. You should know that stress is defined as " t he inability to cont rol the outcome of an expectation". You can reduce the stress of any primary style of behavior by taking back control, changing the outcome, or low ering the expectation (how important it is to you). On t he final page, you'll find descriptions of each of the four styles, allow ing you t o quickly recognize each style and take t he " unnatural stretch" to communicate more effectively. Under st anding Ego Dr iv e and Em pat hy Your Tem peram ent, your Ego St yle, your Social St yle, and your Prim ary Need behaviors combine t o det ermine your Ego Drive and Empathy in the final TeamBuilder Profile. Though the interaction betw een these four behaviors found in your first four graphs may be at odds w ith each other, your Ego Drive and Empathy can be quit e helpful in describing your overall personality, especially t he w ay ot hers see you. W it h t his know ledge, you w ill be able t o underst and your ow n behavior and t he behavior of others and how you might better communicate and relate to ot hers, especially to opposing styles. Ego Drive is t he proact ive dynamic behind human behavior. W hen it comes t o complet ing t heir job dut ies or overcoming obst acles: Scorers are impatient and highly driven, emphasizing creativity and speed. Scorers are patient and methodical, emphasizing caution and consistency. Empat hy is t he emotional and int uit ive insight t o perceive t he needs of ot hers. W hen it comes t o complet ing t heir job dut ies or overcoming obstacles: Scorers are relationship-centered, emphasizing social skills and personal insight. Scorers are task-oriented, emphasizing self-discipline and efficiency.

2 Page: 2 of 8 Gener al Descr ipt ion: Your Tem peram ent is the int eraction betw een t w o Personalit y Traits: your I ntensity/ Drive (vertical axis w ith higher scores being at the top and low er scores being at t he bott om) and your Need to Analyze (horizontal axis w ith higher scores t o t he left and low er scores t o t he right ). The marker on your 4-st yle grid det ermines w hich of t he four st yles is dominant. W hatever job descript ion or position you select, it should be compatible w ith your Tem peram ent. While some job descript ions require a persist ent, even-paced effort, ot her job descriptions may require an int ensit y and sense of urgency. W hile some jobs require attention to detail, ot hers may require decisions to be made using intuition and experience. Your Tem peram ent describes more internal factors (not easily recognized by others) so it should not be confused w ith the w ay ot hers see you (your Ego St yle and Social St yle), w hich are described lat er in t he report. Y our Activ e Tem per am en t : Your responses indicat e you have an Active Tem peram ent. As a result, you out w ardly direct a relatively high emotional intensity tow ard the more intuitive interests and job dut ies that do not require det ailed analysis. Individuals w ith this Act ivity Level enjoy creative pursuits that allow them to go " out side the box" to find non-traditional solutions. Rather than bottling-up your feelings and allow ing them to become negative energy, you regularly vent them in small doses. Because of your natural drive tow ard more immediate goals, you can, how ever, become stressed if the desired results are either delayed or obstructed. Though you enjoy being around others w ith similar temperaments, you benefit the most by spending t ime w it h t he opposit e Tem peram ent (Passive) t hat helps t o bring you balance and efficiency. I nt ensi t y / Dr iv e Need t o Analy ze Need t o Anal y ze I nt ensit y / Dr iv e

3 Page: 3 of 8 Gener al Descr iption: Your Ego Style is the interaction betw een tw o Personalit y Traits: your Drive for Recognition (vertical axis w it h higher scores being at t he t op and low er scores being at t he bot t om) and your Need t o Serve (horizontal axis w it h higher scores to the right and low er scores to the left ). The marker on your 4-style grid determines w hich of the four styles is dominant. W hatever job description or position you select, it should be compatible w ith your Ego Style. W hile some job descriptions provide an abundance of recognition for a job w ell done, there are others that provide none. W hile some job descriptions place more emphasis on personal cont rol and self-discipline, others may emphasize a caring concern for others. It is import ant to know that your Ego Style is the w ay you relate to close friends and family w hile Social Style (see next page) is t he w ay you relat e t o individuals w ho are not close friends or family (st rangers). Y o u r Pr ou d Ego Sty le: Your responses place you in t he Proud quadrant of this Ego Style grid. As a result, your drive for recognition is direct ed more tow ard respect than popularity. Individuals w ith this Ego Style t ake pride in their self-discipline and efficiency. Life is t aken more seriously, making w ork ethic more important than w arm and caring relationships. Achievement is typically more import ant than intimacy. As a result, positions w ithin larger organizations that provide public recognition for out standing effort are more compatible w ith your Ego Style. I f you don't receive t he recognition, your motivation can be impaired. Though you enjoy being around others w ith similar ego styles, you benefit the most by spending time w ith the opposite Ego Style (Genuine) that helps to bring you balance and more sensitivity to the needs of others. H igh Dr iv e f or Recognit ion Need t o Ser v e Need t o Ser v e Dr iv e for Recognition

4 Page: 4 of 8 Gener al Descr iption: Your Social Style is the interaction betw een t w o Personality Trait s: your Assertiveness (vertical axis w ith higher scores being at the top and low er scores being at the bott om) and your Interpersonal Trust (horizontal axis w ith higher scores to the right and low er scores to the left ). The marker on your 4-style grid determines w hich of t he four styles is dominant. What ever job description or position you select, it should be compatible w ith your Social Style. W hile Assertiveness is an asset in some job descript ions (sales, for example), it can be less import ant in others (programmer, for example). W hile Interpersonal Trust or belief in others can be an asset in some job descriptions (minist er, for example), it can be a liability in others (police detective, for example). It is important to know t hat your Ego Style (see previous page) is t he w ay you relate to close friends and family w hile your Social St yle is t he w ay you relate t o everyone else w here personal int imacy is not required. Y o u r Opin ion ated Social Sty le: Your responses place you in t he Opinionated quadrant of this Social Style grid. Your low er Interpersonal Trust and higher Assertiveness combine to produce a need for control over ot hers. W hen you interact w ith strangers, you are more formal and professional (than casual or playful). Individuals w ith this Social Style t ake pride in their decisiveness and are frustrated by political situat ions t hat don't allow them the control they need to achieve their goals. Though you enj oy being around ot hers w it h similar social st yles, you benefit t he most by spending t ime w it h t he opposit e Social St yle (Agreeable) t hat helps t o bring you balance and allow s you t o t ake cont rol. Asser tiv eness I nt er per sonal Tr ust I nt er per sonal Tr ust Asser tiv eness

5 Page: 5 of 8 Gener al Descr ipt ion: Based on recent published research from Harvard Business School, there are four innate drives/ needs that impact t he choices you make and the act ions you take. Your Prim ary Need can be defined by the interaction betw een tw o personality trait s: the need for I ndependence (vert ical axis w it h higher scores being at t he t op and low er scores being at t he bot t om) and Opt imism (horizont al axis w it h low er scores t o t he left and higher scores t o t he right ). The marker on your 4-st yle grid det ermines w hich of t he four st yles is dominant. W hat ever j ob dut ies you perform, you w ill be most productive w hen they are compatible w ith this Prim ary Need. W hile some job descriptions require an independent spirit and positive expect ations, other jobs require a caut ious, thoughtful demeanor w here mistakes are minimal. While some jobs require positive expectations about the fut ure, others require a more practical approach that t akes int o consideration possible negative consequences. Your Prim ary Need describes more internal factors (not easily recognized by others) so it should not be confused w ith the w ay t hat ot hers see you (your Ego St yle and Social St yle w hich w ere described earlier in t he report ). Y our Pr im ar y Need to Defen d: Your low er Optimism and higher Independence result in a Prim ary Need that is characterized by a strong-w illed desire to protect and defend others by controlling as many variables as humanly possible. Instead of looking at the w orld through " rose-colored glasses," you t ake a pragmatic, logical approach to any challenges you face. Your low er Optimism produces a reluctance to take the initiative w ithout proper planning, thorough preparat ion, and consideration of the possible negat ive consequences. Your greatest strength is your innate need t o prot ect ot hers, w hile your great est challenge is maintaining a posit ive at t it ude w hen t hose around you are negat ive. Though you enjoy being around others w ith similar needs, you grow the most by spending time w ith the opposite Prim ary Need (the Need t o Bond) that helps to bring balance and variety into your life. I ndependence Optim ism O ptim ism I ndependence

6 Page: 6 of 8 Not e: The closer you are to the corner of your 4-style quadrant, the more extreme these behaviors become, and the more difficult it is for you t o adapt t o t he ot her st yles. Your locat ion on t he 4-st yle grid (below ) is calculat ed based upon your Empat hy and your Ego Drive scores. scores on both scales place you in the Expressive " Com m unicator" quadrant, w hile scores on both scales place you in t he Reflect ive " Thinker" quadrant. A score on Ego Drive combined w it h a score on Empat hy places you in the Directive " Driver" quadrant, and a score on Ego Drive combined w ith a score on Empathy places you in the Supportive " Helper" quadrant. H igh Ego Dr iv e Em pathy Em pathy Ego Dr iv e

7 Page: 7 of 8 Sum m ar y Statem ent : You have high Ego Drive coupled w ith low Empathy, causing you to confidently and efficiently focus on the results of any effort. Your high Ego Drive produces impatience w hile your low Empathy keeps personal relationships from interrupt ing your on-task behavior. W ell-know n examples of your directive " driver" style are General Patton, Dr. Laura, and Clint Eastw ood. As a result, you w ill find it most difficult relating to and communicating w ith Support ive " Helpers" (nurses, teachers, etc.) w ho communicate more " from the heart " than " from the head." Well-know n examples of this opposing style are Andy Griffith, Mother Theresa, and Mart in Luther King, Jr. Im portant Note: The closer you are to the corner of your 4-st yle quadrant, the m ore ext rem e t hese behaviors becom e, and t he m ore difficult it is for you t o adapt t o t he ot her st yles. Responding to Str ess: Under stress you tend to become highly directive and aut horit ative. You often cease to delegate and shift into emergency-mode management that requires immediate action w ithout asking for advice. W hile Support ive " Helpers" a n d Expressive " Com m unicators," w ho are relationship-centered, dislike your lack of tact and w armth, Reflective " Thinkers" resent your impatience and your perceived impulsiveness. Other Direct ive " Drivers," w ho aren't under the same stress, resent your attempts to t ake action w ithout asking their advice. When t he stress becomes too overw helming, you may internalize it and block it out or avoid t he problem and t he people around you. Tak ing the Unnatur al Str etch: W hen it comes to communicating w ith ot hers, Directive " Drivers" are most incompatible w ith Supportive " Helpers", w ho rely upon close and open relationships and teamw ork. Your natural on-task behavior sometimes ignores t he pleasant ries that are required by Supportive " Helpers". Your sense of urgency and impatience can be perceived as not being sensit ive to the needs of Supportive " Helpers". You typically find it difficult delegat ing to Support ive " Helpers" because Supportive " Helpers" require so much of your t ime and patience to explain and train them to do a task -- as much time as you need to simply do it yourself. To flex to the Supportive " Helpers'" style, you'll need to slow dow n, pay attention to their individual needs, and communicat e w it h sensit ivit y and w armt h. W hen w orking w it h t he ot her st yles: W hen com m unicat ing w it h Dir ect iv e " Dr iv er s" : Never exaggerate your statements or claims Respect their time by st ating your purpose/ objective Be sure t o be w ell-prepared and w ell-organized Stick to the facts; avoid tangents Focus on w hat is import ant t o t hem (t ime, money, et c.) Avoid looking dow n; look directly into their eyes Let t hem be in cont rol t o t ell you w hat t hey need Avoid personal feelings and personal anecdotes W hen com m unicating w it h Ex pr essiv e " Com m u n icat or s" : Be casual and less formal/ professional Ent ert ain t hem w it h st ories and t est imonials Encourage them to do the talking Minimize paperw ork; most likely t hey w on't read it Ask questions to lead them into the decision Feel free t o share your experiences w it h t hem Avoid draw n-out or detailed explanations; be brief Be agreeable, not confrontational W hen com m unicat ing w it h Ref lect iv e " Th in k er s" : Minimize hand and body movements Provide hand-out s and published materials Only make promises/ commitments you can keep Be efficient and w ell-organized Avoid being overly friendly or overly expressive Focus on t he fact s and t he figures, not t he feelings Be gently persistent ; give them time to decide Be more formal/ professional and less casual W hen com m unicating w it h Su ppor t iv e " Helper s" : Build the relationship over time; don't impose Greet t hem informally and casually Avoid telling or selling; just share your ideas Talk little; listen carefully Underst and their needs and concerns Slow dow n; give t hem t ime t o relat e t o you Avoid talking about your successes; be humble Share personal feelings/ experiences

8 Page: 8 of 8 Str engt hs: Of the four styles, your Directive " Driver" style is the best at efficiently and effectively completing any project. In " emergency-mode sit uat ions" w here concret e result s are required w it hin a short period of t ime, you can easily shift t o O-T (ontask) behavior and make things happen on time. You are most effective around others w ho respect your know ledge and professionalism. You are less effective w hen required to cater to the emotional needs of others. As a result, you are most fulfilled in a highly disciplined, highly product ive environment that allow s you t he freedom to take action and make decisions. I m pr ov em ent Oppor tunities: To be most effective, learn to take " the unnatural st retch" t o moderate your on-task behavior that can occasionally lack t act. W hen w orking w ith Reflective " Thinkers," you w ill need t o proceed more patiently. Make sure t hey have all t he informat ion t hey need before expect ing result s. W hen w orking w it h Support ive " Helpers," you w ill need t o give them plenty of personal attention. Make sure they relate t o you before expecting results. W hen w orking w ith Expressive " Com m unicators," be sure to honor their opinions and feelings. Though you w ill find it easy t o relate to Directive " Drivers," honor their need to be in control by allow ing them to share control w ith you. Compensate for your low er Empathy by asking questions that provoke more intimate responses, and by remembering dates or experiences t hat are important t o others. Car eer Consider ations: Due to your need for control over t he results, you w ill eventually gravitate to either ow nership or leadership positions. You thrive in positions that allow you the independence t o set goals and the aut hority to make major decisions. Try to avoid positions in larger corporat ions w here decisions t hat affect you are made by groups. Instead, consider smaller companies that can make changes quickly. Positions as president, direct or, foreman, or supervisor should meet your needs, as w ell as military or police officer, trial law yer, athletic coach, negotiator, credit collector, or booking agent. Recognizing O t her St y l es: : Every colleague is going t o have his or her ow n st yle as w ell. Use t he recommendat ions below t o recognize t heir unique st yle, and t hen use t he I m pr ov em ent O ppor t unit ies ideas t o communicat e more effect ively.

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