For a full detailed technical report of the assessment Click Here

Assessments draw a neural map of the client. Like other maps, the assessment map is the starting point from which the coach and the client develop a roadmap for the coaching relationship.  We work together to take who you are (embedded experiences and abilities) and develop what you need.  And what you need can range from simple brainstorming in a trusted environment to complex issues of Leadership, Relationships, Performance, Communications, Awareness, Team Growth, Continuity, Organizational Develop and Corporate Forensics.

EMOTIONAL INTELLIGENCE QUOTIENT or EQ is one of the most useful and impacting assessments for today’s workforce.  From old Baby Boomer Executives to up and coming Millennials Knowledge Workers EQ is the common denominator for success.

Emotional Intelligence is the ability to sense, understand and effectively apply the power of emotions to facilitate high levels of collaboration and productivity.

Emotional IQ is the foundation for decision making.

Through this assessment we evaluate 5 Dimensions of EQ

1. Self-Awareness
2. Self-Regulation
3. Social-Awareness
4. Social-Regulation
5. Personal Motivation

The debrief of the EQ Assessment helps the client see more clearly the process required to create and maintain a High EQ

Our Emotional Intelligence (EQ) assessment is based on a multi-dimensional view of EQ. Our EQ score is normed based on the standard bell curve, which results in 16 percent of individuals scoring “low,” 68 percent of individuals scoring “average” and 16 percent scoring “high.” Using test-retest reliability, all reliability estimates exceed the minimally acceptable level of .770, thus showing that our EQ assessments measure behavioral tendencies consistently and reliably.

BEHAVIORS are most closely associate with Style.  So why study behaviors? They are the mechanics of leadership.  We use a DISC based assessment for behavior.  The term DISC, is derived from the four-quadrant mapping of behavior; Dominance (D), Influence (I), Steadiness (S) and Compliance (C).

Languages in which Behaviors Assessment is available:  Brazilian-Portuguese, Chinese-Simplified, Dutch, English-AU/NZ, English-Canada, English-South Africa, English UK, English US, French, German, Hungarian, Italian, Polish, Portuguese, Russian, Spanish-Americas, Spanish-Spain, Swedish, Turkish and more being added every day.

Throughout history, scientists and researchers have observed basic behavioral similarities, and now these have been scientifically validated and developed to assist people in maximizing their personal potential and the potential of their human resources.  The lineage of the DISC language, although not then called DISC, date back to the Italian physician and philosopher Empedocles in 444 B.C

The DISC Behavior/Style map is defined as follows.

• Dominance/Challenge: How you approach and respond to problems and challenges and exercise power
• Influence/Contacts: How you interact with and attempt to influence others to your point of view
• Steadiness/Consistency: How you respond to change, variation and pace of your environment
• Compliance/Constraints: How you respond to rules and procedures set by others and to authority.

Understanding your Behaviors and those of the people with whom you work will greatly enhance the individual, group and corporate capabilities in the following four areas.

• GAINING COMMITMENT AND COOPERATION.  People tend to trust and work well with those people who seem like themselves.  The most effective way to gain the commitment and cooperation of others is to “get into their world” and “blend” with their behavioral style.  Observe a person’s body language, “how” they act and interact with others.  Notice clues in their work or living area.  By applying the DISC Language, you will immediately be able to adapt to their style.
• BUILDING EFFECTIVE TEAMS.  People tend to be too hard on each other, continually judging behavior, therefore, team development tends to be slowed or halted due to people problems.  An awareness of behavioral differences has an immediate impact on communication, conflict resolution and motivation, for the team.  Investment always precedes return.  Investment in training the team on the DISC language gets an immediate return in team development.
• RESOLVING AND PREVENTING CONFLICT.  Understanding style similarities and differences will be the first step in resolving and preventing conflict.  By meeting the person’s behavioral needs you will be able to diffuse many problems before they even happen
• GAINING ENDORSEMENT.  Other words for endorsement are credibility or influence. Every interaction you have with a person either increases or decreases your endorsement.

The DISC measurement system analyzes all of these factors and reveals one’s strengths and weaknesses, one’s actual behavior, and tendencies toward certain behavior. Behavioral research suggests that the most effective people are those who understand themselves and others. The more one understands his or her personal strengths and weaknesses coupled with the ability to identify and understand the strengths and weaknesses of others, the better one will be able to develop strategies to meet the demands of the environment. The result will be success on the job, at home or in society at large.

For a full detailed technical report of the assessment Click Here

MOTIVATORS have been part of humanity from the beginning of time.  The earliest human motivators were based on surviving or providing primary needs. Your brain tells you when you are hungry.  However, it takes action or motivation to satisfy this hunger.  And motivations differ between people and environments. The motivation for Cavemen to eat was survival where the motivation to eat for legendary Russian weight lifter Vasily Alexeev was to win medals; 80 World and Olympic medals total.

The science of motivation is fairly recent field launched when Eduard Spranger published his first work on the subject in 1938.  Prior to Spranger’s work, motivators had not been clearly defined, researched or studied.  Frankly the pre-WWII world of business was not much interested on how to motivate workers.  The accepted management style had been command and control. Sprangers motivator model includes a compilation of likes, dislikes, viewpoints, norms, inner inclinations, rational and irrational judgments, prejudices and patterns that determine a person’s view of the world.  When these elements are blended together, they become consciously or subconsciously a standard or criterion for guiding one’s actions

More and more research verify that our motivators are part of our mindset, our way of valuing, our filters, our biases and a major influence of our decisions.  Understanding “why” we do what we do is one of the major reasons we need to look closely at our motivators

Impact Global Coaching uses the Motivational Insights Assessment. We use the term INSIGHTS because the values we measure are sometimes called the hidden motivators, not to be confused with hidden agendas. Our motivators are visible only through their manifestation in our behavior. Without observable behavior or the ability to ask why someone chose to do something, our values may remain hidden. One’s behavioral style, as expressed through the DISC model, describes how someone does what he or she does. One‘s values explore why someone does what they do. By understanding both the how and the why of one’s behavior and internal motivators, we are able to explore the constellation of an individual’s activity, or that of a team of people, with far greater insight than looking at only one of these facets alone.

For a full detailed technical report of the assessment Click Here

BEHAVIORS/MOTIVATORS CONFLICT provides a powerful insight into why you are stuck.  Taking both sciences, Behaviors (link to Behaviors on this page) and Motivators (link to Motivators on this page), into consideration provides a unique insight for you and your coach.  This conflict is not about identifying a flaw or weakness.  In fact, it is all about your strongest and most valuable behaviors and motivators.  Think of a magnet.  It contains both positive and negative charges.  When the two positive charges are put together, they repel each other.  In the same way, certain circumstances and environments, the strengths of your behaviors and motivators repel you from the desired outcome.

This knowledge, when properly analyzed and utilized by an Impact Global Coach will remove obstacles, difficulties and wasted energy in your professional and personal life.

COMPETENCIES were historically easy to determine. For most of humanities existence it was simple, quantitative analysis that determined competency. How many, how much, how fast, etc was the key metric. In today’s world competency has become competencies and are heavily weighted on qualitative analysis.

We determine competencies from two instruments, the Personal Soft Skills Indicator Assessment and the Hartman Value Profile Assessment.

Why is it important to assess competencies? The speed of change in the world today is unprecedented. Individuals and organizations are being challenged by these rapid changes brought about by globalization, competition and technology in the new millennium. It is no longer acceptable for a leader to wait until change is required, but rather, to anticipate and work toward the desired outcomes the future will present.

Competition for top talent has never been greater. The organizations that will endure have learned that managing performance is the equivalent of managing the bottom line. The performance bar, however, must continually be raised. Compounding this issue is a dramatic shift from quantitative to qualitative performance measures. There once was a time when the performance of a large portion of the workforce could easily be seen and measured. Now it is difficult to know what has been accomplished at the end of a given day/week/month. The shift from mass production to communications and service has changed work substantially from being tangible and task-oriented to intangible and knowledge oriented.

The irony is that the more technology impacts how work is performed, the more important competencies become. Competencies are, in fact, the new career currency. They are a golden thread that must be woven through an organization to produce results. They are like the DNA of performance.

Performance is profoundly affected by the relationship between performers and their managers, coaches and mentors. Performance is deeply affected by the relationship between people and the values represented in their work. And, performance is subtly affected by the relationship between people and organizational culture. Our competency-based tools and processes are designed to improve individual and organizational performance by strengthening these relationships.

How are competencies developed? This is the right question; however, the answer is not clear. Based on research, it has been proven that competencies are not curriculum-based; that is, for the most part they cannot be taught in the classroom. Can you imagine reading a book or hearing a lecture on team building and mastering being a team player? Competencies are practice-based. Competencies must first be discovered. Through coaching the client becomes aware of/discovers their competencies and areas of deficiency that need additional practice or sometimes the right team member to take up the slack. Most competencies are developed over time by doing, participating in team activities, presenting, persuading, etc.

For a full detailed technical report of the assessment Click Here

ACUMEN is keenness and depth of perception or discernment.  In this assessment we look at the individual’s map of the world; an individual’s capacity to understand. Although at first it sounds like a touchy-feely analysis it is actually based on Axiology.

Axiology is a mathematically proven science that objectively identifies how one’s mind analyzes and interprets our experiences. It identifies how we are most likely to react in any given situation. It also helps us understand how we make judgments. This process provides the ability to translate the results into quantitative measurements and scores, which can in turn be applied to everyday life; professional and personal.

Do you want to know how to better handle a highly stressful situation?

What does Axiology measure?

• Dimensions of Thought
• Acumen Indicators
• Natural Abilities
• World View
• Self-View

The Acumen Assessment uses capacity and bias for its analysis and recommendations

TTI’s Hartman Value Profile, measuring an individual’s acumen, has an internal reliability measurement. Our 2018 data indicates a part one reliability of .897 and a part two reliability of .842.

Job Benchmarking The job benchmarking process is designed to provide clarity as to each position as requirements; key accountabilities, skills, behaviors and motivators. Simply put candidates can be given assessments to determine their suitability relative to the benchmark for the position.  Although we have more than 10,000 jobs benchmarked to date, it is recommended to complete a fresh benchmarking within each organization for each position.

Impact Coaches use the patented TTI job benchmarking process is unique because we benchmark the job, not the people in the job. With the Key Accountability process, you can “let the job talk” to know exactly what it needs for superior performance.

This process is completed using any of the following report and questionnaire combinations. To provide a comprehensive job benchmark process and provide stellar results.

• Job Reports: When conducting a benchmark you’ll more than likely have a team of Subject Matter Experts (SME’s). Each of the SME’s will complete a job questionnaire. This questionnaire is designed to identify the traits of the job, not the person. Remember, each subject matter expert (SME) completes his or her own job report.
• Multi Respondent Reports: The Multi Respondent Report, otherwise known as “the benchmark” is a combination of all the individual job reports. This report allows you to later compare individuals to a job benchmark.
• Gap Reports: The Gap Report allows you to compare one person to one job benchmark. Use the gap report when you want to identify the job match of a candidate or current employee.
• Job/Talent Comparisons: The Job/Talent Comparison Report allows you to compare up to five candidates to a job benchmark. This is a great report to quickly identify the job match of multiple candidates.

180/360 Assessments are designed to compare and contrast a leader’s self-view with that of co-workers.

A 180 assessment compares the leaders self-view with the view of the people who report to them.

Whereas a 360 assessment broadens the scope of input to include the leader’s superiors and peers.

In both cases the results are only indicators of the strengths and weaknesses of the leaders Emotional IQ.  Further feedback coaching is required to finely tune the needs of the leader.

Custom Assessments can be any combination of the above listed assessments or something specific to a person, process, group, team or organization. This can include fully automated assessments to coaching interviews.

The coaching interview is a powerful tool to utilize in order to achieve the desired corporate cultural outcome.  Utilizing Impact’s certified professional coaches accelerates the adoption process of cultural norms through proactive questioning and guidance.