T he
A ttentional &
 I nterpersonal
S tyle Inventory

Performance Report for:

Ben Moore
Information Technology
Enterprise Architecture


Comparison Group:
IP Senior Leaders


Copyright 1974-2020 by Grandlark Investments, Inc.
Used by TAIS Performance Systems Inc. under exclusive license.


Table of Contents:
1. Introduction
2. TAIS Scale Profile
3. Attentional Styles
4. Preference for Diverse Activities
5. Orientation towards Rules & Risk
6. Drive and Confidence
7. Ways of Dominating and Competing
8. Decision Making Style
9. Orientation towards Others
10. Communication Style
11. Conclusions & Recommendations
12. Recommended Printing Options
13. How to Save This Document


Welcome to your TAIS Performance Report.

The Attentional & Interpersonal Style Inventory (TAIS) measures constructs crucial to effective performance, especially performance in high pressure situations. It has been used as an aid for training and selection in business, sport and the military. Organizations like Citibank, General Motors, Harley Davidson, the Navy SEALS, the U.S. Drug Enforcement Agency, the Boston Celtics, and U.S., Canadian, Italian and Australian Olympic teams have all benefited from TAIS.

The usefulness of this report will depend upon how honestly and accurately you have evaluated yourself. With valid results, you will be in a better position to identify performance environments, jobs, and missions that will play to your strengths. Your TAIS results will emphasize how you are likely to react under stressful conditions and will illustrate how pressure affects your ability to concentrate, stay motivated, and communicate effectively. This is precisely the information you need to develop the ultimate performance-enhancement program.

While this report should, in general, validate what you already know about yourself, TAIS information provides a unique opportunity to learn more.

We wish you enhanced performance!

How To Read Your Results

This Performance Report details your scores on each of the TAIS scales.  The scales measuring Concentration skills appear first, followed by the Interpersonal Characteristics scales.

Each section in this report brings together analyses of your tendencies in related areas.  Each section follows the same format, presenting a summary of your performance before offering detailed explanation and ACTION POINTS which may help guide your development.

The graphic representation looks like this:

TAIS Scores are presented as percentiles ranging from 0.1 to 99.9.  The percentile compares your score to a standard norm group.  The average score on each scale for the standard norms is 50.  Your score is represented as the heavy black line.

Your scores are also compared with a more specific comparison group.  The comparison group scores are represented by the gray shaded area on the graphic.

In this report, the gray shaded area encompasses 67% of the scores for the IP Senior Leaders group.  Therefore if your percentile score falls outside the gray shaded area, you can conclude that you scored significantly different from "typical" IP Senior Leaders.

TAIS Scale Profile

Attentional Styles 


TAIS inventory is unique in that it incorporates concentration skills along with intra and interpersonal characteristics in its overall assessment of performance. To concentrate effectively, you need to be able to shift both the width and direction of your focus of attention in response to the changing demands of performance situations. The attentional scales on TAIS measure two things: 1) Your ability to develop the different types of concentration required to perform effectively, and; 2) Your ability to shift back and forth between the different channels of concentration at appropriate times.

Because TAIS measures the basic elements of concentration, scores from the inventory can be used to identify the specific skills individuals need to work on to improve their performance.


This scale measures an individual's sensitivity to what is going on in the environment.

Low scorers:
  • show little awareness of what is going on outside of their immediate task
  • may fail to make adjustments to performance
High scorers:
  • are aware of what is going on, even when focused on another activity
  • are sensitive to subtle interpersonal cues
  • may have a tendency to be too reactive.

External Distractibility
This scale measures how easily an individual can be distracted from what they are doing by external factors, such as noise, interruptions and other activities.

Low scorers:
  • are not easily distracted by interruptions, and are able to keep their focus on their main task.
High scorers:
  • find they are fairly easily distracted from their main task by interruptions
  • may be more comfortable in one-on-one interpersonal situations
  • may stay away from busy or chaotic situations.


Analytical / Conceptual
This scale measures an individual's ability to engage in big-picture analysis, planning, and complex problem-solving.

Low scorers:
  • tend to react to events, rarely planning ahead
  • are uncomfortable when forced to use analytical abilities for sustained periods.
High scorers:
  • consider all aspects of a situation
  • are able to put current events into a bigger context
  • enjoy conceptual and complex problem-solving
  • may make mistakes because they over-analyzed or over-complicate situations.

Internal Distractibility
This scale measures an individual's tendency to be distracted by irrelevant thoughts and feelings.

Low scorers:
  • can keep a clear focus on their current task without irrelevant thoughts or feelings intruding.
High scorers:
  • lose their current track of thought quite easily by focusing on irrelevant thoughts or feelings
  • may experience their own thoughts happening so fast they cannot keep up with them.


Action / Focused
This scale measures an individual's ability to narrowly focus attention on one thing, to discipline one's self, to follow through, and to avoid being distracted.

Low scorers:
  • may not be able to pay attention to one thing for very long
  • may fail to follow through or adequately attend to details.
High scorers:
  • can pay attention to one thing for sustained periods
  • are dedicated and able to follow through on even boring routines
  • can be counted on to pay close attention to details.

Reduced Flexibility
This scale measures how likely an individual is to make mistakes because of narrowing attention too much, thereby either not noticing other relevant factors or focusing exclusively on irrelevant thoughts and feelings.

Low scorers:
  • rarely make mistakes because they fail to shift attention from external to internal and vice versa.
High scorers:
  • make mistakes because they fail to shift attention frequently enough from external to internal or vice versa
  • make decisions without adequate information
  • suffer from "tunnel vision" at certain times.


Your attentional profile indicates that your ability to pick the correct attentional style and to shift from one style to another is within the range of most people. This means that under normal circumstances you are capable of handling most demands for which you have the training or knowledge.

If you desire to reach another performance level, you need to work on your attentional profile so you can reduce your most common mistake and reduce the negative effects of your biggest distraction. Thus, pay special attention to the paragraphs which follow.




You have indicated that your greatest attentional strength is your ability to analyze and synthesize input from various sources. This broad-internal focus of attention enables you to conceptualize relationships among events, plan (business projections), develop strategies, and anticipate consequences of action. You adjust quickly to changes in priorities and generating creative approaches to problems. You like to review and mentally rehearse situations in order to learn from them and prepare effective responses.

You often take a conceptual approach to events, thinking and planning even when you are not actively involved. Problem solving exists just for the enjoyment of creating and figuring out something. Thus, when events do not make sense to you, you experience frustration.

Your point of pride is, "I FIGURE THINGS OUT, HAVE LOTS OF IDEAS."

There are costs to being highly analytical, too. Under pressure, you are likely to get caught up in your thoughts and projections even when you need to be either more focused or more immediately aware of your surroundings.

COMPENSATING THROUGH STRENGTH. When you figure things out, you know where to look and what to concentrate on, even if it is only for a brief time. You are good at making topics significant or interesting. This makes it easier for you to concentrate on them or monitor them. Knowing where to look reduces mistakes.


Your most frequent attentional lapse is losing track of your surroundings when you are inside your head figuring out something. Because your lowest attentional style is the awareness or broad-external focus, you often fail to detect all that is going on in your surroundings. You are likely to miss subtle nonverbal cues while you are dealing with your internal world which is more engaging to you.

* Learn to take regular breaks, center yourself, and check out your environment without evaluating it.

* You are likely to remember things as you expected them to be rather than how they actually were. Often the way you construct the world and the way it really is coincide, but not always.

* Team Building. You can use people who read others better as your eyes and ears. They can tell you how people reacted to your proposals in meetings. Your ideal contribution is considering consequences for colleagues who tend to leap before "looking."


It's difficult--no impossible--to pay attention to everything. All human beings get distracted from time to time. If you have eyes and ears, the environment will distract you, at least occasionally.

When your attention strays, it seems to be most often due to getting caught up in what's happening in your surroundings. Events either irritate you, make you feel rushed, or are more attractive than what you are supposed to be concentrating on. You tend to get caught in your surroundings when you should either be focused on something or inside your head figuring things out.

You have indicated that you get distracted by your environment about the same as most people do. It is really up to you or your coach to decide if external distractions are causing you to make errors of consequence. Our guess is that they are, although they may not be your major problem. The more important your job is the more even an average number of mistakes can become a barrier to success.

External distractions fall into three kinds: those due to boredom when you are less interested in what you are supposed to pay attention to than you are in what is going on around you (out the window, for example); those due to feeling irritated (things like the phone ringing bother you because you think they should not be so intrusive), and those due to feeling rushed ("Stop the world I want to get off.").

For more on how to figure out what to do about your most common attentional lapse, check with the professional giving your this feedback or Enhanced Performance Systems about Attention Control Training. The professional will help you decide which of the three types of distraction gets you off target most frequently and what to do about it. In general, learning to "say hello AND good-bye to distractions" is probably one of the quickest ways to improve your performance. As you learn how to identify quickly when you are distracted, center yourself, and redirect your attention to the task at hand, you will find that your ability to recover from mistakes will improve.


Preference for Diverse Activities 


Jobs differ in the variety of activities they require and the amount of information which persons in them are expected to handle. People differ along this dimension, too. Some are stressed by having too few things to do, others by having too many. People who score high on this scale are indicating that they are "information junkies," liking to juggle many tasks at once. Those who score low on this scale generally prefer to do one thing at a time and are like people in the crafts, doing something nearly perfectly before moving on. This scale measures your preference for diverse activities and the actual number of different events happening in your life.


Information Processing
Low scorers:
  • prefer linear tasking
  • feel stressed by having too many things to do
  • generally prefer to do one thing at a time
  • behave like craftspeople, wanting to complete something perfectly before moving on.
High scorers:
  • prefer multitasking
  • may get bored when there are  too few tasks
  • like to juggle many things at once.

You like quite a busy world. This is good because being in business today requires considerable energy. Apparently, there is a great deal going on in your world and in your mind. You obviously have the energy to keep up with this, in fact, you are apparently highly stimulated by the multiple demands of your career. You could even make a case that you court this type of existence to keep you motivated. You seem predisposed to be more interested in starting new ventures than to maintaining existing relationships.

You probably make many around you feel rushed. Many people, often support staff, like a slower pace.

* Check for signs that colleagues are feeling rushed and learn to take a breather to enable them to collect their thoughts and ask for some time if needed. Be careful that you do not try to do too much, for example, put so much on a meeting agenda that nothing can receive much attention.

* Carefully consider whether you are trying to do too many things. Are you burning the candle at both ends? Your schedule probably makes most people feel tired and eventually it may get to you. For now, you can probably handle the tempo. In any case, learn ways to reduce your agenda at least a little bit. More is not always better especially if in your eagerness to take on more projects you lessen your attention to your existing responsibilities.


Orientation towards Rules & Risk 


Measures the probability of strict adherence to a set pattern of thought or behavior.  High scorers are more likely to act spontaneously, take risks, and think and act in "out of the ordinary" ways.  High scorers who are not easily distracted tend to "live by their own rules."  For this reason, while others may see them as impulsive, they typically view themselves as colorful or risk takers.  They feel stressed when their thought and behaviors are confined within predefined boundaries.   Low scorers abide by rules and policies, are conventional and thus generally responsible.  They feel stressed when others are not behaving according to rules or expectations.

Orientation towards Rules and Risk
Low scorers:
  • prefer to stick strictly to rules and policies
  • are conventional and generally responsible
  • tend to feel stressed when asked to break or bend the rules.
High scorers:
  • are more likely to act spontaneously and take risks
  • tend to push limits and resist restrictions
  • are willing to make up or bend rules when necessary
  • may be regarded by others as impulsive.


You have indicated that you are in the middle range of the scale which measures your spontaneity and impulsiveness on the high end and your tendency to be conventional and responsible on the other end. It appears that whether you behave impulsively or spontaneously depends on the situation.

On the whole, your scores indicate nothing to be concerned about unless you interact with many people who are either extreme risk takers or who demand complete discipline at all times. You probably are able to have fun when appropriate and behave yourself when necessary. You generally relate well to most people including the live wires around you and those who are more conventional or stodgy.

Drive and Confidence 


The twin towers of dominance are the desire to have control over what happens and the self-confidence to believe one's approach is the right way.  These two characteristics are like fire.  Fire, properly controlled, fueled progress in early civilizations.  Out of control, fire destroys.  The drive to succeed and take a leadership role accompanies many -- but not all -- leaders.  Similar levels of drive are also found among many people with behavioral problems, even some with criminal records.  So much of the direction in which this drive takes one depends on who is the master of the power and how it is applied. 

CONTROL (of others)

Indicates how much individuals like to control others and actually take charge or assumes a leadership position. 


Measures the extent to which people think they are competent at doing things and how good a person they think they are. 


Reflects how critical people are of themselves.  Very high scores tend to accompany depression.  This scale often reflects temporary problems in the personal or professional lives of participants, and it subtracts from the self-esteem which they are feeling at the time of assessment. 

Low scorers:
  • prefer to take a laissez-faire, 'hands off' approach to managing others
  • accept leadership roles with reluctance
  • may be uncomfortable if put in charge.
High scorers:
  • want to be in charge
  • actively seek leadership roles
  • May be uncomfortable when not leading.

Low scorers:
  • lack confidence
  • doubt their abilities
  • do not recover quickly from mistakes.
High scorers:
  • are confident
  • believe they are very competent
  • recover quickly from mistakes.

Low scorers:
  • may not often reflect on their actions or their consequences
  • appear confident in their abilities.
High scorers:
  • may be reflecting on temporary problems they were experiencing when they filled in the forms
  • may have a tendency to be too hard on themselves.

You have more confidence in your abilities than 65-80 percent of the population but a low drive to be in control or come out on top of challenging situations (below the 35th percentile). You are generally optimistic about your ability to do most things well. When you are not successful, you experience some frustration but tend to bounce back, confident you will do better the next time.

Your profile may be hard for others to read. Any confusion may be due to your expressing the high confidence of many leaders with only a moderate level of control. Typically these two variables go up and down together. The reason(s) your confidence is noticeably higher than your need to dominate others is (are) worth exploring.

You may be simply more enlightened than others. Apparently you feel good about yourself without having to control or dominate others. This probably means that you are a self-starter and one who believes others are the same way.

On the other hand, your control needs may be noticeably lower than your confidence because you do not want to expend the energy to direct others closely. You may be so focused that you don’t try to control everything. You may care more about your thoughts than monitoring the environment.

It is more likely that you don’t like to (or choose to) compete, "fight," or argue to get your way. You may say your piece and let it go at that. There is the real chance that you are often quietly stubborn. Whether you say what you believe or not, you won’t continue the fight to get others to do it "your way." You simply go about doing it your way anyway.

You have to face the probability that either you are not so confident or not so low on control needs. At least, it is likely that others do not perceive you the way you see yourself. If you are truly this confident, you probably try to dominate others in subtle ways even if you think you are sharing leadership with them.

* Team Building. In order for you to work successfully with others of equal confidence, the following conditions have to be met:

* There needs to be a mutual respect for the abilities of each other.

* You have to trust each other.

Listening skills are key to everyone’s success. You may think you are listening, but sensitive observers can tell when you have gone inside your head to play with your own, more-valuable (to you), ideas.

* It is extremely important that you develop active listening techniques so that others feel that you have heard them. Learn to paraphrase what the other person said and check to see if you are correct. You must withhold judgment while you do this.

Ways of Dominating and Competing 

Entire books could be written about the way control needs and self-confidence play out in personal and professional relations.  Many variables affect their use including anger vs. support, impulse control, and attentional preferences and distractibility (see other sections of your report for your tendencies on these variables).  Foremost allies for control and confidence are the characteristics of physical orientation or competitiveness and expression of ideas.  They are both included here because a) some people have not had the chance to compete physically, and b) dominance in business is more often intellectual than physical.

PHYSICALLY COMPETITIVE people try to dominate in physical ways and are prone to keep score as they have in athletic contests even in other arenas whether appropriate or not.  They like challenges.

INTELLECTUALLY COMPETITIVE (or expression of ideas) scale indicates how likely people are to express what is on their minds.  By talking a great deal, many leaders dominate the thoughts and actions of others. 

Physically Competitive
Low scorers:
  • shy away from physical challenges
  • are not driven by easily measured results.
High scorers:
  • 'keep score' as if in active competition
  • seek to dominate others physically, for example through body language.

Intellectually Competitive
Low scorers:
  • tend to keep their thoughts to themselves
  • tend to avoid arguments.
High scorers:
  • tend to try to dominate conversations, and influence the thoughts and actions of others.

You are likely to fool some people with your level of competitiveness. You have indicated that you are not competitive in the traditional sports sense. But make no mistake about it, you are able to hold your own intellectually. While you may shun direct contests of physical skill, you are much more sure of your ability to express your ideas.

* You need to realize that you can learn as much by listening as by talking. This is especially true when you are trying to size up a client, colleague, or negotiator for the other side.

* You also need to realize that you probably give too much information to those whom you direct or are trying to train.

Unless you are in a group which orients itself almost completely around sports and sports clichés (such as police officers or businesses led by ex-jocks), you are likely to take a leadership role. In business settings, the more appropriate way to lead is through ideas rather than physical prowess which is generally irrelevant. To be sure, athletes learn a way of competing, striving for excellence. But they do not hold a patent on drive for success.

Your low score on physical competitiveness probably suppressed either or both your scores on control and self esteem because sports is one prominent arena where we can tell who is winning. Thus, you may be more competitive or driven that the previous section indicates. You may not even consider yourself competitive but those who have felt the impact of your words may differ with that assessment.


Decision Making Style 


This scale provides an indication of the individual's speed of decision making.  High scorers make slower decisions, tending to sacrifice speed for the sake of accuracy.  People who are cautious often worry about matters.  Low scorers make quick decisions and are more likely to err because they end up sacrificing some accuracy for the sake of speed.  They tend to become impatient with delays. 

Decision Making Style
Low scorers:
  • make fast decisions
  • willing to sacrifice some accuracy for speed
  • likely to become impatient about delays.
High scorers:
  • make decisions more slowly
  • value accuracy over speed
  • may have trouble with fast-moving situations.

You tend to make decisions more quickly than the average person and about as quickly as most business leaders and top sales people do. You seem to handle pressure about the same as these people do. You will be frustrated by bosses, coworkers, or subordinates who are more cautious than you, who drag matters out and make you wait.

* Pause a moment when you start to make others feel rushed to move or commit before they are ready. Paradoxically, you will get more out of them (on time) if you don't pressure them.

* It is important that you find ways to bring into the open your need and apparent ability to make decisions fairly quickly. Because some of your rapid decisions will undoubtedly be in error occasionally (at least in others' eyes), it is really helpful if they hear your thought processes used in reaching your conclusion. When they cannot "see" how you made your decision, your "critics" are free to presume you were impulsive instead of decisive.

* Team Building. Sometimes people who work or live together learn to laugh with each other at their idiosyncrasies in moments of stress. Laughter relaxes people, defusing enough of the pressure so that impatient people can wait more patiently and cautious individuals can move on, take action somewhat more rapidly.

Because you are relatively low on anxiety, you spend less time than average caught up in your head worrying about problems. This enables you to switch your focus of attention fairly quickly to what is going on around you even when you have been thinking. You still make concentration errors, but you apparently make fewer pressure-induced mistakes than most people do.

Orientation towards Others


Measures the extent to which people seek out and enjoy the company of others. High scorers are quite outgoing, like to be the center of attention. Individuals in sales and service occupations tend to score higher on this scale than people who are involved in more technical activities. Low scorers tend to be shy. 


Measures your need for personal space and privacy. High scorers indicate an enjoyment of time alone. Low scorers generally become stressed when they have to be alone for any length of time. Because each of these scales is defined in a positive manner, some people legitimately score high or moderately high on both of them. Such people are saying that they like being with other people, AND they like being by themselves. 


Low scorers:
  • do not have a strong need to be around others.
High scorers::
  • are very outgoing
  • may like to be the center of attention.

Low scorers:
  • do not have a strong desire for personal space and privacy .
High scorers::
  • enjoy time alone
  • want personal space and privacy.

You score higher than 70 to 95% of people on the scale which indicates your need for involvement with others. You are comfortable being the center of attention and probably (but not necessarily) provide a great deal of positive support for others (check the expression of support scale in the next section). You meet people well, establish rapport fairly quickly. Typically, extroverts are happy in their major relationships. Chances are you are good at playing peace maker, willing to compromise in order to smooth over "troubled waters."

To emphasize your gregarious side, your need for time alone is quite low (below the 15th percentile). To be sure, you occasionally seek solace away from people, but you do this far less often than most people. Problems may also arise for you because you have difficulty saying "no" to others, setting limits on your involvement and commitment. You probably are not willing to risk isolation.

* Your definite preference for social interaction can lead to a time management problem for you. Learn to build in restraints to your taking too many "people breaks" while doing some task which requires working by yourself for an extended period of time. You might consider telling all the people you most enjoy socializing with that you are busy and that the closed door is really your signal for help. In other words, "please stay away because I am trying to finish that report which is due tomorrow morning." It really is a compliment to tell others that you find talking to them too irresistible.

* If you also don't like to argue or confront people, you will need to develop some protective patterns to avoid committing yourself to too many things. Some people learn to say that they will have to check with their boss, secretary, or spouse before agreeing to any new request. This gives you time to prepare a nice way to say no to extra involvements.

* Find a good model, someone who maintains cordial relationships yet is able to set limits on others. Imitate how this person s/he says no, firmly but nicely.

* Team Building. You can have problems with significant others who both desire plenty of involvement with you and yet also have a need for privacy. Given your pattern of scores it is unlikely that you will ever really understand their need to be alone especially because it conflicts with your need to socialize and be mutually supportive.

You probably also tend to hog the spotlight perhaps even without knowing it. This can be intimidating to those who want to take center stage at times but do not want to fight you for it, or, more appropriately, try to upstage you, the master of this.

* Some open communication is really crucial in such situations.

Communication Style 


Measures your willingness to speak up in front of others. High scorers like to express their thoughts and ideas. The higher you score the more likely you are to talk too much. Low scorers find themselves feeling stressed by situations that require them to speak up in front of others. They tend to underestimate the value of their input. 


Measures your willingness to confront others, to set limits, and to express your anger. The higher you score the more challenging and confronting you are. The lower you score the more difficulty you have setting limits and saying no. Thus, others are likely to take advantage of you. 


Measures your willingness to express positive feelings and support to others. The higher you score the more often you reach out in a positive, supportive way and the more you need to receive such in return. Being positive helps in positions with considerable contact with people and when participating in team efforts. 


Expression of Ideas
Low scorers:
  • feel stressed when they have to present their ideas to others
  • tend to underestimate the value of their ideas
  • may not speak up even if they have something valuable to contribute.
High scorers::
  • are comfortable expressing thoughts and ideas
  • may risk talking too much.

Expression of Criticism & Anger
Low scorers:
  • find it difficult to set limits, or say no
  • are uncomfortable with confrontation and conflict.
High scorers::
  • are more likely to confront or challenge others
  • may be too critical.

Expression of Support & Affection
Low scorers:
  • have little need to receive or give support
  • work well in environments that do not provide positive reinforcement.
High scorers::
  • are supportive to those around them
  • have an optimistic and positive perspective on the world
  • are most comfortable in a positive environment.

You like to talk and you like to express positive things to people around you. You are much more expressive of your thoughts and your affection than most people. You are confident that what you have to say is well received by others. Even though you frequently talk too much, most people like what they hear because it is positive, even complimentary.

You like center stage when it comes to sharing your ideas and are generally friendly and supportive in doing so. You are less open about what is irritating you. To get a visual image of the relationship between your three forms of expression, take a good look at the graphs above. They show you score above the 84th percentile on expression of ideas, between the 60th and 84th percentile on expression of support, and only between the 30th and 60th percentiles on expression of anger and criticism. In an absolute sense, you are in the mid-range of people on expressing your concerns. Under calm circumstances, your ability to stand up for yourself and put limits on others probably seems fairly typical. When pressure increases, however, you will play to your strengths and rely on your words and charm to get you out of things.

If you are high on control and competitive needs, it may be a good thing that you cover up your intense drive with charm and support. Up to a point.

People who seem gregarious and expressive but keep certain things to themselves (like their anger and criticism) are likely to confuse others especially if they are dominant or controlling otherwise. You don’t seem entirely comfortable sharing your anger in a straightforward manner. You may dominate conversations, even intimidate people by your quick wit and your ability to get your way by persuading others, but you tend to avoid expressing what is bothering you cleanly and in a timely manner. You probably do speak up for yourself fairly often but still may be adept at camouflaging many concerns with something positive or reasons why you feel the way you do (rationalizing).

* You need to learn to listen, to take a deep breath and allow input from others. You must find a way to be active in your listening (paraphrase what the other person said, say things like "uh-huh") to keep your attention on what the speaker is saying without drifting off into your own thoughts.

* You can be well liked and express what irritates you. Your scores indicate you may have some conflict about expressing the critical side of you. Even though you are generally confident, part of you seems worried that if you express your anger others may not like you, get into an argument or worse yet, criticize you in return. Leader (Parent, Teacher) Effectiveness Training teaches people how to express "I- confrontive" messages. They consist of saying how you feel genuinely to a certain behavior (not the person him or herself). If you are careful to respond to the behavior with your real feelings, you can keep relations on a positive note as well as get you needs met. You generally need to shift into listening gear after expressing your concerns (see the first recommendation).

* If you are a high drive, confident person, you may be concerned that if you allow your angry or critical nature to take hold it can become too forceful. You may be someone who 1) genuinely likes others and having an audience for your ideas, and 2) likes to be in charge. If so, and if your self-perception is accurate, you probably have learned that you are more successful using more positive forms of motivation than being primarily critical.

* Team Building. You may need either or both of the following two kinds of teammates. Your number one need seems to be someone who can give you a subtle, prearranged signal to take a breather and let other people have the stage. Even though you are charming and interesting, you need to listen twice as much as you talk. Secondly, you may need a teammate who can help you express what is wrong with a proposal in no uncertain terms when you are tempted to cover up your displeasure with a lot of words and charm. Think back on occasions when (for all your confidence) you let some problem go unattended. Wouldn't you love to replay that scene with a more hard-nosed partner? Arrange it now so you will be prepared for the next time.

You probably have the ability to take a tough stance if needed. Compare carefully those times when you are as tough as necessary with those times when your soft side took over. For many people like you, it is not that you will not take the hard line (e.g., firing someone) but that you take too long to do it. What are the key factors in determining which side of you takes over?

Conclusions & Recommendations

No psychological test or performance measurement is perfect.  There may be one or more hypotheses in your TAIS Performance Report that you do not agree with or view as inaccurate.  Here is how EPS recommends you deal with those:

The purpose of the TAIS is to target your performance strengths and weaknesses.  This assessment is the first step in improving your ability to perform effectively under pressure.  The best way to make use of the information contained in your TAIS Performance Report is to:
  1. Thoroughly catalogue your strengths and try to put yourself in performance environments that play to those strengths
  2. Understand and seek to be aware of your vulnerabilities under pressure and endeavor to keep those vulnerabilities from interfering with performance
  3. Select 2 or 3 of the vulnerabilities listed in your TAIS Performance Report as targets for your performance enhancement program
  4. Use the recommendations contained in the Report in addition to other performance enhancement products available from EPS
Keep in mind that any performance enhancement program requires commitment, dedication, and time.  Meaningful changes do not happen overnight.  World-Class performers focus their energies on improving performance by eliminating mistakes in high pressure situations.  The TAIS Performance Report gives you the information you need to take your performance to the next level.

Good Luck

1. Introduction
2. TAIS Scale Profile
3. Attentional Styles
4. Preference for Diverse Activities
5. Orientation towards Rules & Risk
6. Drive and Confidence
7. Ways of Dominating and Competing
8. Decision Making Style
9. Orientation towards Others
10. Communication Style
11. Conclusions & Recommendations
12. Recommended Printing Options
13. How to Save This Document

Copyright 1974-2020 by Grandlark Investments, Inc.
Used by TAIS Performance Systems Inc. under exclusive license.

Recommended Printing Options


For the best print of this document we recommend that your print margins be set to 1" and that you print the background.  To print the background follow these simple instructions for your particular browser:


  1. Select "File" and then "Page Setup" from the menu at the top of the screen.
  2. If the box next to the option "Print backgrounds" does not contain a check mark, click on the box.
  3. Click "OK".
Microsoft Internet Explorer:
  1. Select "View" and then "Internet Options" from the menu at the top of the screen.
  2. Click on the tab labeled, "Advanced."
  3. Scroll about 2/3rds down until you see "Print background colors and images"
  4. If the box next to this option does not contain a check mark, click on the box.
  5. Click "OK".

How to Save This Document

When saving a web page to your computer most browsers will not save the images with the page.  Therefore, we recommend that you bookmark this page for future reference.  To do this follow these simple instructions for your particular browser:


    Select "Bookmark" and then "Add Bookmark" from the menu at the top of the screen.
Microsoft Internet Explorer:
  1. Select "Favorites" and then "Add to Favorites" from the menu at the top of the screen.
  2. For the question, "Would you also like to subscribe to this page?", respond by clicking the option, "No, just add the page to my favorites."
  3. Click "OK".