VALUES-Che_Wilson

Copyright 2016 Innermetrix Incorporated • All rights reserved
Che Wilson
September 8, 2016
This Innermetrix Values Index is a combination of the research of Dr. Eduard Spranger
and Gordon Allport into what drives and motivates an individual. The seven
dimensions of value discovered between these two researchers help understand the
reasons that drive an individual to utilize their talents in the unique way they do. This
Values Index will help you understand your motivators and drivers and how to
maximize your performance by achieving better alignment and passion for what you
do.
Anthony Robbins Coaching
www.tonyrobbins.com

The Values Index Introduction
CheWilson
Copyright 2016 Innermetrix Incorporated • All rights reserved 2
About This Report
Research conducted by Innermetrix shows that the most successful people share the common trait of
self-awareness. They recognize the situations that will make them successful, and this makes it easy
for them to find ways of achieving objectives that resonate with their motivations. They also understand
their limitations and where they are not effective and this helps them understand what does not inspire
them or what will not motivate them to succeed. Those who understand their natural motivators better
arefarmorelikelytopursuetherightopportunities,fortherightreasons,andgettheresultstheydesire.
This report measures seven dimensions of motivation. They are:
• Aesthetic - a drive for balance, harmony and form.
• Economic - a drive for economic or practical returns.
• Individualistic - a drive to stand out as independent and unique.
• Political - a drive to be in control or have influence.
• Altruist - a drive for humanitarian efforts or to help others altruistically.
• Regulatory - a drive to establish order, routine and structure.
• Theoretical - a drive for knowledge, learning and understanding.

The Values Index Seven Dimensions of Value and Motivation
CheWilson
The Elements of the Values Index
This Values Index is unique in the marketplace in that it examines seven independent and unique
aspects of value or motivation. Most other values instruments only examine six dimensions of value
by combining the Individualistic and Political into one dimension. The Values Index remains true to
the original works and models of two of the most significant researchers in this field, thus delivering
to you a profile that truly helps you understand your own unique motivations and drivers.
Also, the Values Index is the first to use a click & drag approach to rank the various statements in the
instrument, which makes taking the instrument more intuitive, natural and in the end you can actually
create the order you see in your mind on the screen.
Finally, the Values Index instrument contains the most contemporary list of statements to make your
choices more relevant to your life today, which helps ensure the most accurate results possible.

CheWilson
A closer look at the seven dimensions
Values help influence behavior and action and can be considered somewhat of a
hidden motivation because they are not readily observable. Understanding your
values helps to tell you why you prefer to do what you do.
It is vital for superior performance to ensure that your motivations are satisfied
by what you do. This drives your passion, reduces fatigue, inspires you and
increases drive.
Value The Drive For
Aesthetic Form, Harmony, Beauty, Balance
Economic Money, Practical results, Return
Individualistic Independence, Uniqueness
Political Control, Power, Influence
Altruistic Altruism, Service, Helping others
Regulatory Structure, Order, Routine
Theoretical Knowledge, Understanding

CheWilson
Executive Summary of Che's Values
0
10
20
30
40
50
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80
90
100
Aesthetic Economic Individualistic Political Altruist Regulatory Theoretical
norm
1 SD
1 SD
56
68
70
50
53
20
43
High
Aesthetic
You very much prefer form, harmony and balance. You are likely a strong advocate for green
initiatives and protecting personal time and space.
High
Economic
Your high drive for economic gain helps provide motivation through long projects and
assignments.
High
Individualistic
You have no problem standing up for your own rights and may impart this energy into others
as well.
Average
Political
You are flexible, able to take or leave the power or clout that comes with the job title or
assignment.
High
Altruist
You have a high desire to help others learn, grow, and develop.
Low
Regulatory
You are able to be a multi-threaded problem solver, able to shift gears and projects in a
flexible way.
Average
Theoretical
You are able to balance the quest for understanding and knowledge with the practical needs
of a situation.

CheWilson

The Values Index Your Aesthetic Drive
CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
The Aesthetic Dimension:
The main motivation in this value is the drive to achieve
balance, harmony and find form or beauty.
Environmental concerns or “green” initiatives are also
typically prized by this dimension.
General Traits:
• You have a strong appreciation for nature, beauty and the environment.
• You possess an awareness and desire to understand the moods, beliefs, and values of others.
• You enjoy helping, teaching, and coaching others, especially in areas of creative expression.
• You appreciate and support efforts at conservation and preservation.
• You have a strong desire for harmony, balance and beauty in life.
Key Strengths:
• You will enthusiastically get involved in supporting artistic, or environmental initiatives in the
workplace.
• You like to believe that anyone can be creative - in their own way.
• You will bring a creative outside view to discussions.
• You tend to look for what is beautiful in any subject rather than what is ugly.
• You demonstrate high personal and professional regard for others on the team.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
Motivational Insights:
• You limit constraints on creativity or flexibility and allow freedom of expression.
• You will be highly motivated by aesthetically pleasing activities (e.g., creativity, beautification,
more balanced, green initiatives, etc.)
• You explore potential of more involvement with environmental or "green" initiatives.
• Your open acceptance of ideas from others may also open situations that are less than optimal,
and you may get 'burned' in the process.
• You make sure the environment allows for creative expression.
Training/Learning Insights:
• You link new knowledge to new ways to be creative or achieve better harmony and balance in
work and life.
• You have the ability to connect training and development to other's needs and interests.
• As you learn new things in training or professional development, attempt to link those to your
ability to see new or creative solutions in the future.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
Continual Improvement Insights:
• You could get lost in creativity and imagination if not kept somewhat reined in and on target.
• You need to remember that sometimes function is all there is time for, or all that is needed
(don't deliver a Cadillac when a Chevy will suffice).
• You could use the creative mode as a safety blanket to avoid having to be overly practical.
• You may need to focus on the practical or economic side of an issue more frequently.
• You could benefit from being a little more pragmatic.

The Values Index Your Economic Drive
CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
The Economic Dimension:
This dimension examines the motivation for security
from economic gain, and to achieve practical returns.
The preferred approach of this dimension is a
professional one with a focus on bottom-line results.
General Traits:
• You are interested in what is useful and practical in meeting goals (usually economic ones).
• You are motivated by money and bonuses as recognition for a job well done.
• You are interested in what is practical and useful in achieving your vision of success.
• You respond best when education and training are useful, with a profit or economic objective
that is clearly attached to the training.
• Your sales, technical, or management training programs should demonstrate a bottom-line
financial potential as a result of the training effort.
Key Strengths:
• You are driven by competition, challenges, and economic incentives.
• You are able to multi-task in a variety of areas, and keep important projects moving.
• You keep an ear to the revenue-clock, your own and the organization's.
• You are profit driven and bottom-line oriented.
• You make a decision with practicality and bottom-line dollars in mind.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
• You should realize that it's not just money that motivates, but also personal fulfillment in the
job.
• You should link training and meeting events to potential gains in business share or future
income.
• You should provide coaching to help reduce the potential visible "greed-factor" which may
appear.
• You should provide recognition and rewards (e.g., bonuses) as soon as possible, not just at the
end of the quarter or year.
• You should be certain to reward performance, and encourage participation as an important
member of the team.
• You link learning outcomes to the ability to become more effective in increasing earnings for
both yourself and the organization.
• You score like those who want information that will help them increase bottom-line activity and
effectiveness.
• You attempt to provide some rewards or incentives for participation in additional training and
professional development.
• If possible, build in some group competition as a part of your training activities.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
• While this high economic drive may be a significant motivating factor in your achieving goals, it
may also become a visible "economic factor" especially in sales people, and others sharing this
very economic drive.
• You may need to develop an increased sensitivity to the needs of others and less demonstration
of potential selfishness.
• You may need to work on balancing other Values scales and appreciating the strengths that
others bring, even those who may not share this high Economic drive.
• You may need to learn how to mask that greed factor so as not to alienate a prospect, customer,
client or others on the team.
• You may need to hide the dollar signs in your eyes in order to establish the most appropriate
rapport with others.

The Values Index Your Individualistic Drive
CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
The Individualistic Dimension:
The Individualistic dimension deals with one's need to
be seen as unique, independent, and to stand apart from
the crowd. This is the drive to be socially independent
and have opportunity for freedom of personal
expression.
General Traits:
• Your high individualism may be demonstrated in creative problem solving and a higher risk-
taking attitude.
• You like freedom in your own work area.
• You are Independent.
• You sometimes surprise others with spontaneous ideas or responses.
• Your pattern of responses indicates that you have a strong desire to be your own person.
Key Strengths:
• You have the ability to take a stand and not be afraid to be different in either ideas or
approaches to problem solving.
• You bring a variety of different and energetic ideas to the workplace.
• You realize that we are all individuals and have ideas to offer.
• You bring creative ideas.
• You are not afraid to take calculated risks.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
expression.
• You may like to work apart from the team and independently at times.
• Be patient in allowing for expression of your uniqueness and sense of humor.
• Many people who score like you enjoy making presentations to small or large groups. Explore
this possibility.
• You should be allowed bandwidth to grow and experiment with new projects, ideas, and
responsibilities.
• You should be allowed freedom to make your own decisions about how an assignment should
be completed.
• Your learning and professional development activities should be flexible, having a wide variety
of options.
• You should attempt to provide enough creative space for you to express your uniqueness.
• You should allow for some experimental or non-routine types of options.
• You should link some of the benefits of the learning activity to enhancing ability to make a
special and unique contribution to the team.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
expression.
• Sometimes your very unique approaches do not always result in complete success, and may
sometimes cause conflict with others if sensitivity is not used.
• Sometimes individuals with this high Individualistic score, if in a presentation situation, may
spend excess time telling (or selling) the audience on their own, rather than discussing the topic
of the presentation.
• Your potential value clashes with others may be reduced through increased awareness and
sensitivity to the needs of others.
• You may need to remember that your good ideas aren't the only good ideas.
• You may need to listen more to others and speak less.

The Values Index Your Political Drive
CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
The Political Dimension:
This drive is to be seen as a leader and to have influence
and control over one's environment or success.
Competitiveness is often associated with those scoring
high in this motivation.
General Traits:
• A score near the mean indicates that the Political (power seeking) drive is not your primary
motivational factor.
• Your score in this range is near the typical business professional's score.
• You demonstrate flexibility in being able to lead a team when necessary, and to support the
team when necessary.
• You show an appropriate balance between seeking leadership roles and supporting roles
without being an extremist in either direction.
• You are able to understand the needs of those on the team who are highly competitive, as well
as those who tend to be more cooperative.
Key Strengths:
• You bring flexibility to the team. Able to lead when asked, but able to support when asked as
well.
• You are a stabilizing force on the team.
• You are able to appreciate the needs of both the higher and lower Political individuals on the
team.
• You are perceived by others on the team as neither dictatorial nor dependent with regard to
team projects and goals.
• You show appropriate respect to leaders of a project, as well as ability to offer suggestions for
change.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
• Don't forget that you have the ability to be a stabilizing agent between high-control and high-
support on special team functions and initiatives.
• You bring a power seeking drive typical of many business professionals, since your score is very
near the national mean on this scale.
• Give your input to the team in order to gain a middle-of-the-road insight and understanding of
work related issues.
• Review other Values drives that might be higher or lower than the Political score in this report in
order to gain a greater understanding of specific keys to managing and motivating.
• You score like those who are supportive in a variety of work activities and development.
• You will respond with flexibility to either cooperative or competitive team activities.
• You score like those who participate openly in training activities without trying to dominate the
event.
• You show ability to lead a training event as well as support and participate.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
• You may need to shift gears into either a more supportive role or a greater leadership role at
times.
• When issues of team leadership emerge, you may need to take a more visible stand on some
problem-solving situations.
• Examine other Values drives in this report in order to gain increased understanding of areas for
continuous improvement.

The Values Index Your Altruist Drive
CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
The Altruistic Dimension:
This drive is an expression of the need or drive to benefit
others in a humanitarian sense. There is a genuine
sincerity in this dimension to help others, give of one's
time, resources and energy, in aid of others.
General Traits:
• You have a strong desire to help others grow and develop as professionals.
• You tend to have the welfare of others frequently in mind.
• You openly share Altruistic love or appreciation for others.
• You show a high sincerity-factor and helping attitude is demonstrated in the things you do.
• You have a high need to help and support others on their own pathway to success.
Key Strengths:
• You are enthusiastic and enjoy working in team environments or social settings.
• You have a high degree of willingness to give time to help, teach, and coach others.
• You are good at helping others communicate and respect each other and are a calming
influence.
• You are a social person more than solitary,and like networking.
• You treat others with high personal regard and respect.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
• You should remember that you tend to be a very 'giving' person, and enjoy helping others.
• You should seek a professional outlet that allows you to help others.
• You support the innate willingness to share time and talent with others in the organization.
• You could be more easily taken advantage of by others because of your sincerity and desire to
be helpful.
• You should provide an environment in which there is opportunity to help others achieve and
grow professionally.
• Your learning and development should be linked to the potential to help others.
• You should link courses and training to the knowledge gained that may potentially be shared
with others on the team, or externally.
• Your training and professional development will assist in personal growth and development and
in being better at any job role.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
• You can give away too much time, talent and energy.
• You need to remember that support and service efforts need to be practical as well.
• You could benefit from resisting the urge to go into teaching mode unless clearly desired by
others.
• You may need to say "no" more often.
• You can lose focus on personal work in favor of helping others with theirs.

The Values Index Your Regulatory Drive
CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
The Regulatory Dimension:
The Regulatory drive indicates one's drive to establish
order, routine and structure. This motivation is to
promote rules and policies, a traditional approach and
security through standards and protocols.
General Traits:
• You can be adaptable and open to change.
• You are fine with hard work, as long as it results in practical gains.
• You are flexible and adjust well to new directions or change.
• You have good conceptual thinking or ability to see the big picture, and communicate it well to
others.
• You have a somewhat informal attitude towards policies, rules and regulations.
Key Strengths:
• You like finding new, more efficient, solutions.
• You believe that questions are good and asking them should be supported.
• You are open and receptive to new ways of thinking, new methods, new direction.
• You prefer new ideas over old and offer them frequently.
• Your decisions will tend to be faster and without too much emotional involvement.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
• You work better when "convinced", rather than "instructed".
• You should prevent requiring lots of detail work or duties that require too much minutia.
• Don't impede your flexibility or block your creativity in approaching tasks or solving problems.
• You work better with specific instructions to routine tasks.
• You like open, honest and constructive feedback.
• You prefer multiple learning modalities instead of just one.
• You may tend to learn new things in your own way, at your own pace and style.
• You stick to the important details primarily, avoid the minor bits.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
• You should remember to be patient with others who are not as flexible or are more rules-
oriented.
• When interacting with others, remember your natural tendency to express thoughts freely
(especially dissenting thoughts).
• You should consider resisting the urge to push the envelope just for the sake of pushing the
envelope alone.
• You should remember that sometimes rules or procedures exist for good reasons.
• You should be sure to respect those who prefer to comply with all rules, they balance the
equation many times.

The Values Index Your Theoretical Drive
CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
The Theoretical Dimension:
The drive to understand, gain knowledge, or discover the
“truth”. This motivation can often be to gain knowledge
for knowledge sake. Rational thinking, reasoning and
problem solving are important to this dimension.
General Traits:
• Your score near the mean indicates the Theoretical need is not unimportant, yet not a primary
driving factor in your motivational behavior.
• You bring a sense of balance and stability to a variety of technical issues and features impacting
the team.
• You typically won't get bogged down in minutia, nor will you ignore the details when decision-
making.
• You may provide a balance between the very high theoretical approaches and the very low
approaches and be able to communicate with each side.
• You are able to understand the needs of the big picture issues, and appreciate the needs of the
minutia issues without being an extremist.
Key Strengths:
• You will demonstrate awareness of the necessary technical features and an appropriate on-the-
job response as needed.
• You bring flexibility to the team, that is, being detail-oriented when necessary, and being
practically-oriented other times.
• You are a stabilizing force on the team.
• You are able to appreciate the needs of both the high and lower Theoreticals.
• You show curiosity about technical details without getting bogged down.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
• Remember that you have the ability to be a balancing and stabilizing agent on high knowledge-
driven issues, without being an extremist toward either side.
• You bring a knowledge-drive typical of many business professionals, i.e., near the national
mean.
• Your perspective provides a middle-ground understanding.
• Check for other values drives that may be higher or lower than this one in order to gain a more
robust picture of specific keys to your motivation.
• You are rather flexible and accepting of most training programs offered in the organization.
• You are able to see the need for training and also realize the importance of practical
information.
• You understand the needs of the high Theoreticals who want more information and the lower
Theoreticals who want only the necessary information.
• Because your score range is near the national mean, please check other areas of higher or lower
values drive for additional insight into professional development needs.

CheWilson
AES
56
ECO
68
IND
70
POL
50
ALT
53
REG
20
THE
43
• You may need to be a bit more demonstrative on some complex theoretical issues.
• You may be asked to take a firmer stand or position on team initiatives.
• You may need to examine other values' drives to determine the importance of this Theoretical
drive factor.

The Values Index Relevance Section
CheWilson
Use this sheet to help you track which motivators are well aligned and which are not and what you can
do about it.
Action Step: Looking at your Values Index report, find which motivators are the most powerful for you
(i.e., which ones are highest and farthest above the norm). Write down the top two in the space below,
and record how well your current roles align with these motivators (i.e., how well what you do satisfies
what you are passionate about).
To reach Genius levels of passion, you must increase alignment of your environment with your passions.
Motivator #1: What aspects of your company or role can you get involved in that would satisfy this
motivator?
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
Motivator #2: What aspects of your company or role can you get involved in that would satisfy this
motivator?
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
Alignment
Poorly Highly
Motivator #1: ______________________ 1 2 3 4 5
Motivator #2: ______________________ 1 2 3 4 5
Legend:
• 2-4 = Poor • 8-9 = Excellent
• 4-5 = Below Average • 10 = Genius
• 6-7 = Average
Tally your score here:

The Values Index Success Connection
CheWilson
Your final step to making sure you really benefit from the information in this report is to understand
how your values style contributes to, and perhaps hinders, your overall success.
Supporting Success: Overall, how well do your motivators and drivers help support your success? (cite
specific examples):
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
Limiting Success: Overall, how do your natural drivers or motivators not support your success? (cite
specific examples):
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________

VALUES-Che_Wilson

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