TTI Success Insights Sales
                     Sales
Tamara Tester
Competitive Edge, Inc.
8-9-2012
"Be Daring, Be First, Be Different."
Competitive Edge, Inc.
P.O. Box 2418
Peachtree City, GA 30269
Tel: (770) 487-6460 Fax: (770) 487-2919
[email protected]
Copyright © 1984-2013. Target Training International, Ltd.
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
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 1
Sales Characteristics
Based on Tamara's responses, the report has selected general statements to provide
a broad understanding of her sales style.  This section highlights how she deals with
preparation, presentation, handling objections, closing, and servicing.  The statements
identify the natural sales style she brings to the job.  Eliminate or modify any
statement that is not true based on sales training or experience.
Tamara operates well as a member of a sales team and will coordinate her
sales efforts with others.  Many see her as a good neighbor and she is willing to
help those she considers to be friends.  She prefers to sell in a territory where
she knows the customers.  This allows her to predict the sales environment and
she can perform well under these circumstances.  She enjoys selling in a
nonthreatening environment where she can service what she sells.  Loyalty is
important to her, and she willingly pays the price to develop a loyal relationship
with her customers.  Most potential buyers feel comfortable with her.  She is
usually well prepared for the call and will present her information in a logical
order.  One of Tamara's sales strengths is her ability to listen to what the buyer
is saying.  She can display the patience required to allow the buyer the
opportunity to explain her needs.  She likes to build close relationships with her
customers and prefers making repeat calls, as opposed to cold calls.  She
resists making cold calls preferring to work in the more predictable environment
of repeat calls.  She may have difficulty selling the aggressive buyer who just
wants to hear the "bottom line" benefits.  Her natural sales style is slower paced
than what the aggressive buyer wants.
Tamara usually answers objections with facts and data.  If she lacks this
information, don't expect her to make up an answer.  She may display
frustration when confronted with objections she doesn't have the proper data to
answer.  Occasionally, she spends too much time in the office.  She uses this
office time to meet her need for adequate preparation, since she becomes
frustrated when prospects ask questions she can't answer.  Objections raised
by intimidating buyers will frustrate her.  They are looking for direct answers to
Adapted Style Natural Style
their objections, and she may feel threatened by their approach.  She
represents the type of salesperson who prepares before she makes a sales D I S C D I S C
100 100
presentation.  She wants complete knowledge of her product or service.  If she
90 90
is armed with knowledge and preparation, she will deliver a logical presentation. 80 80
70 70
Tamara's basic approach to dealing with objections is to cover every possible
60 60
objection during the basic presentation.  She has, or wants, to develop a routine 50 50
40 40
to her work so she doesn't omit important information.  A routine provides her
30 30
with confidence that she will cover all the benefits. 20 20
10 10
0 0
36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 2
Sales Characteristics Continued
Tamara will postpone closing if unsure of a buyer's feelings.  She has an
inherent dislike for rejection and may postpone closing a sale, hoping the
buyers will purchase of their own accord.  She loves to service what she sells.
In fact, this represents one of her strengths.  She usually responds slowly to
resistance when she is closing.  She doesn't like confrontation, so she will avoid
the resistance if possible.  She may side with the customer, if the customer is
dissatisfied with the product or service.  Her basic approach to servicing is to
make the customer happy.  Tamara tends to use the soft-sell approach to
closing.  She won't close hard, but will continue to call on the account until she
gets the sale.  Persistence may be her best closing method.  She will take the
time to see that all her accounts are serviced to the best of her ability.
Adapted Style Natural Style
D I S C D I S C
100 100
90 90
80 80
70 70
60 60
50 50
40 40
30 30
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36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 3
Value to the Organization
This section of the report identifies the specific talents and behavior Tamara brings to
the job.  By looking at these statements, one can identify her role in the organization.
The organization can then develop a system to capitalize on her particular value and
make her an integral part of the team.
Concerned about quality.
Will gather data for decision making.
Builds good relationships.
Cooperative member of the team.
Good at reconciling factions--is calm and adds stability.
Turns confrontation into positives.
Works for a leader and a cause.
Dependable and loyal team worker.
Adapted Style Natural Style
D I S C 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
36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 4
Checklist for Communicating
Most people are aware of and sensitive to the ways with which they prefer to be
communicated.  Many people find this section to be extremely accurate and important
for enhanced interpersonal communication.  This page provides other people with a
list of things to DO when communicating with Tamara.  Read each statement and
identify the 3 or 4 statements which are most important to her.  We recommend
highlighting the most important "DO's" and provide a listing to those who communicate
with Tamara most frequently.
Ways to Communicate:
Give her time to ask questions.
Look for hurt feelings, personal reasons, if you disagree.
Give her time to verify reliability of your comments--be accurate and
realistic.
Patiently draw out personal goals and work with her to help her achieve
those goals; listen; be responsive.
Support your communications with correct facts and data.
Keep conversation at discussion level.
Provide personal assurances, clear, specific solutions with maximum
guarantees.
Provide solid, tangible, practical evidence.
Provide a friendly environment.
Use scheduled timetable when implementing new action.
Provide guarantees that her decision will minimize risks; give assurance
that provides her with benefits.
Define clearly (preferably in writing) individual contributions. Adapted Style Natural Style
Take time to be sure that she is in agreement and understands what you D I S C D I S C
100 100
said.
90 90
80 80
70 70
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36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 5
Checklist for Communicating Continued
This section of the report is a list of things NOT to do while communicating with
Tamara.  Review each statement with Tamara and identify those methods of
communication that result in frustration or reduced performance.  By sharing this
information, both parties can negotiate a communication system that is mutually
agreeable.
Ways NOT to Communicate:
Give your presentation in random order.
Force her to respond quickly to your objectives; don't say "Here's how I
see it."
Use testimonies from unreliable sources.
Don't be haphazard.
Be abrupt and rapid.
Talk to her when you're extremely angry.
Offer assurances and guarantees you can't fulfill.
Patronize or demean her by using subtlety or incentive.
Make promises you cannot deliver.
Be domineering or demanding; don't threaten with position power.
Rush her in the decision-making process.
Talk in a loud voice or use confrontation.
Keep deciding for her, or she'll lose initiative; don't leave her without
backup support.
Adapted Style Natural Style
D I S C 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
36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 6
Selling Tips
This section provides suggestions on methods which will improve Tamara's communications when selling to
different styles.  The tips include a brief description of typical people in which she may interact.  By adapting to the
communication style desired by other people, Tamara will become more effective in her communications with them.
She may have to practice some flexibility in varying her communication style with others who may be different from
herself.  This flexibility and the ability to interpret the needs of others is the mark of a superior salesperson.
When selling to a person who is dependent, neat, When selling to a person who is ambitious,
conservative, perfectionist, careful and forceful, decisive, strong-willed, independent and
compliant: goal-oriented:
Prepare your "presentation" in advance. Be clear, specific, brief and to the point.
Stick to business--provide fact to support your Stick to business.  Give an effective presentation.
presentation. Come prepared with support material in a
Be accurate and realistic--don't exaggerate. well-organized "package."
Factors that will create tension: Factors that will create tension:
Being giddy, casual, informal, loud. Talking about things that are not relevant to the
Wasting time with small talk. issue.
Being disorganized or messy. Leaving loopholes or cloudy issues.
Appearing disorganized.
When selling to a person who is patient, When selling to a person who is magnetic,
predictable, reliable, steady, relaxed and modest: enthusiastic, friendly, demonstrative and
political:
Begin with a personal comment--break the ice.
Present yourself softly, nonthreateningly and Provide a warm and friendly environment.
logically. Don't deal with a lot of details, unless they want
Earn their trust--provide proven products. them.
Provide testimonials from people they see as
Factors that will create tension: important.
Rushing headlong into the interview. Factors that will create tension:
Being domineering or demanding.
Forcing them to respond quickly to your questions. Being curt, cold or tight-lipped.
Controlling the conversation.
Driving on facts and figures, alternatives,
abstractions.
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 7
Ideal Environment
This section identifies the ideal work environment based on Tamara's basic style.
People with limited flexibility will find themselves uncomfortable working in any job not
described in this section.  People with flexibility use intelligence to modify their
behavior and can be comfortable in many environments.  Use this section to identify
specific duties and responsibilities that Tamara enjoys and also those that create
frustration.
Practical approach to selling her products or services.
Little conflict between people or customers.
Sales territory for which standards and goals are established.
A stable and predictable environment.
An environment that allows time to change.
An environment in which she may deal with people on a personal, intimate
basis.
Work place where people seldom get mad.
Needs an opportunity to deal with customers with whom a long-standing
relationship has been established.
Adapted Style Natural Style
D I S C 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
36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 8
Perceptions
See Yourself as Others See You
A person's behavior and feelings may be quickly telegraphed to others.  This section
provides additional information on Tamara's self-perception and how, under certain
conditions, others may perceive her behavior.  Understanding this section will
empower Tamara to project the image that will allow her to control the situation.
Self-Perception
Tamara usually sees herself as being:
Considerate Thoughtful
Good-Natured Dependable
Team player Good listener
Others' Perception - Moderate 
Under moderate pressure, tension, stress or fatigue, others may see her as
being:
Nondemonstrative Hesitant
Unconcerned Inflexible
Others' Perception - Extreme
Under extreme pressure, stress or fatigue, others may see her as being:
Possessive Stubborn
Detached Insensitive
Adapted Style Natural Style
D I S C D I S C
100 100
90 90
80 80
70 70
60 60
50 50
40 40
30 30
20 20
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0 0
36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 9
Descriptors
Based on Tamara's responses, the report has marked those words that describe her
personal behavior.  They describe how she solves problems and meets challenges,
influences people, responds to the pace of the environment and how she responds to
rules and procedures set by others.
Demanding Effusive Phlegmatic Evasive
Egocentric Inspiring Relaxed Worrisome
Resistant to Change Careful
Driving Magnetic Nondemonstrative Dependent
Ambitious Political Cautious
Pioneering Enthusiastic Passive Conventional
Strong-Willed Demonstrative Exacting
Forceful Persuasive Patient Neat
Determined Warm
Aggressive Convincing Possessive Systematic
Competitive Polished Diplomatic
Decisive Poised Predictable Accurate
Venturesome Optimistic Consistent Tactful
Deliberate
Inquisitive Trusting Steady Open-Minded
Responsible Sociable Stable Balanced Judgment
Dominance Influencing Steadiness Compliance
Conservative Reflective Mobile Firm
Calculating Factual Active Independent
Cooperative Calculating Restless Self-Willed
Hesitant Skeptical Alert Stubborn
Low-Keyed Variety-Oriented
Unsure Logical Demonstrative Obstinate
Undemanding Undemonstrative
Cautious Suspicious Impatient Opinionated
Matter-of-Fact Pressure-Oriented Unsystematic
Mild Incisive Eager Self-Righteous
Agreeable Flexible Uninhibited
Modest Pessimistic Impulsive Arbitrary
Peaceful Moody Impetuous Unbending
Unobtrusive Critical Hypertense Careless with Details
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 10
Natural and Adapted
Selling Style
Tamara's natural selling style of dealing with problems, people, pace and procedures
may not always fit the sales environment.  This section is extremely important as it will
identify if a salesperson's natural style or adapted style is correct for the current sales
environment.
PROBLEMS - CHALLENGES 
Natural Adapted
Tamara is cautious in her approach Tamara sees no need to change her
to selling and does not attempt to sales approach from her basic style
demand that her view, or opinion, be as it is related to solving problems
accepted at face value.  She likes to and challenges.
help the prospect solve their
problems within the framework of a
cooperative environment.  She will
look for a compromise.
PEOPLE - CONTACTS 
Natural Adapted
Tamara is sociable and optimistic. Tamara sees no need to change her
She is able to use an emotional approach to influencing others to her
appeal to convince others of a way of thinking.  She sees her natural
certain direction.  She will trust style to be what the environment is
others and likes a positive calling for.
environment in which to sell.
Adapted Style Natural Style
D I S C 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
36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 11
Natural and Adapted
Selling Style Continued
PACE - CONSISTENCY 
Natural Adapted
Tamara's natural style prefers a Tamara feels that the sales
sales environment that can take environment doesn't require her to
advantage of her relaxed demeanor, alter the way she deals with activity
and patience is looked at as a level and consistency.
requirement to win.  She enjoys
follow-up and follow-through.  She
resists selling new products until
proven to her standards.
PROCEDURES - CONSTRAINTS 
Natural Adapted
Tamara sees the need to be flexible The difference between Tamara's
about rules; however, she is also basic and adapted sales style is not
aware and sensitive to the significant and she sees no need to
consequence of not following those change on this factor.
rules.
Adapted Style Natural Style
D I S C 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
36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 12
Adapted Style
Tamara sees her present work environment requiring her to exhibit the behavior listed
on this page.  If the following statements DO NOT sound job related, explore the
reasons why she is adapting this behavior.
Building strong trust relationships with clients or customers.
Using a calculated approach during presentations.
Relying on traditional products or services.
Presenting an agreeable demeanor to clients or customers.
Persistence in completing a sale.
Using much data and sales aids for presentations.
Being a good listener.
Remaining cooperative in meeting the customer's needs.
Carefully avoiding conflict with customers or clients.
Exhibiting a willingness to work hard to complete the sale.
Using humor as a way of coping with conflict.
Being a dependable sales team member.
Adapted Style Natural Style
D I S C 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
36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 13
Keys to Motivating
This section of the report was produced by analyzing Tamara's wants.  People are
motivated by the things they want; thus, wants that are satisfied no longer motivate.
Review each statement produced in this section with Tamara and highlight those that
are present "wants."
Tamara wants:
Activities that don't infringe on family life.
A predictable environment.
Identification with fellow salespeople.
To be accepted as a member of the sales team.
People who understand her reasons for not wanting to argue.
To work with people with whom she can trust.
Constant appreciation, and a feeling of security on the team.
Recognition for loyalty and long service.
Safety and security in the job.
Freedom from conflict and confrontation.
A leader to follow and one who sets good examples.
Adapted Style Natural Style
D I S C 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
36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 14
Keys to Managing
In this section are some needs which must be met in order for Tamara to perform at
an optimum level.  Some needs can be met by herself, while management must
provide for others.  It is difficult for a person to enter a motivational environment when
that person's basic management needs have not been fulfilled.  Review the list with
Tamara and identify 3 or 4 statements that are most important to her.  This allows
Tamara to participate in forming her own personal management plan.
Tamara needs:
A quality and time-tested product to sell.
A way to say "no" when she feels "no" to the demanding customers.
To be introduced to new prospects.
A warm and friendly work environment.
To be more direct and less subjective.
A list of all sales objections with answers.
Training to handle sales objections.
Clear assignments with detailed instructions.
To set professional and family goals.
A manager who delegates in detail.
Capable associates with which to work.
Rewards in terms of tangible things, not just flattery and praise.
Adapted Style Natural Style
D I S C 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
36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 15
Areas for Improvement
In this area is a listing of possible limitations without regard to a specific job.  Review
with Tamara and cross out those limitations that do not apply.  Highlight 1 to 3
limitations that are hindering her performance and develop an action plan to eliminate
or reduce this hindrance.
Tamara has a tendency to:
Take criticism of her work as a personal affront.
Wait for orders before acting.
Be family-oriented--may resist overnight traveling.
Get in a "rut" of doing the same thing and calling on the same people.
Spend too much time in the office preparing for calls.
Deliver long presentations covering all the points at a slow pace.
Confuse loyalty with performance, especially if her loyalty is rewarded.
Give a false sense of compliance to superiors because she fights
passively and you do not know she is in disagreement.
Adapted Style Natural Style
D I S C 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
36 53 66 58 32 58 72 51
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 16
Action Plan
Professional Development
1. I learned the following behaviors contribute positively to increasing my professional
effectiveness: (list 1-3)
2. My report uncovered the following behaviors I need to modify or adjust to make me more
effective in my career: (list 1-3)
3. When I make changes to these behaviors, they will have the following impact on my career:
4. I will make the following changes to my behavior, and I will implement them by ____________:
Tamara Tester
Copyright © 1984-2013. Target Training International, Ltd. 17
Action Plan
Personal Development
1. When reviewing my report for personal development, I learned the following key behaviors
contribute to reaching my goals and the quality of life I desire: (list 1-3)
2. The following behaviors were revealed, which show room for improvement to enhance the
quality of my life: (list 1-3)
3. When I make changes to these behaviors, I will experience the following benefits in my quality
of life:
4. I will make the following changes to my behavior, and I will implement them by ____________:
Tamara Tester
Copyright © 1984-2013. Target Training International, Ltd. 18
Behavioral Hierarchy
The Behavioral Hierarchy graph will display a ranking of your natural behavioral style
within a total of twelve (12) areas commonly encountered in the workplace.  It will help
you understand in which of these areas you will naturally be most effective.
1.  Following Policy - Complying with the policy or if no policy,
complying with the way it has been done.
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0
7.8
6.8*
2.  Follow Up and Follow Through - A need to be thorough.
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0
7.2
6.6*
3.  People Oriented - Spending a high percentage of time successfully
working with a wide range of people from diverse backgrounds to
achieve "win-win" outcomes.
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0
7.0
6.4*
4.  Consistency - The ability to do the job the same way.
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0
7.0
6.2*
5.  Customer Relations - A desire to convey your sincere interest in
them.
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0
7.0
6.9*
6.  Organized Workplace - Systems and procedures followed for
success.
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0
5.5
Adapted Style Natural Style
5.1*
D I S C D I S C
7.  Frequent Interaction with Others - Dealing with multiple
100 100
interruptions on a continual basis, always maintaining a friendly 90 90
interface with others. 80 80
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0 70 70
60 60
5.0 50 50
40 40
5.9*
30 30
20 20
10 10
0 0
36 53 66 58 32 58 72 51
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Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 19
Behavioral Hierarchy
8.  Analysis of Data - Information is maintained accurately for repeated
examination as required.
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0
5.0
5.2*
9.  Frequent Change - Moving easily from task to task or being asked
to leave several tasks unfinished and easily move on to the new task
with little or no notice.
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0
4.2
5.3*
10.  Competitiveness - Tenacity, boldness, assertiveness and a "will to
win" in all situations.
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0
4.0
5.0*
11.  Versatility - Bringing together a multitude of talents and a
willingness to adapt the talents to changing assignments as required.
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0
4.0
5.2*
12.  Urgency - Decisiveness, quick response and fast action.
0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . 1.0
3.0
4.6*
Adapted Style Natural Style
D I S C 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
SIA: 36-53-66-58 (36)    SIN: 32-58-72-51 (33)
36 53 66 58 32 58 72 51
* 68% of the population falls within the shaded area.
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 20
®
Style Insights  Graphs
Adapted Style Natural Style
Graph I Graph II
D I S C 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
% 36 53 66 58 % 32 58 72 51
Norm 2012 R4
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1984-2013. Target Training International, Ltd. 21
®
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.
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1992-2013. Target Training International, Ltd. 22
®
The Success Insights  Wheel
C
8
MPLEME
D
N
I TOR 1
9 C
R 24 OE 10 ND
YZ U
23 2540
26 11
39
7 56 41 27
42
22 2
55
38 43 12
54 28
60 57
44
21 37 53
45 29 13
52
59 58
36 46
20 51 30
47
6 14
50
35 49 48 3
31
19 34
32
33 15
O
R
T ME 18 OR 16 R
17 P
S 5 RELATER 4 I
Adapted: (36) SUPPORTING COORDINATOR (FLEXIBLE)
Natural: (33) SUPPORTING RELATER (FLEXIBLE)
Norm 2012 R4
Provided by:
Competitive Edge, Inc. Tamara Tester
Tel:  (770) 487-6460      Fax: (770) 487-2919
[email protected] Copyright © 1992-2013. Target Training International, Ltd. 23
OORDINAC TOR
ANA
L
O
TER
PERSUADER
TO
R
C
UP
P
S