RightPath Train-the-Trainer

RightPath Train-the-Trainer
May 2 -3, 2017 Buckhead Club

Introductions Name, Organization and Role
Experience/familiarity with the RightPath Path4 and Path6 profiles Favorite Hobby On 3X5 card, write: One burning question OR One learning goal Any ice-breaker will work in here. This is just something to get them talking and engaged early. The last question is asking about after they’ve purchased all they want to purchase, what would they do to occupy their time?

Overview and Agenda

Goals for Training Understand, interpret and apply the RightPath Path4 Path6 profiles, to be used “from Hire to Retire” Connect how valuing differences can result in greater productivity Understand how the profiles can assist hiring the right people, and in leadership development Understand and apply exercises for Team Sessions Understand how to set up and deliver a team building session using the Path4 and Path6 profiles You may want to print these on letterhead and put them inside the front cover of the Handbook when setting up the room before the session or as the first item so they can refer to them throughout the session. Emphasize the word Apply. Application is the bottom line. If they just read the report, sit through the session and go away without doing anything, then they have missed the mark. Through the activities and exercises, you are going to be moving them to application. Licensed by © 2001 RightPath Resources 4

Agenda Day 1—Experience a Team Session Day 2—Background information
Understand RightPath Tools See how a session could run Experience activities and exercises Day 2—Background information Validation Hiring and selection Coaching Other RightPath assessments

Process—Day 1 Team Session
Greatest teammate/greatest leader Sandpaper person Strengths, Struggles and Blind Spots Platinum Rule Path4 Factors—explanation and illustration Blended Profiles Results and Relationship Orientation Path6 Behavioral Continuum Intensity exercise My Unique Profile (Path4, Path6 and Path6 sub-factors) Awesome Traits Relationship Keys Confrontation Style Index (CSI) My Response to Change Understanding Your Opposite Teaming with Different Traits Aligning Behavior to Value Others Team Exercise—strengths, struggles, needs and stress points Understanding Differences to Build Better Teams Trait Recognition Tips Coaching Cards Team Matrix Case Studies

Typical Team Session Greatest teammate/greatest leader
Sandpaper person Strengths, Struggles and Blind Spots Platinum Rule Path4 Factors—explanation and illustration Blended Profiles Results and Relationship Orientation Path6 Behavioral Continuum Intensity exercise My Unique Profile (Path4, Path6 and Path6 sub-factors) Awesome Traits Relationship Keys Confrontation Style Index (CSI) My Response to Change Understanding Your Opposite Teaming with Different Traits Aligning Behavior to Value Others Team Exercise—strengths, struggles, needs and stress points Understanding Differences to Build Better Teams Trait Recognition Tips Coaching Cards Team Matrix Case Studies

Materials What you receive: RightPath User Manual (RUM)
Individual and Team Development Handbook Facilitator Toolkit Copy of Develop You, Develop Your Team…On the RightPath by Jerry Mabe

Facilitator Toolkit

Introduction to Profiles

Vision Leading individuals and organizations to align People
Passions and Positions to achieve maximum performance

Goals Understand RightPath profiles
basis, guidelines, Path4 and Path6 Understand self - gain an objective viewpoint of strengths and struggles Understand others - Team building - value those who are different Apply this knowledge to improve teamwork and leadership You may want to print these on letterhead and put them inside the front cover of the Handbook when setting up the room before the session or as the first item so they can refer to them throughout the session. Emphasize the word Apply. Application is the bottom line. If they just read the report, sit through the session and go away without doing anything, then they have missed the mark. Through the activities and exercises, you are going to be moving them to application. Licensed by © 2001 RightPath Resources

Pg 2 Greatest Teammate What are the characteristics of the greatest teammate you have experienced?

Top Leadership Attributes
#1 GOOD LISTENER #2 HONEST, TRUSTWORTHY, HAS INTEGRITY #3 CARED, CONCERNED ABOUT ME #4 STRAIGHT FORWARD, GIVES CLEAR EXPECTATIONS #5 MOTIVATES SELF AND OTHERS #6 CONFIDENT, POSITIVE ATTITUDE, MADE WORK FUN #6 STABLE, CONSISTENT, BALANCED, LEVEL HEADED #6 TRUSTED ME TO DO THE JOB #6 SUPPORTIVE, LENDS A HELPING HAND #6 RESPECTS OTHERS AND ME #11 FAIR / TREATS OTHERS FAIRLY #11 SEES BIG PICTURE, VISIONARY, STRATEGIC #11 RESULTS ORIENTED, MISSION FOCUSED, INITIATES, PRO-ACTIVE #11 DECISIVE, GAVE DIRECTION, FIRM (BUT FLEXIBLE) #15 HIGH STANDARDS, SET HIGH GOALS FOR SELF AND OTHERS

Top Leadership Attributes
#1 GOOD LISTENER #2 HONEST, TRUSTWORTHY, HAS INTEGRITY #3 CARED, CONCERNED ABOUT ME #4 STRAIGHT FORWARD, GIVES CLEAR EXPECTATIONS #5 MOTIVATES SELF AND OTHERS #6 CONFIDENT, POSITIVE ATTITUDE, MADE WORK FUN #6 STABLE, CONSISTENT, BALANCED, LEVEL HEADED #6 TRUSTED ME TO DO THE JOB #6 SUPPORTIVE, LENDS A HELPING HAND #6 RESPECTS OTHERS AND ME #11 FAIR / TREATS OTHERS FAIRLY #11 SEES BIG PICTURE, VISIONARY, STRATEGIC #11 RESULTS ORIENTED, MISSION FOCUSED, INITIATES, PRO-ACTIVE #11 DECISIVE, GAVE DIRECTION, FIRM (BUT FLEXIBLE) #15 HIGH STANDARDS, SET HIGH GOALS FOR SELF AND OTHERS Legend: Relationship-Oriented Results Oriented Integrity Emotional Stability Competency

“Sandpaper Person” Exercise

Premise People are different…and that has a profound impact on our work and relationships. We have different preferences. We have different personalities. We have difficulty seeing differences objectively.

Key Principle You cannot be objective about others until you gain an objective view of yourself.

Corollary When you have an unbalanced view of yourself, you will tend to have an unbalanced view of others.

Objectivity Strengths Strengths Struggles Struggles Perceptions
Page 4 Objectivity Perceptions Reality PersonA Person B PersonC Strengths Strengths Strengths Blind Spots Notes: See notes in toolkit page 9 Blind Spots Struggles Struggles Struggles

Challenge To get objective, accurate insights to understand self, others, and our differences.

Do unto others as they would like to be done unto.
Page 5 Application Understand unique individual talents Understand differences Adapt to develop Platinum Rule relationships Do unto others as they would like to be done unto. Platinum Rule

RightPath Guidelines Measure typical behaviors – normal traits
Pg 5 RightPath Guidelines Measure typical behaviors – normal traits Remains stable over time There are no good or bad profiles Should not be used to stereotype or put people in a box (Use to learn, not to label) Should be used to understand and value differences (Use to learn, not to label) Decisions should never be based solely on profiles Notes:

RightPath Guidelines Leadership can come from any profile
Pg 5 RightPath Guidelines Leadership can come from any profile The profiles are gender neutral The profiles are right 90% of the time Notes:

RightPath Profiles Reveal
Core – “go to” way of operating Natural hard-wired behaviors How you act under pressure, stress, and deadlines Notes:

Profiles do not measure
Baggage Values Learned Behaviors Notes:

Terminology Learned Behaviors
Learned behaviors are those behaviors you demonstrate which are different than your natural behaviors – to respond most effectively We change our natural behaviors typically due to three (3) reasons 1. Experience 2. Knowledge 3. Values e.g., “I’ve seen that my in-attention to details can work against me in my career.” e.g., “When I’m organized, I’ve found that I can get more done.” e.g., “I want to be seen as someone who keeps their word, so I need to keep a good schedule and not over commit.” Notes: 27

Why Profiles? 28

Use this one OR the Cow slides to illustrate how we all see things different, but once things are brought to the surface and revealed, it’s up to us to work on ourselves and respect others’ differences. How many Animals do you see? We’ve found 7 in the mountain plus the eagle on the lake. From left to right in the mountain; a gazelle, ram, badger, bear, eagle, bobcat, wolf. 31

Solution RightPath profiles serve as a powerful tool to
measure and explain our unique talents and individual differences.

Cydonian Face – 1976 View (Mars Viking Probe)

Profiles Can Help Bring Us Into Focus
1998 View – Mars Global Surveyor Profiles Can Help Bring Us Into Focus

Understanding Path4

RightPath Four Factor Profile
a product of RightPath Resources, Inc.

Right-side and Left-side Traits
Page 7 Right-side and Left-side Traits Left-Side Traits Right-Side Traits ACCOMMODATING Control 1 1 DIRECTING 1 RESERVED Interaction 2 2 ENGAGING 2 CHALLENGING Conflict and Pace 3 3 HARMONIOUS 3 SPONTANEOUS Order 4 METHODICAL 4 4 20 30 40 50 60 70 80 Mid-Range = 45 to 55

Path4 Behavioral Factors
Page 8 Path4 Behavioral Factors Control This factor indicates a person’s desire to control the agenda, willingness to assert, and need to make decisions. FACTOR 1 Accommodating Mid-Range Directing FIT IN TAKE CONTROL Motivated to GAIN ATTENTION and EXPRESS Interaction This factor indicates a person’s openness in expression, transparency, and ease in relating to strangers. FACTOR 2 Reserved Mid-Range Engaging AVOID ATTENTION and REFLECT Motivated to

Path4 Behavioral Factors (continued)
Page 8 Path4 Behavioral Factors (continued) Conflict and Pace This factor indicates a person’s need for harmony, ability to be patient, and desire for stability. FACTOR 3 Challenging Mid-Range Harmonious QUICK ACTION and LOGIC STABILITY and COMPASSION Motivated to Order This factor indicates a person’s need for structure, concern for details, and desire to prepare. FACTOR 4 Spontaneous Mid-Range Methodical FREEDOM and FLEXIBILITY ACCURACY and STRUCTURE Motivated to

Behavioral Continuum 1/3 1/3 1/3 Accommodating Mid-Range Directing
Page 9 Behavioral Continuum 1/3 1/3 1/3 Accommodating Mid-Range Directing 1 1 Reserved Mid-Range Engaging 2 2 3 Challenging Mid-Range Harmonious 3 Notes: Spontaneous Mid-Range Methodical 4 4 Point: 1/3 of the world is like you 1/3 is similar to you 1/3 is your mirror opposite

Bell Curve Distribution
Page 9 Bell Curve Distribution 10% % percentile percentile

Traits intensify as you move left and right from center
Page 10 Trait Intensity TRAIT INTENSITY ACCOMMODATING Control 1 1 DIRECTING Pliable 1 Assertive Conforming Decisive Passive Controlling Interaction 2 2 RESERVED ENGAGING Modest 2 Outgoing Quiet Convincing Distant Excitable Conflict and Pace CHALLENGING 3 3 HARMONIOUS Questioning 3 Harmonious Impatient Notes: Patient Critical Lenient Order SPONTANEOUS 4 4 METHODICAL Instinctive 4 Detailed Improvised Precise Unorganized 20 30 40 50 60 70 80 Perfectionist Traits intensify as you move left and right from center

Score needed in job/relationship Energy Required To Adapt
Adapting Behaviors Score needed in job/relationship John’s score *Mid-Range 38 65 If this is a factor, and it was decided that the job required a 65 in that trait; maybe a sales position with this being the Interaction factor, then John would need to exert a lot of energy to adapt to be engaging. He would do it, but its generally not sustainable over time. Energy Required To Adapt *Mid-Range Scores are more flexible

Terminology Strengths Struggles Mid-Range Talents that come naturally.
Page 11 Terminology Strengths Talents that come naturally. Struggles Non-talents that can be developed by overcoming our natural behaviors. Mid-Range Tend to be more flexible in these factors. Easier to move left or right. Notes: Stress the mid range and the fact that it’s flexible, which means that sometimes you’ll display traits from one side, and in other situations you’ll display traits from the other side. Mid range scores means that trait is not a strong trait for you to focus on.

Factor 1: Control   Fit in Process-oriented Cooperative
Page 12 Factor 1: Control This factor indicates a person’s desire to control the agenda, willingness to assert, and need to make decisions. 45 55 Accommodating Mid-Range Directing   FIT IN Motivated to TAKE CONTROL Fit in Process-oriented Cooperative Cautious/Practical Take control Results-oriented Competitive Bold/Strategic Notes: This set of slides goes more in-depth with explaining the traits, with examples. This is a good time to do the Path4 Factor Exercise where you pick a person far on the Directing and far on the Accommodating side and ask them the same question.

Factor 1: Control Accommodating Directing Page 12 45 55 Mid-Range
STRENGTHS 1. Loyal - follows the set agenda 2. Process-oriented 3. Speaks tactfully 4. Cooperative - promotes stability 5. Moves cautiously into new areas 6. Focused - likes to do one thing at a time 7. Sees the practical for here and now STRENGTHS 1. Initiating, wants to set the agenda 2. Results-oriented 3. Speaks directly 4. Competitive, takes on challenges 5. Moves boldly with confidence 6. Prefers multiple projects 7. Sees the strategic/future potential STRUGGLES 1. Can be unassertive, timid 2. May tend toward being passive 3. May be hesitant to speak out 4. May avoid taking charge 5. Tends to underestimate self 6. May agree, then regret or resent it 7. May lack strategic vision STRUGGLES 1. Opinionated - discount input from others 2. May be controlling and not know it 3. Typically not good at listening 4. Prefers to avoid routine and details 5. Can be self-centered and egotistical 6. Underestimates work needed to achieve goals 7. May overcommit what others can do Path 4 Factors Strengths and Struggles (pages 12-15). The more familiar you are with these lists, the more confidence you will have in leading the sessions. FACTOR 1. The left and right traits relate to our naturally driven behaviors. Comments: Results oriented could mean “We’ll double revenues in three years.” Process oriented could mean “We need to figure out how we are going to make payroll this Friday.” Competitive – everyone is competitive in some areas, but Directing people want to win every time. Their motivation is to be number 1.

Factor 1: Control Power   “WHAT’S YOUR POINT?” “ENCOURAGE MY INPUT.”
This factor indicates a person’s desire to control the agenda, willingness to assert, and need to make decisions. Power Accommodating Mid-Range Directing   FIT IN Motivated to TAKE CONTROL “ENCOURAGE MY INPUT.” “HOW ARE WE DEALING WITH THE CURRENT ISSUES?” “WHAT’S YOUR POINT?” “WE’RE DOUBLING REVENUE IN 3 YEARS!” Notes:

Factor 2: Interaction   Reflect Avoid attention Serious Realistic
Page 13 Factor 2: Interaction This factor indicates a person’s openness in expression, transparency, and ease in relating to strangers. 45 55 Reserved Mid-Range Engaging   AVOID ATTENTION & REFLECT Motivated to GAIN ATTENTION & EXPRESS Reflect Avoid attention Serious Realistic Express Gain Recognition Humorous Optimistic Notes:

Factor 2: Interaction Reserved Engaging Page 13 45 55 Mid-Range
STRENGTHS 1. Task-oriented 2. Serious and modest 3. Realistic and practical 4. Has a dry sense of humor 5. Good at persevering 6. Likes to be focused 7. Likes closure STRENGTHS 1. Good at meeting strangers 2. Lighthearted and enthusiastic 3. Optimistic 4. Enjoys being in the spotlight 5. Good at promoting 6. Likes to make a good impression 7. Likes open-ended situations STRUGGLES 1. May appear withdrawn and aloof 2. Sometimes comes across as shy 3. Tends to be pessimistic 4. Can be curt 5. May seem quietly self-righteous 6. May appear skeptical or secretive 7. Typically drained by social contact STRUGGLES 1. Strong need for approval of others 2. May talk too much 3. Tends to be overly optimistic 4. May lack focus 5. May display strong emotions 6. May be too transparent, too uninhibited 7. Usually not good at working alone FACTOR 2. Right side people tend to process by expressing and thinking out loud. If it goes through their mind, it is likely to come out of their mouths. In contrast, left side people like to reflect – think it over before they respond. Note. In RightPATH 4, Factor 2 is not an extroversion scale. It is about interaction, and so a few people will score on the right (Engaging) side and still be true Introverts. (PATH 6 Factor 2, however, is about true extroversion.)

Factor 2: Interaction People   “I NEED TO TALK ABOUT THIS PROCESS.”
This factor indicates a person’s openness in expression, transparency, and ease in relating to strangers. People Reserved Mid-Range Engaging   AVOID ATTENTION & REFLECT Motivated to GAIN ATTENTION & EXPRESS “I NEED TO TALK ABOUT THIS PROCESS.” “CAN WE WORK ON THIS TOGETHER?” “I NEED TIME TO THINK ABOUT THAT QUESTION…” “HONOR MY NEED FOR SPACE.” Notes:

Factor 3: Conflict and Pace
Page 14 Factor 3: Conflict and Pace This factor indicates a person’s need for harmony, ability to be patient, and desire for stability. 45 55 Challenging Mid-Range Harmonious   QUICK ACTION & LOGIC Motivated to STABILITY & COMPASSION Favors logic Confront Like change Impatient Favors feelings Support Like stability Patient Notes:

Page 14 Factor 3: Conflict and Pace 45 55 Challenging Harmonious Mid-Range STRENGTHS 1. Operates well in conflict 2. Objective and cool 3. Action oriented 4. Responds quickly 5. Challenging, makes the difficult calls 6. Likes change, works at a fast pace 7. Favors logic over feelings STRENGTHS 1. Operates best in harmony 2. Compassionate and warm 3. A good listener 4. Patient, willing to wait 5. Loyal and consistent 6. Likes stability, works at a steady pace 7. Favors feelings, shows empathy STRUGGLES 1. Can be combative 2. May be abrupt 3. Can be judgmental and critical 4. Sometimes too impatient 5. May tend toward hyperactivity 6. Prone to be discontent 7. May appear coldhearted FACTOR 3. Remember, we are not talking about a person’s values but their “go to” response. What is easy and what is difficult determines which side you are on. Question: “From looking at these bullets, which side do you think finds it easy to listen and which has difficulty?” By “pace” we mean the right side people like a slower, steady pace, while the left size people like a faster, changing pace. STRUGGLES 1. May compromise too much 2. May be slow to confront 3. Can be naïve and too trusting 4. Often resists change 5. Tends to be passive 6. May be complacent 7. May not verbalize true feelings

This factor indicates a person’s need for harmony, ability to be patient, and desire for stability. Feelings Challenging Mid-Range Harmonious   QUICK ACTION & LOGIC Motivated to STABILITY & COMPASSION “I DON’T AGREE WITH THAT.” “I’D LIKE TO CHANGE THE WAY WE DO THIS!” “LET’S TRY TO WORK IT OUT.” “WHY DO WE HAVE TO CHANGE?” Notes:

Factor 4: Order   Flexible Broad concepts Impromptu Instinctive
Page 15 Factor 4: Order This factor indicates a person’s need for structure, concern for details, and desire to prepare. 45 55 Spontaneous Mid-Range Methodical  Motivated to  FREEDOM & FLEXIBILITY ACCURACY & STRUCTURE Flexible Broad concepts Impromptu Instinctive Organized Detailed Prepared Systematic Notes:

Factor 4: Order Spontaneous Methodical Page 15 Mid-Range STRENGTHS
1. Flexible and versatile 2. Works with broad concepts 3. Improvises and operates without procedures 4. Instinctive, operates spontaneously 5. Makes on-the-spot decisions 6. Gives a reasonable estimate 7. Responds candidly STRENGTHS 1. Organized and scheduled 2. Accurate with details 3. Establishes systems 4. Prepared, rehearses carefully 5. Analyzes before deciding 6. Conducts research to determine facts 7. Responds diplomatically STRUGGLES 1. Not naturally organized 2. May “wing it” too much 3. May ignore rules 4. May be underprepared and overconfident 5. Can be impulsive 6. May overlook important details 7. Too informal when formality is needed STRUGGLES 1. Tends to be inflexible 2. May be too picky 3. May over rely on procedures/rules 4. May overprepare but lack confidence 5. Perfectionistic to avoid mistakes 6. May focus on details and miss the goal 7. May be too formal, rigid FACTOR 4. This is the factor that gets the most push back from participants. Many have learned to overcome their struggles in the area of order and details and think, because they have overcome, that these are strengths. But the fact that they have to overcome in these areas makes it a struggle (but not necessarily a weakness). Those who are naturally Methodical don’t have to struggle to put things back in place. They have to struggle not to do it.

Factor 4: Order Accuracy  
This factor indicates a person’s need for structure, concern for details, and desire to prepare. Accuracy Spontaneous Mid-Range Methodical  Motivated to  FREEDOM & FLEXIBILITY ACCURACY & STRUCTURE “I DON’T HAVE ENOUGH INFO TO MAKE A DECISION. “I LIKE TO KNOW WHAT THE PARAMETERS ARE.” “LET’S JUST GET STARTED, WE’LL FIGURE IT OUT AS WE GO.” “RULES? WHAT RULES?” Notes:

Results and Relationships
Page 16 Results and Relationships Directing Engaging Spontaneous Reserved RESULTS Tasks Cool Skeptical RELATIONSHIPS People Warm Trusting Challenging Accommodating Factor Relationships. Each of the right side traits on the graph (Directing, Engaging, Harmonious, and Methodical) shares certain characteristics with those traits that are adjacent to them on the circle. The left side traits are in small text and, as shown, have a statistical relationship to certain right side traits. Thus, Directing people typically will score in the Objective range and Engaging in the Spontaneous range, etc. Be sure you understand the notes under this graphs. The Engaging-Methodical (Stylish Innovator) and the Harmonious-Directing (Administrator) are exceptions and rarely occur together. Methodical Harmonious Licensed by © 2001 RightPath Resources

Results and Relationships
Page 16 Results and Relationships Look Outward / Generalists / Initiate / Move Quickly Directing Engaging RESULTS Tasks Cool Skeptical Spontaneous Reserved RELATIONSHIPS People Warm Trusting Challenging Accommodating Factor Relationships. This is the more in-depth, busy, slide that shows an extra layer of how the various traits work together. Methodical Harmonious Look Inward / Specialists / Maintain / Move Slowly Licensed by © 2001 RightPath Resources

Understanding Blended Profiles
Page 17 Understanding Blended Profiles

Blended Profiles Page 18 RUM 4.8
Notes: This shows the 16 Blended Profiles in Alphabetical order.

Blended Profiles by Trait
Page 19 Blended Profiles by Trait Factor 1 Directing Factor 2 Engaging Factor 3 Harmonious Note: This shows the 16 Blended Profiles in Trait order, so all the profiles that have a high Directing score are on the first row, and all the profiles that have a high Engaging Score are on the end row, etc. The Adapter resonates most with the Harmonious trait, as they are usually very consensus-driven. Factor 4 Methodical

Understanding Path6

Cydonian Face – 1976 View (Mars Viking Probe)

1998 View – Mars Global Surveyor Profiles Can Help Bring Us Into Focus

X-ray (Path4) and MRI (Path6)
Path4 Profile Path6 Profile

Profile Comparison FACTOR 1 FACTOR 2 FACTOR 3 FACTOR 4 FACTOR 5
Page 24 Profile Comparison DOMINANCE Compliant Dominant Assertive Independent Blunt CONTROL Accommodating Directing FACTOR 1 EXTROVERSION Introverted Extroverted Enthusiastic Social Verbal INTERACTION Reserved Engaging FACTOR 2 COMPASSION Detached Compassionate Sympathetic Supportive Tolerant CONFLICT AND PACE Challenging Harmonious FACTOR 3 CONSCIENTIOUSNESS Unstructured Structured Precise Organized Achieving Notes: The first 4 factors on Path6 correlate to the first 4 on the Path4. They measure similar things. Note that the 2nd factor on the Path4 measures your ability to engage in conversation, while Path6 measures true Extroversion; do you get your energy from being alone (itroverted), or being with people (extroverted)? ORDER Spontaneous Methodical FACTOR 4 ADVENTUROUSNESS Cautious Adventurous Daring Ambitious FACTOR 5 INNOVATION Concrete Abstract Imaginative Resourceful FACTOR 6

1 - Dominance 2 - Extroversion 3 - Compassion 4 - Conscientiousness
This factor indicates a person’s desire to control the agenda, willingness to assert, and need to make decisions Compliant Dominant Fit In Take Control 2 - Extroversion This factor indicates a person’s openness in expression, transparency, and ease in relating to strangers Introverted Extroverted Avoid Attention and Reflect Gain Attention and Express 3 - Compassion This factor indicates a person’s need for harmony, ability to be patient, and desire for stability Detached Compassionate Change and Logic Stability and Harmony 4 - Conscientiousness This factor indicates a person’s concern for details, need for structure, and desire to prepare Unstructured Structured Freedom and Flexibility Accuracy and Structure 5 - Adventurousness This factor indicates a person’s propensity for risk and approach when faced with challenges. Cautious Adventurous Agreement and Stability Adventure and Risk 6 - Innovation This factor indicates a person’s approach to creativity, innovation and problem solving. Concrete Abstract Practicality and Linear Logic Innovation and Creativity

Path6 Factors and Sub-factors
Page 26 Path6 Factors and Sub-factors Accommodating Assertive Compliant 1 Dominance Dominant Collaborative Independent Diplomatic Blunt Introverted Serious 2 Extroversion Enthusiastic Extroverted Reserved Social Quiet Verbal Sympathetic Detached Logical 3 Compassion Compassionate Action-Oriented Supportive Challenging Tolerant Generalist 4 Conscientiousness Precise Unstructured Structured Improviser Organized Instinctive Achieving 5 Adventurousness Cautious Guarded Daring Adventurous Content Ambitious Concrete 6 Innovation Experience-based Imaginative Abstract Practical Resourceful

Path6 Factors We do not always cover PATH 6 factors in depth. If time allows, we will. If not, we just cover the first five PATH 6 slides and skip to the subfactors and summarize. This is a case where we sometimes use the Hide Slide option.

Path6 Sub-Factors Review the concept that factors have subfactors that show how the factors will manifest themselves. For example, Dominance can be manifest as Assertive, Independent, Blunt, or any combination. You may also want to point out this person out that this person is quite Verbal (52) but is Introverted (39).

Page 30 Path6 Trait Intensity COMPLIANT DOMINANT Pliable Conforming Passive Dominance 1 1 Assertive Decisive Controlling 1 Extroversion INTROVERTED EXTROVERTED 2 Modest Quiet Distant Outgoing Talkative Uninhibited DETACHED C0MPASSIONATE Compassion 3 Questioning Impatient Critical Harmonious Patient Lenient 3 STRUCTURED Conscientiousness UNSTRUCTURED 4 Instinctive Improvised Unorganized Detailed Precise Perfectionist Adventurousness 5 CAUTIOUS Balanced Consistent Tentative Competitive Daring Brazen ADVENTUROUS Innovation 6 CONCRETE Practical Realistic Rigid ABSTRACT Original Imaginative Impractical 20 30 40 50 60 70 80 Traits intensify as you move left and right from center 77

Factor 1: Dominance Direct Indirect Frank Tactful Bold
Page 25 Factor 1: Dominance This factor indicates a person’s desire to control the agenda, willingness to assert, and need to make decisions. Compliant Mid-Range Dominant FIT IN Motivated to TAKE CONTROL Indirect Tactful Non-Confrontational Cooperative Team Player Direct Frank Bold Commanding Takes Charge Path 4 Factors Strengths and Struggles (pages 11-14). The more familiar you are with these lists, the more confidence you will have in leading the sessions. FACTOR 1. The left and right traits relate to our naturally driven behaviors. Comments: Results oriented could mean “We’ll double revenues in three years.” Process oriented could mean “We need to figure out how we are going to make payroll this Friday.” Competitive – everyone is competitive in some areas, but Directing people want to win every time. Their motivation is to be number 1.

Which Trait is being exhibited?
79

Path6 Sub-Factor - Dominance
Page 41 Path6 Sub-Factor - Dominance Accommodating Assertive Collaborative Independent Diplomatic Blunt Accommodating Assertive Collaborative Independent Diplomatic Blunt Strength: Relaxed - Enjoys supporting the established agenda, supporting others rather than directing them Struggle: Underestimates self, can be intimidated by people and situations Strength: Consensus builder - Prefers to operate with others, good team player Struggle: Hesitant in making decisions and need a lot of direction before taking action Strength: Tactful when dealing with others, will think carefully before speaking Struggle: Too indirect, may withhold true opinions, agree and then regret it or withhold important info Strength: Self-assured, takes charge, forceful, influencing, visionary, likes to control agenda Struggle: Too forceful, may discount opinions of others, or alienate others Strength: Self reliant, confident in own abilities, prefers to operate alone Struggle: Reluctant to collaborate, uncomfortable taking direction from others, forgets that success is a team effort Strength: Direct, frank, straight forward, candid Struggle: Harsh, not diplomatic, does not think before talking 80

Factor 2: Extroversion Reserved Outgoing Good listener Talkative
Page 25 Factor 2: Extroversion This factor indicates a person’s openness in expression, transparency, and ease in relating to strangers. Introverted Mid-Range Extroverted AVOID ATTENTION & REFLECT Motivated to GAIN ATTENTION & EXPRESS Reserved Good listener Serious Works well alone Modest Outgoing Talkative Lighthearted Gregarious Promoting Path 4 Factors Strengths and Struggles (pages 11-14). The more familiar you are with these lists, the more confidence you will have in leading the sessions. FACTOR 1. The left and right traits relate to our naturally driven behaviors. Comments: Results oriented could mean “We’ll double revenues in three years.” Process oriented could mean “We need to figure out how we are going to make payroll this Friday.” Competitive – everyone is competitive in some areas, but Directing people want to win every time. Their motivation is to be number 1.

Which Trait is he exhibiting?
82

Path6 Sub-Factor - Extroversion
Page 42 Path6 Sub-Factor - Extroversion Serious Enthusiastic Reserved Social Quiet Verbal Serious Enthusiastic Reserved Social Quiet Verbal Strength: Reflective - Relies more on logic than emotions, will not gloss over potential problems Struggle: Pessimistic, can come across as being too serious, pessimistic and unenthusiastic Strength: Self-reliant - Comfortable operating alone, will prefer to focus on task than social interaction Struggle: Aloof, may be uncomfortable in large groups, perceived as unfriendly, cold or stand-offish Strength: Focussed and succinct in expressing thoughts and ideas Struggle: Not interactive, may be stressed making small talk with strangers or addressing a group Strength: Good Promoter, emotional, fun-loving, playful, vigorous, up-side focus Struggle: Too optimistic, over commits, makes hasty decisions Strength: Outgoing, entertaining, extroverted, sociable, energized by people Struggle: Lacks focus, being time sensitive, keeping discussions focused Strength: Talkative, not reserved, loud, persuasive, connects well with an audience Struggle: Dominate conversations, not sensitive too needs or ideas of others 83

Factor 3: Compassion Eager Tough-minded Objective Questioning
Page 25 1 Factor 3: Compassion This factor indicates a person’s need for harmony, ability to be patient, and desire for stability. Detached Compassionate Mid-Range QUICK ACTION & LOGIC Motivated to STABILITY & COMPASSION Eager Tough-minded Objective Questioning Thick-skinned Confronting Patient Supportive Sympathetic Understanding Sensitive Harmonious Path 4 Factors Strengths and Struggles (pages 11-14). The more familiar you are with these lists, the more confidence you will have in leading the sessions. FACTOR 1. The left and right traits relate to our naturally driven behaviors. Comments: Results oriented could mean “We’ll double revenues in three years.” Process oriented could mean “We need to figure out how we are going to make payroll this Friday.” Competitive – everyone is competitive in some areas, but Directing people want to win every time. Their motivation is to be number 1.

Factor 3: Compassion Logical Emotional   “I DON’T AGREE WITH THAT.”
This factor indicates a person’s need for harmony, ability to be patient, and desire for stability. Logical Emotional Detached Mid-Range Compassionate   QUICK ACTION & LOGIC Motivated to STABILITY & COMPASSION “I DON’T AGREE WITH THAT.” “I’D LIKE TO CHANGE THE WAY WE DO THIS!” “LET’S TRY TO WORK IT OUT.” “WHY DO WE HAVE TO CHANGE?” Notes:

What trait is she exhibiting?
86

Path6 Sub-Factor - Compassion
Page 43 Path6 Sub-Factor - Compassion Logical Sympathetic Action-oriented Supportive Challenging Tolerant Logical Sympathetic Action-oriented Supportive Challenging Tolerant Strength: Solution orientated - Able to make difficult decisions and hold people accountable Struggle: Insensitive to the needs of others, too focused on rationally solving problems Strength: Results focus - Strong goal orientation and completing task on hand Struggle: Too logical, has to work at listening and showing compassion for others Strength: Fast paced, able to deal with confrontation, handle difficult situations & make tough decisions Struggle: Overly critical or seem unwilling to accommodate needs of others, impatient Strength: Compassionate, shows empathy & warmth, caring, merciful Struggle: Too trusting, taken advantage of, not objective in face of problems Strength: Encouraging, gets behind others, good listener, gracious Struggle: May over commit, cannot say no, fears upsetting people Strength: Patient, can accept mistakes, agreeable, harmonious, accepting, works well with others Struggle: Stressed by conflict, avoids confrontation or risk 87

Factor 4: Conscientiousness
Page 25 2 Factor 4: Conscientiousness This factor indicates a person’s need for structure, concern for details, and desire to prepare. Unstructured Structured Mid-Range FREEDOM & FLEXIBILITY Motivated to ACCURACY & STRUCTURE Spontaneous Flexible Versatile Instinctive Quick Impromptu Organized Precise Detailed Prepared Thorough Follows rules Path 4 Factors Strengths and Struggles (pages 11-14). The more familiar you are with these lists, the more confidence you will have in leading the sessions. FACTOR 1. The left and right traits relate to our naturally driven behaviors. Comments: Results oriented could mean “We’ll double revenues in three years.” Process oriented could mean “We need to figure out how we are going to make payroll this Friday.” Competitive – everyone is competitive in some areas, but Directing people want to win every time. Their motivation is to be number 1.

Factor 4: Conscientiousness
This factor indicates a person’s need for structure, concern for details, and desire to prepare. Unstructured Mid-Range Structured   FREEDOM & FLEXIBILITY Motivated to ACCURACY & STRUCTURE “I DON’T HAVE ENOUGH INFO TO MAKE A DECISION. “I LIKE TO KNOW WHAT THE RULES ARE.” “LET’S JUST GET STARTED, WE’LL FIGURE IT OUT AS WE GO.” “RULES? WHAT RULES?” Notes:

Path6 Sub-Factor - Conscientiousness
Page 44 Path6 Sub-Factor - Conscientiousness Generalist Precise Improviser Organized Instinctive Achieving Generalist Precise Improviser Organized Instinctive Achieving Strength: High level - Can make broad assessments and give estimates quickly Struggle: Vague - May overlook important facts to reach a quick conclusion, or miss important details Strength: Adaptable - Responds ‘on the spot’ without planning or preparation, can improvise when necessary Struggle: Lack focus or structure and jump from one idea to another, may be unprepared Strength: Informal, willing to adjust for the situation & not overly reliant on procedures Struggle: Inconsistent - Can lack full commitment to reaching goals and waver in accomplishing desired results Strength: Accurate, exact, factual, thorough, good with details and data Struggle: Picky, sacrifice deadlines, too fixed, unrealistic expectations for self and others Strength: Orderly, being on time, scheduled, prepared, likes to follow a plan or schedule Struggle: Inflexible with time, too structured, resist change, fail to improvise Strength: Goal oriented, productive, pursues goals, single-minded Struggle: Too focused, inflexible, neglect health, family and needs of others 91

Factor 5: Adventurousness
Page 25 Factor 5: Adventurousness This factor indicates a person’s propensity for risk, view of life balance and willingness to take on new challenges. Cautious Mid-Range Adventurous AGREEMENT & STABILITY Motivated to ADVENTURE & RISK Prudent Minimizes risks Content Tried and true Laidback Steady Daring Takes risks Ambitious Pioneering Competitive Driving Path 4 Factors Strengths and Struggles (pages 11-14). The more familiar you are with these lists, the more confidence you will have in leading the sessions. FACTOR 1. The left and right traits relate to our naturally driven behaviors. Comments: Results oriented could mean “We’ll double revenues in three years.” Process oriented could mean “We need to figure out how we are going to make payroll this Friday.” Competitive – everyone is competitive in some areas, but Directing people want to win every time. Their motivation is to be number 1.

Path6 Sub-Factor - Adventurousness
Page 45 Path6 Sub-Factor - Adventurousness Guarded Daring Content Ambitious Guarded Daring Content Ambitious Strength: Careful - tends to avoid risks, able to see the pitfalls in an idea or course of action Struggle: May resist change, and miss out on opportunities by being overly cautious Strength: Steady - Typically takes pride in being consistent, balanced life focus Struggle: May avoid challenging goals, may undervalue talents and be slow to initiate action Strength: Courageous, daring, pioneering, venturesome, takes chances Struggle: Takes unnecessary risks, sometimes does not see dangers Strength: Competitive, opportunistic, goal setting Struggle: Driven, may ignore others’ needs in order to succeed; may sacrifice a balanced life 93

Factor 6: Innovation Experience-based Imaginative Realistic Original
Page 25 4 Factor 6: Innovation This factor indicates a person’s approach to problem solving and creativity. Concrete Abstract Mid-Range PRACTICALITY & LINEAR LOGIC Motivated to INNOVATION & CREATIVITY Experience-based Realistic Practical Utilitarian Traditional Imaginative Original Inventive Aesthetic Novel Path 4 Factors Strengths and Struggles (pages 11-14). The more familiar you are with these lists, the more confidence you will have in leading the sessions. FACTOR 1. The left and right traits relate to our naturally driven behaviors. Comments: Results oriented could mean “We’ll double revenues in three years.” Process oriented could mean “We need to figure out how we are going to make payroll this Friday.” Competitive – everyone is competitive in some areas, but Directing people want to win every time. Their motivation is to be number 1.

Factor 6: Innovation WHAT HAVE WE DONE THAT’S WORKED IN THE PAST?
This factor indicates a person’s approach to problem solving and creativity. Concrete Abstract Mid-Range PRACTICALITY & LINEAR LOGIC Motivated to INNOVATION & CREATIVITY WHAT HAVE WE DONE THAT’S WORKED IN THE PAST? WHAT’S THE MOST PRACTICAL WAY TO SOLVE THIS? THERE ARE 5 WAYS TO RE-INVENT THE WHEEL! I’M BORED! Path 4 Factors Strengths and Struggles (pages 11-14). The more familiar you are with these lists, the more confidence you will have in leading the sessions. FACTOR 1. The left and right traits relate to our naturally driven behaviors. Comments: Results oriented could mean “We’ll double revenues in three years.” Process oriented could mean “We need to figure out how we are going to make payroll this Friday.” Competitive – everyone is competitive in some areas, but Directing people want to win every time. Their motivation is to be number 1.

Path6 Sub-Factor - Innovation
Page 46 Path6 Sub-Factor - Innovation Experience-based Imaginative Practical Resourceful Experience-based Imaginative Practical Resourceful Strength: Experience driven - Likes to deal with concrete issues and routine problems, based on past experience Struggle: Fixed -May rely too much on past experience and proven strategies, and get left behind Strength: Implement existing solutions, good at following routines and dealing with tangible issues Struggle: Can be stubborn about perspective and hesitate to act on new ideas Strength: Innovative, imaginative, original, artistic, new ideas driven Struggle: Easily bored, find it difficult to operate within a set of rules, or appreciate others ideas Strength: Enterprising – Comprehends theoretical ideas and develops new solutions; academic-minded Struggle: Undervalues proven methods, impatient with those who do not catch on fast

Results and Relationship Factors
Dominant Extroverted Unstructured Introverted RESULTS Tasks Cool Skeptical RELATIONSHIPS People Warm Trusting Detached Compliant Factor Relationships. Each of the right side traits on the graph (Directing, Engaging, Harmonious, and Methodical) shares certain characteristics with those traits that are adjacent to them on the circle. The left side traits are in small text and, as shown, have a statistical relationship to certain right side traits. Thus, Directing people typically will score in the Objective range and Engaging in the Spontaneous range, etc. Be sure you understand the notes under this graphs. The Engaging-Methodical (Stylish Innovator) and the Harmonious-Directing (Administrator) are exceptions and rarely occur together. Structured Compassionate 99

Behavioral Continuum – Path6
Pg 29 Behavioral Continuum – Path6 1/3 1/3 1/3 Compliant Mid-Range Dominant 1 1 Introverted Mid-Range Extroverted 2 2 3 Detached Mid-Range Compassionate 3 Unstructured Mid-Range Structured 4 4 Notes: 5 Cautious Mid-Range Adventurous 5 6 Concrete Mid-Range Abstract 6 100

Bell Curve Distribution
Page 29 Bell Curve Distribution 800 10% % percentile percentile

Intensity Exercise Look at your scores for Path4, Path6 & Path6 Sub-factors. Circle ALL your scores that are 38 or lower. Circle ALL your scores that are 62 or higher.

Record the Total Count of of all marks. (Scores 62 or higher and 38
or lower.) This sample person has 13. © 2010 RightPath Resources, Inc.

Page 30 Path6 Trait Intensity COMPLIANT DOMINANT Pliable Conforming Passive Dominance 1 1 Assertive Decisive Controlling 1 Extroversion INTROVERTED EXTROVERTED 2 Modest Quiet Distant Outgoing Talkative Uninhibited DETACHED C0MPASSIONATE Compassion 3 Questioning Impatient Critical Harmonious Patient Lenient 3 STRUCTURED Conscientiousness UNSTRUCTURED 4 Instinctive Improvised Unorganized Detailed Precise Perfectionist Adventurousness 5 CAUTIOUS Balanced Consistent Tentative Competitive Daring Brazen ADVENTUROUS Innovation 6 CONCRETE Practical Realistic Rigid ABSTRACT Original Imaginative Impractical 20 30 40 50 60 70 80 Traits intensify as you move left and right from center 104

Check-In

Questions about content? Questions about facilitation?

Path6 My Unique Profile

Path6 My Unique Profile Page 35
Path6 MUP in handbook. They pick their 2 strongest factor and sub factor traits; those farthest from 50 (+ or -). Allow about 15 minutes for them to fill this out, and about 5 minutes per person to share. Only do Confrontation Style and Response to Change if you have more than 4 hours, or if you’re not doing the “Understanding Others” exercise.

Path6 My Unique Profile Identify your strongest Path6 Trait (farthest + or – from 50) Use Handbook pages to pick 3 strengths and struggles for this trait and mark in first set of boxes.

Path6 Factors and Subfactors
Path6 Subfactors We do not always cover PATH 6 factors in depth. If time allows, we will. If not, we just cover the first five PATH 6 slides and skip to the subfactors and summarize. This is a case where we sometimes use the Hide Slide option.

Path6 My Unique Profile Identify strongest 2 sub-factors (farthest + or – from 50) Use Handbook pages to select phrases from each sub factor

Path6 Sub-Factor - Dominance
Page 41 Path6 Sub-Factor - Dominance Accommodating Assertive Collaborative Independent Diplomatic Blunt Accommodating Assertive Collaborative Independent Diplomatic Blunt Strength: Relaxed - Enjoys supporting the established agenda, supporting others rather than directing them Struggle: Underestimates self, can be intimidated by people and situations Strength: Consensus builder - Prefers to operate with others, good team player Struggle: Hesitant in making decisions and need a lot of direction before taking action Strength: Tactful when dealing with others, will think carefully before speaking Struggle: Too indirect, may withhold true opinions, agree and then regret it or withhold important info Strength: Self-assured, takes charge, forceful, influencing, visionary, likes to control agenda Struggle: Too forceful, may discount opinions of others, or alienate others Strength: Self reliant, confident in own abilities, prefers to operate alone Struggle: Reluctant to collaborate, uncomfortable taking direction from others, forgets that success is a team effort Strength: Direct, frank, straight forward, candid Struggle: Harsh, not diplomatic, does not think before talking 116

Path6 My Unique Profile (continued)
Pick your top Relationship Keys ME – Path6, from page 37 using your 2 most intense traits

They pick their 2 strongest traits, and 2 strongest sub factors by looking at which numbers are farthest from 50 (+ or -).

Path6 My Unique Profile Share your My Unique Profile with Team
1 Key Strength from Path6 and/or sub-factors 1 Key Struggles ALL Your Relationship keys WE WILL DO THESE NEXT 2 TOGETHER Confrontation Style Index Response to Change Awesome Traits Exercise. This is a good place to do the Awesome Traits exercise on page 26 in the HANDBOOK (explained on page 20 of the Tool Kit). Licensed by © 2001 RightPath Resources

Pg 47-48 Path6 My Unique Profile Confrontation Style Index – Use your Path6 Report to fill in the scores requested, find your average and then compare to the legend at the bottom of the page. Response to Change Index – Use the change phrases to draft your own response to change. Do you like change? Do you hate change? Do you like change under certain circumstances?

Assertive/Accommodating

Confrontation Style Index
Pg 47 Confrontation Style Index Based on factors/sub-factors from Path6 Report. Factor 1: Assertive (Sub-Factor) Factor 1: Blunt (Sub-Factor) Factor 2: Verbal (Sub-Factor) Factor 3: Compassion (Factor) Factor / Sub-factor Score Example Assertive (Sub-factor of Factor 1) 66 63 Blunt (Sub-factor of Factor 1) 67 Verbal (Sub-factor of Factor 2) 62 COMPASSION (Factor 3)* = 62 Total 254/4 = 63.5 *Since the confrontation talents of Factor 3 are on the left side, we must reverse the score. To do this, subtract the COMPASSION score from 100. For example, if your Compassion score in your RightPath 6 is 38, then you subtract 38 from 100 to get 62. Subtle Moderate Intense 20 – 44 45 – 55 56 – 80 123

Blunt/Diplomatic

Pg 47 Confrontation Style Index Based on factors/sub-factors from Path6 Report. Factor 1: Assertive (Sub-Factor) Factor 1: Blunt (Sub-Factor) Factor 2: Verbal (Sub-Factor) Factor 3: Compassion (Factor) Factor / Sub-factor Score Score Example Assertive (Sub-factor of Factor 1) 66 63 Blunt (Sub-factor of Factor 1) 52 67 Verbal (Sub-factor of Factor 2) 62 COMPASSION (Factor 3)* = 62 Total 254/4 = 63.5 *Since the confrontation talents of Factor 3 are on the left side, we must reverse the score. To do this, subtract the COMPASSION score from 100. For example, if your Compassion score in your RightPath 6 is 38, then you subtract 38 from 100 to get 62. Subtle Moderate Intense 20 – 44 45 – 55 56 – 80 125

Verbal/Quiet Desinteresado Unestructurado Cauteloso Concreto
Medio-rango Verbal/Quiet

Pg 47 Confrontation Style Index Based on factors/sub-factors from Path6 Report. Factor 1: Assertive (Sub-Factor) Factor 1: Blunt (Sub-Factor) Factor 2: Verbal (Sub-Factor) Factor 3: Compassion (Factor) Factor / Sub-factor Score Score Example Assertive (Sub-factor of Factor 1) 66 63 Blunt (Sub-factor of Factor 1) 52 67 Verbal (Sub-factor of Factor 2) 52 62 COMPASSION (Factor 3)* = 62 Total 254/4 = 63.5 *Since the confrontation talents of Factor 3 are on the left side, we must reverse the score. To do this, subtract the COMPASSION score from 100. For example, if your Compassion score in your RightPath 6 is 38, then you subtract 38 from 100 to get 62. Subtle Moderate Intense 20 – 44 45 – 55 56 – 80 127

COMPASSION 4. Locate score for Compassionate/Detached, Subtract your score from 100 and record the answer in the space provided. e.g – 26 (Score for this person) = 74

Pg 47 Confrontation Style Index Based on factors/sub-factors from Path6 Report. Factor 1: Assertive (Sub-Factor) Factor 1: Blunt (Sub-Factor) Factor 2: Verbal (Sub-Factor) Factor 3: Compassion (Factor) Factor / Sub-factor Score Score Example Assertive (Sub-factor of Factor 1) 66 63 Blunt (Sub-factor of Factor 1) 52 67 Verbal (Sub-factor of Factor 2) 52 62 COMPASSION (Factor 3)* 100 – 26 = 74 = 62 Total 254/4 = 63.5 *Since the confrontation talents of Factor 3 are on the left side, we must reverse the score. To do this, subtract the COMPASSION score from 100. For example, if your Compassion score in your RightPath 6 is 38, then you subtract 38 from 100 to get 62. Subtle Moderate Intense 20 – 44 45 – 55 56 – 80 129

Pg 47 Confrontation Style Index Based on factors/sub-factors from Path6 Report. Factor 1: Assertive (Sub-Factor) Factor 1: Blunt (Sub-Factor) Factor 2: Verbal (Sub-Factor) Factor 3: Compassion (Factor) Factor / Sub-factor Score Score Example Assertive (Sub-factor of Factor 1) 66 63 Blunt (Sub-factor of Factor 1) 52 67 Verbal (Sub-factor of Factor 2) 52 62 COMPASSION (Factor 3)* 100 – 26 = 74 = 62 Total ( )/4 = 244/4 = 61 254/4 = 63.5 *Since the confrontation talents of Factor 3 are on the left side, we must reverse the score. To do this, subtract the COMPASSION score from 100. For example, if your Compassion score in your RightPath 6 is 38, then you subtract 38 from 100 to get 62. Subtle Moderate Intense 20 – 44 45 – 55 56 – 80 130

Pg 47 Confrontation Style Index VIOLENCE SILENCE Withdrawing Avoiding Masking Controlling Labeling Attacking Moderate 45 – 55 Intense 56 – 80 Subtle 20 – 44 Strength: Creates a collaborative environment. More likely to encourage others’ input. Struggle: May shy away from confronting an issue, as they are not usually comfortable with conflict. Strength: More able to both encourage and calm a debate as needed. Flexible. Struggle: Under pressure, they may vacillate with their opinion. Strength: Enjoys a good debate and is quick to confront an issue for resolution. Struggle: May come across as harsh and curt. May cut others off. 131

Pg 48 Path6 My Unique Profile Response to Change Index – Use the change phrases to draft your own response to change. Do you like change? Do you hate change? Do you like change under certain circumstances?

Path6 Response to Change
Pg 48 Path6 Response to Change Compliant Likes agreement, team player Factor 1 Dominant Likes to set agenda, make decisions, direct others Slower to adopt change but willing Process-oriented, new processes can be intimidating Want to change others to my outlook, opinion, agenda Resist personal change unless it’s my idea or on my terms but will drive change once on board Change Impact Change Impact Introverted Like time alone to reflect and think Factor 2 Extroverted Like new experiences, open, energized by contact with people May initially be more comfortable with the status quo Change means more interaction with others Welcome it and are usually excited by change and new experiences Want to be part of it, want to have a say in it Change Impact Change Impact 133 133

Pg 48 Path6 Response to Change Detached Like action, speed, and is ok with conflict Factor 3 Compassionate Likes kindness, harmony, and consistent pace Enjoy the challenge of change Likes a fast pace and a shifting pace May initially resist change, like ‘the old way’ Have to gear up for change and need time to prepare and train for any new tasks Change Impact Change Impact Unstructured Like the unexpected, new, spontaneous Factor 4 Structured Like the planned, detailed, systematic, methodical Change makes my day! What took so long? Let’s make another change since we’re on a roll Change is slower – need advance notice Need to know why and the logic behind it Want to analyze and get it perfect the first time. Change Impact Change Impact 134 134

Pg 48 Path6 Response to Change Cautious Likes to look before they leap Factor 5 Adventurous Like to be daring, ambitious, takes risks More suspicious of change because they do not like much risk Desire more info to evaluate the change Embrace change as positive, another adventure Often change leaders Change Impact Change Impact Concrete Like practical application and process improvement Factor 6 Abstract Like imagination and creativity MidRange Consider change an opportunity to improve what has already been done Resists radical change Enjoy change that allows for creativity Enjoy seeing things in new and imaginative ways Change Impact Change Impact 135 135

Pg 48 Path6 Response to Change Compliant Likes agreement, team player Factor 1 Dominant Likes to set agenda, make decisions, direct others Slower to adopt change but willing Process-oriented, new processes can be intimidating Want to change others to my outlook, opinion, agenda Resist personal change unless it’s my idea or on my terms but will drive change once on board Change Impact Change Impact Introverted Like time alone to reflect and think Factor 2 Extroverted Like new experiences, open, energized by contact with people May initially be more comfortable with the status quo Change means more interaction with others Welcome it and are usually excited by change and new experiences Want to be part of it, want to have a say in it Change Impact Change Impact 136 136

Pg 48 Path6 Response to Change Detached Like action, speed, and is ok with conflict Factor 3 Compassionate Likes kindness, harmony, and consistent pace Enjoy the challenge of change Likes a fast pace and a shifting pace May initially resist change, like ‘the old way’ Have to gear up for change and need time to prepare and train for any new tasks Change Impact Change Impact Unstructured Like the unexpected, new, spontaneous Factor 4 Structured Like the planned, detailed, systematic, methodical Change makes my day! What took so long? Let’s make another change since we’re on a roll Change is slower – need advance notice Need to know why and the logic behind it Want to analyze and get it perfect the first time. Change Impact Change Impact 137 137

Pg 48 Path6 Response to Change Cautious Likes to look before they leap Factor 5 Adventurous Like to be daring, ambitious, takes risks More suspicious of change because they do not like much risk Desire more info to evaluate the change Embrace change as positive, another adventure Often change leaders Change Impact Change Impact Concrete Like practical application and process improvement Factor 6 Abstract Like imagination and creativity MidRange Consider change an opportunity to improve what has already been done Resists radical change Enjoy change that allows for creativity Enjoy seeing things in new and imaginative ways Change Impact Change Impact 138 138

Pg 48 Path6 Response to Change Example: I embrace change as positive and enjoy seeing things in new and imaginative ways. I want to understand the logic of change and have a clear process outlined of how we are going to change. Change takes emotional energy as it requires increased personal interaction.

Path6 Response to Change—Example 2
Page 48 Path6 Response to Change—Example 2

Path6 Response to Change—Example 2
Page 48 Path6 Response to Change—Example 2 Example: I am excited by change and will drive change if it is my idea, but will resist if it is not on my terms. I want to be part of change and want to have a say in the change. Often change does not occur fast enough for me.

Awesome Traits Exercise

Awesome Traits--Part 1 Groups are assigned based on traits
Pg 34 Awesome Traits--Part 1 Groups are assigned based on traits Assignment: Identify a creative way to share why your trait is the most awesome (skit, song, poem etc.) Trait Categories: Extroverted – Karla, Sarah Stuart Introverted – Tom, Christian Detached – Joel, Meaghan Unstructured – Langford, Matt, Amy Adventurous – John, Zach Abstract – Sivi, Sofia, David

Awesome Traits—Part 2 Why is your trait the most awesome?
Pg 34 Awesome Traits—Part 2 Why is your trait the most awesome? What are your key struggles? How do you like to be managed and worked with? What one struggle from another group irritates you the most?

Sweet Spot Exercise

Pg 49 Sweet Spot Exercise The objective of this activity is understand how to best use your key trait(s) to coach and work with others more effectively. This means identifying and using the “sweet spot” of the trait as well as avoiding under- and over-utilizing the trait.

Managing Differences - Example
Pg 49 Managing Differences - Example Example Using the Key Trait: Engaging Puts people at ease Easily builds rapport Good first impression Talks too much, and can appear uninterested in others Needs to be center of attention Perceived unwillingness to work alone People are left guessing as to where they stand with you Quietness may come across as distant or hiding something Aloofness - appears uninterested Under-utilized Sweet Spot Over-Utilized

Pg 49 Sweet Spot Exercise From Path6, identify your key (strongest, most intense) trait. Using the “sweet spot” diagram on page 49 describe and write the positive impact of when you best use this trait as you work with others. (sweet spot) Use pages 37 to 40 for additional help. Describe and write the impact of under-utilizing this trait as you work with others. Describe and write the impact of over-utilizing this trait as you work with others.

Managing Differences - Example
Pg 49 Managing Differences - Example Example Using the Key Trait: Engaging Puts people at ease Easily builds rapport Good first impression Talks too much, and can appear uninterested in others Needs to be center of attention Perceived unwillingness to work alone People are left guessing as to where they stand with you Quietness may come across as distant or hiding something Aloofness - appears uninterested Under-utilized Sweet Spot Over-Utilized

Pg 49 Sweet Spot Exercise From Path6, identify your key (strongest, most intense) trait. Using the “sweet spot” diagram on page 49 describe and write the positive impact of when you best use this trait as you work with others. (sweet spot) Use pages 37 to 40 for additional help. Describe and write the impact of under-utilizing this trait as you work with others. Describe and write the impact of over-utilizing this trait as you work with others.

Understanding Others

Understanding Your Opposite
Page 50 Understanding Your Opposite

Understanding Your Opposite (continued)
Page 51 Understanding Your Opposite (continued)

Teaming Up with Different Traits
Page 52 Teaming Up with Different Traits Note: This is one of 2 “Others” exercises. If you don’t have enough opposites in the room, use this one instead of the “Relationship Worksheet”. Full Directions are in the Toolkit on page 38

Teaming Up With Different Traits (cont.)
Page 52 Teaming Up With Different Traits (cont.) Full Directions are in the Toolkit on page 38

Teaming Up With Different Traits (cont.)
Page 52 Teaming Up With Different Traits (cont.) Find your opposite summary profile on pages 20 – 23. List the person’s greatest strengths and struggles. What’s the relationship between their strengths and struggles? Refer to Relationship Keys – Others (page 54). In which trait are you and your opposite most different? What actions could you take to improve the relationship? Do either this exercise OR page 52, if you have enough opposite profiles in the room.

Relationship Worksheet

Page 53 Relationship Worksheet You would use this exercise if there are enough people with opposite traits in the room. Otherwise, use page 51. Full Directions are in the Toolkit, page 39. 159

Zach – Joel John T – Meaghan Matt – Sara Steiner Christian – Langford Karla – Sofia Sivi – Sarah Stuart Amy – Tom - David You would use this exercise if there are enough people with opposite traits in the room. Otherwise, use page 51. Full Directions are in the Toolkit, page 39. 160

Page 53 Relationship Worksheet Looking at your assigned partners Path6 profile, find the 1 or 2 factors that are the most opposite to you. Each identify and share your top 4-5 Relationship Keys from handbook page 54. On worksheet, list the critical items found that will help you relate better with this co-worker What is one characteristic you admire about this person? Knowing these things, what can you do to better work with him or her? This is fully explained in exercise 7 in the facilitator Toolkit. You can do this one, or the one in the book, which is on the previous slide. PREP: Assign teams of 2 or 3 participants that are opposite in 2 factors.

Aligning Behaviors to Value Others
Page 56 Aligning Behaviors to Value Others To value Donna, Respond quickly Stay flexible Help her get closure Be up front and direct Aligning Behaviors Donna Denny Director Profile Detailist Profile Aligning Behaviors To value Denny, Minimize pressure and multiple assignments Recognize his need to work uninterrupted Acknowledge his talents for order and detail Provide a supportive environment

Check-In

Questions about content? Questions about facilitation?

Team Dynamics

The Five Dysfunctions of a Team
By Patrick Lencioni The Role of the Leader Inattention to… Results Focus on Collective Outcomes Avoidance of… Accountability Confront Difficult Issues Lack of… Commitment Force Clarity and Closure Fear of… Conflict Demand Debate Absence of… Trust Be Vulnerable

The Five Dysfunctions of a Team
Status and Ego Inattention to RESULTS Avoidance of ACCOUNTABILITY Low Standards Ambiguity Lack of COMMITMENT Artificial Harmony Fear of CONFLICT Absence of TRUST Invulnerability From: The Five Dysfunctions of a Team by Patrick Lencioni

Team Case Studies

Path4 Profile Team Matrix – Case Study A
Pg 61 Path4 Profile Team Matrix – Case Study A Accommodating Mid-Range Directing Martin M Lee H Chet W Frances Z Ben L Sam B Donald D Team Leader Patricia L Wendy P Lyle W David K Jonathan H Derek B Reserved Mid-Range Engaging Martin M Donald D Patricia L Wendy P Lyle W David K Jonathan H Derek B Lee H Ben L Chet W Frances Z Sam B Team Leader Challenging Mid-Range Harmonious Lee H Sam B Donald D Team Leader Patricia L Don’t tell them up front, but this is a sales team. Here are some typical comments: Initiating, bold, competitive, everyone wants to be in charge, thinks their ideas are best. Good at meeting people, verbally oriented, good starters – not good at completing what they start (closure). Tough skinned, action oriented, fast moving, impatient, critical, poor listeners. Spontaneous, can change directions on the spot, not tied to systems, resist paperwork, rules, and systems. The key point to bring out is that these people have to have room to operate (turf) where they can be king/queen of something; and they need a strong boss who can wield power when needed. Ask them how they deal with Martin and Wendy whose talents they desperately need? Wendy P David K Jonathan H Derek B Martin M Ben L Chet W Frances Z Lyle W Spontaneous Mid-Range Methodical Ben L Chet W Frances Z Sam B Team Leader Lyle W Martin M Lee H Donald D Patricia L David K Jonathan H Derek B Wendy P

Path4 Profile Team Matrix – Case Study B
Pg 62 Path4 Profile Team Matrix – Case Study B Accommodating Mid-Range Directing Regan P Kristen T Megan N Daniel B Ronald D Morgan W Team Leader Don D Justin E Austin F Mason H Kathryn P Reserved Mid-Range Engaging Megan N Ronald D Morgan W Team Leader Justin E Kathryn P Regan P Daniel B Mason H Kristen T Don D Austin F Challenging Mid-Range Harmonious Megan N Daniel B Ronald D Team Leader Justin E Austin F Mason H Kathryn P Don D Kristen T Regan P Morgan W This is a team of operations managers. Notice that they differ from Team A in that they are more Reserved and Methodical. This means they are more task (less people) oriented and more systems oriented, which fits their work. We usually don’t tell the participants what the team does in the real world until after they give their consultation/diagnosis. These are the key issues: They are strong-minded, results oriented, but don’t naturally communicate with each other. When they do, it’s probably pretty blunt. Observe what they say about the Accommodating, Engaging, Harmonious, and Spontaneous minorities. A good question to ask is, “Where do you think Team B and Team A would clash in an organization?” (Answer: They clash on Factors 2 and 4. Sales over promise on products, services, and delivery dates and then operations has to make it happen with high quality on an unrealistic (from ops point of view) schedule that ops did not agree to up front. Then sales criticizes ops for not keeping their (sales) promises and schedules. This is the classic sales/ops clash point that can become a very serious divide in companies when people take it personally and forget that they have to be different to do their jobs. Sales will always be ego heavy and puffing, and ops must always be accurate, detailed, and scheduled or the company will not succeed over time. Spontaneous Mid-Range Methodical Don D Austin F Regan P Morgan W Mason H Megan N Daniel B Ronald D Team Leader Justin E Kathryn P Kristen T © RightPath Resources Licensed by © 2001 RightPath Resources

Path4 Profile Team Matrix – Case Study C
Pg 63 Path4 Profile Team Matrix – Case Study C Accommodating Mid-Range John F Directing Ed D Mary J Team Leader William T Steve Y Susan E Don B Jerry G Ronald G John F Reserved Mid-Range Engaging Don B Jerry G Ronald G John F Susan E Ed D William T Mary J Team Leader Steve Y Challenging Mid-Range Harmonious Susan E John F Don B Jerry G Ronald G Mary J Steve Y Ed D Team Leader William T Another real team that asked for our help. Here are the issues: Team leader is well liked, leads by consensus, which means that decisions are slow in coming. In fact, this team is falling behind in getting results, and some on the team members are concerned. Some, like John F, are ready to leave due to frustration with the pace and results. This team probably needs to get some results…some victories. The need is for Team Leader to adapt to be more decisive and involve John F in helping set strategic plans and goals and in representing the team with higher levels to get more resources. John F needs to remember that he is not the boss. He must also adapt. Spontaneous Mid-Range Methodical Mary J Team Leader Steve Y Ed D William T Susan E Don B Jerry G Ronald G John F Licensed by © 2001 RightPath Resources

Team Case Studies Your Team

Your Team Matrix—Step 1 Discuss What are your team strengths?
Pg 57 Your Team Matrix—Step 1 Discuss What are your team strengths? How can you use these strengths? What are your team struggles? What are the needs of your team? What are your stress points?

Your Team Matrix—Step 2 How will you improve… Teamwork Follower-ship
Pg 58 Your Team Matrix—Step 2 How will you improve… Teamwork Follower-ship Leadership

Pg 71 Team Scorecard

Team Scorecard Analysis

Trait Recognition Tips

RELATIONSHIP Oriented
Pg 60 Trait Recognition Tips Step 1: Focus on verbal style RESULTS Oriented RELATIONSHIP Oriented Warm, amiable Friendly, facial expressions Expressive with inflection Open, approachable Lighthearted Cool, detached Unexpressive, poker-faced Monotone Closed Serious

Pg 60 Trait Recognition Tips Step 2: Focus on behavioral cues RELATIONSHIP Oriented Engaging Harmonious Energetic, talker Very friendly, engages strangers Expressive with details May change subjects often Patient, good listener Sincere, trusting Helpful, kind Diplomatic

Pg 60 Trait Recognition Tips Step 2: Focus on behavioral cues RESULTS Oriented Directing Methodical Direct, authoritative, decisive Big-picture-oriented Opinionated, sure they’re right Initiative, like to control Very precise Detailed Cautious to get it right Hesitant but tenacious

Pg 60 Trait Recognition Steve Jobs

Pg 60 Trait Recognition Tips Step 2: Focus on behavioral cues RESULTS Oriented Directing Methodical Direct, authoritative, decisive Big-picture-oriented Opinionated, sure they’re right Initiative, like to control Very precise Detailed Cautious to get it right Hesitant but tenacious

Pg 60 Trait Recognition Ellen Degeneres

Pg 60 Trait Recognition Tips Step 2: Focus on behavioral cues RELATIONSHIP Oriented Engaging Harmonious Energetic, talker Very friendly, engages strangers Expressive with details May change subjects often Patient, good listener Sincere, trusting Helpful, kind Diplomatic

Coaching Cards

Your Relationship Coach
Control FACTOR 1 Accommodating Directing IF THEY ARE GIVE THEM ENCOURAGEMENT GIVE THEM OPTIONS Interaction FACTOR 2 Reserved Engaging IF THEY ARE Coaching Card (Relationship Coach). Point out how the opposite of self-management is learning how to relate to others – especially their profile opposites. Have them look at the traits opposite from their scores to see how to relate to and communicate with those who are different from them. GIVE THEM ROOM GIVE THEM ATTENTION

Your Relationship Coach
Conflict and Pace FACTOR 3 Challenging Harmonious IF THEY ARE GIVE THEM ACTION…NOW! GIVE THEM KINDNESS Order FACTOR 4 Spontaneous Methodical IF THEY ARE GIVE THEM LATITUDE…space GIVE THEM DETAILS

Accommodating Directing
Your Self Coach Control FACTOR 1 Accommodating Directing IF YOU ARE SPEAK UP LISTEN UP Interaction FACTOR 2 Reserved Engaging IF YOU ARE Coaching Card (Relationship Coach). Point out how the opposite of self-management is learning how to relate to others – especially their profile opposites. Have them look at the traits opposite from their scores to see how to relate to and communicate with those who are different from them. OPEN UP BUTTON UP

Challenging Harmonious Spontaneous Methodical
Your Self Coach Conflict and Pace FACTOR 3 Challenging Harmonious IF YOU ARE SOFTEN UP TOUGHEN UP Order FACTOR 4 Spontaneous Methodical IF YOU ARE LOOSEN UP TIGHTEN UP

Summary

Action Step What is your commitment to the Team?
What will you work on to improve Team Building?

Key Points People are different.
Objectivity about self and others is difficult. Profiles provide objective insights into talents and differences Strengths are our best talents. Struggles can be overcome. Differences may feel like sandpaper, but capitalizing on them is key to success.

Capitalize on differences (diversity) to build strong teams
The Goal Capitalize on differences (diversity) to build strong teams

The Challenge of Differences
Pg 59 The Challenge of Differences By nature, differences divide We need each other shared/complementary talents teams need trust trust leads to unity

Accept Unity and Diversity
Pg 59 Accept Unity and Diversity Same Mission Commitment Corporate Values Opportunity/Loyalty Policies/Discipline Different Talents Motivations Ideas/Interests Needs Styles

From Diversity to Unity to Success
Pg 59 Team Development TRUST D I F E R N T C O M M U N I C A T I O N S T A L E N S UNITY ALIGN Team Success ACCEPTANCE RESPECT UNDERSTANDING Team Graphic. This shows the building block approach to relationships and talents and emphasizes that we must align with each other and build trust in order to achieve maximum team success. Key points: When people say that sports teams “have the right chemistry,” this is what they are talking about. When trust breaks down, the entire team process collapses backwards to the point that you just have some individual talents doing their own thing. C O M M I T M E N T Team Development: From Diversity to Unity to Success Licensed by © 2001 RightPath Resources

Sand Paper revisited Remember your sand paper person? Are they your opposite or more similar to you? Modifying behavior exercise Optional: Modifying Behavior Exercise: Ask them to sign their name on the left line. Then ask them to switch hands and sign their name with the opposite hand. What if you told them that if they could come back a month from now and sign their name equally well with both hands, you would give them a million dollars. Could they do it? This shows that behavior is adaptable. Instructions also in Facilitator Toolkit

Goal Recap Understand RightPath profiles
basis, guidelines, Path4 and Path6 Understand self - gain an objective viewpoint of strengths and struggles Understand others - Team building - value those who are different Apply this knowledge to improve teamwork You may want to print these on letterhead and put them inside the front cover of the Handbook when setting up the room before the session or as the first item so they can refer to them throughout the session. Emphasize the word Apply. Application is the bottom line. If they just read the report, sit through the session and go away without doing anything, then they have missed the mark. Through the activities and exercises, you are going to be moving them to application. Licensed by © 2001 RightPath Resources

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