RMP Report Example

Confidential

Who Am I: My Reiss Profile

Name (0004): Kung-Li+Deng Page 1
Age: 43, Gender M

Reiss Motivation Profile: (0004) Kung-Li+Deng

General information on your Reiss Profile®

Deep down, what makes people happy and satisfied with their lives and, thus, productive on a sustainable
basis? Success, wealth, career, family, or something else?

What is most important to you? What do you want from life? What aspects of your life are most meaningful to
you?

Who are you?

Professor Steven Reiss answered these questions in a unique way: He asked thousands of people from
diverse cultures and stations in life about their intrinsic motives. Surprisingly, scholars spent centuries
studying human nature, but until now nobody had conducted large scale surveys of human purposes and
deeply rooted psychological needs.

Based on decades of study, Reiss learned that we are driven by 16 basic strivings or desires that are deeply
rooted in human nature and intrinsic to all of us. These goals are common not only to all people but also to
our nearer relatives in the animal world -- goals such as food; shelter from danger, the company of our
fellows; triumph over our opponents, and leadership among our companions.

All psychologically important purposes, strivings, and motives appear to be reducible to the 16 basic desires
or to combinations among them. These 16 basic desires give rise to personality and reveal values.

By means of the 16 basic desires, and unlike any other personality assessment, the Reiss Motivation Profile®
provides a comprehensive picture of who you are. The results identify which motives are most important to
you and suggests how these motives play out at work, home, and in relationships.

The Reiss Motivation Profile® is supported by peer reviewed scientific research published in the best quality journals. A
summary of scientific evidence appears in tables in Chapter 2 of Professor Reiss's book, "The Normal Personality: A
New Way of Thinking about People" (available from www.amazon.com). The list of 16 basic desires is the first
empirically- derived taxonomy of human needs.

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 2

The 16 Basic Desires of Human Nature

Acceptance, the desire to avoid failure and criticism.
Beauty, the desire for aesthetic appealing experiences.
Curiosity, the desire for understanding.
Eating, the desire for food.
Expedient, the desire to act out of self-interest.
Family, the desire to raise children and spend time with siblings.
Idealism the desire for social justice.
Interdependence, the desire to trust others to meet one's needs.
Order, the desire for to be organized and clean.
Physical activity, the desire for muscle exercise.
Power, the desire for influence or leadership.
Saving, the desire to collect.
Social contact, the desire for peer companionship.
Status, the desire for respect based on social standing.
Tranquility, the desire to be free of anxiety and pain.
Vengeance, the desire to confront those who offend.

* The business, school, sports, and health versions have no questions about romance and substitute instead
a scale for Beauty.

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16 basic desires make us individuals and determine our psychological needs. Although everybody embraces
all 16 basic desires, we differ considerably in how we rank order and combine them. Your rank ordering of the
16 basic desires is shown in the 'results box' on this page.

Included in this report are plain English paragraphs suggesting how your results might be interpreted. Only
strong and weak desires are interpreted. These results are based on statistical probabilities. In the final
analysis, you must decide which of the results are valid in your case and which are invalid.

The following is your Reiss Profile expressed in standard scores. The numbers in parenthesis refer to
the interpretative paragraphs (see following pages).

Desire Score Color Narrative
Acceptance -0.62 Yellow
Beauty +0.31 Yellow (1)
Curiosity +0.83 Green
Eating -0.19 Yellow (2)
Expedient -0.61 Yellow (3)
Family +0.86 Green (4)
Idealism +0.49 Yellow (5)
Interdependence -2.00 (6)
Order -2.00 Red (7)
Physical Exercise +0.25 Red (8)
Power +2.00 Yellow
Saving -0.90 Green Page 4
Social Contact -1.83 Red
Status -0.26 Red
Tranquility -1.08 Yellow
Vengeance -0.74 Red
Yellow

Reiss Motivation Profile: (0004) Kung-Li+Deng

Weak Average Strong
Desire Desire

Acceptance (-0.62) (-0.62) Acceptance
Beauty (+0.31) (+0.31) Beauty
(+0.83) Curiosity
Curiosity (+0.83) (-0.19) Eating
Eating (-0.19) (-0.61) Expedient
(+0.86) Family
Expedient (-0.61) (+0.49) Idealism
Family (+0.86) (-2.00) Interdependence
(-2.00) Order
Idealism (+0.49) (+0.25) Physical Exercise
Interdependence (-2.00) (+2.00) Power
(-0.90) Saving
Order (-2.00) (-1.83) Social Contact
Physical Exercise (+0.25) (-0.26) Status
(-1.08) Tranquility
Power (+2.00) (-0.74) Vengeance
Saving (-0.90)
Social Contact (-1.83)
Status (-0.26)
Tranquility (-1.08)
Vengeance (-0.74)

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 5

Curiosity (1)
Strong Desire, score of +.80 or higher ( +0.83)

Since you scored high for intellectual curiosity on the Reiss Motivation Profile®, you may need to understand
things. Everybody likes to understand things, of course, but people with a high need for curiosity place an
uncommonly high value on the intellectual aspects of life.

The following is a general description of how a high need for curiosity might motivate you and might play out
in your career or work. Typically people with this need show only some of these behaviors. You should pick
and choose which ones apply to you.

A high need for curiosity motivates intellectual behavior. Some people with this need are contemplative,
inquisitive, thoughtful, and/or analytical. They may like to think deeply. Some are absent-minded and have a
tendency to become so absorbed in their thoughts that they pay little attention to what is going on around
them. No matter what they are doing -- flipping burgers, recovering in a hospital, listening to a speech --
sooner or later they start analyzing something. When they are not thinking about something, they may
become bored quickly.

A high need for curiosity motivates people to care about ideas, knowledge, and theories, regardless of
practical relevance. Some curious people become intellectuals. Some like to read books. Some seek out
stimulating company and enjoy lively conversations. Many respect people who are smart and thoughtful.

At work curious people are at their best when they understand what they are doing. They may dislike having
to follow unexplained instructions from their superiors.

A high need for intellectual curiosity motivates some people to make things more complicated than they need
be. Some intellectuals, for example, may talk or write in long, complex sentences. Curious people have a
tendency to make things complicated because they like to deal with nuance. Some need to be careful not to
talk over people's heads.

When under stress, some curious people have a tendency to become talkative or ask too many questions.
Some may become overly analytical.

Practical and intellectuals tend to misunderstand each other. Many practical people wonder if intellectuals are
mired in trivia and should devote less time to analyzing things. Many intellectuals think that practical people
need to think more carefully about what they are doing. The truth of the matter is that we are individuals to a
much greater extent than is commonly appreciated. Some of us are born to become practical people, and
others are born to become intellectuals. Since each person is happiest with a lifestyle that fulfills his/her own
nature, he/she will resist external pressures to change.

Some curious people might be interested in a career or job that is intellectually stimulating. They have many
such jobs they can choose from including astronaut, business executive, detective, editor, engineer, investor,
journalist, lawyer, librarian, nurse, scientist, and teacher. On the other hand, they might be disinterested in a
career or job that requires minimal intellectual effort such as animal caregiver, assembler, barber, carpenter,
data entry person, factory work, hair stylist, garment worker (sewing), painter, repair person, truck driver,

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 6

typist, and waiter.

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Family (2)
Strong Desire, score of +.80 or higher ( +0.86)

Since you scored high for family on the Reiss Motivation Profile®, you may be a family oriented person.
Almost everybody cares about their family, of course, but people with a high need for family put their family
first and arrange their schedules so they can spend significant time at home.

The following is a general description of how a high need for family might motivate you and might play out in
your career or work. Typically people with this need show only some of these behaviors. You should pick and
choose which ones apply to you.

Many individuals with this need derive much of their enjoyment from raising children. (If they don't have
children now, they may be looking forward to having them in the future. ) For some, taking care of children
makes them feel needed. Some parents look forward to teaching their children about life. Some like to nurture
or protect children. Some like to serve as role models for children. Some like to volunteer to coach boy/girl
scouts or youth league ball.

A high need for family motivates parents to want to spend time with their children. Some put their family
before work or pleasure. Some enjoy spending a lot of time at home or doing things with their family. Many
enjoy interacting with members of their family, having meals together, discussing each other's day, and taking
vacations together.

Many family-oriented people dislike being away from their family for extended periods of time. When they are
away, they miss family members and think about them often. When their children become grown and move
away, they may face a difficult adjustment. It is important for them to remain closely connected especially
when their children begin to raise their own families. Many talk with their adult children frequently if not daily.

When under stress, many of these individuals seek the comfort of being with or talking with their children,
brothers, or sisters.

Family-oriented people and nonfamily-oriented people tend to misunderstand each other. Many
family-oriented people think that nonfamily-oriented people are being selfish and would have a more fulfilling
life if they had children or spent more time with them. Many nonfamily-oriented people think that
family-oriented people are tied down and would be happier if they were free to live life to its fullest. The truth
of the matter is that we are individuals to a much greater extent than is commonly appreciated. Some people
are born with strong parenting instincts, and others are born with weak parenting instincts. Since each person
is happiest with a lifestyle that fulfills his/her own nature, he/she will resist external pressures to change.

Family-oriented people might be interested in a career or job that is relevant to children, families, or pertaining
to nurturing plants and animals. Some of the many examples include athlete, camp manager or attendant,
daycare attendant, farmer, hotel management, housekeeper, household worker, pediatric nurse or physician,
personal attendant, politician, real estate agent, or teacher. They might be especially interested in work that
still leaves them plenty of time to devote to their family, such as part-time or work-at-home jobs.

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 8

Interdependence (3)
Weak Desire, score of -.80 or lower ( -2.00)

Since you scored low for interdependence on the Reiss Motivation Profile®, you may value your
independence and personal freedom more than most people do. Everybody enjoys personal freedom, of
course, but people with a low need for interdependence may enjoy it to an above-average degree.

The following is a general description of how a low need for interdependence might motivate you and might
play out in your career or work. Typically people with this need show only some of these behaviors. You
should pick and choose which ones apply to you.

Many people with this need are self-reliant. Some want to be their own person. Some like to make their own
decisions and do things their way. Some dislike having to rely on others for money.

Some people with this need like to assert their individuality. Some develop their own style or ways of doing
things. Some dress differently, wear their hair differently, or have unusual interests. Some are unimpressed
with conventional thinking or approaches.

Since independent people dislike owing favors. Some are reluctant to curry favor with high status individuals
who might be in positions to help them out. Some are slow to ask a friend for a loan. Some dislike asking
neighbors to loan them a lawn mower or a car.

Some independent people like to assert their individuality. Making choices (self-determination) about how to
do a task may boost motivation.

Some independent people dislike sharing their private thoughts and feelings with others. Some think they
compromise their independence when they become emotionally dependent on another person. Some are
reluctant to praise others or even say "thank you." Some dislike "touchy feely" experiences. Some dislike
altered states of consciousness such as the "zone" or "flow."

When under stress, some independent people may be reluctant to go along, to get along. They may stick to
their guns, especially on anything they view to be a matter of personal choice. Many are reluctant to
compromise. Especially when under stress, some independent people can become stubborn and unyielding.

At work, independent people may be at their best with supervisors who respect their individuality. Some
prefer supervisors who are businesslike and let them decide how to do things. Some do not want their
supervisors to provide assistance when they feel they can do a task themselves. Some respond to support
but not to high levels of support. Some become frustrated with activities in which the group (rather than the
individual) makes decisions and in which members are expected to support each other rather than take
individual responsibility.

Independent people and interdependent people tend to misunderstand each other. Many independent people
think that interdependent people would be happier if they were less reliant on others. Many interdependent
people think independent people are stubborn and difficult to get along with and would be happier if they
would just go along, to get along. The truth of the matter is that individuality is much greater than commonly

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 9

supposed. Some people are born to be independent, and others are born to be interdependent. Since each
person is happiest with a lifestyle that fulfills his/her own nature, he/she will resist external pressures to
change.

Independent people might be interested in a career or job that provides a high degree of freedom and
decision making. Possible examples include book author, commodities trader, entrepreneur, investor, small
business owner, and wall street trader. On the other hand, they might dislike a career or job that requires a
high degree of teamwork or emotional sensitivity. Possible examples include clergy, counselor, middle
management, personal attendant, and salesperson.

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 10

Order (4)
Weak Desire, score of -.80 or lower ( -2.00)

Since you scored low for order on the Reiss Motivation Profile®, you may feel uncomfortable when your
environment is highly organized or scheduled.

The following is a general description of how a low need for order might motivate you and might play out in
your career or work. Typically people with this need show only some of these behaviors. You should pick and
choose which ones apply to you.

Many people with a low need for order dislike organizing, planning, and scheduling. Some dislike having to
conform their behavior to detailed rules, schedules, and plans. Some value flexibility. Some are motivated by
spontaneity. Some enjoy improvising and making it up as they go along. Some have a tendency to jump into
new projects with minimal planning.

Many flexible people like to keep their options open for as long as they can. They may put off making decision
until the last minute. Some give little thought to where they are headed in life. As the saying goes, they "follow
their nose."

Some flexible people have a tendency to have too many balls in the air. Some think it is impressive to be
engaged in multiple activities at the same time. They may have a tendency to spread themselves too thin.
Some tend to start a new project before they finished the last one.

Many people with a low need for order prefer to focus on the essence of a matter, paying little attention to
details. Some consider small details as trifles. Some often do not notice details. They may like to follow the
spirit of the law, but not necessarily the letter of the law. Some focus on the "big picture."

Many flexible people are at their best in situations requiring improvisation and spontaneity. Some dislike
activities requiring precision and repetition, such as filling out forms or golf swings. Many value is variation in
routine. They may like to vary how they perform routines from one time to the next.

When under stress, some of these individuals are quick to make changes and try adaptations. Some change
plans so often they do not give any one plan a sufficient opportunity to work. They must guard against making
changes for the sake of change.

Orderly people and flexible people tend to misunderstand each other. Many orderly people think flexible
people tend to have too many balls in the air and would be more successful if they prioritized better and
organized what they had to do. Many flexible people think orderly people are mired in trivia and would be
more successful if they spent more time on what is important. The truth of the matter is that individuality is
much greater than commonly supposed. Some people are born to be orderly, while others are born to be
flexible and spontaneous. Since each person is happiest with a lifestyle that fulfills his/her own nature, he/she
will resist external pressures to change.

Flexible people might be interested in a job or career that that rewards spontaneity and/or capacity to cope
with ambiguity. Possible examples include advertising, air traffic controller, consultant, creative writer,

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 11

gambler, ombudsmen, and wall street trader. On the other hand, they might be poorly suited for a job or
career that rewards attention to details, procedure, organization, repetition, or cleanliness. Possible examples
include accountant, cleaner, editor, housekeeper, lawyer, negotiator, nurse, office manager, physician, and
waiter.

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 12

Power (5)
Strong Desire, score of +.80 or higher ( +2.00)

Since you scored high for power on the Reiss Motivation Profile®, you may like to assert your will and
influence things. The following is a general description of how a high need for power might motivate you and
might play out in your career or work. Typically people with this need show only some of these behaviors. You
should pick and choose which ones apply to you.

Many people with a strong need for power seek leadership roles. Some like to be the decision maker at
home. Some like to be a supervisor or boss at work.

Many people with this need are assertive. Some are willful and determined. Some are quick to give advice,
even to strangers. Some stand up for what they believe. Some inject themselves into situations that interest
them.

Many individuals with this need are achievement motivated. Some are ambitious and dream of glory. Some
are prepared to work very long hours and to set aside almost everything else in their life. Challenges and
adversity typically do not discourage them but may cause them to work even harder. Some are persistent in
the pursuit of their most important goals.

Many people with a high need for power value competence, productivity, and excellence. Many aim to
improve their skills. Some can boost their motivation by working on improving their skill set.

At work, some people with a high need for power are at their best when they are pursuing challenging
achievement goals. Their supervisors should help them set high achievement goals consistent with the goals
of the company or business. Ambitious people can become unmotivated when their supervisors set easy
goals for them.

Some people with this need push themselves hard. Some become workaholics. Some become so absorbed
in work they neglect their health. Some become so absorbed in their work they overeat to relax and gain
weight.

Some people with a high need for power enjoy creating things. Some like to construct physical buildings,
create works of arts or compositions, or start new businesses, organizations, or clubs. Some enjoy creating a
poem, book, or original screenplay.

When under pressure, many willful people have a natural tendency to step up and take charge. Many work
even harder. A few become domineering, controlling, or pushy.

Willful people and nondirective people tend to misunderstand each other. Many willful people think that
nondirective people lack ambition and would be happier if they worked harder. Many nondirective people
think that willful people are workaholics who would be happier if they devoted more time to leisurely pursuits.
The truth of the matter is that individuality is much greater than commonly supposed. Some people are born
to be willful, and others are born to be nondirective. Since each person is happiest with a lifestyle that fulfills
his/her own nature, he/she will resist external pressures to change.

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 13

Willful people might be interested in a job or career that rewards leadership ability and/or hard work and is
challenging. Possible examples include builder, entrepreneur, executive, lawyer, manager, military officer,
politics, and scientist. On the other hand, they might be disinterested in a job or career that doesn't challenge
them or consists mostly in assisting or backing up others. Possible examples include clerk, flight attendant,
executive assistant, ghost writer, laboratory technician, and secretary.

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 14

Saving (6)
Weak Desire, score of -.80 or lower ( -0.90)

Since you scored low for saving on the Reiss Motivation Profile®, you may not feel the need to save or hold
on to things. The following is a general description of how a low need for saving might motivate you and might
play out in your career or work. Typically people with this need show only some of these behaviors. You
should pick and choose which ones apply to you.

Some non-savers do not take care of the things they own. They may not, for example, take care of their home
or car. They may not take care of their clothes

Some non-savers would rather buy something new than repair something old. Some dislike patching things
up. Some may not know how to make repairs.

Some people with this need are spenders who have trouble holding onto money. As the saying goes, "money
burns a hole in their pockets." Some enjoy shopping.

When under stress, some of these individuals may have a tendency to misuse, lose, or damage their
property.

Savers and spenders tend to misunderstand each other. Many savers think that spenders are irresponsible
and wasteful individuals who would be better off if they took greater care of their possessions and spent their
money more wisely. Many spenders think that savers are self-denying and would be happier if they spent
more money to live a more comfortable life. The truth of the matter is that individuality is much greater than
commonly supposed. Some people are born to be savers, and others are born to be spenders. Since each
person is happiest with a lifestyle that fulfills his/her own nature, he/she will resist external pressures to
change.

Non-savers may like jobs where things are disposed of or where they can buy things. Examples include
purchasing agent, retail chain buyer, defense procurement, and waste disposal. They may be frustrated in
jobs where frugality or saving is rewarded such as financial officer, banker, repair person, handyman, or rare
coin collector.

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 15

Social Contact (7)
Weak Desire, score of -.80 or lower ( -1.83)

Since you scored low for social contact on the Reiss Motivation Profile®, you may place less value on social
life than does the average person. Everybody socializes, of course, but every now and then people with a low
need for social contact like to spend time away from the crowd to rejuvenate themselves.

The following is a general description of how a low need for social contact might motivate you and might play
out in your career or work. Typically people with this need show only some of these behaviors. You should
pick and choose which ones apply to you.

Some people with this need like to keep to themselves. Some may prefer a few close friends to many casual
ones. Some spend a lot of time alone working or meditating or engaged in a hobby or leisurely pursuit.

Many people with a low need for social contact prefer to work as an individual rather than as part of a team or
group. Some feel uncomfortable in groups. When required to be in group situations, some keep to themselves
and choose to interact only to the extent necessary. For some shyness may contribute to the low need for
social contact. A few may avoid social situations out of a fear of rejection.

Many people with a low need for social contact attend few parties and belong to few clubs or social groups.
Some experience socializing as superficial. Some experience it as burdensome. Some attend few parties or
slip away early. Some do not even know who is having a party that weekend.

Some private people do not overtly show a lot of interest in other people’s lives. Although they may work with
a number of people, none or few of them may become personal friends. Some do not keep up with people
after they move away or take a different job.

Some people with a low need for social contact have a serious or quiet personality. Some smile only
infrequently. Some dismiss pranks and practical jokes as childish.

Some private people experience solitude as relaxing. Some like to collect their thoughts or mediate when
alone. Some like the quietness, relaxed paces, absence of interruptions, and freedom from social demands
associated with solitude.

When under stress, some people with this need may "space out" for a spell, which basically means
withdrawing mentally into one's own inner world. Some want to go into their cave and be left alone by others
until they can rejuvenate. At such times they want others to respect their space and let them keep to
themselves for a while. A few may be aloof or brusque.

Sociable and private people tend to misunderstand each other. Many sociable people think that private
people are too serious about things and would be happier with a richer social life. Many private people think
that sociable people are superficial and should be more serious about things. The truth of the matter is that
these people have different natures. Some people are born to be gregarious, and others are born to be
private. Since each person is happiest with a lifestyle that fulfills his/her own nature, he/she will resist external
pressures to change.

Reiss Motivation Profile: (0004) Kung-Li+Deng Page 16

Private people are at their best in any job or career requiring only infrequent contact with other adults.
Possible examples include working at home, working in rural areas, book author, night watchman, security
guard, truck driver, postal delivery, or researcher in Antarctica. They might be poorly matched to a job or
career that involves significant social contact. Possible examples include civil servant, counselor, interviewer,
marketer, party planner, public relations, recreation recruiter, and salesperson.

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Tranquility (8)
Weak Desire, score of -.80 or lower ( -1.08)

Since you scored low on need for tranquility on the Reiss Motivation Profile®, you may have a low sensitivity
for anxiety, fear, and pain. The following is a general description of how a low need for tranquility might
motivate you and might play out in your career or work. Typically people with this need show only some of
these behaviors. You should pick and choose which ones apply to you.

Many people with this need are brave, calm, and relaxed individuals. Many are slow to frighten. Many have
few fears. Many do not have panic attacks. Many experience little anxiety or stress.

Some people with a low need for tranquility handle stress well. Some excel when under pressure. Some
remain "cool" under pressure, staying poised when things go wrong. Some tend to be "clutch" people who
almost never "choke."

Many individuals with a low need for tranquility are slow to complain of pain when they become ill or injured.
Some may not complain about pain even when they are hurt.

Some individuals with this need are adventurers. Some are risk takers. Some seek thrills, excitement, dare,
and adventure. Some are motivated by what Winston Churchill once described as the exhilaration of facing
danger without being injured. Some are attracted to activities that provide a brush with danger, such as fast
driving, downhill skiing, or mountain climbing.

Cautious people and risk takers tend to misunderstand each other. Many cautious people think that risk
takers are reckless individuals who misjudge their exposure to danger. Many risk takers think that cautious
people are too timid and would be happier with a more exciting lifestyle. The truth of the matter is that these
people have different natures. Some people are born to be cautious, and others are born to be risk takers.
Since each person is happiest with a lifestyle that fulfills his/her own nature, he/she will resist external
pressures to change.

Many brave people are at their best in any position where performance under stress or danger is relevant to
job performance. Possible examples include athlete, bill collector, air traffic controller, bomb/ hazardous
material squad, electrician, nurse, policeperson, security guard, soldier, surgeon, trader, and travel agent.
They might dislike a job or career that gives emphasis to safety and involves little stress. Possible examples
include barber, builder, carpenter, clergy, florist, forester, funeral director, housekeeper, janitor, librarian,
nutritionist, painter, and repair person.

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Interesting Information about the Reiss Motivation Profile®

• Many people use the acronym RMP to refer to this tool.

• Everybody embraces all 16 basic desires but people prioritize them differently. How you prioritize the
16 basic desires is called your Reiss Profile®

• The results of your RMP reveal your strivings. It shows the motives likely to drive your actions for the
rest of your life.

• The results of your RMP reveal your core values. You value what you desire, and you desire what you
value.

• The results of your RMP reveal your personality. Your traits are just habits for pursuing and managing
your desires.

• The results of your RMP reveal your relationship outcomes. Comparison of the results of the RMPs of
any two people suggests what attracts each to the other and what they are likely to disagree on or
quarrel over repeatedly.

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