Leadership 100 Project Report April 2017

Leadership 100 Project Report:
Fayetteville, NC
A comprehensive investigation into the competencies, motivators,
and behavioral styles of our leaders
Underwritten By:
In Partnership With:
© Cape Fear Partners, LLC and Target Training International, Ltd. | 2017
Leadership 100 Project Report
Overview and Acknowledgements

A Community at the Crossroads, Poised to do Great Things: Cape Fear Partners believe
greater Fayetteville is a truly special place. We are proud to be a part of this community. During
the winter of 2016, as we engaged with business and community leaders, we realized two things:
First, there are many extraordinary people and businesses in our community. Of these, many are
family and closely-held enterprises seeking strategies to perpetuate their operations across
successive generations. Second, socioeconomic transformation is taking place rapidly in the
regional and national economies. We concluded that Fayetteville must identify and further
develop its leadership capacities and capabilities across organizations and generations to
successfully capitalize on critical opportunities that will promote community success.
With a heightened understanding of the opportunities and talents within our community, we can
stimulate conversations to bring about commitments that tap into the unlimited reservoir of
capabilities that make greater Fayetteville unique. Hence, Cape Fear Partners (CFP) and TTI
Success Insights, Inc. (TTI SI) developed the Leadership 100 Project. We invited 168 individuals
in leadership roles from across our community to take the TTI TriMetrix® DNA assessments.
We are gratified that 116 of these community leaders took the assessment, including members
from the business, education, government, and nonprofit sectors.
Together with TTI SI, we combined these individual reports into a community assessment of
leadership in 3 key areas: Competencies, Motivators, and Behavioral Styles. CFP and TTI SI
have invested substantial financial and human resources in this project. This is our contribution
to the community. As you review this information, you will begin to see what makes our
community unique, what makes us strong, and what areas need further development.
The results of this study indicate, we need a greater sense of urgency related to our
socioeconomic future. This is not a call solely to an individual or segment of our community, but
rather to everyone who contributes to our socioeconomic well-being.
Thank you to all those who chose to participate in the study. A special thank you goes out to
TTI SI and in particular Bill and Ron Bonnestter for their support and expertise. This work is
dedicated to the loving memory of Bill Bonnestter, founder of TTI SI, who passed away during
the project. Bill was a friend and colleague who would be proud of the contributions this work
makes to the community. Finally, thank you to the Board of the Greater Fayetteville Chamber for
your leadership and support. We feel truly blessed to have an opportunity to be of service to
greater Fayetteville and Cumberland County.
Sincerely,
David & Darsweil
Who is Cape Fear Partners?

Cape Fear Partners (CFP) is a team of seasoned business professionals and distinguished
academics providing guidance on the effective deployment of human and organizational
resources. The managing partners, David Pistrui, Ph.D. and Darsweil Rogers have 60 plus years
of service advising businesses and institutions across the country and around the world. CFP has
associate relationships with professionals with diverse business and academic backgrounds.
CFP help clients build people centric, performance-driven organizations and programs that align
vision and strategy with execution and performance. CFP offers a full range of consulting
services including
• Innovative Diagnostics and development programs to assist organizations in identifying
opportunities to solve complex problems and create value in the marketplace.
• Family Business Forums to support the development and perpetuation of family and
closely held organizations.
• Senior Management Capacity Building and governance programs to assist in preparing
the next generation of leaders and managers.
• CEO Forums to bring together business owners and executives on a monthly basis to
enhance their business acumen and leadership talents.
• Job Benchmarking and Talent evaluation and development programs to help
organizations recruit, hire, promote and retain key employees.
• Design Thinking Workshops to assist organizations in reimagining their strategic
direction and business model.
• Student and Curriculum Development Programs focused on guiding students to
realize and exploit their talents.
Leadership 100 Project Report Contents
Contents
Executive Summary ..................................................................................................................... iv
Background .............................................................................................................................. iv
Key Findings from the Study ..................................................................................................... v
What does it all Mean? ............................................................................................................vii
Opportunity Snapshot for Leadership Growth ..........................................................................vii
Conclusion .............................................................................................................................. viii
Section 1: Introduction and Overview of the Leadership 100 Project Report ............................... 1
1.1 Overview, Objectives and Methods ................................................................................ 1
1.2 General Demographic Overview .................................................................................... 4
1.3 Demographics by Gender ............................................................................................... 7
1.4 Demographics by Ethnicity ............................................................................................. 9
1.5 Snapshot of Our Community ........................................................................................ 10
Section 2: Professional Competencies of Our Leaders .............................................................. 11
2.1 Twenty-Five Professional Competencies Model .......................................................... 11
2.2 Professional Competencies Hierarchy ......................................................................... 11
2.3 Professional Competencies Hierarchy by Gender ........................................................ 16
2.4 Professional Competencies Hierarchy by Ethnicity ...................................................... 19
2.5 Competency Development Opportunity Map ................................................................ 22
Section 3: Motivators and Driving Forces of Our Leaders .......................................................... 24
3.1 Motivators and Driving Forces Model ........................................................................... 24
3.2 Three Dimensions of Driving Forces ............................................................................ 25
3.3 Driving Forces by Gender ............................................................................................. 30
3.4 Driving Forces by Ethnicity ........................................................................................... 32
3.5 Areas of Awareness and Opportunity ........................................................................... 34
Section 4: Behavioral Styles of Our Leaders .............................................................................. 35
4.1 The DISC Methodology ................................................................................................ 35
4.2 Behavioral Hierarchy Indicator ..................................................................................... 38
4.3 Behavioral Hierarchy Indicator by Gender .................................................................... 41
4.4 Behavioral Hierarchy Indicator by Ethnicity .................................................................. 43
Section 5: Assessment and Opportunity Identification ................................................................ 46
5.1 Benchmark of Our Leadership Position ........................................................................ 46
5.2 Opportunity Snapshot for Leadership Growth .............................................................. 47
5.3 Concluding Thoughts .................................................................................................... 48
Appendix ..................................................................................................................................... 49
Behavioral Styles of our Leaders by Gender and Ethnicity ..................................................... 49
References .............................................................................................................................. 55
Sponsors ................................................................................................................................. 56
Research Team....................................................................................................................... 58
© Cape Fear Partners, LLC and Target Training International, Ltd. | 2017 Page i
List of Tables
Table 1. Dataset by Ethnicity .................................................................................................... 4
Table 2. Level and Area of Education ....................................................................................... 6
Table 3. Employment Level ...................................................................................................... 6
Table 4. Demographic Overview by Gender ............................................................................. 8
Table 5. Demographic Overview by Ethnicity ........................................................................... 9
Table 6. Hierarchy of Competencies ....................................................................................... 12
Table 7. Greater-than and Less-than Themes ........................................................................ 15
Table 8. Top 7 Professional Competencies Hierarchy by Gender .......................................... 17
Table 9. Top 7 Professional Competencies Hierarchy by Ethnicity ........................................ 20
Table 10. Competency Areas for Focus ................................................................................ 23
Table 11. Three Dimensions of Driving Forces ..................................................................... 25
Table 12. Primary Driving Forces Cluster ............................................................................. 26
Table 13. Situational Driving Forces Cluster ......................................................................... 27
Table 14. Indifferent Driving Forces Cluster .......................................................................... 28
Table 15. Top 5 Driving Forces by Gender ........................................................................... 30
Table 16. Top 5 Driving Forces by Ethnicity .......................................................................... 32
Table 17. Natural and Adapted DISC Behavioral Style Themes ........................................... 37
Table 18. Behavioral Hierarchy Indicator .............................................................................. 38
Table 19. Top 5 Behaviors by Gender .................................................................................. 41
Table 20. Top 5 Behaviors by Ethnicity ................................................................................. 43
Table 21. Adapted DISC Behavioral Style Themes by Gender ............................................. 51
Table 22. Adapted DISC Behavioral Style Themes by Ethnicity ........................................... 54
© Cape Fear Partners, LLC and Target Training International, Ltd. | 2017 Page ii
List of Figures
Figure 1. TTI TriMetrix® DNA Methodology Framework ............................................................ 3
Figure 2. Age by Decade (n=116) .............................................................................................. 5
Figure 3. Income Ranges ........................................................................................................... 7
Figure 4. Competencies Map: Fayetteville vs. National Average ............................................. 16
Figure 5. Professional Competencies by Gender .................................................................... 19
Figure 6. Professional Competencies by Ethnicity ................................................................... 22
Figure 7. Six Categories of Motivators ..................................................................................... 24
Figure 8. Driving Forces Fayetteville vs. National Average ..................................................... 29
Figure 9. Driving Forces by Gender ......................................................................................... 31
Figure 10. Driving Forces by Ethnicity .................................................................................... 34
Figure 11. DISC Overview ...................................................................................................... 35
Figure 12. DISC Wheel Natural and Adapted Behavioral Styles ............................................ 36
Figure 13. Visual Behavioral Hierarchy Map Fayetteville vs. National Mean ......................... 40
Figure 14. Visual Behavioral Hierarchy Men vs. Women ....................................................... 42
Figure 15. Visual Behavioral Hierarchy African Americans vs. Whites .................................. 45
Figure 16. DISC Natural and Adapted Behavioral Styles by Gender ..................................... 50
Figure 17. DISC Natural and Adapted Behavioral Styles by Ethnicity .................................... 53
© Cape Fear Partners, LLC and Target Training International, Ltd. | 2017 Page iii
Leadership 100 Project Report Executive Summary
Executive Summary
Strong visionary leadership is vital to socioeconomic growth and community well-being. The
goal of the Leadership 100 Project Report (LPR) is to provide data-driven insights into the
professional Competencies, Motivators, and Behavioral Styles that shape our community
leadership DNA. In turn, this knowledge can be applied to assist the greater Fayetteville
leadership community to individually and collectively navigate through the challenging and
exciting times ahead.
Background
The LPR is being underwritten by Cape Fear Partners LLC (CFP), a Fayetteville, NC based
consulting firm and TTI Success Insights, Inc., (TTI SI) a Scottsdale AZ based company that is a
recognized global leader in providing a complete suite of assessment tools focused on
understanding and developing human potential. The LPR utilized the TTI SI TriMetrix® DNA
assessment suite to collect data from the participants. These instruments examine three
dimensions: 1 - Competencies, 2 - Motivators (Driving Forces), and 3 - Behavioral Styles. The
TTI TriMetrix® DNA assessments are used by organizations for professional development and
social science research. The data-driven insights from the assessments are used to better
understand current leadership styles, identify leadership potential and to develop strategies and
plans to enhance leadership skills that can be applied in everyday life. Each study participant
received a complimentary personalized 57-page report that profiles his or her leadership DNA.
CFP identified 168 leaders across multiple sectors including business, nonprofits, education,
clergy and civic sectors. Each leader was sent an invitation and follow up reminders encouraging
them to participate. We provided complimentary access to the TTI TriMetrix® DNA
assessments. From the leaders invited to participate 116, or 69%, agreed. This dataset is first-of-
a-kind and represents a valuable opportunity to gain new insights into the greater Fayetteville
community.
The sample is almost evenly split between men (54%) and women (46%). Eighty-two percent of
the dataset is comprised of whites and African Americans. The average age is 50 years old, with
55% age 47 or older. Twenty-nine percent are between 36-46 years of age. Eighty-one percent
have some level of education beyond high school, 34% have graduate degrees, and 12% have
doctorates.
Sixty-four percent of the participants are identified as business owners and top managers. Over
half of the study participants hold some level of management position. Almost one-third are
business owners.
© Cape Fear Partners, LLC and Target Training International, Ltd. | 2017 Page iv
African American participants were found to play important and prominent roles, reporting
higher business ownership (36%) and top management participation (39%), as compared to 28%
and 31% for white participants. Over half (53%) of the participants earned at least $100,000 per
year, with 37% indicating they earn over $150,000. Men earn on average $122,368, or 11%
more than the average. Women were found to make $28,129 less per year, 23% less than their
male counterparts, and 14% less than the overall average.
In order to gain a greater understanding of the leadership group, we decided to complete three (3)
analyses of the data as follows:
1. Compare the leadership group against the national average of everyone that has taken the
TTI TriMetrix® DNA assessments.
2. Compare the Men (54% of the participants) to the Women (46% of the participants)
3. Compare the African American participants (31% of the participants) to the white
participants (51% of the participants).
Key Findings from the Study

Key highlights from the study are arranged according to the three primary analyses of leadership
group to national average; men to women; and African Americans to whites.
Leadership Group to National Average

Competencies (Skills) Motivators & Driving Forces Behaviors
p. 11 p. 25 p. 38
• There are 25 competencies • Driving Forces are the • There are 12 Behavioral
evaluated in the assessment. “why” behind our actions. Components evaluated in
These are the professional There are 12 Driving the assessment.
skills that are considered Forces categorized into
important for superior three tiers, Primary, • This leadership group
performance. Situational and Indifferent. scaled below the national
average in 7 of the 12
• Overall, the participants • The Primary Driving forces Behavioral Components
have a slightly stronger set of the Leadership Group including:
of competencies compared Include Commanding
to the national average. (driven by status, • People Oriented (having a
recognition, and control of positive and constructive
• Areas of well-developed personal freedom), view of working with
competencies included Receptive (driven by new others),
Interpersonal Skills, ideas and opportunities),
Appreciating Others and Objective (driven by • Consistency (having the
Customer Focus. functionality and ability to do a job the same
objectivity) and Intellectual way on a repeated basis)
© Cape Fear Partners, LLC and Target Training International, Ltd. | 2017 Page v
(driven to learn, acquire

• Skills that scaled lower knowledge and discover • Analysis of Data (Analyze
include Diplomacy, truth). and challenge details, data
Problem Solving, and and facts prior to making a
Decision Making. • Of particular note is the decision)
leadership group is
indifferent to being
Collaborative. This is
puzzling given that
collaboration is critical to
the overall success of the
communities.
Men to Women
p. 16 p. 30 p. 41
• Women were found to • Men are driven to control • Men and women share 3
exhibit stronger levels of and develop functional common Behavioral
skills development as solutions around Components in the top 5
compared to men. opportunities and problems. (People Oriented, Frequent
Interaction with Others and
• Specific areas of strength • Women are driven to Customer Relations.
include: Understanding and provide assistance and to
Appreciating Others, seek continual learning. • The Behavioral
Innovation and Flexibility. Components of the men
demonstrate strength in
• Areas of strength for men Analysis of Data,
include Problem Solving, Following Policy and
Planning & Organizing and Consistency.
Negotiations
• Women were found to have
a greater level of flexibility
associated with Frequent
Change and Versatility.
© Cape Fear Partners, LLC and Target Training International, Ltd. | 2017 Page vi
African Americans to Whites

p. 19 p. 32 p. 43
• The African Americans • The Primary Driving • Whites are more
were found to exhibit a Forces of both groups are competitive and open to
stronger level of skills similar but rank in different change and dealing with
development compared to orders. African Americans’ uncertainty.
their white counterparts are more driven by
Intellectual and Objective • African Americans tend to
• African Americans relative forces, while whites are be more interested in
strengths include Conflict Commanding and more fostering positive personal
Management, Interpersonal open to ideas. relationships.
Skills and Understanding
and Appreciating Others • Neither group is motivated
to be Collaborative.
• Whites scaled stronger in
the areas associated with
Self Starting, Conceptual
Thinking and Flexibility.
What does it all Mean?

The study uncovers that this leaders group have talents and capabilities that are being under-
utilized, especially among women and African American leadership group. What also emerges
from the study is that leadership succession and organizational continuity are potential
challenges facing the community. Leaders were found to appreciate others, but not necessarily
understand them. Fayetteville leaders are more futuristic in their thinking, yet they struggle with
conceptualizing ideas and opportunities. It also points out that collaboration is an important area
in need of development both individually and collectively.
Opportunity Snapshot for Leadership Growth

This study has uncovered three valuable themes central to development of leadership skills,
which are vital to sustained socioeconomic growth and well-being in greater Fayetteville.
Develop an Opportunity Orientation

First, embrace change as an absolute requirement for our community to be more successful. We
should proactively seek opportunities. The current, and future socioeconomic landscape
demands that leaders and their successors must have a re-kindled entrepreneurial spirit.
Identifying opportunities, defining and solving real world problems, and creating value are
© Cape Fear Partners, LLC and Target Training International, Ltd. | 2017 Page vii
paramount to greater Fayetteville. Key capabilities needed in our leadership are innovative
agility and futuristic thinking. CFP is working with local organizations and Fortune 500
companies in assisting them in developing more collaborative and forward thinking leaders.
Expand Collaboration Models

Second, there is a clear and distinct need to expand collaboration across several dimensions. The
community will greatly benefit from more and better collaboration between generations, genders,
and ethnic groups. Data suggests that, currently, leaders as a whole in Fayetteville lack a
collaborative spirit as indicated by both their Driving Forces and Competencies set. There is
both an opportunity and a need to build and implement improved collaboration models to ensure
long-term socioeconomic growth and prosperity.
Implement Succession and Continuity Programs

The leadership group in this study has a responsibility to collectively work together to create
programs, platforms, and places to educate the next generation of leaders. This is especially true
for family and closely held businesses. Together with educators and subject matter experts, the
current group needs to create a succession plan to guide the development and transition of
governance and leadership.
Fostering sustained effective long-term leadership is no easy task. It requires that the current
leaders unite to work collectively, across race and gender and generations to kindle new
collective leadership development models to support a sustainable leadership culture that is
adaptive and agile.
Conclusion
People and human talent are the keys to future success. Greater Fayetteville should have a sense
of urgency to collectively create programs and opportunities related to leadership development
associated with the perpetuation of family-controlled and closely-held organizations,
strengthening nonprofit performance, and reforming educational institutions.
© Cape Fear Partners, LLC and Target Training International, Ltd. | 2017 Page viii
Leadership 100 Project Report Section 1: Overview
Section 1: Introduction and Overview of the

1.1 Overview, Objectives and Methods
Project Overview
The socioeconomic landscape is rapidly changing. As organizations navigate change, leadership
effectiveness will be paramount to success. Visionary leadership at the individual,
organizational, and community levels is vital to socio-economic growth and a flourishing
society.
The goal of the Leadership 100 Project Report (LPR) is to assist the greater Fayetteville
leadership community to individually and collectively navigate through these challenging and
exciting times. Cape Fear Partners (CFP), a Fayetteville, NC -based consulting, advisory and
research firm working with TTI Success Insight (TTI SI), a Scottsdale, AZ the world’s leading
source for research-based, validated assessment and coaching tools along with community
thought leaders, identified over 100 individuals across industry, nonprofit, education, clergy, and
civic sectors who are considered key to the region’s future.
Project Objectives
The LPR provides invaluable insights including the following:
• A comprehensive data-driven report, that provides a profile of the current leadership
landscape and maps the practical opportunities for growth and development on a
community level.
• CFP will conduct a series of data-driven presentations to promote community
conversation centered on creating a common platform and language to discuss the current
state, identify opportunity gaps, and develop an action plan for growth.
• Identification of developmental opportunities that will promote collaboration on an
individual and community leadership level.
• Creation of a series of individual and community benchmarks against national averages.
• Documentation of individual and community leadership strengths along with direction on
how to apply these strengths in practice.
• Certification of opportunity gaps for professional development on individual and
community levels.
© Cape Fear Partners, LLC and Target Training International, Ltd. | 2017 Page 1
TTI Success Insights Partnership in the Leadership Study

TTI SI is a 30-year-old Scottsdale, Arizona-based firm that serves clients in 90 countries and 40
languages. TTI SI is the global leader in providing research-based validated assessment and
coaching tools that enable organizations to meet their human capital management needs. The
client base includes Fortune 500 companies, government agencies, and educational institutions.
CFP has an in-depth working relationship with TTI SI’s founder and management team. The
tools used for the LPR are instruments that are empirically validated as effective for such
projects, including blind peer-reviewed journal publications (Pistrui et al., 2010-11-12-13-16)
and a doctoral dissertation (Dietrich, 2012), (Bonnstetter et al., 2011-12).
CFP is leveraging our personal expertise, our relationship with the TTI SI professional team, and
their world-class professional development tools to complete this important work on behalf of
the greater Fayetteville community.
Project Methodologies
The LPR used the TTI SI TriMetrix® DNA assessment suite to collect data from 116
participants. These instruments examine three dimensions:
1. Competencies (Skills)
2. Motivators (Driving Forces)
3. Behavioral Styles (Natural and Adapted)
All information on the individual participants is held in confidence. Aggregate information was
coded and masked to create a master data set used in this report. The methodology framework is
shown in Figure 1.
Figure 1. TTI TriMetrix® DNA Methodology Framework
TTI TriMetrix® DNA Methodology Framework

Everyone is unique | Different combina8ons | No best DNA
Competencies Development Indicator

- Data driven Insights -
Twenty-five areas of one’s personal and professional competencies
Behavioral Style Mo8vators

- Knowledge of self - - What drives your ac@ons -
How one interacts in Understand one’s ac@ons and
group and team se6ngs the causes of conflict
Used in 90 countries / 40 languages / Over 22 million TTI assessments taken
The TTI TriMetrix® DNA assessments are used by organizations for professional development
and social science research. The data are stored on TTI’s secure servers and the assessment
instruments meet all Equal Employment Opportunity Commission and Office of Federal
Contract Compliance guidelines.
Each study participant received a personalized 57-page report that profiles his or her leadership
DNA. These data-driven insights can be used to better understand leadership styles, as well as
information on how to further develop leadership skills that can be applied in daily practice.
The TTI TriMetrix® DNA assessment suite is designed to increase the understanding of an
individual's talents in three distinct areas: competencies, motivators (driving forces), and
behavioral styles. Understanding strengths and weaknesses in each of the three areas will lead to
personal and professional development and a higher level of personal satisfaction.
The following is a look at the three primary sections of the report:
Competencies
This section presents 25 key competencies and ranks them from top to bottom, defining major
strengths. The skills that rank at the top highlight well-developed capabilities and reveal where
you are naturally most effective in focusing one’s time. It also pinpoints areas of opportunity for
further professional development.
Motivators and Driving Forces

This section of the report provides information on the “why” of your actions and is used in a
coaching environment to help impact your well-being. Once you know the motivations that
drive your actions, you will immediately be able to understand the causes of conflict.
Behaviors
This section of the report is designed to help attain a greater knowledge of self as well as others.
The ability to effectively interact with people may be the difference between success and failure
in work and personal life. Effective interaction starts with an accurate perception of yourself.
1.2 General Demographic Overview

Participants were asked a series of general demographic questions related to ethnicity, age,
education, employment, experience, and income. The following section addresses each of these
areas.
Ethnicity
The data set is a noteworthy cross section of the ethnicity found in the greater Fayetteville
region. Half of the sample is comprised of minority, mixed, or unknown ethnic groups.
Approximately one-third of the data set is African American (see Table 1).
Table 1. Dataset by Ethnicity

Identified as % of total
White 51%
African America 31%
Two or more 7%
Unknown 7%
Hispanic 3%
Native American 1%
Eighty-two percent of the data set is comprised of white and African American participants. In
the sections that follow we will explore the similarities and differences between these two
primary ethnic groups.
Age
The average age of the sample is 50 years old, with 55% age 47 or older. Twenty-nine percent
are between 46-36 years of age, while 14% did not report their age (see Figure 2). With 84% of
the sample between the ages of 76-36, and 31% between 76-57, there is a sense that a significant
amount of leadership succession will need to take place in greater Fayetteville over the next 10
years.
It will be important for current leadership to pro-actively create programs, pathways, and
partnerships to address this challenge. This will be particularly true for family and closely held
businesses.
As the Baby Boomers give way to Generation X, the Millennials, and Generation Z, it will also
be critical for the community to work collaboratively. Education, mentoring, professional
development, and good old-fashioned hard work are key ingredients to successfully navigate the
generational transfer of leadership that is vital to the continued prosperity of the region.
Figure 2. Age by Decade (n=116)
35
30
25
20
15
10
0
1990-99 1980-89 1970-79 1960-69 1950-59 1940-49 Unknown
Decade 3 13 21 28 30 6 15
Percent 3 11 18 24 26 5 13
Education Level
Fayetteville area leaders clearly value education. Eighty-one percent have some level of
education beyond high school. As Table 2 illustrates, 34% have graduate degrees, including
12% who have doctoral level educations.
Table 2. Level and Area of Education
Level of Education % Area of Study %

Bachelors Only 36% Business 32%
Masters 22% Social Science 21%
Ph.D. 12% Arts/Humanities 18%
Associates 6% Other 11%
Professional 5% Engineering/Science 9%
High School 2% Computers/IT 3%
Approximately one-third pursued studies in business followed by 21% in social studies, and 18%
in the arts and humanities. One special note is that 11% stated they fell into the other category,
which is reflective of the characteristics of a sample that includes public and private sectors,
clergy, educators, and civic leaders.
Employment Level
As Table 3 shows, over half of the study participants hold some level of management position.
Almost one-third are business owners, while another 12% are sales and service professionals.
Table 3. Employment Level

Level %
Business Owner 32%
Top Management 32%
Middle Management 19%
Sales Professional 8%
Service Professional 4%
Sixty-four percent are identified as business owners and top managers. When considering that
the average age of the participants is 50 years old, with 55% age 47 or older, it becomes evident
that our community needs to take inventory and build a talent pipeline of younger entrepreneurs,
managers, and leaders to ensure continuity and continued socioeconomic growth and well-being
across the region.
Income Ranges
According to the US Census Bureau, the U.S. median household income was $53,657 in 20141.
Comparatively, the Cumberland County median household income in 2014 dollars was $44,7782.
When comparing census data with the income ranges of the survey, participant responses reveal
that this leadership group earns significantly more than the local median.
Figure 3 shows that 75% of those responding reported earning $50,000 or more per year, still
below the 2014 national median of $53,657. Over half (53%) of the participants earned at least
$100,000 per year, with 37% indicating they earn over $150,000 well above the national median.
Figure 3. Income Ranges
50
45
40
35
30
25
20
15
10
5
0
$150k Less
$100k- $90k- $80k- $70k- $60k- $50k- $40k- $30k- $20k- $10k- Unkno
or than
$149k $99k $89k $79k $69k $59k $49k $39k $29k $19k wn
more $10k
Number 43 19 3 3 9 2 7 7 3 3 2 1 15
Percent 37 16 3 3 8 2 6 6 3 3 2 1 13
By the same token, 15% make $50,000 or less per year, while 13% did not report their income.
1.3 Demographics by Gender

The sample is almost evenly split between men (54%) and women (46%). The average age of
the participants is 50 years old. Men (51) are on average two years older than women (49). As
Table 4 points out the average income was found to be $109,806. Men earn on average
$122,368, or 11% more than the average. Women were found to make $28,129 less per year,
23% less than their male counterparts, and 14% less than the overall average.
1
See https://www.census.gov/content/dam/Census/library/publications/2015/demo/p60-252.pdf
2
See http://www.census.gov/quickfacts/table/INC110214/37051
In terms of education, 75% earned a bachelors degree. In contrast, the 2015 U.S. Census reports
that 33% of Americans surveyed have a bachelors degree3. Sixty-seven percent of the women
participating reported a bachelors degree, also far exceeding the national average.
In terms of post-graduate education, 22% hold a masters degree, which is almost double the U.S.
average of 10.9%, as reported by the U.S. Census Bureau in 2012. One fact that emerges from
the data is the number of participants who hold doctoral degrees. Twelve percent reported
holding a doctoral degree, which is significantly higher than the U.S. Census average of 1.68%.
Table 4. Demographic Overview by Gender

Age & Income Total Men Women
Breakout by gender 116 (100%) 63 (54%) 53 (46%)
Average age in years 50 51 49
Average income $109,806 $122,368 $94,239
Education Total Men Women

Bachelors Only 75% 79% 67%
Masters 22% 24% 21%
Doctoral 12% 11% 6%
Occupation Total Men Women

Business owner 32% 37% 26%
Top management 31% 40% 21%
Middle management 16% 11% 21%
Approximately one-third of the men surveyed indicated they were business owners, 25% for
women. Men were found to dominate upper management (40%), women middle management
(21%).
This is truly a sample of important individuals helping to drive socioeconomic well-being of the
region. Three findings are noteworthy in this analysis. First is the income discrepancy between
men and women, which may be due to the sectors they work in and positions they hold. Second
are the percentages and types of education participants reported which are significantly above the
U.S. Census averages in all categories. The third noteworthy finding is 79% of the participants
are either entrepreneurs or managers.
3
See http://www.census.gov/content/dam/Census/library/publications/2016/demo/p20-578.pdf
1.4 Demographics by Ethnicity

In terms of ethnicity, 51% of the participants are white and 31% African American. Combined,
these two groups represent 82% of the sample. African Americans are on average one year older
than the total, and two years older than whites. Table 5 displays an overview of demographics of
whites and African Americans.
African Americans, in this study, earn 20% less than the average income, and 32% less than their
white counterparts. When comparing this with U.S. Census data on median household income
African Americans earn 48% more than the U.S. average while whites earn 118% more on
average (www.census.gov). While both groups earn substantially more there are significant
differences between these two groups.
Table 5. Demographic Overview by Ethnicity

Ethnic Breakdown Total White Afr. American
Breakout by Ethnicity 116 (100%) 59 (55%) 36 (31%)
Average age in years 50 51 52
Average income $109,806 $117,193 $79,394
Education Total White Afr. American

Bachelors Only 75% 78% 72%
Masters 22% 24% 22%
Doctoral 12% 9% 11%
Occupation Total White Afr. American

Business owner 32% 28% 36%
Top management 31% 31% 39%
Middle management 16% 16% 11%
Both African Americans and whites exceed the U.S. Census data that reports 33% of Americans
hold a bachelors degree. However, 6% more white participants hold bachelors degree than
African Americans. In terms of graduate education both groups exceed the national average of
10.9%, with whites reporting slightly more than African Americans.
Over one-third (36%) of African Americans reported being business owners. This is 4% higher
than the average and 8% greater than white participants. Thirty-nine percent of African
Americans reported holding top management versus 31% for whites. Five percent more whites
hold more middle management position than African Americans.
Two findings are noteworthy in this analysis. First, representing 31% of the sample size
African Americans play a prominent and important role in the community. However, on average,
African Americans earn $37,799 less per year in income than whites. These findings suggest
that further investigation is called for, to better understand the discrepancy
Second, both groups report higher levels of education when compared to U.S. Census data for all
three categories. Finally, African Americans report higher levels of business ownership and top
management positions. Herein lies another example of the need for further analysis to better
understand the context, scale, and scope as these positions could suggest higher levels of income
as compared to their white counterparts.
1.5 Snapshot of Our Community

Eighty-two percent of the participants were either White (51%) or African American (31%). The
average age of the participants was 50 years. As a group, these leaders were found to have a
much higher percentage of education at the bachelors and graduate levels than the U.S. on a
whole.
Approximately one-third of the participants reported being business owners and 51% hold
management positions. Over one-third make in excess of $150,000 in income per year and more
than 50% earn $100,000 or more per year. This is significantly higher than the Cumberland
County average of $44,778.
The sample group is almost evenly split between men (54%) and women (46%). Men earn on
average $122,368, or 11% more than the average. Women were found to make $28,129 less per
year, 23% less than their male counterparts, and 14% less than the average. Men were also found
to have a higher percentage of education at the bachelors level with percentages between the
groups about equal for graduate level education.
In terms of ethnicity, two groups dominate the sample group, with whites representing 51% and
African Americans 31% of the total. African Americans were found to play a prominent role
reporting higher business ownership (36%) and top management participation (39%), as
compared to 28% and 31% for white participants.
Leadership 100 Project Report Section 2: Professional Competencies
Section 2: Professional Competencies of

Our Leaders
2.1 Twenty-Five Professional Competencies Model
For many jobs, professional skills are as important as technical skills in producing superior
performance. Additionally, professional skills are often transferable to a variety of professions,
whereas technical skills are usually more job-specific.
Based on the responses to a series of questions, this section of the report presents an overview of
the development of 25 professional Competencies. Thirty years of research by TTI SI indicates
that these 25 skills contribute to superior performance in many jobs.
The development of these Competencies are categorized into four levels:
1. Well Developed – Range between 75 to 100

2. Developed – Range between of 50 to 74
3. Moderately Developed – Range between 25 to 49
4. Needs Development – Range between 0 to 24
Table 6 presents the Fayetteville average as compared to the national average (the shaded area
represents the range where 68% of the total population falls).
Below is an aggregate snapshot of the professional competencies of our leadership sample

compared to the national average, by gender and by ethnicity.
2.2 Professional Competencies Hierarchy

The Competencies required for superior performance have been prioritized based on the analysis
of assessment responses. The hierarchical order of the Competencies represents their relative
importance to each other in producing superior performance. The graph below depicts
competency rankings in descending order from the highest rated competency to the lowest.
As Table 6 points out, the Fayetteville leadership group has a slightly greater set of
Competencies than the national average. What is more revealing are the Competencies that scale
at or below the national average, these include Understanding Others, Personal Accountability,
Teamwork, Conceptual Thinking and Diplomacy. It is within these specific areas we must
reflect and identify new ideas to enhance and further develop these personal and professional
Competencies. In all 25 Competencies the group ranks as having Well Developed or Developed
Competencies
Table 6. Hierarchy of Competencies
1. Interpersonal Skills - Effectively communicating, building rapport, and relating well to all
kinds of people.
2. Appreciating Others - Identifying with and caring about others.
3. Customer Focus - Anticipating, meeting and/or exceeding customer needs, wants, and
expectations.
4. Employee Development/Coaching - Facilitating and supporting the professional growth of

others.
5. Goal Orientation - Setting, pursuing, and attaining goals, regardless of obstacles or

circumstances.
6. Understanding Others - Understanding the uniqueness and contributions of others.
7. Flexibility - Agility in adapting to change.
8. Conflict Management - Addressing and resolving conflict constructively.
9. Resiliency - The ability to quickly recover from adversity.
10. Leadership - Achieving extraordinary business results through people.
11. Continuous Learning - Taking initiative in learning and implementing new concepts,
technologies and/or methods
12. Negotiation - Facilitating agreements between two or more parties.
13. Self Starting - Demonstrating initiative and willingness to begin working.
14. Time and Priority Management - Demonstrating self control and an ability to manage time
and priorities.
15. Personal Accountability - A measure of the capacity to be answerable for personal actions.
16. Influencing Others - Personally affecting others actions, decisions, opinions, or thinking.
17. Project Management - Identifying and overseeing all resources, tasks, systems, and people
to obtain results.
18. Teamwork - Working effectively and productively with others.
19. Futuristic Thinking - Imagining, envisioning, projecting, and/or predicting what has not yet
been realized.
20. Creativity and Innovation - Creating new approaches, designs, processes, technologies,
and/or systems to achieve the desired result.
21. Planning and Organizing - Utilizing logical, systematic and orderly procedures to meet
objectives.
22. Decision Making - Utilizing effective processes to make decisions.
23. Conceptual Thinking - The ability to analyze hypothetical situations or abstract concepts to
compile insight.
24. Problem Solving - Defining, analyzing and diagnosing key components of a problem to
formulate a solution.
25. Diplomacy - The ability to treat others fairly, regardless of personal biases or beliefs.
* 68% of the population falls within the shaded area.
Closer examination of the data reveals some significant patterns and somewhat contradictory
findings, as seen in Table 7. For example, leaders appreciate people yet may very well not
understand others. They may be futuristic thinking, yet not be able to conceptualize this thinking
into action. Additionally, they may be skillful negotiators yet do not hold themselves personally
accountable for their actions.
Table 7. Greater-than and Less-than Themes

Greater than National Less than National
Appreciating Others Understanding Others
Futuristic Thinking Conceptual Thinking
Negotiation Personal Accountability
Figure 4 provides a competency map visualizing the Fayetteville leadership group compared to
the national average. One would expect that a leadership group would naturally score above the
national average in most categories.
Figure 4. Competencies Map: Fayetteville vs. National Average
In reviewing Figure 4, three themes are identified as areas for further development. These
include strengthening Teamwork; investing in Employee Development through training,
education, mentoring, and coaching; and enhancing measurable outcomes related to Goal
Orientation.
2.3 Professional Competencies Hierarchy by Gender

When comparing the Competencies between men and women three themes emerge out of the
data, shown in Table 8. First, women were found to exhibit stronger levels of skill development
across the top seven categories.
The second discovery includes the two commonalities of being people centered and having
strong goal orientations. The third insightful finding is the unique differences found between
genders. Specifically, men identified Conflict Management as important while women
considered Flexibility a top 7 Competency.
Table 8. Top 7 Professional Competencies Hierarchy by Gender
Men Women
1. Interpersonal Skills - Effectively 1. Interpersonal Skills - Effectively

communicating, building rapport, and relating communicating, building rapport, and relating
well to all kinds of people. well to all kinds of people.
2. Customer Focus - Anticipating, meeting 2. Appreciating Others - Identifying with and

and/or exceeding customer needs, wants, and caring about others.
expectations.
3. Employee Development/Coaching - 3. Understanding Others - Understanding the

Facilitating and supporting the professional uniqueness and contributions of others.
growth of others.
4. Goal Orientation - Setting, pursuing and 4. Customer Focus - Anticipating, meeting

attaining goals, regardless of obstacles or and/or exceeding customer needs, wants, and
circumstances. expectations.
5. Understanding Others - Understanding the 5. Goal Orientation - Setting, pursuing and

uniqueness and contributions of others. attaining goals, regardless of obstacles or
circumstances.
Men Women
6. Appreciating Others - Identifying with and 6. Flexibility - Agility in adapting to change.

caring about others.
7. Employee Development/Coaching -
7. Conflict Management - Addressing and Facilitating and supporting the professional
resolving conflict constructively. growth of others.
Figure 5 provides a visual depiction of the Competencies found in men and women.
It illustrates that women were found to have a more developed set of Competencies than their
male counterparts. Three themes emerge in women. First, women were found to be better at
Relating To, Appreciating, and Understanding Others. Second women have a stronger sense of
Goal Orientation. Third, women were found to be more Creative and Innovative, with a stronger
appetite for Continuous Learning. Overall women had stronger competency development of 14
of the 25 skills measured.
Of the 9 skills better developed in Men four key strengths were Problem Solving, Planning and
Organizing, Conflict Management and Negotiation. It is likely that some of these differences are
due to the nature of the work being done and the organizations being served.
Figure 5. Professional Competencies by Gender
There is clearly a need to probe further into the similarities and differences between the
Competencies of men and women. Further, there are also opportunities for the community to
better leverage the talents of its women leaders.
2.4 Professional Competencies Hierarchy by Ethnicity

Table 9 presents an overview of the top seven Competencies between African Americans and
whites. African Americans overall have a stronger set of Competencies in similar categories.
White demonstrate stronger competency in Flexibility within the top 7 Competencies.
Table 9. Top 7 Professional Competencies Hierarchy by Ethnicity
African American White
1. Interpersonal Skills - Effectively 1. Interpersonal Skills - Effectively

communicating, building rapport, and relating communicating, building rapport, and relating
well to all kinds of people. well to all kinds of people.
2. Customer Focus - Anticipating, meeting 2. Customer Focus - Anticipating, meeting

and/or exceeding customer needs, wants, and and/or exceeding customer needs, wants, and
expectations. expectations.
3. Goal Orientation - Setting, pursuing and 3. Appreciating Others - Identifying with and
attaining goals, regardless of obstacles or caring about others.
circumstances.
4. Understanding Others - Understanding the 4. Flexibility - Agility in adapting to change.

uniqueness and contributions of others.
5. Goal Orientation - Setting, pursuing and

5. Appreciating Others - Identifying with and attaining goals, regardless of obstacles or
caring about others. circumstances.
African American White
6. Employee Development/Coaching - 6. Understanding Others - Understanding the

Facilitating and supporting the professional uniqueness and contributions of others.
growth of others.
7. Conflict Management - Addressing and 7. Employee Development/Coaching -

resolving conflict constructively. Facilitating and supporting the professional
growth of others.
As Figure 6 illustrates, whites were found to show greater strength in Conceptual Thinking,
Creativity & Innovation and Self Study. In total African Americans had superior development in
17 of the 25 Competencies.
Figure 6. Professional Competencies by Ethnicity
There is a need to probe further into the similarities and differences between the Competencies
of African Americans and whites. Further, there are also opportunities for the community to
better leverage the talents of its African Americans leaders.
2.5 Competency Development Opportunity Map

Based on the analysis, participants were found to have a solid set of professional skills and
competencies. However, it is important to note that these comparisons are to national averages
(a sample across all professionals) and not to a comparative sample of nominated leaders from
another geographical region.
The findings verify that the various segments have similarities and differences in both the
specific types and developmental levels of certain Competencies, suggesting opportunities for
these groups to provide insights for sharing, learning, and further skills development.
Consequently, the first logical component of further Competency development is for the greater
Fayetteville community to come together for exchange, discourse, and discussion in order to
promote understanding and provide for exchange of learning across gender and ethnicities.
The second central dimension of additional Competency development is for the greater
Fayetteville community to use the results of this study to identify areas of opportunity using the
national averages as benchmarks. This includes focusing on these five areas where this group is
at or below the national average, as summarized in Table 10.
Table 10. Competency Areas for Focus

Competency Contextual Outcome Desired
Understanding Others Understanding the unique contributions of others.
Personal Accountability The capacity to be answerable for personal actions.
Teamwork Working effectively and productively with others.
Conceptual Thinking Analyzing hypothetical situations or abstract concepts.
Diplomacy Treating others fairly, regardless of personal biases or beliefs.
Based upon these findings and recommendations, the leadership community of greater
Fayetteville should pursue strengthening and further developing the above Competencies
collectively as individuals, affinity groups and as a community. This includes self-organization
to create platforms for cross community discussions and dialog. Leaders from all sectors
represented should collectively use these findings to identify opportunities, and collaborate to
support continued leadership development across generations. By working together these
leadership groups can guide the identification, development, implementation and assessment of
initiatives to support the continued growth and prosperity of our communities. CFP has very
effective programs for assisting organizations and the community in the development of stronger
competencies.
Leadership 100 Project Report Section 3: Motives and Driving Forces
Section 3: Motivators and Driving Forces of

Our Leaders
3.1 Motivators and Driving Forces Model
Motivators and Driving Forces are personal drivers or the “why” of what we do. TTI SI
Motivators helps illuminate and amplify a person’s motivating factors. Primary motivators can
be referred to as the aspects of life for which one is passionate and perceived as important, or the
thoughts that provide one with purpose and direction in life.
The origins of assessing motives can be found in the work of German psychologist and professor
Eduard Spranger. In 1909 Spranger published “Types of Men” which remains in use in many
Germany universities today. Spranger identified six categories of motivation that could be found
in life and believed that these motivators were hierarchical, as shown in Figure 7.
Figure 7. Six Categories of Motivators
Theoretical Knowledge
• I will use my cognitive ability to understand, discover, and systematize the truth.
Utilitarian Utility
• My goal is to achieve a return on every investment I make in time, energy, or money.
Aesthetic Surroundings
• I will enjoy and appreciate the form, harmony, and beauty around me and allow it to mold me
into all I can be.
Social Others
• I will invest all resources into helping others to realize their potential in life.
Individualistic Power
• I will achieve the highest position and wield the greatest power.
Traditional Conventional
• From the many individual meanings of life, I will seek, select, and follow a system for living.
Fulfilling motivational needs leads to engagement and satisfaction in both personal and
professional lives. Research verifies that motivators are part of our mindset, our way of
perceiving value, our biases, ultimately influencing our decisions. Understanding “why” we do
what we do is one of the major reasons we need to look closely at our motivators.
3.2 Three Dimensions of Driving Forces

TriMetrix DNA assessment takes the Motivators and stratifies them into three categories that
include Primary, Situational and Indifferent Driving Forces (see Table 11). Often individuals
are not familiar with their Driving Forces and are unable to clearly identify what motivates them.
Driving Forces are a major factor in personal engagement and job satisfaction. When an
individual clearly understands what drives them, they can better manage conflict and strengthen
collaboration and communication with others.
Table 11. Three Dimensions of Driving Forces

Type of Driving Force Explanation
Primary Driving Forces Forces that consistently move a person to action
Situational Driving Forces Forces that come into play on a situational basis and in certain
scenarios
Indifferent Driving Forces Forces where a person is unresponsive and may actually can
cause an adverse reaction in an interaction
Primary Driving Forces Cluster

This section is designed to provide a visual understanding of the Primary Driving Forces of the
participants. The graph below depicts the results in descending order from the strongest Driving
Force to the weakest. In Table 12 Fayetteville scores are compared to the national averages
identified by the number with asterisk found on the bottom of each Driving Force. The gray
shaded area represents the range where 68% of the population scores scale based on TTI SI data.
Two elements emerge from the data, first, the top two ranked items Commanding and Receptive
rank higher than the national average. Fayetteville leaders report that they like to have control
over individual freedom and are found to be receptive to new ideas, methods and opportunities.
The second notable finding is that these leaders fall below the national average when it comes to
being Objective and possessing Intellectual curiosity. Yet these are Primary Driving Forces.
Table 12. Primary Driving Forces Cluster
1. Commanding - People who are driven by status, recognition, and control over personal
freedom.
2. Receptive - People who are driven by new ideas, methods, and opportunities that fall outside a
defined system for living.
3. Objective - People who are driven by the functionality and objectivity of their surroundings.
4. Intellectual - People who are driven by opportunities to learn, acquire knowledge, and the
discovery of truth.
Situational Driving Forces Cluster

This section is designed to give a visual understanding of the Situational Driving Forces
associated with this group. The graphs below present the results in descending order from the
strongest rated Driving Forces to the weakest.
As Table 13 points out, the Situational Cluster is centered on a sense of community. Themes
that are found include the drive to assist others for the greater good along with being helpful and
supportive. A second theme is centered on being driven by practical results and achieving
returns on personal investment.
Table 13. Situational Driving Forces Cluster
5. Intentional - People who are driven to assist others for a specific purpose, not just for the sake
of being helpful or supportive.
6. Resourceful - People who are driven by practical results, maximizing both efficiency and
returns for their investments of time, talent, energy, and resources.
7. Altruistic - People who are driven to assist others for the satisfaction of being helpful or
supportive.
8. Selfless - People who are driven by completing tasks for the greater good, with little
expectation of personal return.
It is worthy to note that the top two, Intentional and Resourceful, in the Situational Cluster score
well below the national average while the Altruistic and Selfless both score above the national
average.
Indifferent Driving Forces Cluster

This section is designed to give a visual understanding of the Driving Forces that are indifferent
to the participants. The graphs below depict results in descending order from the strongest to the
weakest.
Our leadership group is about as harmonious as the national average (see Table 14). They also
have been found to be slightly more instinctive than the national average, utilizing past
experiences and intuition.
Table 14. Indifferent Driving Forces Cluster
9. Harmonious - People who are driven by the experience, subjective viewpoints and balance in
their surroundings.
10. Instinctive - People who are driven by utilizing past experiences, intuition, and seeking
specific knowledge when necessary.
11. Structured - People who are driven by traditional approaches, proven methods, and a
defined system for living.
12. Collaborative - People who are driven by being in a supporting role and contributing with
little need for individual recognition.
The Fayetteville leadership participants indicated that they are less structured, and less driven by
traditional approaches than the national average. Collaboration was found to be the weakest item
in the Indifferent Cluster. This seems troubling given that teamwork and collaboration are a core
component of success.
Figure 8 provides a visual depiction comparing the Driving Forces of Fayetteville with the
national mean. We find that Fayetteville has Stronger Driving Forces related to Altruism,
Commanding, Receptiveness and being Instinctive than the national means.
Figure 8. Driving Forces Fayetteville vs. National Average
FayeDeville Mean NaIonal Mean
INTELLECTUAL
100
RECEPTIVE 90 RESOURCEFUL
80
70
60
COLLABORATIVE 50 HARMONIOUS
40
30
20
10
INTENTIONAL 0 ALTRUISTIC
OBJECTIVE COMMANDING
SELFLESS STRUCTURED
INSTINCTIVE
We also discover five Driving Forces that are below the national mean including Intellectual,
Intentional, Collaborative, Resourceful, and Structured. These items can guide a focused
discussion around specific areas that impact Fayetteville leadership performance. Addressing
these results could lead to identifying opportunities to improve collaboration, increase
resourcefulness and promote learning.
3.3 Driving Forces by Gender

Table 15 presents an overview of the top five Driving Forces of men and women. Although
there are some similarities, Commanding, Objective, and Receptive there are also some
distinctive differences. Two different gender-based themes emerge from the patterns found in
the analysis. For instance, men seem purpose driven (Intentional) whereas women seem more
people driven (Altruistic).
Men are driven to control and develop functional solutions around seeking opportunities to solve
problems, create value, and produce results. Whereas women were found to be more opportunity
oriented, seeking to acquire new knowledge and skills to assist and help others. Men were also
found to have stronger levels of Driving Forces in the top three categories.
Table 15. Top 5 Driving Forces by Gender
Men Women
1. Commanding - People who are driven by 1. Receptive - People who are driven by new
status, recognition, and control over personal ideas, methods, and opportunities that fall
freedom. outside a defined system for living.
2. Objective - People who are driven by the 2. Intellectual - People who are driven by
functionality and objectivity of their opportunities to learn, acquire knowledge, and
surroundings. the discovery of truth.
3. Receptive - People who are driven by new 3. Commanding - People who are driven by
ideas, methods, and opportunities that fall status, recognition, and control over personal
outside a defined system for living. freedom.
Men Women
4. Intentional - People who are driven to assist 4. Altruistic - People who are driven to assist
others for a specific purpose, not just for the others for the satisfaction of being helpful or
sake of being helpful or supportive. supportive.
5. Resourceful - People who are driven by 5. Objective - People who are driven by the
practical results, maximizing both efficiency functionality and objectivity of their
and returns for their investments of time, surroundings.
talent, energy and resources.
Figure 9 provides a visual depiction of the Driving Forces found in men and women. As in the
previous section men are strongly driven by Commanding, Intentional and Objective forces. In
contrast women are more Collaborative, Altruistic and Harmonious in nature. These finding
suggest that gender has an influence on leadership styles.
Figure 9. Driving Forces by Gender
Women Men
INTELLECTUAL
100
RECEPTIVE RESOURCEFUL
80
60
COLLABORATIVE HARMONIOUS
40
20
SELFLESS STRUCTURED
INSTINCTIVE
While these findings do provide valuable insights into the similarities and differences on what
drives men and women, further analysis beyond the scope of this report will be insightful. For
example, it can be valuable to look at profession, age, and education to gain deeper insights into
the motivations of these leaders.
3.4 Driving Forces by Ethnicity

Table 16 presents an overview of the top five Driving Forces of African Americans and whites.
Although there are some similarities, Intellectual, Commanding, Objective, and Receptive there
are differences in the rank order between the two groups. Each segment has some unique
qualities. African Americans are resourceful and driven to achieve practical results through
exploring new ideas and opportunities.
In contrast whites are more intention driven with a specific purpose to assist others. A difference
is also found in the top ranked Primary Driving Forces with African Americans driven by
opportunities to learn and acquire new knowledge while whites are driven by control over
personal freedom and recognition for their accomplishments.
Table 16. Top 5 Driving Forces by Ethnicity
African Americans Whites
1. Intellectual - People who are driven by 1. Commanding - People who are driven by
opportunities to learn, acquire knowledge, and status, recognition, and control over personal
the discovery of truth. freedom.
2. Objective - People who are driven by the 2. Receptive - People who are driven by new
functionality and objectivity of their ideas, methods, and opportunities that fall
surroundings. outside a defined system for living.
3. Commanding - People who are driven by 3. Objective - People who are driven by the
status, recognition, and control over personal functionality and objectivity of their
freedom. surroundings.
4. Receptive - People who are driven by new 4. Intellectual - People who are driven by
ideas, methods, and opportunities that fall opportunities to learn, acquire knowledge, and
outside a defined system for living. the discovery of truth.
5. Resourceful - People who are driven by 5. Intentional - People who are driven to assist
practical results, maximizing both efficiency others for a specific purpose, not just for the
and returns for their investments of time, sake of being helpful or supportive.
talent, energy, and resources.
Figure 10 provides a visual depiction of the Driving Forces found in African Americans and
whites. African Americans were found to have higher levels of Harmonious and Altruistic
Driving Forces. In contrast, whites have stronger Driving Forces around being Commanding and
Intentional. Whites were also found to have slightly stronger drive around Objectivity. These
finding suggest that ethnicity does have an influence on the Driving Forces that shape leadership
styles.
Figure 10. Driving Forces by Ethnicity
INTELLECTUAL
100
RECEPTIVE RESOURCEFUL
80
60
COLLABORATIVE HARMONIOUS
40
20
SELFLESS STRUCTURED
INSTINCTIVE
While these findings do provide valuable insights into the similarities and differences on what
drives these ethnic groups, further analysis beyond the scope of this report is required. For
example, it can be valuable to look at a gender differences within the ethnic groups to gain
deeper insights into the Motivations of these leaders.
3.5 Areas of Awareness and Opportunity

As a group, the participating Fayetteville leaders are Commanding with a drive for control and
personal freedom. There is also an opportunity seeking orientation driving these leaders to learn,
discover, and acquire new knowledge. Fayetteville leaders are driven to be objective, functional,
and fair.
We have also discovered that there are indeed differences by gender and ethnicity. For example,
women are driven to be more Collaborative, while men are driven to be more Commanding.
African Americans were found to have a greater drive to collaborate on an altruistic and
harmonious nature than whites.
The data suggests that there could be some consideration given to the fact that six of the twelve
driving forces are below the national mean, including Objective, Intellectual, Intentional,
Collaborative, Resourceful, and Structured. This analysis is only a first step of many in
understanding the complex nature of the Driving Forces that shape the motivators of these
leaders.
Leadership 100 Project Report Section 4: Behavioral Styles
Section 4: Behavioral Styles of Our Leaders

4.1 The DISC Methodology
DISC Defined
DISC is a scientifically validated universal human language of observable behavior. DISC is a
behavior assessment tool based on the DISC theory of psychologist William Moulton Marston.
DISC centers on four different behavioral traits: Dominance, Influence, Steadiness, and
Compliance. DISC is a neutral language describing the differences in how people approach
problems, other people, procedures, and pace. There is no best style and all people exhibit some
level of intensity of all four components. Figure 11 presents an overview of DISC.
Figure 11. DISC Overview
DISC
Dominance Influence Steadiness Compliance
ü DISC is the universal language of observable behavior.

ü DISC is neutral and not a measure of intelligence or education.
ü DISC looks at individual natural and adapted behavioral styles.
ü DISC is based on scientific rigor and the work of William Marston.
Understanding Behavioral Styles can help in gaining the commitment and cooperation of others,
resolve and prevent conflict, build effective teams, and enhance awareness and personal
performance. People exhibit both a Natural Behavioral Style (the one they wake up with in the
morning) and an Adapted Behavioral Style related to their environment, level of stress, and job
requirements.
DISC Natural and Adapted Behavioral Styles

The Success Insights® Wheel in figure 12 is a powerful tool popularized in Europe. The Wheel
adds a visual representation that allows one to view the Natural Behavioral Styles (circle) and the
Adapted Behavioral Styles (star) of each participant, and obtain a sense of the degree of behavior
adaptation (movement). Notice that the Natural style (circle) and the Adapted style (star) are
plotted on the Wheels. If they are plotted in different boxes, then behavior is being adapted. The
further the two plotting points are from each other, the more a person is adapting their behavior.
The further the plots are from the center of the wheel, the stronger the natural and adapted styles.
Figure 12 presents a master Wheel that contains each participant’s Natural (wheel on the left)
and Adapted (wheel on the right) styles. By understanding Behavioral Styles, people and
organizations can reduce conflict, improve communication, strengthen teamwork, and improve
performance and job satisfaction.
Figure 12. DISC Wheel Natural and Adapted Behavioral Styles
So what do the patterns we see in the master DISC wheels suggest? First, our sample illustrates
that this group adapts to become more Persuading, Promoting and Analyzing. Figure 12 shows
that Dominance associated with the Persuader and Conductor categories are strengthened. This
group of greater Fayetteville leaders becomes more dominant and influencing in the work place.
The adapted Persuaders who are a blend of Dominance and Influence with strong behavioral
characteristics are an important group identified in this sample. Another characteristic is found
in the Adapted Behavior of the Influencer, who shows Adapted Behavioral movement both
outwards (stronger) and inwards (weaker). However, it is clear that the movement is greater
outward so persons in this group adapt their Behavioral Style to be stronger influencers.
This group also clearly becomes more compliant, especially as it relates to the Analyzer
dimension of the adapted wheel. This suggests that leaders balance their strong adapted
Dominance and Influence styles with an analytical component to analyze and employ critical
thinking before taking decisions and implementing initiatives. The Compliance dimension may
also be a result of increased government rules, regulations, and legislation.
The Steadiness dimension adapts upwards towards a stronger Coordinator role and in some cases
toward the Relator. In some people Steadiness is tempered back toward the center of the adapted
wheel indicating a weaker influence.
Note: For a detailed breakout and analysis of Behavioral Styles by Gender and Ethnicity please
see the Appendix.
Natural and Adapted DISC Behavioral Style Themes

What emerges from the data are natural and adapted DISC Behavioral Style themes or
typologies. Table 17 below presents a comparison of each dimension of DISC. Concerning
Dominant behaviors, while the strength increases this group also adapts to bring more
coordination type behavior to their work. Influence behavior is adapted to become more
persuasive versus relating.
Table 17. Natural and Adapted DISC Behavioral Style Themes

DISC Component Natural Behavior Themes Adapted Behavior Themes
Dominant Dominate Persuaders Persuading Coordinators
Influence Promoting Relators Promoting Persuaders
Steadiness Coordinating Relators Steady Coordinators
Compliance Coordinating Analyzers Compliant Analyzers
Comparing Steadiness, we find leaders adapting to stronger coordinators instead of relators.

Adapted Compliance behavior shows a shift towards demonstrating a combination of analysis
and compliance. Synthesizing these results leads to the identification of four adapted behavioral
characteristics that our group exemplifies that include Persuading, Coordinating, Analyzing, and
Complying. Through some further comparative analysis with the Competencies and Driving
Forces Fayetteville leaders can gain valuable insights to guide discussions into ways to reduce
conflict, improve communication, and strengthen teamwork.
A review of the Natural and Adapted Behavior Styles of the Leadership Group is in Addendum I
of this report. At this point, we will proceed to a review of the Leadership Group compared to
national averages as well as by gender and ethnicity.
4.2 Behavioral Hierarchy Indicator

This section is designed to provide an understanding of the behavioral traits associated with the
participants. The information in Table 18 presents the results in descending order from the
strongest to the weakest behavioral traits, meaning the higher the score the more important that
behavioral trait is to the participant.
Several themes emerge from the data. First, Fayetteville leaders are people-oriented with a
strong customer focus. Second, they appear to be both disciplined (Following Policy) yet
versatile. Third, they report to be change agents - embracing and driving frequent change.
A potential opportunity was discovered for these leaders to invest time and energy into further
developing analytical skills. This item not only ranks 11th, it is below the national mean and is
vital to competing in our fast-paced dynamic ever-changing marketplace.
Table 18. Behavioral Hierarchy Indicator
1. Frequent Interaction with Others - Comfortably deal with multiple interruptions on a

continual basis and maintaining a friendly interface with others.
2. People Oriented - Positive and constructive view of working with others through
understanding and successfully working with a wide range of people.
3. Customer Relations - Desire to convey your sincere interest in your internal

and/or external customers.
4. Following Policy - Complying with the policy or if no policy, complying with

the way it has been done in the past.
5. Versatility - Multiple talents and a willingness to adapt them to changing

assignments as required with a high level of optimism.
6. Frequent Change - Comfortable "juggling many balls at the same time"

leaving tasks unfinished and easily moving on to new tasks with little notice.
7. Consistency - The ability to do the job the same way on a repeated basis.
8. Competitiveness - Working in an environment that demands tenacity,

boldness, assertiveness, and a "will to win" in highly competitive situations.
9. Follow Up and Follow Through - Consistent need to be thorough and

complete tasks that have been started.
10. Urgency - Decisiveness, quick response, fast action, and meeting deadlines
in critical situations demanding on-the-spot decisions with good judgment.
11. Analysis of Data - Details, data, and facts are analyzed and challenged
prior to making decisions and important decision-making data is maintained accurately.
12. Organized Workplace - Utilizing systems, procedures, processes, and

record keeping related to organization of activities, tasks and projects.
The Visual Behavioral Hierarchy Map presented in Figure 13 highlights the similarities and
differences between the Fayetteville leadership group and the national average. What stands out
here is that Fayetteville leaders have a greater sense of urgency and are more competitive and
resilient while embracing change.
Figure 13. Visual Behavioral Hierarchy Map Fayetteville vs. National Mean
FayeDeville Mean NaIonal Mean
URGENCY
100
FREQUENT INTERACTION
FOLLOWING POLICY 90
WITH OTHERS
80
70
FOLLOW UP AND FOLLOW 60
50 ORGANIZED WORKPLACE
THROUGH
40
30
20
10
CUSTOMER RELATIONS 0 ANALYSIS OF DATA
CONSISTENCY COMPETITIVENESS
FREQUENT CHANGE VERSATILITY
PEOPLE ORIENTED
Fayetteville leaders fall short of the national averages in Organization, Analysis, Follow Through
and Consistency. These insights set the stage for community dialog, discourse, and decisions on
processes and frameworks that can be employed to better understand and leverage individual and
collective Adapted Behavioral Styles.
4.3 Behavioral Hierarchy Indicator by Gender

Table 19 provides an overview of the Top 5 Behavioral characteristics of the men and women.
Three of the top 5 characteristics are the same but rank in a different order. Men are more
compliant in Following Policy and Consistency. While women appear to have a greater level of
flexibility related to Frequent Change and Versatility. Also noteworthy are that the men fall
below the national average in 4 of the 5, while women are above the national average in 4 of the
5 Behaviors.
Table 19. Top 5 Behaviors by Gender
Men Women
1. People Oriented - Positive and constructive 1. Frequent Interaction with Others -

view of working with others through Comfortably deal with multiple interruptions
understanding and successfully working with a on a continual basis and maintaining a friendly
wide range of people. interface with others. .
2. Frequent Interaction with Others - 2. People Oriented - Positive and constructive

Comfortably deal with multiple interruptions view of working with others through
on a continual basis and maintaining a friendly understanding and successfully working with a
interface with others. wide range of people.
3. Customer Relations - Desire to convey 3. Frequent Change - Comfortable “juggling

your sincere interest in your internal many balls at the same time,” leaving tasks
and/or external customers. unfinished, and easily moving on to new tasks
with little notice.
Men Women
4. Following Policy - Complying with the 4. Customer Relations - Desire to convey

policy or if no policy, complying with your sincere interest in your internal
the way it has been done in the past. and/or external customers.
5. Consistency - The ability to do the job the 5. Versatility - Multiple talents and a
same way on a repeated basis. willingness to adapt them to changing
assignments as required with a high level of
optimism.
The Visual Behavior Hierarchy Map provides Figure 14 is a review of the 12 behaviors
compared by gender. The visual representation identifies 3 interesting differences. Women have
a strength in Frequent Interaction with Others and men have a strength compared to women in
Organized Workplace and Analysis of Data.
Figure 14. Visual Behavioral Hierarchy Men vs. Women
Women Men
URGENCY
100 FREQUENT INTERACTION
FOLLOWING POLICY
80 WITH OTHERS

ORGANIZED WORKPLACE
THROUGH
40
20

PEOPLE ORIENTED
4.4 Behavioral Hierarchy Indicator by Ethnicity

There are clearly distinguishing differences in the Behavioral Hierarchies among African
Americans and whites (see Table 20). The differences between these two groups are greater than
between men and women. Both ethnic groups scale strongly around having strong People
Orientation and enjoying Frequent Interaction with Others. On the other hand, African
Americans tend to have stronger Behavioral traits associated with Following Policy, Customer
Relations and Consistency. While whites demonstrate stronger Behavioral traits related to
Frequent Change, Competitiveness and Versatility.
Table 20. Top 5 Behaviors by Ethnicity
1. People Oriented - Positive and constructive 1. Frequent Interaction with Others -

view of working with others through Comfortably deal with multiple interruptions
understanding and successfully working with a on a continual basis and maintaining a friendly
wide range of people. interface with others.
2. Following Policy - Complying with the 2. People Oriented - Positive and constructive
policy or if no policy, complying with view of working with others through
the way it has been done in the past. understanding and successfully working with a
wide range of people.
3. Frequent Interaction with Others - 3. Frequent Change - Comfortable “juggling

Comfortably deal with multiple interruptions many balls at the same time,” leaving tasks
on a continual basis and maintaining a friendly unfinished, and easily moving on to new tasks
interface with others. with little notice.
4. Customer Relations - Desire to convey 4. Competitiveness - Working in an

your sincere interest in your internal environment that demands tenacity, boldness,
and/or external customers. assertiveness, and a “will to win” in highly
competitive situations.
5. Consistency - The ability to do the job the 5. Versatility - Multiple talents and a
same way on a repeated basis. willingness to adapt them to changing
assignments as required with a high level of
optimism.
Figure 15 presents a visual depiction comparing African Americans and whites. African
American Behavior is shaped by traits related to Follow up and Follow Through, Following
Policy, having an Organized Workplace and the Analysis of Data. In contrast whites were found
to have stronger Behavioral traits associated with Urgency, Frequent Interaction with Others,
Competitiveness and dealing with Change.
Figure 15. Visual Behavioral Hierarchy African Americans vs. Whites

URGENCY
100
FREQUENT INTERACTION
FOLLOWING POLICY
WITH OTHERS
80

ORGANIZED WORKPLACE
THROUGH
40
20
PEOPLE ORIENTED
Also of note is that in general 7 of 12 Behavioral traits fall below the national average. Some
distinguishing finding include that African Americans have a stronger orientation toward the
Analysis of Data, men are more Competitive and Women were found to be more comfortable
with Frequent Change.
Leadership 100 Project Report Section 5: Assessment and Opportunity
Section 5: Assessment and Opportunity

Identification
5.1 Benchmark of Our Leadership Position
This study presents an empirical snapshot of our leadership community in comparison to the
national averages as a whole. This dataset represents a robust sample of a diverse group of
leaders across industry, education, and nonprofit organizations.
With an average age of 50 years this group does indeed represent the core leadership of the
Fayetteville community. Important aspects that emerge from the study include the need for
leadership succession and organizational continuity.
There is a clear need to identify the next generation of leaders, engage them in mentoring and
professional development, and create formalized and structured pathways, methods and means to
cultivate leadership talent. This is paramount to ensuring a vibrant and prosperous future.
Benchmarking professional Competencies against the national averages uncovered some distinct
characteristics. Leaders were found to appreciate others, but not necessarily understand them.
They were more futuristic in their thinking, yet they struggle with conceptualizing ideas and
opportunities. While being better than average negotiators, they struggle with personal
accountability
In general, professional Competencies are at or just above national averages. This can be a bit
deceiving as the average represents a cross section of professions and demographics, not other
leadership groups. This leadership group should continue to develop the 25 Competencies
measured by the TTI TriMetrix® DNA assessments.
The Primary Driving Forces identified in the sample were Commanding, Receptive, Objective,
and Intellectual. The Fayetteville group was found to be indifferent on driving forces that can be
key to effecting change in the community. Those are being Collaborative, Harmonious and
Structured. This strongly suggests that, moving forward, the leadership community needs to
consider the implications of these forces on individual, organizational, and community growth
and development. You can speculate that community challenges related to things like winning
the Sanderson Farm opportunity and securing over 1,000 jobs can be associated with the
indifference to collaborate effort.
As it relates to Behavioral Styles, our leadership group tends to have adapted styles that are
Dominate, Influencing, Compliant, and Analytic. The group struggles to relate and serve
supporting roles.
Overall, the participants profiled in this study are a unique and valuable group with a distinctive
set of attributes and skills that are central to the socioeconomic well-being and growth of the
community. As a group they are diverse in nature, well-educated, and committed. With these
findings in mind, the primary questions that need attention include identifying some specific
opportunities for personal development, leadership succession, organizational continuity, and
community growth.
5.2 Opportunity Snapshot for Leadership Growth

This study has uncovered three valuable themes central to development of leadership skills,
which are vital to sustained socioeconomic growth and well-being in greater Fayetteville.
Develop an Opportunity Orientation

First, embrace change as an absolute requirement for our community to be more successful. We
should proactively seek opportunities. The current, and future socioeconomic landscape
demands that leaders and their successors must have a re-kindled entrepreneurial spirit.
Identifying opportunities, defining and solving real world problems, and creating value are
paramount to greater Fayetteville. Key capabilities needed in our leadership are innovative
agility and futuristic thinking. CFP is working with local organizations and Fortune 500
companies in assisting them in developing more collaborative and forward thinking leaders.
Expand Collaboration Models

Second, there is a clear and distinct need to expand collaboration across several dimensions. The
community will greatly benefit from more and better collaboration between generations, genders,
and ethnic groups. Data suggests that, currently, leaders as a whole in Fayetteville lack a
collaborative spirit as indicated by both their Driving Forces and Competencies set. There is
both an opportunity and a need to build and implement improved collaboration models to ensure
long-term socioeconomic growth and prosperity.
Implement Succession and Continuity Programs

The leadership group in this study has a responsibility to collectively work together to create
programs, platforms, and places to educate the next generation of leaders. This is especially true
for family and closely held businesses. Together with educators and subject matter experts, the
current group needs to create a succession plan to guide the development and transition of
governance and leadership.
Fostering sustained effective long-term leadership is no easy task. It requires that the current
leaders unite to work collectively, across race and gender and generations to kindle new
collective leadership development models to support a sustainable leadership culture that is
adaptive and agile.
5.3 Concluding Thoughts

The work that has gone into this study and the possible follow-up recommendations are
reflective of the work CFP completes for its clients. Because of our strong belief in our
community we decided to make this commitment. Like many in our community our goal is for
community betterment.
Through our 60 plus years of coaching and advising organizations from mom and pop
organizations to Fortune 500 companies, from organizations here in Fayetteville and around the
world the key message is the same. Success comes down to the people. Quality, skilled,
appreciated and motivated people are the focal point for successfully transforming this
community.
Women and African Americans are identified in the study as underutilized resources. Tapping
into this talent pool should be additive to the success of the community.
Finally, as members of this community we are optimistic that our commitment of time and
resources are one of the important steps in a call for action. This call for action is predicated on
not just the data presented in this report, but also specific actions we are starting to witness
across the greater Fayetteville and Cumberland County region including the work of the Greater
Fayetteville Chamber of Commerce and Visions 2026. It is reflective of cooperation with City
and County officials and public private partnerships like the new downtown ballpark and plans
for a Civil War History Center. What is now necessary is the development and execution of
sustainable strategies and plans to broaden the level of collaboration and commitment.
Thus, with cautious optimism, we encourage our leaders to unite around the continued
development of our most precious resource: our people.
Leadership 100 Project Report Appendix
Appendix
The appendix contains further insights into the Behavioral Styles of Leaders by Gender and
Ethnicity, as well as References, Sponsors, and Research Team.
Behavioral Styles of our Leaders by Gender and Ethnicity
Behavioral Styles of our Leaders by Gender

DISC Natural and Adapted Behavioral Styles by Gender
The Success Insights® Wheels comparing Men and Women’s DISC Natural and Adapted
Behavioral Styles, for the most part, reinforces what was discovered in the review of the entire
sample (page 43). However, when we look deeper at the adapted behavioral styles between
genders we find some valuable insights. Looking at Dominance we not only see an increase in
strength in both men and women, we also discover that females tend to cluster around adapted
Persuader characteristics, whereas men were more Conductor orientated.
While both groups demonstrated increased strength in the Influence dimension, women
demonstrated stronger orientations in this area. As was previously mentioned, women cluster at
the intersection of Dominance and Influence as depicted in Figure 16.
Figure 16. DISC Natural and Adapted Behavioral Styles by Gender
As Figure 16 illustrates, Steadiness has been found to weaken in its adapted state.
Although this needs further investigation, one possible reason for this is that leaders function in
fast paced, ever changing environments where agility is more valuable than stability as it relates
to Adapted Behavioral Style.
As we found in the master data analysis, there is a strong adaptation in Compliance among both
men and women. But, once again, women’s adapted behavioral style in this dimension was
stronger than men’s.
Adapted DISC Behavioral Style Themes of Men and Women

Table 21 presents the Adapted DISC Behavioral Style Themes by gender. There are some clear
patterns and themes including some commonalities and distinguishing differences. While both
genders exhibited stronger adapted Dominant behavior, men favored being Conductors, while
women chose to be Persuaders.
Looking at adopted Influence among the groups you find women continuing to show strong
behavior as Persuaders and men gravitated toward Promoters.
Table 21. Adapted DISC Behavioral Style Themes by Gender

DISC Component Male Behavior Themes Female Behavior Themes
Dominant Dominate Conductors Dominate Persuaders
Influence Influence Promoters Promoting Persuaders
Steadiness Supportive Relators Steady Coordinators
Compliance Analytical Implementers Compliant Analyzers
Although adapted Steadiness behavioral characteristics diminish in strength, there is again some
clear differences between men and women. Men tend to exhibit supportive behavioral traits
while women exhibit more steady and coordinating qualities.
Although both genders demonstrated stronger adapted Compliance, women showed a tighter
focus in the distribution as seen in Table 21. Women seem to be more compliant focused than
men according to this data.
Synthesizing these results leads to the identification of the similarities and differences between
men and women in this study. Men were found to gravitate towards being Conductors and
women were more inclined to be Persuaders. Women are adapting their Behavioral Style to be
Coordinators as where men are driven to be Promoters.
Behavioral Styles of our Leaders by Ethnicity
DISC Natural and Adapted Behavioral Styles by Ethnicity

We will now undertake analysis comparing the white and African Americans segments of the
sample population. Together they represent 82% of the total dataset. The Success Insights®
Wheels comparing white and African American Natural and Adapted Behavioral Styles offer
some valuable insights into the similarities and differences between these two important groups.
Examining the Dominate component of DISC provides some contrasting results. As illustrated
in Figure 17, white participants’ adapted behavioral characteristics increase in strength in
contrast to African American participants’, who were found to have a reduction in Dominance.
White participants tended to cluster around the Persuader style, while the African Americans
aligned more with the Conductor typology.
Figure 17. DISC Natural and Adapted Behavioral Styles by Ethnicity
In terms of Influence, both African American and white participants demonstrated adapted
behavioral characteristics that moved in both directions, thus some became stronger, others
weaker. For example, African Americans moved away from being Relators to a broader
combination of styles that include Persuaders and Promoters. Similarly, white participants show
an adapted style that increased in strength around the Persuader and Promoter styles.
Concerning Steadiness, we find that whites show adaptation toward the Coordinator style and
away from the Relator typology. African Americans also gravitated towards the Coordinator
style, yet at a diminished and lower level.
As expected both African American and white participants had stronger adapted behavioral
related to Compliance. The white sample clustered in the Analyzer typology, whereas the
African American segment was spread across three different typologies at lower levels of
influence (see Figure 17).
Adapted DISC Behavioral Style Themes by Ethnicity

Table 22 presents the Adapted DISC Behavioral Style Themes of whites and African Americans.
There are some clear patterns in these themes including some commonalities and distinguishing
differences.
One notable difference is found in the adapted Dominate behavioral characteristics of both
groups. While there was movement towards both stronger and weaker adapted Dominance, there
is a clear temperance among the African Americans. The white segment was found to cluster
around the Persuader style and the African Americans more towards being Conductors.
Table 22. Adapted DISC Behavioral Style Themes by Ethnicity

DISC Component White Behavior Themes African American
Behavior Themes
Dominant Persuading Conductors Conducting Persuaders
Influence Influence Promoters Promoting Persuaders
Steadiness Supportive Coordinators Relative Coordinators
Compliance Compliant Analyzers Coordinating Analyzers
When comparing the Behavioral Themes of whites and African Americans it is interesting to
note that there are some distinctive differences that emerge from the data. For example, whites
Adapted Behavioral Style becomes stronger and clusters at the intersection of Dominance and
Influence, while African Americans show a lower level of intensity and more Conductor
orientated.
On the Influence theme, African Americans tended towards Persuaders and whites towards
Promoters. Similar differences are found between the groups in the Steadiness component.
Whites tend to adapt towards a Supportive approach and African Americans adapt towards being
Relators. On the Compliance component the white sample clusters in the center around the
Analyzer typology and the African Americans tend to demonstrate a variety of typologies
ranging from Coordinator to Implementer styles.
References
Bonnstetter, Bill., and Suiter, Judy. (2013). The Universal Language DISC, Target Training
International, LTD., Scottsdale, AZ.
Bonnstetter, Bill, and Bonnstetter, Ron. (2016). Motivations and Driving Forces Manual Target
Training International, LTD., Scottsdale, AZ.
Pistrui, D., Bonnstetter, R., Bonnstetter, B., and Fry, C. (2011). Creating, Educating and
Assessing a New Class of Entrepreneurial Minded Engineers. Journal of Engineering
Entrepreneurship, 2(2): 1-14.
https://www.census.gov/content/dam/Census/library/publications/2015/demo/p60-252.pdf
http://www.census.gov/quickfacts/table/INC110214/37051
http://www.census.gov/content/dam/Census/library/publications/2016/demo/p20-578.pdf.
Sponsors
Cape Fear Partners | www.capefearpartners.com
Cape Fear Partners (CFP) are seasoned business professionals and distinguished academics
providing guidance on the effective deployment of human and organizational resources. The
managing partners, David Pistrui, Ph.D. and Darsweil Rogers have 60 plus years of service
advising businesses and institutions across the country and around the world. CFP has associate
relationships with professionals with diverse business and academic backgrounds.
CFP help clients build people centric, performance-driven organizations and programs that align
vision and strategy with execution and performance. CFP offers a full range of consulting
services including
• Innovative Diagnostics and development programs to assist organizations in identifying
opportunities to sole complex problems and create value in the marketplace..
• Family Business Forums to support the development and perpetuation of family and
closely held organizations.
• Senior Management Capacity Building and governance programs to assist in preparing
the next generation of leaders and managers.
• CEO Forums to bring together business owners and executives on a monthly basis to
enhance their business acumen and leadership talents.
• Job Benchmarking and Talent evaluation and development programs to help
organizations recruit, hire, promote and retain key employees.
• Design Thinking Workshops to assist organizations in reimagining their strategic
direction and business model.
• Student and Curriculum Development Programs focused on guiding students to
realize and exploit their talents.
We employ a people-centric approach that builds strategy-focused performance driven

organizations. By combining summative, formative, and developmental perspectives we take a
holistic view that integrates quantitative, qualitative, and design thinking tools, techniques, and
methods.
We work collaboratively with our clients to develop outcome-based programs, processes, and
systems to empower them to identify and capture new opportunities, dissect and solve complex
problems, and to develop the skills and competencies that are required to lead dynamic
organizations.
CFP helps our clients work smarter, make faster and more informed decisions, take decisive
action, and achieve results. We always tailor our offerings and solutions to meet each client’s
specific needs.
TTI Success Insights | www.ttisuccessinsights.com

Target Training International, Ltd. was founded in 1984 by Bill J. Bonnstetter and his son, David
Bonnstetter offering assessments that quickly garnered the attention of independent consultants
and businesses. Over the last 15 years, TTI assessments have been distributed and applied in 90
countries and translated into 40 languages. With Target Training International delivering
research and serving as a worldwide expert in the field of self-discovery, TTI
Success Insights (TTI SI) was formed in 2013 to deliver the most advanced assessment-based
talent management solutions across the globe.
TTI SI believes that all people have unique talents and skills, of which they are often unaware.
Our goal is to help reveal and harness these talents, using state of the art Science of Self®
assessments. TTI SI is committed to continuous product research and innovation, including on-
going scientific validation, new product development, and efficient product delivery
enhancements. We strive to accomplish all of this, and more, while maintaining a loyal
commitment to our worldwide partners and their clients.
As the world’s leading source for research-based validated assessment and coaching tools, we
use our own patented solutions and products to support the discovery, engagement,
advancement, and performance of the company’s most important assets – people. Before we
launch into discovering people’s motivators and passions, let’s take a brief look at some of the
dimensions that people bring with them to all environments as depicted in the Dimensions of
Superior Performance model below. The more you can understand about yourself and others, the
more successful you can be.
Greater Fayetteville Chamber of Commerce | http://www.faybiz.com

The Greater Fayetteville Chamber is a catalyst in growing a healthy business community through
its advocacy of business friendly public policy, the fostering of diverse innovative business
initiatives, through strong collaborative partnerships and delivering valuable programs and
services to our members. Today, prospects are not only educated on the economic feasibility of
the area, but are often also exposed to staff members with expertise in other areas that may be
important to a client.
Research Team
David Pistrui, Ph.D. | dpistrui@capefearpartners.com

Managing Partner, Cape Fear Partners, is an executive, entrepreneur, and educator with over 30
years of experience serving the corporate, nonprofit, and education sectors. David has held
corporate leadership positions with VideoCart, MediaOne, Parade Publications, Time
Incorporated, and Purex Industries.
In 1993, David founded Acumen Dynamics, LLC, a global advisory firm. He has worked with a
wide range of organizations including Tenneco, Ford, KPMG, Motorola, Wrigley, IBM,
Comarch, GrubHub, Target Training International, Minnetronix, Seguin Services, Cleversafe,
Siemans, Dentsu, Nano Dynamics, and the Nass Group, among many others.
David has served as an economic advisor to the states of North Carolina and Illinois, Austrian
Federal Economic Chamber, Austrian Trade Commission, Bahrain Institute of Banking and
Finance, AutoCluster Styira, Austrian Economics Center, and Family Firm Institute.
David has held faculty appointments at University of Detroit Mercy, Fayetteville State
University, Illinois Institute of Technology, DePaul University, Alfred University, and J. J.
Strossmayer University. David has co-authored over 60 publications in the areas of
entrepreneurial growth strategies, family business, engineering entrepreneurship, and the cultural
impacts on organizational development.
David holds a Ph.D. in Applied Economics (Cum Laude) in Entrepreneurship and Strategy from
Universitat Autonoma de Barcelona, Spain, and a Ph.D., in Sociology from the University of
Bucharest, Romania. He also holds a Master of Arts in Liberal Studies degree from DePaul
University (Chicago), and a Bachelor of Business Administration, in Marketing and Economics
from Western Michigan University.
Darsweil L. Rogers | dlrogers@capefearpartners.com

Managing Partner of Cape Fear Partners, specializes in organizational executive coaching,
consulting and group management training. His clients are executives and business owners and
institutions. He has 30+ years of experience and business skills that he acquired while working
on Wall Street with JP Morgan Chase & Co. where he learned how to manage businesses and
motivate employees to become their best and develop an effective, efficient, productive business
team.
In 2013, Darsweil was appointed by the Fayetteville City Council to serve a 4-year term as a
Commissioner on the Fayetteville Public Works Commission (PWC) and is the immediate past
Chair of the Commission. PWC is a $1.1 Billion in asset provider of electric, water and
wastewater services to over 120,000 customers. Darsweil recently served as the interim CEO of
the Greater Fayetteville Chamber of Commerce. Prior board seats held include Greater
Fayetteville Chamber, the Fayetteville Downtown Alliance, and the Spring Lake Chamber of
Commerce. He also previously served as Chair of the Economic Development Committee of the
Spring Lake Chamber of Commerce.
Darsweil hosts a weekly radio program, “Growing Your Business Today,” heard on 1600 AM
WIDU in Fayetteville NC and on the web at widuradio.com every Friday morning from 9 -10
a.m.
Darsweil has general management & marketing, strategic planning, corporate banking,
organizational development and risk-management experience. He has worked and been involved
in industries, such as hospitality, contract manufacturing, information management and
processing, wholesale distribution, funeral services, and financial services. He has advised
hundreds of businesses on organizational development, leadership, effective management,
financings, risk and insurance in diverse industries across the United States and arranged over $1
Billion in financing.
Darsweil is a graduate of Howard University with a Bachelor’s degree in Business

Administration.
Ronald J. Bonnestter, Ph.D. | ron.bonnstetter@ttiltd.com

Ronald J. Bonnestter, Ph.D. serves as the senior vice president of research and development for
TTI Success Insights (TTI SI). Ron is also professor emeritus at the University of Nebraska –
Lincoln. He is an award-winning teacher and researcher who was the first recipient of the
National Senior Outstanding Science Educator of the Year Award.
Under Ron’s co-leadership TTI SI was awarded first place in the small business category during
the 2015 Leadership 500 Excellence Awards Program, which salutes the world’s top companies
for outstanding achievement in leadership development practices and research.
Over the past 15 years, Bonnstetter was principal investigator, co-principal investigator or an
outside evaluator for over $10 million in grants from the National Institutes of Health, National
Science Foundation, NASA, the U.S. Department of Education and The Toyota Foundation.
Ron’s current research interests include behavioral and value interaction analysis, development
of personal attribute soft skills as they affect the work setting, and brain-based findings that
inform human interactions, referred to as Interpersonal Neurobiology. Ron holds a bachelor’s
degree from Mankato State and Masters and Doctorate degrees from the University of Iowa.

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Leadership 100 Project Report April 2017

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Leadership 100 Project Report:

Overview and Acknowledgements

David & Darsweil

Who is Cape Fear Partners?

Key Findings from the Study

Leadership Group to National Average

(driven to learn, acquire

African Americans to Whites

What does it all Mean?

Opportunity Snapshot for Leadership Growth

Develop an Opportunity Orientation

Expand Collaboration Models

Implement Succession and Continuity Programs

Section 1: Introduction and Overview of the

TTI Success Insights Partnership in the Leadership Study

Figure 1. TTI TriMetrix® DNA Methodology Framework

TTI TriMetrix® DNA Methodology Framework

Competencies Development Indicator

Behavioral Style Mo8vators

Used in 90 countries / 40 languages / Over 22 million TTI assessments taken

The following is a look at the three primary sections of the report:

Motivators and Driving Forces

1.2 General Demographic Overview

Table 1. Dataset by Ethnicity

Figure 2. Age by Decade (n=116)

Table 2. Level and Area of Education

Level of Education % Area of Study %

Table 3. Employment Level

Figure 3. Income Ranges

1.3 Demographics by Gender

Table 4. Demographic Overview by Gender

Education Total Men Women

Occupation Total Men Women

1.4 Demographics by Ethnicity

Table 5. Demographic Overview by Ethnicity

Education Total White Afr. American

Occupation Total White Afr. American

1.5 Snapshot of Our Community

Section 2: Professional Competencies of

The development of these Competencies are categorized into four levels:

1. Well Developed – Range between 75 to 100

Below is an aggregate snapshot of the professional competencies of our leadership sample

2.2 Professional Competencies Hierarchy

Table 6. Hierarchy of Competencies

2. Appreciating Others - Identifying with and caring about others.

4. Employee Development/Coaching - Facilitating and supporting the professional growth of

5. Goal Orientation - Setting, pursuing, and attaining goals, regardless of obstacles or

6. Understanding Others - Understanding the uniqueness and contributions of others.

7. Flexibility - Agility in adapting to change.

8. Conflict Management - Addressing and resolving conflict constructively.

9. Resiliency - The ability to quickly recover from adversity.

10. Leadership - Achieving extraordinary business results through people.

12. Negotiation - Facilitating agreements between two or more parties.

13. Self Starting - Demonstrating initiative and willingness to begin working.

18. Teamwork - Working effectively and productively with others.

22. Decision Making - Utilizing effective processes to make decisions.

* 68% of the population falls within the shaded area.

Table 7. Greater-than and Less-than Themes

Figure 4. Competencies Map: Fayetteville vs. National Average

2.3 Professional Competencies Hierarchy by Gender