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Human Resources Jan 5, 2017

What Does It All Mean?

Sponsored Content provided by Hoop Morgan - Founder and Chairman, The Forté Institute, LLC

Our Communication Style report is full of information, so we have decided to break it down into three easy steps for you.

Step 1: Take your report

This is the most important step! Click here to take the report. You will receive your results immediately.


Step 2: Interpret your report

How do you interpret your report? Great question!

We have broken down every page for your review below:

Page 3
  • Serves as the initial “window” to the reality that we are adapting to others and different environments, so the realization becomes, Am I adapting in the ways that are most effective with this individual(s), in this environment?
  • Gives a very quick visual reference to the differences (or similarities) of the individual’s primary, current adapting and current perceiver patterns.
  • Above the upper right corner of each graph there are page numbers for where to turn to get textual descriptions of the graphs.
  • Below the Primary Profile graph, the system identifies the primary and secondary strengths because there is a possibility there could be a “tie” in the intensities of the respective strengths.
  • Current logic, stamina and goals index is referenced below the three graphs.
Page 4
  • Identifies the individuals’ primary, or most important, strength.
  • Identifies their leadership style, sensitive areas and potential reactions.
Page 5
  • Focuses on gathering a larger understanding of the individual’s primary strengths and how those strengths blend together.
  • Highlight words or phrases on this page that are meaningful.
Page 6
  • Identify important points from the lists of self-motivators and de-motivators.
  • Each individual is asked to identify his or her top five self-motivators from the entire list, ranking them one through five, with one being the most important. The individual is asked to identify his or her top two de-motivators, begin ranking them in order of most important.
  • Read aloud each self-motivator and de-motivator and provide additional information as to why he or she made the selection – hopefully with a level of detail that provides clarity and is helpful to others in understanding ways they can help each other achieve and enjoy the self-motivators, and avoid the de-motivators in their environment and respective relationships
  • The list should be reviewed on an annual basis; life goes on and these may change.
  • The key is to make sure they are shared, respected and reviewed periodically to reinforce the positive behaviors that drive meaningful relationships.
  • Experiencing a relapse in a relationship? This page is a good place to start the rebuilding process.
Page 7
  • Current logic and stamina levels over the most recent 30-day period.
  • Logic equals one’s current comfort level with decision-making.
  • Stamina equals one’s battery level. Ready to call it a day at 3 p.m.? Or maybe you are working energetically through the night? This is the stamina level that we measure.
Page 8
  • The top half of the page could offer up to four paragraphs describing a comparison between the individual’s Primary Pattern and their Current Adapting Pattern.
  • Current goals index is simply a measure of the individual’s level of satisfaction within the identified environment. It is not unusual to see the goals index cycle over time.
 
*A special note: “Meeting Few Goals, If Any” does not mean the individual has few goals; it typically means he or she has many goals yet is meeting few of them. An identification and re-prioritization of goals is a very workable solution when we see that result. Sometimes, individuals may not have a clear indication of the goals, either from others or for themselves. Arriving at a “hard” list of goals for the near future “in the moment” is not necessary. Investing a little time to think them over and then follow-up works well.

Page 9
  • Identifies the gaps between how the individual is currently adapting and how he or she is “most likely” coming across to others.
  • These gaps are the points of miscommunication and/or misunderstanding. If there is a gap of two intensity points between the current adapting and current perceiver patterns, a communication style strategy is offered by Forte.
  • There could be as many as four paragraphs/Communication Styles Strategies presented on the page
  • Paragraphs are presented with the largest gap down to the smallest gap between the current adapting and current perceiver patterns.
Page 10
  • Build a set of action steps based on the gaps identified on page 9 of the report
  • The respective strategies on this page are coordinated and presented in a largest gap to smallest gap format.
  • Provides documentation and a high-level planning document to put words into action.
  • The focus is to obtain results and goals within the next 30 days or so. The steps may lead to a greater goal long-term, but if the smaller, yet important steps are not taken, the journey may end less successfully than anticipated.
Page 11
  • Intended to expand the individual’s thinking to continuous learning and bring a focus to the immediate action items, while also considering a longer look.
  • Acronym that stands for Specific, Measurable, Achievable, Realistic and Timebound.
  • The level of detail will vary, and many times depends on the importance of reaching the specific goal.
  • Can create a “history lesson” of what has worked and what hasn’t in the reinforcements or course corrections necessary to reach individual goals.
Page 12
  • Shares how the individual is adapting and being perceived over time.
  • An individual can see where the gaps between adapting and perceiver patterns exist.
  • Data points will appear after three adapting updates.
Page 13
  • Trends the current logic, current stamina level and current goals index.
  • Updated with each Forte Adapting Update and, again, there is no “right or wrong” measure. The important thing is having the reference points and then adapting in ways that are most effective for the individual and others with whom they interact.
  • Key measures here are working towards or maintaining higher levels of stamina and the higher levels of the goals index.
  • Very High/High Stamina and Meeting/Most Goals indicates high levels of resiliency, or the ability to bounce back from adversity.
Page 14
  • Brings together the primary, current adapting and current perceiver patterns.
  • Visual display of the respective patterns needs in understanding the dynamics in the individual’s current environment.
  • We adapt throughout the day anyway, so the end goal is to adapt in ways that are most effective and productive
 

Step 3: Contact Caroline Merrill with Forte Client Services

Contact Caroline to learn more about how Forté can benefit your organization.
 
At the end of the day, maximizing personal and interpersonal understanding and minimizing misunderstandings is the central focus of the Forte Communication Style Process.

C.D. “Hoop” Morgan, III is the founder and chairman of The Forté Institute, LLC, a global behavioral sciences firm best known for developing and providing innovative people, process and interpersonal performance improvement solutions. Forté provides online communication style reports to more than 6,000 corporate clients throughout the globe. To learn more about the company, go to www.theforteinstitute.com or call (910) 452-5152.

 


 

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