THE BORDEAUX MOST OFTEN:

• Asks “what” questions, and is more interested in facts

• Seeks dominance and control, while striving for immediate, tangible results

• Is more interested in the big picture/bottom line, and delegates detail

• Handles opposition, and will complete tasks in a timely manner

• Takes risks, and is not afraid of change or making a wrong decision

• Thinks quickly, interprets rules, makes decisions, and solves problems assertively

• Does not focus on emotions, feelings, or relationships • Makes more statements than asks questions

• Speaks more than listens

• Outwardly appears to be very self-confident

The bordeaux is inspired by:

• Challenging projects, and freedom from control and supervision

• Power and identity with a strong, visible group or organization

• Opportunity, growth, achievement, prestige, and social recognition

For balance in teamwork, the bordeaux needs others who will:

• Provide a system of support to handle details, assist with follow-through, weigh pros and cons, research facts, calculate risks, and structure a predictable environment

To improve relationships with a bordeaux:

• Stay focused on results and facts versus ideas, be efficient with time, minimize small talk, don’t gdon’t get bogged down with details, think and communicate logically

To be more effective leaders, the bordeaux needs to:

• Recognize the worth of people and life experience

• Appreciate others, as well as the need for these relationships

• Release some ego and control in order to benefit from the talents of others

• Slow his or her pace, while practicing patience and being less impulsive

• Be less abrupt, and sensitive to others need for details and/or conversation

• Learn to actively and empathetically listen

THE DESSERT MOST OFTEN:

• The dessert most often:

• Asks “how” questions, and is most interested in pace and process

• Is cooperative and makes only group decisions to perform the task

• Performs routinely and predictably while doing specialized work

• Values personal and professional security and stability

• Generates enthusiasm, while bringing others in alliance to accomplish tasks

• Takes very few risks, and avoids them when possible

• Is more concerned with completing project than time management

• Brings a sense of calm with good listening skills and relaxed demeanor

• Shows loyalty and patience with others

The dessert is inspired by:

• Familiar assignments and people, and identification with a group

• Clearly stated rules and procedures, as well as organization

• Genuine and frequent appreciation

For balance in teamwork, the dessert needs others who will:

• Provide time tables and overall structure to help improve time management, respond quickly to u nexpected change, be flexible and engaged in more than one task, hold others accountable f for task completion, delegate tasks

To improve relationships with the dessert:

• Be kind and sincere, communicate clearly before making changes, help him/her understand the impoimportance of their role in reaching a goal, thoroughly evaluate and emphasize how specific actio eee actions will minimize risks

To be more effective leaders, the dessert needs to:

• Understand and value their own self worth · Trust the abilities of others · Respect and participate in healthy disagreements and problem-solving · More openly welcome new ideas · Become more comfortable with the “unknowns” in order to grow · Be more open to accept change and practice the art of flexibility

THE CHAMPAGNE MOST OFTEN:

• The champagne most often:

• Asks “who” questions, and is more interested in those involved

• Operates spontaneously, yet still strives for results that get noticed

• Initiates contact with new people and is very generous with words

• Seeks freedom from control and rigidity, and avoids detail

• Inspires enthusiasm and brings others together to accomplish goals

• Creatively shares ideas, and is an active team player

• Focuses on people and relationships, while openly expressing feelings

• Will take risks when she/he feels pressure from others

• Has a shorter attention span, and performs best with frequent breaks

The champagne is inspired by:

• New and exciting projects, teamwork, clear and achievable goals

• Tasks that are highly visible, social recognition, freedom and expression

• Group involvement outside of the job, and opportunity to verbalize proposals

For balance in teamwork, the champagne needs others who will:

• Appreciate sincerity and authenticity, provide immediate feedback about his/her work, focus on the tasks at hand, seek facts, prefer dealing with things rather than people, organize time and follow-up.

To improve relationships with the champagne:

• Thoughtfully focus on ideas and people, provide verbal affirmation and recognition, be sincere, rrecorecognize their strengths and accomplishments, kindly encourage open conversation, use stories as a way tos hto share ideas, support their helping of others, avoid extra details, and offer incentive for challenge

To be more effective leaders, the champagne needs to:

• Manage time and respect deadlines

• Make more objective decisions and more realistic assessments

• Spend more time checking, verifying, and organizing information or get help with doing so

• Accept direction

• Complete and follow-through on projects

THE TULIP MOST OFTEN:

• The tulip most often:

• Asks “why” questions, and is most interested in protocols and procedures

• Focuses on quality rather than quantity within current circumstances

• Makes decisions based on logic and critical analysis

• Generates unique perspectives and ideas, due to their ability to view situations from many angles, although they may not be stated

• Is committed to key directives and details, checking and rechecking for accuracy

• Responds with long term strategies and developing thorough plans rather than reacting to situations

• Works with or develops complete data systems · Is not a risk taker

• Asks many questions to discover facts, and will make statements as needed

The tulip is inspired by:

• Standard modes of operation, procedures, organization, exact descriptions and objectives, scheduled performance reviews, and having all the information and instructions up front · Goals, assured security, concerns, responsiveness to individual efforts

• Opportunity for careful planning, and ordered plans for action

For balance in teamwork, the tulip needs others who will:

• Be decisive, compromise and cooperate with the opposition, use policies simply as guidelines

To improve relationships with the tulip:

• Honor the need for privacy and detail, focus on systematized communication, avoid unexpected changes a and violating standards, provide pros and cons to influence, disagree with the facts versus the person, m minimize socializing small talk

To be more effective leaders, tulips need to:

• Be less concerned about the opinions of others when sharing their perspectives and generous information

• Demonstrate a healthy tolerance for constructive conflict · Remind themselves that it’s okay to laugh at themselves and others

• Practice healthy compromise with team members · Be more flexible and accepting of spontaneous change