The Achiever How To Read And Interpret With Confidence ____________________________________

1. The Achiever How To Read And Interpret With Confidence ____________________________________ Presented by: Sandra GrahamAnne Lawrence Progressive Leadership and A & B Leadership Group Red Lion, PA Pawleys Island, SC

2. Why Use The Achiever? Knowledge & Behavior 13% ______________________________ Emotions, Beliefs, & Values “Natural Tendencies” 87%

3. What Does The Achiever Tell Us? • Better Understand People • Recognize Strengths and Weaknesses • Coach to Performance Improvement • How and When to Style-Flex • Compatibility of Personalities • Helps To Place The Right Person in the Right Job, Matching Aptitude and Personality to Specific Job Criteria, And Creating a “Good Fit” • Measures Natural Tendencies vs Learned Behavior

4. Is This Person a “GOOD FIT” ? History: The candidate’s record of activity, success and growth. Compatibility: An interpersonal assessment that gauges likeability or the match between the candidate and the prospective employer’s personnel. HistoryResume CompatibilityInterviewand Achiever Suitability:The degree of “fit” between the internal qualities of the individual and the identifiable parameters of the position in the company. Suitability Achiever orJob observation Environment & Culture: Structure, leadership and the way we do things.

5. Interpretations 6 Mental Aptitudes 10 Personality Dimensions 2 Validity Scales .

6. Slow to learn Slow decision maker Prefers routine tasks Short-term planner Requires guidelines Needs structure Conceptual thinker Systematic mind Analytical Quick decision maker Overloads themselves Needs mental challenges Mental Acuity • How quickly the individual learns • Ability to think conceptually • Ability to solve problems • Ability to project and anticipate

7. Lack of exposure Lacks interest Probably young and inexperienced Executive / Mgmt. exposure Financial / Legal department knowledge Reads trade periodicals Business Terms • Understanding of basic business language • Demonstrates management experience

8. Possibly isolated Remains uninformed Limited resources Lacks interest in current events Observant Good retention Wide range of interests Keeps abreast of current events Memory Recall • Knowledge of current events • Observational Skills • Retention

9. Poor writing skills Weak presentation skills Inability to convey thoughts & ideas Ineffectual communicator Strong communicator Perceived as professional Convincing Convey abstract concepts May ‘talk down’ to others Vocabulary • Ability to communicate orally • Written skills • Convey thoughts and ideas

10. Poor detail orientation Error prone Transposes numbers Slow number processing Possible visual problem Good visual accuracy Detail oriented Quick with numbers Superior number & detail recognition Numerical Perception • Ability to work accurately with numbers • Skill with detail work • Rapid visual acuity when dealing with numbers • and symbols.

11. Cannot grasp technical functions No interest in how office equipment works Calls repairperson 1st Technically / Mechanically inclined Able to learn / sell / maintain tech products & office equipment Mechanical Interest • Desire to understand how things work • Willingness to learn technical language • Facility with office equipment

12. Action-oriented Restless Easily distracted Short attention span Easily frustrated Internalizes stress Vents anger Calm Procrastinates Difficult to motivate Slow to act Prefers repetitive functions Reluctant decision maker Energy • Physical energy Level • Level of internalized nervous tension • Degree of stress • Amount of physical activity needed for comfort

13. Innovative thinking Quick decision-maker Thinks ‘outside of the box’ Inconsistent Poor self-correction Too expedient / Cuts corners Applies personal judgment Predictable Rule oriented Dependable / Reliable Adheres to procedures Hates change Inflexible Reluctant to make decisions Flexibility • Extent to which actions are based on precedent, rules, policies • Flexibility regarding change • How much structure is required • Degree of reliability and consistency

14. Spontaneous Thrives on variety Enjoys multi-tasking Over-commits time Likely to be late Poorly prepared Messy Predictable Neat and orderly Prefers routine procedures Single task orientation Needs a plan in place Extreme time-management Cannot deviate from plan Organization • Need for order and planning • Organizational habits; attention to detail • Time Management • Ability to multi-task

15. Quiet Distant Good listener Detail oriented Works well alone Poor communicator Limited social circle Talkative Often funny People-person Usually well-liked Poor listening skills Interrupts others at work Cannot work alone Communication • Need for social interaction • Ability to focus when listening • Communication style

16. Eager / Action oriented Strong sense of urgency Impatient / Demanding Needs to prove oneself Blames others / Volatile Low ego strength Immature control of emotions Well-liked Easy-going / Laid-back Handles stress very well Tolerant and patient Not action oriented Lacks sense of urgency Not motivated or driven Emotional Development • Sense of Urgency • Ability to adjust to emotional stress • Level of goal-orientation • Level of self-esteem • Age impacted

17. Passive Vacillates Cooperative Lacks initiative Easily intimidated Avoids confrontation Customer-service oriented Confident Decisive Quick to act Strong initiative Confrontational Intimidates others Ignores opinions of others Assertiveness • Need to control situations • Level of authority desired • Decision-making-style • Attitude towards confrontation

18. Well-liked Team oriented Fears comparisons Not incentive-driven Cannot drive the team Doesn’t like to keep score Nurtures work-relationships “Winner” vs “Loser” view Enjoys sales environment Motivated by incentives Likes a challenge Self-absorbed Individualist Not relationship-oriented Competitiveness • Team compatibility • Response to incentives • Need for individual achievement • Relationship orientation

19. Sensitive Nurturing Incline to the arts Thin-skinned Easily discouraged Fears criticism Prone to absenteeism Highly objective Likes direct feedback Rugged Takes rejection well Insensitive Lacks empathy Blunt and direct Mental Toughness • Attitude toward criticism • Level of empathy • Aesthetic awareness • Physical stamina & endurance levels

20. Trusting Easy to get along with Relies on hope Gullible Frequently blindsided Accepts things at face value Shrewd Inquisitive Probes motives Suspicious Appears to distrust others Highly challenging Questioning/Probing • Questioning ability & need for the facts • Degree of shrewdness • Level of trust in others • Need to analyze motives of others

21. Loyal Serious Opposes risk Hates change Clings to the past Security motivated Optimistic Ambitious Pushes for change Risk/growth oriented Turn-over risk Motivated by status/reward Motivation • Need for recognition • Levels of risk-taking • Need for challenges

22. Distortion • Measures the extent to which individuals attempt to present themselves in a favorable light regarding conformity, self-control or moral values. • Undesirably high scores often result from over-analysis of the questions, and the individual’s need to look for the hidden meaning. (Ideal Range of Scores = 1 thru 6)

23. Equivocation • Measures how many times the person chose the equivocal or neutral responses. • Indicates the ability to commit to an opinion or viewpoint. • The willingness to follow directions • Online version requires compliance (Ideal Range of Scores = 1 thru 6)

24. Process Oriented Results Oriented How you take care of you How you are with others The Achiever Measures Ten Personality Dimensions

25. Debriefing the Achiever

26. Debriefing Managers Process: • In advance: email Achiever report indicating you will be referring to it during the discussion • During the call: lead the discussion using the ScoreSheet • Review each trait (meaning and scores) • Weigh what does and doesn’t fit for critical characteristics. - Can they “live with” or manage what does not fit? • Allow opportunity for questions along the way and at the end

27. Sales Achiever for Recruiter - Jaime -

28. Correlations • Present in the Profile Evaluation System, not in the Achiever • Needed? • Some from previous Achiever – but full understanding possible without them • Examples: low D1/D3 and low D2/D8 • Clients value what they gain with the Achiever: Interview Questions and Development Suggestions

29. Guardian for Drafter - Gerry -

30. Debriefing Individuals • Email a personal report (no Interview Questions or job normative pattern) • Development Suggestions are optional, depending on your intent • Talk from the ScoreSheet • Be honest, but maintain self-esteem; enhance whenever possible • Give chance to respond • Listen • If you are coaching, ask for cooperation and changes in behavior

31. Personal Debrief - Jim -(Newly appointed President)

32. Wrapping up…Remember: • The intent of the assessment is to ensure job-fit • The assessment should not constitute more than 1/3 of the hiring decision • The Achiever measures natural tendencies vs learned behavior • View the grid sheet as a composite, and not as a set of single dimensions

33. Q & A