TEAM REPORTREPOR
TEAM
Strategies to
Strategies
to help
helpteams
teamsachieve
achievefull
potential
full
potential
Team Name Sample Team
TEAM NAME NewSample
Participant ID HA123456
Date 9.13.2016
Date 02.23.2015
Distributed by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
TEAM REPORT
TEAMINTRODUCTION
REPORT
Strategies to help teams achieve To perform effectively, teams and their leaders need to answer questions such as: What mix of skills would help this
team be successful? Who will work best together? What motives and values do we have in common? What shared
full potential
challenges might the team face and how can we best address them? Based on the assessment of individual
TEAMNAME
NAME
TEAM
personalities and values, this report provides insights and recommendations to answer these questions and
NewSample
facilitate team performance.
Team Name Sample Team
Participant ID HA123456
Date 02.23.2015
DESCRIPTION
Sample Team
NewSample
INTRODUCTION
ABOUT THIS REPORT
To perform efectively, teams and their leaders need to answer questions such as: What mix
of skills would help this team be successful? Who will work best together? What motives and
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
report provides insights and recommendations to answer these questions and facilitate team
TEAM ROLES
TEAM CULTURE
performance.
In teams, people play informal roles based on
The most effective teams include individuals with a
personality and values. There are five such roles:
range of expertise and skills, but some shared values
Results, Pragmatism, Innovation, Process, and
that create a distinctive culture. Because values
Relationships. Some teams work best when members
provide a foundation for team norms, culture, and goal
fill a few key roles; others work best when most roles
alignment, shared values can facilitate team
are represented. If critical roles go unfilled, they may
performance. This section highlights the team’s shared
values.
represent gaps for the team to manage.
DESCRIPTION
Associates
TEAM MEMBERS
Betty Smith
Debbie Tester
Helen Happy
Jeff Doe
Joe Doe
John Sample
Karin1Karing
Member
Perry Prudence
Member
Sally 2Social
William
Member
3 Smith
ABOUT THIS REPORT
TEAM ROLES
TEAM CULTURE
TEAM people
DERAILERS
INDIVIDUAL
SCORES
In teams,
play informal roles based
The most effective
teams include
on personality and values. There are five
individuals with
range of expertise
and provides summary
TheaIndividual
Scores section
All teams have issues that hinder their effectiveness.
such roles: Results, Pragmatism, Innovation,
but some
sharedtovalues
that create
a members contribute to
graphics
illustrate
how team
These issues rarely emerge in the initial stagesskills,
of team
Process,
and Relationships.
teams
Because
provide
formation.
Instead, theySome
appear
later when thedistinctive
team is culture.
team roles,
keyvalues
derailers,
and key drivers. Use this
work
best pressure
when members
fillteam
a fewmembers
key
a foundation
for teamtonorms,
culture,
and team members are most
section
explore
the roles
under
or when
become
more
roles;
others
work
best
when
most
roles
areless during
likely
to fulfill,
which
team members are most likely to
comfortable and monitor themselves
goal alignment,
shared
values
can facilitate
represented.
If critical
roles gohighlights
unfilled, they
interactions.
This section
shared barriers
to
displayThis
keysection
derailers
under pressure, and how each
team performance.
highlights
team’s gaps
success,
particularly
when they arethe
under
team
member’s
key
values
align with shared team
maythe
represent
for the
team to manage.
team’s shared values.
pressure to deliver.
values.
TEAM MEMBERS
Member 4
Member 5
Member 6
Member 7
Member 8
Member 9
Member 10
Member 11
TEAM DERAILERS
INDIVIDUAL SCORES
All teams have issues that hinder their
efectiveness. These issues rarely emerge in
the initial stages of team formation. Instead,
they appear later when the team is under
pressure or when team members become
more comfortable and monitor themselves
less during interactions. This section
highlights shared barriers to the team’s
success, particularly when they are under
pressure to deliver.
The Individual Scores section provides
summary graphics to illustrate how team
members contribute to team roles, key
derailers, and key drivers. Use this section
to explore the roles team members are most
likely to fulfill, which team members are
most likely to display key derailers under
pressure, and how each team member’s key
values align with shared team values.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
2
2
TEAM REPORT
TEAM ROLES REPORT
TEAM
Strategies to help teams achieve
Team members play two distinct types of roles. The first are formal or functional roles defined by their job descriptions. The second are the
full potential
informal
or psychological roles they play on the team. Both roles are important for team success, and individuals vary in the extent to which they
TEAM
NAME
fulfill them. With informal roles, some people focus on the social life of the team, whereas others may encourage the team to pay attention to
detail and quality. At least five informal roles need to be filled in most teams for them to be optimally successful, and an unfilled role may lead to
Team Name
Team
a gapSample
in the
team’s functioning. These roles are Results, Pragmatism, Innovation, Process, and Relationships. The following numbers represent
Participant ID HA123456
the percentage of the team that fulfills each informal role on your team. Because each team member may fulfill multiple roles, percentages may
Date 02.23.2015
not sum to 100%. Particularly high or low percentages for these roles will likely influence the team’s functioning and the team’s reputation. Fifty
percent or higher is considered
a highefectively,
concentration
a given
and
20%tooranswer
lower questions
is considered
low
concentration.
To perform
teamsinand
their role,
leaders
need
suchaas:
What
mix
INTRODUCTION
Sample Team
TEAM SCORES
of skills would help this team be successful? Who will work best together? What motives and
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
report provides insights and recommendations to answer these questions and facilitate team
performance.
DESCRIPTION
PRAGMATISM
RESULTS
Associates
60
INNOVATION
PROCESS
RELATIONSHIPS
ABOUT
THIS
REPORT
20
60
20
20
TEAM ROLES
TEAM CULTURE
In teams, people play informal roles based
The most effective
People who organize
People who provide
People who recognize
Peopleteams
who include
are
People who are
on personality
and values. There are
fiveconditionsindividuals
with
a range with
of expertise and concerned about morale
work, clarify roles,
practical, hard-headed
when
have
concerned
roles: Results,
Pragmatism,
Innovation,
skills,
shared values that
coordinate,
and provide suchevaluations
of ideas
and
changed and when
thebut some
implementation,
the create a and how team members
Member
1
Process,
and Relationships.
Some team
teamsneeds to adapt.
direction
for
others.
proposals.
They
detailsBecause
of execution,
distinctive culture.
valuesand
provide are getting along. They
Member 2
work
best when
members fill a few
key spot emerging
They enjoy taking
advocate
pragmatic
They
use ofnorms,
processes
andand are positive and
a foundation the
for team
culture,
Member
3 and pushing for roles;
charge
solutions,
and best
theirwhen mosttrends
and patterns
systems
complete
others work
roles are
goal alignment,
sharedtovalues
can facilitate optimistic, attuned to
Member
4
results.
views areIfnot
influenced
quickly,
enjoy solving
tasks. They are reliable,
people's feelings, and
represented.
critical
roles go unfilled,
they
team performance. This section highlights
the needgaps
to maintain
organized, and
good at building
maybyrepresent
for the team toproblems,
manage. and generate
Member 5
the team’s shared values.
harmony. They are
creative solutions.
conscientious about
cohesive relationships.
Member 6
direct and grounded in
following procedures.
Member 7
reality.
TEAM MEMBERS
Member 8
Member 9
Member 10
Member 11
TEAM DERAILERS
INDIVIDUAL SCORES
All teams have issues that hinder their
The Individual Scores section provides
efectiveness. These issues rarely emerge in
summary graphics to illustrate how team
the initial stages of team formation.
Instead,
members contribute to team roles, key
Tip | Consider your team’s purpose and function within the organization and consider the ideal balance
they appear later when the team isacross
underthese roles. Some
derailers,
key
drivers.
Use
thisheavily
section
roles mayand
need
to be
weighted
more
for optimal team performance.
pressure or when team members become
to explore the roles team members are most
more comfortable and monitor themselves
likely to fulfill, which team members are
less during interactions. This section
most likely to display key derailers under
highlights shared barriers to the team’s
pressure, and how each team member’s key
success, particularly when they are under
values align with shared team values.
pressure to deliver.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
2
3
TEAM REPORT
TEAM ROLES REPORT
TEAM
Strategies to help teams achieve
full potential
TEAM SCORES
TEAM NAME
Team Name Sample Team
Participant ID HA123456
RESULTS
Date 02.23.2015
60
Sample Team
PRAGMATISM
INTRODUCTION
This team includes a high percentage of members who fulfill the Results role, suggesting that team members are naturally
competitive and ambitious. At their best, such teams are focused on achievement, work hard towards goals, and approach
challenges with vigor. However, at their worst, such teams may often need to balance their strong results orientation with an
ability toefectively,
manage relationships
inside
the team
and
outside
stakeholders.
strong
results orientation can encourage a
To perform
teams and their
leaders
need
to with
answer
questions
such as: AWhat
mix
short-term focus, so these teams need to make sure that plans and tactics are considered from a strategic or long-term
of skills
would help this team be successful? Who will work best together? What motives and
perspective.
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
report provides insights and recommendations to answer these questions and facilitate team
performance.
DESCRIPTION
Associates
20
TEAM ROLE IMPLICATION
This team has a low percentage of members who fulfill the Pragmatism role, suggesting that members may not challenge
ideas that, although interesting or creative, may be highly impractical to implement. At their best, such teams may be willing
to stretch the status quo and consider unusual solutions. At their worst, however, such teams may become enamored with
abstract solutions that will not work in practice. Such teams often need to find ways to ensure that their plans and solutions
are realistic, particularly if the team also has many members who fulfill the Innovation role.
ABOUT THIS REPORT
TEAM ROLES
INNOVATION
TEAM CULTURE
This team
has play
a high
percentage
members who fulfill the Innovation role, suggesting that it will seem creative and open to
In teams,
people
informal
rolesofbased
The most effective teams include
new thinking.
their best,
such
be innovative and able to convey an appealing vision. However, at their
on personality
andAtvalues.
There
areteams
five will tend to
individuals
with
a rangerisks,
of expertise
andif the team also has few members
worst, these teams may lose sight of practical concerns
or take
ill-advised
especially
such roles: Results, Pragmatism, Innovation,
skills,
but to
some
shared
values
thattocreate
a their creative thinking to
who fulfill the Process or Results roles. The team may
need
invite
outside
experts
evaluate
Process,
and
Relationships.
Some
ensure
that
innovative ideas
areteams
grounded in reality
and thatculture.
the team
maintains
sightprovide
of implementation issues.
distinctive
Because
values
work best when members fill a few key
a foundation for team norms, culture, and
roles; others work best when most roles are
goal alignment, shared values can facilitate
represented. If critical roles go unfilled, they
team performance. This section highlights
may represent gaps for the team to manage.
the team’s shared values.
TEAM MEMBERS
Member 1
Member 2
Member 3
Member 4
Member 5
Member 6
Member 7
Member 8
Member 9
Member 10
Member 11
60
PROCESS
20
RELATIONSHIPS
20
This team has a low percentage of members who fulfill the Process role, suggesting it will be flexible and adapt quickly to
changing business conditions. At their best, such teams may be able to embrace changes and create new approaches as
needed. At their worst, however, these teams may lack the self-discipline needed to follow the processes required to execute
their plans. Members of such teams may find details boring and planning unnecessary, which may cause the team to seem
All poorly
teams have
issuesinefficient,
that hinderortheir
Scores
provides
organized,
undisciplined. ThisThe
mayIndividual
be especially
truesection
if the team
also has a high percentage of members
efectiveness.
issues rarely
summary graphics to illustrate how team
who fulfillThese
the Innovation
role. emerge in
TEAM DERAILERS
INDIVIDUAL SCORES
the initial stages of team formation. Instead,
members contribute to team roles, key
they appear later when the team is under
derailers, and key drivers. Use this section
pressure or when team members become
to explore the roles team members are most
more
comfortable
themselves
likelythe
to Relationships
fulfill, which role,
teamsuggesting
members are
This
team has aand
lowmonitor
percentage
of members who fulfill
that it may seem task-focused and
concerned
aboutThis
the feelings
their to
best,
such key
teams
can approach
lessless
during
interactions.
sectionand needs of others.
mostAtlikely
display
derailers
under difficult tasks and discussions
in a no-nonsense
manner
because
they are typically
unafraidand
of providing
At their worst, however,
highlights
shared barriers
to the
team’s
pressure,
how eachstraightforward
team member’sfeedback.
key
these teams may lack interpersonal cohesion. The team may need to take steps to ensure it is building appropriate support,
success, particularly when they are under
values align with shared team values.
alignment, and open communication both internally and externally.
pressure to deliver.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
2
4
TEAM REPORT
TEAM DERAILERS
TEAM
REPORT
Strategies to help teams achieve
All team members have at least a few characteristics that can undermine their performance when they are under pressure. These behaviors can
full potential
be assessed
using the 11 derailers in the Hogan Development Survey (HDS). When a majority of team members has the same counterproductive
TEAM
NAME
tendency, it may become a team derailer or shared blind spot. Derailers tend to undermine a team's ability to move into high-performance mode
and typically emerge when a team is under pressure or when its members begin to feel complacent.
Team Name Sample Team
Participant ID HA123456
INTRODUCTION
The numbers in the middle of the circles below represent your team’s average percentile scores for each HDS scale. The numbers outside each
Date 02.23.2015
circle represent the number of team members at each risk level on the derailer. The lightest shading represents no risk at 0-39%, with successively
To low
perform
efectively,
and their
leaders
needand
to answer
questions
suchrespectively.
as: What mixA Key Team Derailer emerges
darker shading representing
risk at
40-69%,teams
moderate
risk at
70-89%,
high risk
at 90-100%,
when half of the team or more
is moderate
or this
highteam
risk be
on successful?
a certian derailer.
of skills
would help
Who will work best together? What motives and
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
Sample Team
SCALE CLUSTER
HDSinsights
SCALE and recommendations to answer these questions and facilitate team
report provides
performance.
MOVING AWAY
EXCITABLE
SKEPTICAL
CAUTIOUS
RESERVED
LEISURELY
When stressed, people with these
DESCRIPTION
derailers may be moody, sensitive
Associates
to perceived slights, fearful of
ABOUT
THIS
REPORT
66
83
63
69
making mistakes, or mistrusting of
others.
5
3
4
0
3
2
3
1
2
0
2
4
2
2
3
2
4
0
TEAM ROLES
TEAM CULTURE
3
60
5
In teams, people play informal roles based
The most effective teams include
on personality and values. There are five
individuals with a range of expertise and
such roles: Results, Pragmatism, Innovation,
MOVING AGAINST
skills, but some shared values that create a
Member 1
MISCHIEVOUS
COLORFUL
IMAGINATIVE
BOLD Some teams
When stressed, people with
these and Relationships.
Process,
distinctive culture. Because values provide
Member
2
derailers may destabilize teams
work by
best when members fill a few key
a foundation for team norms, culture, and
dominating
agendas, testing limits,
Member
3
4 best when2most roles
1 are
1goal alignment,
1
3 facilitate 1
roles; others work
shared3values can
or distracting colleagues.
Member 4
represented. If critical roles go unfilled, they
team performance. This section highlights
may represent gaps for the team to manage.
Member 5
the team’s shared values.
2
2
5
3
1
5
5
1
Member 6
TEAM MEMBERS
67
71
Member 7
Member 8
All teams have issues that hinder their
Member 9
DILIGENT
MOVING TOWARD
efectiveness. These
issues rarely emerge DUTIFUL
in
When
these
Member
10stressed, people with
the initial stages of team formation. Instead,
Member 11derailers may pay excessive
they appear later
0 when the team
4 is under
1
TEAM DERAILERS
attention to detail or to the needs
pressure or when team members become
and directives of their supervisors.
45
more comfortable and monitor themselves
less during interactions.
This6section 0
0
highlights shared barriers to the team’s
success, particularly when they are under
pressure to deliver.
41
56
77
INDIVIDUAL SCORES
SCORING
KEY
The Individual Scores
section provides
summary graphics
to illustrate
how team
NO RISK
TEAM MEMBERS
members contribute to team roles, key
LOW RISK TEAM MEMBERS
3derailers, and key drivers. Use this section
MODERATE
TEAM MEMBERS
to explore the roles
teamRISK
members
are most
likely to fulfill,HIGH
which
team
members
are
RISK TEAM MEMBERS
6most likely to display key derailers under
KEY TEAM DERAILER
pressure, and how
each team member’s key
values align with shared team values.
Tip | All teams deal with the idiosyncrasies of their members. However, these potential derailers may become blind spots when shared
by members of a team. These tendencies may trigger a spiral of disruptive behavior when the going gets tough or may emerge when
colleagues become more comfortable and informal with each other.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
2
5
TEAM REPORT
KEY DERAILERS
TEAM
REPORT
Strategies to help teams achieve
Below are the key team derailers, those that are shared by half or more of the team. Although individual team members may exhibit additional
full potential
derailers,
the derailers below represent the most likely—and potentially most problematic—behaviors that may emerge in your team during
TEAM
NAME
stressful situations.
INTRODUCTION
Team Name Sample Team
If noIDkey
derailers are listed below, then your team has no shared derailers. In other words, although each team member still has individual
Participant
HA123456
derailers to manage, specific derailers are not shared across the group. In this case, it may be most productive to provide personalized feedback
Date 02.23.2015
regarding derailers to each individual team member to help him/her to effectively manage reactions to stress.
To perform efectively, teams and their leaders need to answer questions such as: What mix
of skills would help this team be successful? Who will work best together? What motives and
SCALE
IMPLICATION
values
do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
Sample Team
report
provides
and recommendations
to answer
these
questions
and
Teams
with ainsights
shared Skeptical
derailer may react
to stress
with
suspicion
or facilitate
cynicism, team
causing the team to miss potential
SKEPTICAL
opportunities. Such teams may spend too much time on political maneuvering and may need to adopt processes that allow
performance.
4
0
DESCRIPTION
Associates
83
4
2
them to explore each other’s suggestions and feedback. Pressure may make this team hypervigilant and wary of others’
intentions, so members may need to check facts and assumptions and avoid blaming, especially under stressful conditions.
Team members who do not share this derailer may be frustrated by the lack of trust and open, honest discussion in team
meetings or by the political maneuvering they see on the team. Teams with this shared derailer that also have a low
proportion of members who fulfill the Relationship role may experience stronger negative effects of this shared derailer.
ABOUT THIS REPORT
TEAM ROLES
TEAM CULTURE
In teams, people play informal roles based
The most effective teams include
on personality and values. There are five
individuals with a range of expertise and
such roles: Results, Pragmatism, Innovation,
skills, but some shared values that create a
Underand
stress,
teams with Some
a shared
Imaginative derailer
may seem
impractical,
eccentric,
or unorthodox in their collective
Process,
Relationships.
teams
distinctive
culture.
Because values
provide
thinking
or processes.
should remain aware that outsiders may not understand their intuitive leaps of insight, so
work
best when
membersSuch
fill ateams
few key
a foundation for team norms, culture, and
they
should
develop
ways to
explain
data, new ideas, expected outcomes, and problems the team is chartered
roles;
others
work
best when
most
roleslinks
are between
goal alignment,
shared
can facilitate
to solve. Team members who do not share this derailer
may find the
teamvalues
to be unfocused
or to become too enamored with
represented.
critical instead
roles goofunfilled,
team performance.
section
highlights
unique orIfunusual,
realistic,they
ideas and innovations.
Look forThis
a low
proportion
of team members fulfilling the
mayPragmatism
represent gaps
team
to manage.
role for
or athe
high
proportion
of team members
fulfilling
thevalues.
Innovation role as a multiplier for this derailer.
the team’s
shared
TEAM MEMBERS
Member 1
IMAGINATIVE
Member 2
Member 3
3
1
Member 4
Member 5
Member 56
1
Member 7
Member 8
Member 9
Member 10
Member 11
77
MISCHIEVOUS
1
1
71
5
3
TEAM DERAILERS
INDIVIDUAL SCORES
All teams have issues that hinder their
The Individual Scores section provides
efectiveness. These issues rarely emerge in
summary graphics to illustrate how team
the initial stages of team formation. Instead,
members contribute to team roles, key
they appear later when the team is under
derailers, and key drivers. Use this section
pressure or when team members become
to explore the roles team members are most
Teams with a shared Mischievous derailer may react to stress by ignoring processes, rules, or protocols. Members of such
more
comfortable
and
monitor
themselves
likely toafulfill,
which
members
are impulsive. They may need to
teams may be careless with what they say or may develop
reputation
forteam
being
excessively
lessdevelop
during interactions.
section considering, andmost
likely risks
to display
key
derailers
under
a process for This
uncovering,
mitigating
in each
decision
they
make. These teams often benefit
highlights
shared barriers
to the team’speriod before moving
pressure,
howoreach
teamconsequential
member’s keydecisions. Team members who
from adopting
a pause-and-reflect
intoand
action
making
do not
share this derailer
mayare
find
it difficult to getvalues
their teammates
focusteam
on core
issues and may perceive them as
success,
particularly
when they
under
align with to
shared
values.
ignoring
the longer-term implications of words and actions. Low proportions of team members who fulfill the Pragmatism or
pressure
to deliver.
Process roles may multiply the effect of this derailer.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
2
6
TEAM REPORT
KEY DERAILERS
TEAM
REPORT
(CONTINUED)
Strategies to help teams achieve
SCALE
full potential
IMPLICATION
TEAM NAME
RESERVED
Team Name Sample Team
Participant ID HA123456
3
Date 02.23.2015
1
69
2
4
Teams with a shared Reserved derailer may be seen as distant, apathetic towards others' needs, or uncommunicative. Under
pressure, the members of such teams may be inclined to withdraw, communicate less, or perhaps become overly toughminded about each other’s problems and difficulties. This can be quite frustrating for members who do not share the
derailer; they may be looking for more communication and more collaboration, especially during stressful or difficult times.
Members of these teams may need to practice communicating more frequently during times of stress and conflict to avoid
creating efectively,
a culture ofteams
“everyand
person
him/herself.”
pressure
mounts,
these
To perform
theirfor
leaders
need toAs
answer
questions
such
as:teams
Whatshould
mix meet more often and may
benefit
fromhelp
an external
facilitator’s
assistance.
lowwork
proportion
of team members
who fulfill
of skills
would
this team
be successful?
WhoAwill
best together?
What motives
and the Relationships role may
multiply the effects of this derailer.
INTRODUCTION
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
report provides insights and recommendations to answer these questions and facilitate team
performance.
Sample Team
DESCRIPTION
Associates
BOLD
4
2
67
2
Teams with a shared Bold derailer may compete internally about individual agendas, and high-Bold members may believe
and communicate that their ideas are best. These tendencies may lead the team to fight amongst themselves if members
ignore each other’s ideas, compete excessively, or try to one-up each other. Team members who do not share the Bold
derailer can find it difficult to navigate their teammates’ overconfidence and may feel that the team environment is overly
competitive instead of appropriately collaborative. Such teams may benefit from developing a clear process for how they
share airtime during meetings and committing to actively listening to each other and making decisions democratically. The
team should review frequently whether they are focused on and making progress toward accomplishing team goals instead
In teams,
peopleones.
play High
informal
roles based
The most
effective
teams role
include
of individual
proportions
of team members
fulfilling
the Results
and low proportions of team members
on personality
and
values.
There
fulfilling the Relationships roleare
mayfive
multiply the effect
of this with
shared
derailer.
individuals
a range
of expertise and
ABOUT THIS REPORT
TEAM ROLES
2
TEAM CULTURE
TEAM MEMBERS
Member 1
Member 2
Member 3
Member 4
Member 5 EXCITABLE
Member 6
Member 57
3
Member 8
Member 9
2
Member 010
Member 11
66
such roles: Results, Pragmatism, Innovation,
skills, but some shared values that create a
Process, and Relationships. Some teams
distinctive culture. Because values provide
work best when members fill a few key
a foundation for team norms, culture, and
roles; others work best when most roles are
goal alignment, shared values can facilitate
represented. If critical roles go unfilled, they
team performance. This section highlights
mayTeams
represent
for the
team to
manage.
with gaps
a shared
Excitable
derailer
may experience
emotionally
intense reactions and a loss of perspective in response to
the team’s
shared values.
stress. Such teams may seem reactive, moody, or unpredictable to outsiders. The team should be attentive to what triggers
these reactions and may benefit from committing to productive emotional control. They may need outside help to handle
especially emotional decisions or disagreements. Members should practice using breakdowns in performance and
relationships as learning opportunities and make an effort to keep spirits up when times are tough. Team members who do
All not
teams
have
issues
thattendency
hinder their
Individual
Scores
sectionemotion-driven
provides
share
this
derailer
may find it difficultThe
to wade
through
the team’s
atmosphere and seeming
efectiveness.
issues
rarely emerge
into talk about
summary
graphics
to illustrate
how team
inability toThese
get past
emotional
reactions
facts and
practical
or more rational
matters. This may especially be
ofstages
teams of
that
share
this derailer
and that havemembers
a low proportion
of team
members
who fulfill the Pragmatism role.
the true
initial
team
formation.
Instead,
contribute
to team
roles, key
TEAM DERAILERS
INDIVIDUAL SCORES
they appear later when the team is under
pressure or when team members become
more comfortable and monitor themselves
less during interactions. This section
highlights shared barriers to the team’s
success, particularly when they are under
pressure to deliver.
derailers, and key drivers. Use this section
to explore the roles team members are most
likely to fulfill, which team members are
most likely to display key derailers under
pressure, and how each team member’s key
values align with shared team values.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
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7
TEAM REPORT
KEY DERAILERS
TEAM
REPORT
(CONTINUED)
Strategies to help teams achieve
SCALE
full potential
IMPLICATION
TEAM NAME
CAUTIOUS
Team Name Sample Team
Participant ID HA123456
3
Date 02.23.2015
2
63
2
Sample Team
3
Teams with a shared Cautious derailer may seem slow to act because of a fear of negative judgment and a resulting tendency
to reassess and rework plans and proposals. To outsiders, such teams may appear indecisive and paralyzed by ambiguity.
These teams often need to learn to stop procrastinating or obsessing over what might go wrong. Instead, working to shift the
team’s perspective towards viewing mistakes as opportunities to improve can help it act quicker and more decisively. These
teams often need to focus on making the best, not the least risky, decision, and team members who do not share this
derailer may
become
frustrated
by its
slow decision-making
process and
unwillingness
to take risks. Teams with high
To perform
efectively,
teams
and their
leaders
need to answer questions
such
as: What mix
proportions
of members
who
the Process
roles mayWhat
experience
accelerated
impact from this shared
of skills
would help
this team
befulfill
successful?
Whoand
willPragmatism
work best together?
motives
and
derailer.
INTRODUCTION
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
report provides insights and recommendations to answer these questions and facilitate team
performance.
DESCRIPTION
Associates
ABOUT THIS REPORT
TEAM ROLES
TEAM CULTURE
In teams, people play informal roles based
on personality and values. There are five
such roles: Results, Pragmatism, Innovation,
Process, and Relationships. Some teams
work best when members fill a few key
roles; others work best when most roles are
represented. If critical roles go unfilled, they
may represent gaps for the team to manage.
The most effective teams include
individuals with a range of expertise and
skills, but some shared values that create a
distinctive culture. Because values provide
a foundation for team norms, culture, and
goal alignment, shared values can facilitate
team performance. This section highlights
the team’s shared values.
TEAM MEMBERS
Member 1
Member 2
Member 3
Member 4
Member 5
Member 6
Member 7
Member 8
Member 9
Member 10
Member 11
TEAM DERAILERS
INDIVIDUAL SCORES
All teams have issues that hinder their
efectiveness. These issues rarely emerge in
the initial stages of team formation. Instead,
they appear later when the team is under
pressure or when team members become
more comfortable and monitor themselves
less during interactions. This section
highlights shared barriers to the team’s
success, particularly when they are under
pressure to deliver.
The Individual Scores section provides
summary graphics to illustrate how team
members contribute to team roles, key
derailers, and key drivers. Use this section
to explore the roles team members are most
likely to fulfill, which team members are
most likely to display key derailers under
pressure, and how each team member’s key
values align with shared team values.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
2
8
TEAM REPORT
TEAM CULTURE
TEAM
REPORT
Strategies to help teams achieve
Team members' actions and priorities are guided by their individual values, which can be measured using the Motives, Values, Preferences
full potential
Inventory
(MVPI). When a majority of team members share common values, the team may find it easier to bond with each other. Values also
TEAM
NAME
influence choices or decisions and thus shape team cultures. Because values can operate subconsciously, a team's awareness of their impact may
be quite limited. Nonetheless, values represent a powerful force for uniting and driving the team toward key outcomes. Therefore, the degree to
Team Name
Team values are aligned with the broader organization’s business strategy and objectives often can impact the team’s productivity.
whichSample
a team's
Participant ID HA123456
Date 02.23.2015
INTRODUCTION
Information about your team’s values is organized below in 4 broad clusters, with individual values listed for each. The numbers in the middle of
Toyour
perform
efectively,
and their
leaders
needvalues
to answer
questions
such as:
What each
mix circle represent the number of
the circles below represent
team’s
averageteams
percentile
scores
for each
scale.
The numbers
outside
team members scoring in of
each
quartile;
shading
represents
percentiles
with progressively
darker
skills
would the
helplightest
this team
be successful?
Who
will work0-25%,
best together?
What motives
and shading representing 2650%, 51-75%, and 76-100%.
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
Sample Team
report provides insights and recommendations to answer these questions and facilitate team
SCALE CLUSTER
MVPI SCALE
performance.
STATUS
DESCRIPTION
People who take the lead, drive
RECOGNITION
POWER
HEDONISM
Associates results, and focus on their
ABOUT THIS REPORT
achievements, accomplishments,
progress, and status.
6
1
5
1
64
TEAM1ROLES
2
66
6
1
68
TEAM CULTURE
2
2
1
2
In teams, people play informal roles based
The most effective teams include
on personality and values. There are five
individuals with a range of expertise and
such roles: Results, Pragmatism, Innovation,
skills, but some shared values that create a
Member 1
SOCIAL and Relationships. Some teams
Process,
distinctive culture.
Because values provide
Member
2
AFFILIATION
TRADITION
ALTRUISTIC
People who focus on relationships
work best when members fill a few key
a foundation for team norms, culture, and
with 3
others. They want to be liked,
Member
roles; others work best when most roles are
goal alignment, shared values can facilitate
maintain positive relations with
Member 4
2 unfilled,
3 they
4team performance.
3
represented.
If1critical roles go
This0 section highlights
others, and make sure others
are
represent gaps for the team to manage.
Member
5 with respect andmay
treated
dignity.
the team’s shared values.
TEAM MEMBERS
49
50
60
Member 6
3
4
2
1
3
4
Member 7
Member 8
All teams have issues that hinder their
The Individual Scores section provides
Member 9
efectiveness. These issues rarely emerge in
summary graphics to illustrate how team
Member 10
FINANCIAL
the initial stages of
team formation. Instead,
members contribute to team roles, key
COMMERCE
SECURITY
People
Member
11concerned with commercial
they appear later when the team is under
derailers, and key drivers. Use this section
TEAM DERAILERS
issues, minimizing risks, and
pressure
seeking reliable methods
to or when team members become
1 and monitor
1 themselves
3
more
comfortable
maximize
gains.
INDIVIDUAL SCORES
51
71
AESTHETICS
SCIENCE
less during interactions. This section
highlights shared barriers to the team’s
4
4 are under
5
success, particularly
when they
to explore the roles team members are most
0likely to fulfill, which team members are
most likely to display key derailers under
pressure, and how each team member’s key
2values align with shared team values.
pressure to deliver.
SCORING KEY
DECISIONS
People who approach decisions
using their intuition, data and
facts, or both. They prefer to work
in environments where ideas are
key to decisions.
3
3
3
48
1
LOW SCORE TEAM MEMBERS
3
MODERATE SCORE TEAM MEMBERS
54
3
3
LOW MODERATE SCORE TEAM MEMBERS
HIGH SCORE TEAM MEMBERS
1
KEY TEAM DRIVER
Tip | Look for agreement on at least one or two team values, which would indicate shared direction and focus. If the team has no shared
values, it may sometimes clash over priorities or drivers held by individual team members. However, too many shared values may lead
to groupthink if the group shares a collective bias for some things over others.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
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TEAM REPORT
KEY DRIVERSREPORT
TEAM
Strategies to help teams achieve
Below are values shared by more than half the team members. Although team members may share other values as well, those listed below
full potential
represent
the strongest shared values that are most likely to shape the team’s culture. Teams with several shared values typically find it easier to
TEAM
NAME
bond with each other and create a cohesive culture. Note that a team can share a value in the high range or in the low range; they all may be
highly motivated by a certain value or quite indifferent to it.
INTRODUCTION
Team Name Sample Team
Participant ID HA123456
If no key drivers are listed below, then team members may be motivated by many different things. If each individual’s values lead him/her to
Date 02.23.2015
advocate for different team activities and goals, this may pose challenges to forming a coherent team culture and maintaining it over time.
perform efectively,
andtime
theirduring
leadersthe
need
to answer
questions
suchconsensus
as: What mix
Because of that, it may beTo
particularly
importantteams
to take
team’s
formation
to reach
on the team’s charter and key
deliverables.
of skills would help this team be successful? Who will work best together? What motives and
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
Sample Team
SCALE
IMPLICATION
report
provides insights and recommendations to answer these questions and facilitate team
performance.
Teams that value Hedonism are often informal and fun. Such teams want to enjoy their work, set their own priorities, and
HEDONISM
DESCRIPTION
6
Associates
1
68
1
2
have a “work hard, play hard” attitude. These teams typically create work environments with opportunities to have a good
time. However, the team may lose focus if it allows entertainment to distract from productivity. Others may believe the team
emphasizes amusement over results, especially if it shares a high Aesthetics value or has few members who fulfill the
Pragmatism and Results roles.
ABOUT THIS REPORT
TEAM ROLES
TEAM CULTURE
In teams, people play informal roles based
The most effective teams include
on personality and values. There are five
individuals with a range of expertise and
such roles: Results, Pragmatism, Innovation,
skills, but some shared values that create a
Process, and Relationships. Some teams
distinctive culture. Because values provide
work best when members fill a few key
a foundation for team norms, culture, and
Teams
that
value
Recognition
often
enjoy
assignments and bringing attention to their organization. Such teams
roles;
others
work
best
when most
roles
are high-profile
goal alignment, shared values can facilitate
may love receiving awards, emphasizing big projects, and making thoughtful gestures. These teams often attract individuals
represented. If critical roles go unfilled, they
team
This section
highlights They may also seem a bit
who enjoy public attention, thus creating a climate
thatperformance.
values communicating
achievements.
maysuperficial
represent at
gaps
for especially
the team to
manage.
thederailer
team’s shared
values.
times,
if the
Colorful shared
is present.
TEAM MEMBERS
Member 1
Member 2
Member 3RECOGNITION
Member 4
Member 65
1
Member 6
Member 7
2
Member 18
Member 9
Member 10
Member 11
64
TEAM DERAILERS
INDIVIDUAL SCORES
All teams have issues that hinder their
efectiveness. These issues rarely emerge in
the initial stages of team formation. Instead,
they appear later when the team is under
pressure or when team members become
more comfortable and monitor themselves
less during interactions. This section
highlights shared barriers to the team’s
success, particularly when they are under
pressure to deliver.
The Individual Scores section provides
summary graphics to illustrate how team
members contribute to team roles, key
derailers, and key drivers. Use this section
to explore the roles team members are most
likely to fulfill, which team members are
most likely to display key derailers under
pressure, and how each team member’s key
values align with shared team values.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
2
10
TEAM REPORT
INDIVIDUAL SCORES
TEAM
REPORT
Strategies to help teams achieve
TEAM MEMBERS
TEAM ROLES
full potential
Key Contributor
TEAM NAME
Team Name Sample Team
Participant ID HA123456
Date 02.23.2015
Betty Smith
Debbie Tester
Helen Happy
Sample Team
Jeff Doe
Joe Doe
RESULTS
PRAGMATISM
INNOVATION
PROCESS
RELATIONSHIPS
60
20
60
20
20
INTRODUCTION
To perform efectively, teams and their leaders need to answer questions such as: What mix
of skills would help this team be successful? Who will work best together? What motives and
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
report provides insights and recommendations to answer these questions and facilitate team
performance.
DESCRIPTION
John Sample
Associates
Karin Karing
Perry Prudence
Sally Social
William Smith
ABOUT THIS REPORT
TEAM ROLES
TEAM CULTURE
In teams, people play informal roles based
on personality and values. There are five
such roles: Results, Pragmatism, Innovation,
Process, and Relationships. Some teams
work best when members fill a few key
roles; others work best when most roles are
represented. If critical roles go unfilled, they
may represent gaps for the team to manage.
The most effective teams include
individuals with a range of expertise and
skills, but some shared values that create a
distinctive culture. Because values provide
a foundation for team norms, culture, and
goal alignment, shared values can facilitate
team performance. This section highlights
the team’s shared values.
TEAM MEMBERS
Member 1
Member 2
Member 3
Member 4
Member 5
Member 6
Member 7
Member 8
Member 9
Member 10
Member 11
TEAM DERAILERS
INDIVIDUAL SCORES
All teams have issues that hinder their
efectiveness. These issues rarely emerge in
the initial stages of team formation. Instead,
they appear later when the team is under
pressure or when team members become
more comfortable and monitor themselves
less during interactions. This section
highlights shared barriers to the team’s
success, particularly when they are under
pressure to deliver.
The Individual Scores section provides
summary graphics to illustrate how team
members contribute to team roles, key
derailers, and key drivers. Use this section
to explore the roles team members are most
likely to fulfill, which team members are
most likely to display key derailers under
pressure, and how each team member’s key
values align with shared team values.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
2
11
TEAM REPORT
INDIVIDUAL SCORES
TEAM
REPORT
TEAMtoMEMBERS
KEY DERAILERS
Strategies
help teams achieve
full potential
Key Derailer
TEAM NAME
Team Name Sample Team
Participant ID HA123456
Betty Smith
Date 02.23.2015
Debbie Tester
Helen Happy
Sample Team Jeff Doe
Joe Doe
SKEPTICAL
83
IMAGINATIVE
77
MISCHIEVOUS
71
INTRODUCTION
RESERVED
69
BOLD
67
To perform efectively, teams and their leaders need to answer questions such as: What mix
of skills would help this team be successful? Who will work best together? What motives and
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
report provides insights and recommendations to answer these questions and facilitate team
performance.
John Sample
DESCRIPTION
Associates Karin Karing
Perry Prudence
Sally Social
William Smith
ABOUT THIS REPORT
TEAM ROLES
TEAM CULTURE
In teams, people play informal roles based
on personality and values. There are five
such roles: Results, Pragmatism, Innovation,
Process, and Relationships. Some teams
work best when members fill a few key
roles; others work best when most roles are
represented. If critical roles go unfilled, they
may represent gaps for the team to manage.
The most effective teams include
individuals with a range of expertise and
skills, but some shared values that create a
distinctive culture. Because values provide
a foundation for team norms, culture, and
goal alignment, shared values can facilitate
team performance. This section highlights
the team’s shared values.
TEAM MEMBERS
Member 1
Member 2
Member 3
Member 4
Member 5
Member 6
Member 7
Member 8
Member 9
Member 10
Member 11
TEAM DERAILERS
INDIVIDUAL SCORES
All teams have issues that hinder their
efectiveness. These issues rarely emerge in
the initial stages of team formation. Instead,
they appear later when the team is under
pressure or when team members become
more comfortable and monitor themselves
less during interactions. This section
highlights shared barriers to the team’s
success, particularly when they are under
pressure to deliver.
The Individual Scores section provides
summary graphics to illustrate how team
members contribute to team roles, key
derailers, and key drivers. Use this section
to explore the roles team members are most
likely to fulfill, which team members are
most likely to display key derailers under
pressure, and how each team member’s key
values align with shared team values.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
2
12
TEAM REPORT
INDIVIDUAL SCORES
TEAM
REPORT
TEAMtoMEMBERS
KEY DERAILERS
Strategies
help teams achieve
full potential
Key Derailer
TEAM NAME
Team Name Sample Team
Participant ID HA123456
Betty Smith
Date 02.23.2015
Debbie Tester
Helen Happy
Sample Team Jeff Doe
Joe Doe
EXCITABLE
66
CAUTIOUS
63
INTRODUCTION
To perform efectively, teams and their leaders need to answer questions such as: What mix
of skills would help this team be successful? Who will work best together? What motives and
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
report provides insights and recommendations to answer these questions and facilitate team
performance.
John Sample
DESCRIPTION
Associates Karin Karing
Perry Prudence
Sally Social
William Smith
ABOUT THIS REPORT
TEAM ROLES
TEAM CULTURE
In teams, people play informal roles based
on personality and values. There are five
such roles: Results, Pragmatism, Innovation,
Process, and Relationships. Some teams
work best when members fill a few key
roles; others work best when most roles are
represented. If critical roles go unfilled, they
may represent gaps for the team to manage.
The most effective teams include
individuals with a range of expertise and
skills, but some shared values that create a
distinctive culture. Because values provide
a foundation for team norms, culture, and
goal alignment, shared values can facilitate
team performance. This section highlights
the team’s shared values.
TEAM MEMBERS
Member 1
Member 2
Member 3
Member 4
Member 5
Member 6
Member 7
Member 8
Member 9
Member 10
Member 11
TEAM DERAILERS
INDIVIDUAL SCORES
All teams have issues that hinder their
efectiveness. These issues rarely emerge in
the initial stages of team formation. Instead,
they appear later when the team is under
pressure or when team members become
more comfortable and monitor themselves
less during interactions. This section
highlights shared barriers to the team’s
success, particularly when they are under
pressure to deliver.
The Individual Scores section provides
summary graphics to illustrate how team
members contribute to team roles, key
derailers, and key drivers. Use this section
to explore the roles team members are most
likely to fulfill, which team members are
most likely to display key derailers under
pressure, and how each team member’s key
values align with shared team values.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
2
13
TEAM REPORT
INDIVIDUAL SCORES
TEAM
REPORT
TEAMtoMEMBERS
KEY DRIVERS
Strategies
help teams achieve
full potential
Key Driver
TEAM NAME
Team Name Sample Team
Participant ID HA123456
Betty Smith
Date 02.23.2015
Debbie Tester
Helen Happy
Sample Team Jeff Doe
Joe Doe
HEDONISM
68
RECOGNITION
64
INTRODUCTION
To perform efectively, teams and their leaders need to answer questions such as: What mix
of skills would help this team be successful? Who will work best together? What motives and
values do we have in common? What shared challenges might the team face and how can
we best address them? Based on the assessment of individual personalities and values, this
report provides insights and recommendations to answer these questions and facilitate team
performance.
John Sample
DESCRIPTION
Associates Karin Karing
Perry Prudence
Sally Social
William Smith
ABOUT THIS REPORT
TEAM ROLES
TEAM CULTURE
In teams, people play informal roles based
on personality and values. There are five
such roles: Results, Pragmatism, Innovation,
Process, and Relationships. Some teams
work best when members fill a few key
roles; others work best when most roles are
represented. If critical roles go unfilled, they
may represent gaps for the team to manage.
The most effective teams include
individuals with a range of expertise and
skills, but some shared values that create a
distinctive culture. Because values provide
a foundation for team norms, culture, and
goal alignment, shared values can facilitate
team performance. This section highlights
the team’s shared values.
TEAM MEMBERS
Member 1
Member 2
Member 3
Member 4
Member 5
Member 6
Member 7
Member 8
Member 9
Member 10
Member 11
TEAM DERAILERS
INDIVIDUAL SCORES
All teams have issues that hinder their
efectiveness. These issues rarely emerge in
the initial stages of team formation. Instead,
they appear later when the team is under
pressure or when team members become
more comfortable and monitor themselves
less during interactions. This section
highlights shared barriers to the team’s
success, particularly when they are under
pressure to deliver.
The Individual Scores section provides
summary graphics to illustrate how team
members contribute to team roles, key
derailers, and key drivers. Use this section
to explore the roles team members are most
likely to fulfill, which team members are
most likely to display key derailers under
pressure, and how each team member’s key
values align with shared team values.
Sample Team
| HA123456 |Distributed
01.01.2017
NewSample
| 9.13.2016
by: Performance Programs, Inc.
www.PerformancePrograms.com
1-860-388-9422
2
14