Emotions: Is industrious and diligent; displays frustration
Goal: Personal accomplishments‚ sometimes at the expense of the group’s goal
Judges others by: Ability to achieve concrete results
Influences others by: Accountability for own work
Value to the organization: Sets and completes key result areas for self
Overuses: Reliance on self; absorption in the task
Under Pressure: Becomes frustrated and impatient;  becomes more of a "do-er" and less of a "delegator"
Fears: Others with competing or inferior work standards affecting results
Would increase effectiveness with more: Reduction of "either-or" thinking; clarity of task priority; consideration of optional approaches; willingness to compromise short-term for long-range benefits

The motivation of Achievers is largely internal and flows from deeply felt personal goals. Their commitment to their own goals precludes an automatic acceptance of the group’s goals. 

Achievers need to see how they can blend their personal goals with the organization’s goals. By retaining control over the direction of their lives‚ Achievers develop a strong sense of accountability. 

Achievers demonstrate a keen interest in their work and
an intense‚ continual pursuit of accomplishment. They have a high opinion of their work and under pressure may hesitate to delegate tasks. Instead‚ they take on the work themselves to ensure that things are done right. When they delegate‚ they have a tendency to take back the task if it does not go according to their expectations. Their guiding premise is‚ "If I succeed‚ I want the credit‚ and if I fail‚ I will take the blame." 

An Achiever should communicate more with others to expand their thinking beyond either "I have to do it myself" or "I want all the credit." They may need assistance to find new approaches for achieving their desired results. 

Achievers function at peak efficiency‚ and they expect recognition equal to their contribution -- high wages in profit organizations and leadership positions in other
groups.